Actual financial amounts for the current fiscal year are not yet final. Final fiscal year actuals, from the Comptroller’s Comprehensive Annual Financial Report, will be reported in
the next PMMR. Refer to the “Indicator Definitions” at nyc.gov/mmr for details. 2
Authorized Budget Level 3Expenditures include all funds “NA” - Not Available
None
Page 352 | MAYOR’S MANAGEMENT REPORT
SPENDING AND BUDGET INFORMATION
Where possible, the relationship between an agency’s goals and its expenditures and planned resources, by budgetary unit
of appropriation (UA), is shown in the ‘Applicable MMR Goals’ column. Each relationship is not necessarily exhaustive or
exclusive. Any one goal may be connected to multiple UAs, and any UA may be connected to multiple goals.
Unit of Appropriation
Expenditures
FY19¹
($000,000)
Modified Budget
FY20²
($000,000) Applicable MMR Goals³
Personal Services - Total $144.4 $156.7
001 - Personal Services $131.2 $137.9 All
009 - Mayor's Office of Media & Entertainment $7.0 $7.3 *
013 - New York City Cyber Command $6.2 $11.5 *
Other Than Personal Services - Total $531.1 $705.5
002 - Other Than Personal Services $466.8 $604.9 All
010 - Mayor's Office of Media & Entertainment $11.4 $25.8 *
014 - New York City Cyber Command $52.9 $74.7 *
Agency Total $675.5 $862.1
¹Comprehensive Annual Financial Report (CAFR) for the Fiscal Year ended June 30, 2019. Includes all funds. ²City of New York Adopted Budget for Fiscal 2020, as of June
Includes all funds. ³Refer to agency goals listed at front of chapter. “NA” Not Available * None
NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS !
• During part of Fiscal 2020, Eusebio Formoso served as Acting Commissioner. In December 2019, Jessica S. Tisch was
appointed Commissioner.
• Goal 1a was revised from previous MMRs to strike the clause “for DoITT managed systems” because it was redundant.
• The indicator “Systems DoITT manages” was added to more accurately convey the scope of the numerous systems (i.e.,
associated sets of appliances, networks, servers, and applications) that DoITT supports citywide.
• The indicator “Newly completed projects that provide new services to the public” was added to better communicate
DoITT’s role as the shared IT services provider for City agencies and DoITT’s contributions to enhance services provided
to the public.
• The indicator “Critical public safety outages” was added to provide greater transparency in understanding the status
of life safety systems for the public.
• The indicator “Total outage time for critical public safety infrastructure (minutes)” was added to provide greater context
on the actual impact of outages to life safety systems managed by DoITT.
• The indicators “Uptime of telecommunications network (Voice over Internet Protocol) (%),” “Uptime of NYC.gov
(%),” “Uptime of 800 MHz network (%),” and “Uptime of Citywide Radio Network (%)” were removed because they
are imprecise indicators of DoITT’s actual day-to-day performance and the services DoITT provides to the City and the
public. Each of these systems is composed of a large number of IT appliciances, applications, servers and circuits which
individually may have incurred outages. A single percentage does not directly capture the downstream impact to users.
• The indicator “Uptime of NYCWiN (%)” was removed because NYCWiN was fully decommissioned in Fiscal 2020 and
the indicator is no longer required.
• The indicator “Outages Resolved” was retired because it lacks context of the actual impact to DoITT services. For
example, an outage in a backup, redundant system may not lead to actual user impact. The indicator “Incidents that
directly impact services provided to the public” was added to provide greater context for the actual impact of outages
on service delivery to the public.
DEPARTMENT OF INFORMATION TECHNOLOGY & TELECOMMUNICATIONS | Page 353
• The indicator “Average duration of resolved outages (hours)” was retired because it was an artificially low number of
resolved outages, as opposed to all service disruptions, and it was not a transparent representation of DoITT’s overall
performance. The current register and documentation of outages only goes back to Fiscal 2018 and does not account
for all critical or high level tickets taken by the Citywide Service Desk.
• The indicator “Incidents by severity level” was added to provide greater transparency and context on DoITT’s incident
response times.
• The indicator “Average incident resolution time by SLA level (hours)” was added to provide greater transparency and
context to disruptions in service experienced by end-users.
• The indicator “Service Disruptions” was retired because it did not provide enough detail on the different types of service
disruptions.
• The indicators “Critical priority incidents resolved within 2 hrs (%),” “High priority incidents resolved within within 6
hours (%),” “Medium priority incidents resolved within 3 business days (%),” “Low priority incidents resolved within 7
business days (%)” were retired because they did not reflect what is occurring in DoITT-hosted environments without
the breakdown of the number of incidents within each SLA.
• Goal 1c was revised from previous MMRs to strike the clause “led by DoITT’s project management office” because the
office has been eliminated.
• The indicator “Active projects for new services to the public” was added because the new definition is broader in scope
than just the subset of projects previously managed by the DoITT Project Management Office (PMO).
• The indicator “Active projects to support outside agencies” was added to better communicate the role DoITT performs
in standing up new systems, supporting existing systems, or refreshing end-of-life or past-vendor-support systems for
agency customers.
• The indicators “Projects on schedule (%)” and “Projects completed on time (%)” were retired because these metrics
only captured a subset of all projects and did not have any relationship to the projects’ original timetables.
• The indicator “Active projects” was retired because not all projects were managed by the DoITT PMO and the indicator
did not accurately represent DoITT’s entire project portfolio. This metric also did not provide any meaningful context
to the impact on DoITT customers. For example, an ‘active project’ to expand storage in a data center may have less
tangible impact to customer experience than a new application such as GetFood NYC.
• The indicator “Datasets with data dictionaries on NYC.gov/OpenData (%)” was added because it is an important metric
for the usability of published datasets from the perspective of an analyst trying to interpret the data. The responsibility
for supplying the data dictionary lies with the originating agency.
• The indicator “Video complaints reported as resolved in <30 days by cable franchisees (%)” was retired and the indicator
“Video cable complaints Citywide” was added because it is a better metric for measuring the service accountability for
franchisees. Reporting only a percentage fails to communicate the volume of complaints that the City receives.
• In Goal 3a, the phrase “in a timely manner” from previous MMRs was replaced with “positively” because it is not
helpful to New Yorkers for their complaints to be resolved in a timely manner if the problem is not actually fixed.
• The indicator “Average time to resolve all video cable complaints, as reported by cable franchisees (days)” was retired
and the indicator “Video cable complaints resolved Citywide (%)” was added because it provides greater clarity to how
these complaints are handled by the franchisees. DoITT had previously followed the franchisees in considering any cable
complaint closed after 30 days.
• The indicators “Responses to 311 Service Requests for video service cable complaints,” “Responses to 311 Service
Requests for billing cable complaints,” and “Responses to 311 service Requests for miscellaneous cable complaints”
were added because reporting the total number, as opposed to a percentage resolved within a time period, will make
it easier to compare year-over-year trends.
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• The indicator “Citywide service desk requests” was retired because a single total does not properly communicate the
impact of those requests to services that directly impact the public. Similar to most other service desks, the largest
category of user requests are password resets which have no direct customer impact.
• Fiscal 2020 data for the indicators “Percent meeting time to close—cable complaint—video service (15 days)”, “Percent
meeting time to close—cable complaint—billing (30 days)” and “Percent meeting time to close—cable complaint—
miscellaneous (30 days)” are not available. Service request recategorization that occurred as part of the transition to
311’s new Customer Relationship Management (CRM) system affected reporting in this service area. 311 customer
service/SLA reporting will be revised in the Preliminary Fiscal 2021 Mayor’s Management Report.
Data Quality Issues
• After a review of the number of incidents reported to the Citywide Service Desk, DOITT has newly standardized its
classification of ticket severity levels and improved data quality.
• In previous MMRs, franchisees considered any cable complaint resolved after 30 days and DOITT followed this
convention. DoITT now is measuring whether the cable complaints are resolved.
• Local Law 107 of 2015, which required providing data dictionaries, went into effect in Fiscal 2016.
• The historical counts of active Link NYC kiosks were revised for Fiscal 2017 and Fiscal 2018 to accurately report the
historical number. Deployment of new Link NYC kiosks ceased in 2018.
• The historical numbers for the “Citywide IT professional services contracts in use by agencies (%)” were input incorrectly
last year and have been corrected.
• The “Letters responded to in 14 days (%)” and “E-mails responded to in 14 days (%)” indicators were incorrectly
reported in previous years. In Fiscal 2020, DoITT did not receive any letters. From January 2020 through the end of Fiscal
2020, DoITT responded to 94 percent of e-mails within 14 days.