MMR - FY20 - Department of Parks and Recreation

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    • DEPARTMENT OF PARKS &
    • RECREATION Mitchell J. Silver, Commissioner
    • DEPARTMENT OF PARKS & RECREATION | Page 121
    • WHAT WE DO
    • The Department of Parks and
    • Recreation (DPR) plans, maintains
    • and cares for a more than 30,000
    • acre municipal parks system that
    • encompasses over 1,900 parks,
    • 1,000 playgrounds, 36 recreation
    • centers, more than 650,000 street
    • trees and two million park trees.
    • DPR’s thousands of public programs
    • include free Shape Up NYC fitness
    • classes, Kids in Motion children’s
    • programing, swimming lessons
    • and Urban Park Rangers’ nature
    • education. Through programs
    • like Parks Without Borders, DPR is
    • bringing innovative design to sites
    • across the City. DPR’s capital program
    • strengthens the City’s infrastructure
    • by developing and improving parks,
    • playgrounds, pools and recreational
    • facilities.
    • FOCUS ON EQUITY
    • In the wake of the current social movement sparked by George Floyd’s death, the
    • Department of Parks and Recreation (DPR) is working to further its commitment to
    • equity and inclusion. Supportive of the Agency’s more than 6,000 staff, DPR launched a
    • series of “Reflections On” listening sessions and is planning programming to help address
    • impacts known and unknown. The Agency is also devising a strategic plan that advances
    • its commitment to ensuring a diverse workforce and fairness around recruitment and
    • promotional opportunities within. Introspectively, the Agency acknowledges there is
    • always room for improvement and has launched an internal committee to review park
    • names with plans to rename a tranche for Black American men and women.
    • On a parallel path, DPR is ensuring that the benefits of accessible, high-quality open
    • space reach every community in New York City. DPR works toward this goal through
    • its Framework for an Equitable Future, a comprehensive series of immediate steps and
    • long-term initiatives to support equitable park development and sustainable service
    • improvements. In August 2016, DPR announced that with $150 million in Mayoral
    • investment, it will make major improvements at five large parks under the Anchor Parks
    • initiative, designed to bring the kind of amenities that are greatly needed in these bigger
    • parks, such as soccer fields, comfort stations, running tracks and hiking trails. Each park
    • was selected based on three factors: historical underinvestment; a large surrounding
    • population; and potential for park development. The framework also supports the
    • ongoing $318 million Mayoral-funded Community Parks Initiative, which brings complete,
    • community-informed reconstruction to 67 historically underserved neighborhood parks.
    • As of October 2019, DPR has revitalized 49 Community Parks Initiative sites. All of
    • DPR’s efforts build on the core principles of good park development: targeted capital
    • investment; strong community and public-private partnerships; innovative programming;
    • and efficient and effective maintenance. Interconnection among each of these areas is
    • essential to the growth of a truly 21st century park system.
    • OUR SERVICES AND GOALS
    • SERVICE 1 Manage the City’s parks and recreation facilities.
    • Goal 1a Ensure that all parks and playgrounds are clean and in good condition.
    • Goal 1b Provide an overall quality park experience.
    • SERVICE 2 Manage the City’s street, park and forest trees.
    • Goal 2a Maintain and preserve trees under DPR stewardship.
    • Goal 2b Resolve high-priority tree work promptly.
    • Goal 2c Increase the number of trees under DPR stewardship.
    • SERVICE 3 Preserve and expand the infrastructure of New York’s park
    • system.
    • Goal 3a Build and improve parks and playgrounds in a timely and efficient manner.
    • Goal 3b Ensure an adequate supply of parkland to meet future needs.
    • SERVICE 4 Provide recreational and educational opportunities for New
    • Yorkers of all ages.
    • Goal 4a Increase public attendance at educational programs, recreation
    • centers and other venues.
    • Goal 4b Increase volunteer activity at City programs and events.
    • Page 122 | MAYOR’S MANAGEMENT REPORT
    • HOW WE PERFORMED IN FISCAL 2020
    • SERVICE 1 Manage the City’s parks and recreation facilities.
    • Goal 1a Ensure that all parks and playgrounds are clean and in good condition.
    • Based on the results of DPR’s internal inspection program, the percent of parks rated acceptable for overall condition and
    • cleanliness remained above target despite operational challenges posed by COVID-19. Play equipment rated acceptable
    • exceeded the target at 97 percent, while safety surface met the 95 percent acceptable target for the first time since Fiscal
    • 2016 as a result of sustained efforts to hold these park features to a high standard of maintenance. However, these features
    • were not rated in playgrounds closed due to COVID-19 in the last quarter of Fiscal 2020.
    • For the third year in a row, in service rates for spray showers and drinking fountains both exceeded the 95 percent target,
    • although, due to COVID-19 related facility closures, water features were not rated in May and June. In service rates for
    • comfort stations remained consistent at 94 percent.
    • The percent of recreation centers rated acceptable for cleanliness remained high at 100 percent. Overall condition ratings
    • improved to 90 percent, exceeding the 85 percent target and representing a six percent increase compared to Fiscal 2019.
    • Recreation centers were not inspected during Spring 2020 due to COVID-19 related closures.
    • Monuments receiving annual maintenance increased by 24 percent. In the beginning of the Fiscal Year, increased seasonal
    • staffing and operational efficiency contributed to improved performance. At the end of the Fiscal Year, to reduce crew
    • sizes and social distance effectively, staff members serviced smaller monuments individually, increasing the total number
    • of projects completed.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Parks rated acceptable for overall condition (%) 85% 86% 87% 90% 91% 85% 85% Neutral Up
    • – Overall condition of small parks and playgrounds (%) 83% 85% 87% 88% 90% * * Neutral Up
    • – Overall condition of large parks (%) 79% 79% 79% 87% 87% * * Up Up
    • – Overall condition of greenstreets (%) 97% 97% 97% 97% 97% * * Neutral Up
    • « Parks rated acceptable for cleanliness (%) 92% 92% 93% 95% 94% 90% 90% Neutral Up
    • – Cleanliness of small parks and playgrounds (%) 91% 92% 93% 94% 94% * * Neutral Up
    • – Cleanliness of large parks (%) 88% 85% 87% 92% 92% * * Neutral Up
    • – Cleanliness of greenstreets (%) 99% 99% 99% 100% 99% * * Neutral Up
    • « Play equipment rated acceptable (%) 95% 97% 97% 96% 97% 95% 95% Neutral Up
    • « Safety surfaces rated acceptable (%) 95% 94% 94% 94% 95% 95% 95% Neutral Up
    • « Comfort stations in service (in season only) (%) 95% 94% 94% 94% 94% 95% 95% Neutral Up
    • « Spray showers in service (in season only) (%) 92% 93% 96% 97% 98% 95% 95% Neutral Up
    • « Drinking fountains in service (in season only) (%) 96% 96% 96% 96% 96% 95% 95% Neutral Up
    • « Recreation centers rated acceptable for cleanliness (%) 100% 98% 100% 100% 100% 95% 95% Neutral Up
    • « Recreation centers rated acceptable for overall condition (%) 89% 82% 83% 84% 90% 85% 85% Neutral Up
    • Monuments receiving annual maintenance (%) 72% 68% 62% 56% 80% * * Neutral Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 1b Provide an overall quality park experience.
    • Summonses issued decreased by 26 percent. In the first half of Fiscal Year 2020, proactive parking enforcement measures
    • contributed to decreased parking summonses. In January 2020, a new Parks Enforcement Patrol (PEP) Academy entered
    • the field, leading to an increase in summonses issued relative to the previous year. However, starting in March 2020, PEP
    • began focusing on social distancing education and enforcement efforts to protect the health and safety of park patrons.
    • As a result, traditional summonses decreased. As park facilities began to reopen at the end of the Fiscal Year, summons
    • issuance increased to levels consistent with the year prior.
    • DEPARTMENT OF PARKS & RECREATION | Page 123
    • The New York City Police Department (NYPD) is principally responsible for ensuring public safety throughout the City,
    • including parks. DPR is committed to assisting NYPD in this effort to provide a positive and safe experience for all park
    • visitors. Reported crimes against persons and crimes against properties decreased five and seventeen percent, respectively.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Major felonies reported on Parks’ properties (excludes Central
    • Park) - Crimes against persons 612 670 669 641 611 ò ò Neutral Down
    • « – Crimes against properties 469 547 553 567 472 ò ò Neutral Down
    • Summonses issued 21,176 20,907 23,766 22,875 16,929 * * Down *
    • Violations admitted to or upheld at the Office of Administrative
    • Trials and Hearings (%) 85.9% 81.5% 80.4% 81.7% 81.1% * * Neutral Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • SERVICE 2 Manage the City’s street, park and forest trees.
    • Goal 2a Maintain and preserve trees under DPR stewardship.
    • DPR pruned 59,771 trees through its Block pruning program, falling short of the annual target of 65,000 street trees pruned
    • due to its contracts being halted in April 2020 by the COVID-19 pandemic. Tree inspections increased by 68 percent. A
    • May 2019 directive requiring block pruning inspection contractors to conduct tree inspections as part of their routine work
    • resulted in 83,416 inspections in Fiscal 2020, over 60,000 more than Fiscal 2019. DPR forestry staff conducted an additional
    • 55,255 inspections in Fiscal 2020, for a total of 138,671 inspections.
    • After a 23 year effort, on October 10, 2019 DPR joined in announcing the official eradication of the Asian Longhorned
    • Beetle from New York City. This invasive insect infests and kills many hardwood tree species, threatening nearly half of the
    • City’s seven million trees. Since its discovery in Brooklyn in 1996, the beetle infested over 4,300 trees across all boroughs.
    • DPR played key roles in overseeing infested tree removal and debris disposal, scheduling private property wood debris
    • pick-ups with homeowners, and monitoring trees and treatment programs on public property.
    • In Fiscal 2020 DPR expanded the Emerald Ash Borer management program, which focuses on early detection and a
    • combination of treatment and tree removal to reduce the spread of the insect and minimize risk to public safety. First
    • discovered in Brooklyn’s Prospect Park in October 2018, Emerald Ash Borer has infested 764 trees through the end of Fiscal
    • 2020. This year the program protected 8,451 healthy ash trees and removed 167 trees suffering from infestation.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Street trees pruned - Block program 87,359 70,443 72,283 70,997 59,771 65,000 * Down Up
    • – Annual pruning goal completed (%) 92% 108% 111% 109% 92% * * Neutral Up
    • – Street trees pruned as a percent of pruning eligible trees 18% 14% 15% 14% 11% * * Down Up
    • Trees removed 16,505 15,749 12,222 13,252 11,321 * * Down *
    • Tree inspections NA NA 54,386 82,376 138,671 * * NA *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 2b Resolve high-priority tree work promptly.
    • Immediate priority tree work resolved within seven days increased four percent, from 93 percent to 97 percent, while the
    • percent of high priority tree work resolved within 28 days decreased five percent, from 96 percent to 91 percent. DPR
    • continues to refine operational procedures associated with a risk management approach to urban tree care to ensure that
    • the highest risk conditions, Immediate Priority tree work, are addressed first in an effective and timely manner.
    • Page 124 | MAYOR’S MANAGEMENT REPORT
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Immediate priority tree work resolved within 7 days (%) NA NA 63% 93% 97% * * NA *
    • « High-priority tree work resolved within 28 days (%) NA NA 61% 96% 91% * * NA *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 2c Increase the number of trees under DPR stewardship.
    • DPR planted 28 percent fewer trees, with a 62 percent reduction in natural area planting, due in part to the COVID-19
    • pandemic related cancellation of spring tree deliveries and to fewer natural area restoration projects scheduled in Fiscal
    • 2020. Natural area planting is project dependent and may require several years of site preparation before planting occurs.
    • Decreases in natural area planting were partially offset by a 168 percent increase in park planting, attributable to DPR’s
    • new landscape park tree planting program and a restitution-related planting of 1,488 trees along the Belt Parkway, and a
    • 21 percent increase in street planting driven by a rise in interagency tree planting permits.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Trees planted 62,086 50,018 36,206 30,410 21,799 ñ ñ Down Up
    • – Trees planted along city streets NA 11,744 14,610 7,650 9,241 * * NA Up
    • – Trees planted on landscaped areas of parks NA 2,985 1,486 1,621 4,337 * * NA Up
    • – Trees planted in natural areas of parks NA 35,289 18,683 21,139 8,221 * * NA Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • SERVICE 3 Preserve and expand the infrastructure of New York’s park system.
    • Goal 3a Build and improve parks and playgrounds in a timely and efficient manner.
    • Due to COVID-19, capital project construction was suspended in late March and did not resume until early June. This
    • significant disruption made it difficult to meet targets for projects completed and percent of projects completed on time or
    • early, which DPR expected to exceed before work was suspended. However, DPR completed 92 percent of projects within
    • budget, surpassing the 85 percent target.
    • Among the 121 projects completed during Fiscal 2020 was Seward Park in Manhattan, a Parks Without Borders project. At
    • Seward Park, connections between the streetscape and several areas of the park were enhanced and fences were lowered
    • to create a seamless, inviting park experience. New benches, tables, fitness equipment, and the addition of a storytelling
    • alcove brought new amenities to the park as well. Mauro Playground in Queens was also completed, eleven months
    • ahead of schedule. The renovation included new play equipment and swings, a spray shower, adult fitness equipment,
    • and reconstructed basketball courts.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Capital projects completed 98 104 123 163 121 150 132 Up *
    • « Capital projects completed on time or early (%) 86% 85% 88% 86% 78% 80% 80% Neutral Up
    • Capital projects completed within budget (%) 88% 87% 88% 90% 92% 85% 85% Neutral Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • DEPARTMENT OF PARKS & RECREATION | Page 125
    • Goal 3b Ensure an adequate supply of parkland to meet future needs.
    • The percentage of New Yorkers living within walking distance of a park was unchanged at 81.7 percent. DPR remains
    • committed to the City’s goal of 85 percent of New Yorkers living within walking distance of a park by 2030.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « New Yorkers living within walking distance of a park (%) 81.0% 81.5% 81.6% 81.7% 81.7% ñ ñ Neutral Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • SERVICE 4 Provide recreational and educational opportunities for New Yorkers of all ages.
    • Goal 4a Increase public attendance at educational programs, recreation centers and other venues.
    • In March, COVID-19 restrictions required the closure of recreation centers and
    • the suspension of in-person non-recreation center programing, significantly
    • impacting indicator performance. During this time, DPR worked tirelessly to
    • assist the City’s COVID-19 response effort, including using staff to operate
    • food distribution sites at several recreation centers, and to provide digital
    • programing through Parks@Home.
    • COVID-19 restrictions also required the closure of Historic House Museums as
    • of March and the delay of outdoor pool season until late July, when 15 of the
    • City’s 53 pools began opening to the public.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Total recreation center memberships 162,062 161,514 154,292 144,304 142,915 ñ ñ Down Up
    • « Total recreation center attendance 3,575,088 3,402,621 3,202,200 3,003,599 1,947,377 ñ ñ Down Up
    • « Attendance at outdoor Olympic and intermediate
    • pools (pool season) 1,759,235 1,413,105 1,601,869 1,621,048 204,899 * * Down *
    • Attendance at historic house museums 746,304 831,294 773,557 665,120 510,133 * * Down Up
    • Attendance at skating rinks 564,696 581,842 562,976 582,978 481,433 * * Down Up
    • Total attendance at non-recreation center programs 934,404 1,240,492 1,115,751 794,276 695,594 * * Down Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 4b Increase volunteer activity at City programs and events.
    • Despite the challenges imposed by COVID-19, community groups engaged by Partnerships For Parks increased in part due
    • to efforts early in the fiscal year to engage and support community groups that work to improve New York City’s parks.
    • Volunteer turnout was significantly impacted by COVID-19 restrictions, decreasing 41 percent. In March, in-person It’s My
    • Park and tree care volunteer projects were suspended indefinitely.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Community partner groups engaged by Partnerships for Parks 765 817 684 575 589 * * Down Up
    • Volunteer turnout 44,212 50,378 53,603 48,035 28,194 * * Down Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Total Attendance (000) Total Membership (000)
    • FY 16 FY 17 FY 18 FY 19 FY 20
    • Total Attendance and Total Membership
      • at Recreation Centers
    • 3,575 3,403
    • 3,202 3,004
    • 144
    • 162 162 154
    • 1,947
    • 142
    • Total recreation center membership and attendance for
    • FY20 includes only July through February 2020 values
    • due to COVID-19 related center closures, and is not
    • reflective of the full fiscal year.
    • Page 126 | MAYOR’S MANAGEMENT REPORT
    • AGENCY-WIDE MANAGEMENT
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Cases commenced against the City in state and federal court 349 315 306 350 261 * * Down *
    • Payout ($000) $13,079 $16,104 $24,245 $18,360 $25,424 * * Up Down
    • Collisions involving City vehicles 550 566 520 473 462 * * Down Down
    • Workplace injuries reported 374 321 403 463 444 * * Up Down
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • AGENCY CUSTOMER SERVICE
    • Performance Indicators Actual Target Trend
    • Customer Experience FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • E-mails routed and responded to in 14 days (%) 60% 77% 75% 72% 68% 60% 60% Neutral Up
    • Letters routed and responded to in 14 days (%) 47% 74% 76% 81% 83% 60% 60% Up Up
    • Completed customer requests for interpretation 122 110 173 432 263 * * Up *
    • CORE customer experience rating (0-100) 91 91 92 NA 98 85 85 NA Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Performance Indicators Actual Target Trend
    • Response to 311 Service Requests (SRs) FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Total public service requests received - Forestry 90,217 74,247 87,075 99,969 85,699 * * Neutral *
    • – Downed Trees, downed limbs, and hanging limbs 20,462 21,155 25,258 29,108 23,578 * * Up *
    • Damaged Tree - Branch or Limb Has Fallen Down - % of SRs
    • Meeting Time to First Action (8 days) 94% 97% 97% 97% NA 95% 95% NA *
    • Percent meeting time to first action - Dead Tree - Dead/Dying Tree
    • (30 days for trees planted within a 2 year period, 7 days for all
    • other trees) 72% 70% NA NA NA 90% 90% NA *
    • Percent meeting time to first action - New Tree Request - For One
    • Address (180 days) 90% 91% 95% 91% NA 90% 90% NA *
    • Percent meeting time to first action - Overgrown Tree/Branches -
    • Hitting Building (30 days) 48% 35% 58% 45% NA 95% 95% NA *
    • Percent meeting time to first action - Root/sewer/Sidewalk
    • Condition - Trees and Sidewalks Program (30 days) 71% 60% 73% 87% NA 85% 85% NA *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • AGENCY RESOURCES
    • Resource Indicators Actual¹ Plan²
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5yr Trend
    • Expenditures ($000,000)³ $476.1 $532.6 $545.3 $563.6 $595.3 $606.0 $503.1 Up
    • Revenues ($000,000) $71.8 $70.0 $69.4 $82.0 $61.8 $74.2 $49.4 Neutral
    • Personnel (Total FT and FTE) 6,942 7,124 7,094 6,905 6,936 8,154 6,928 Neutral
      • Full-time equivalent (FTE) personnel 2,899 3,000 2,997 2,841 2,700 3,647 2,629 Neutral
      • Parks Opportunity Program (POP)
    • participants4 1,529 1,608 1,506 1,392 1,420 1,584 1,506 Down
    • Overtime paid ($000,000) $19.2 $21.1 $23.7 $26.5 $15.5 $15.5 $12.1 Neutral
    • Capital commitments ($000,000) $359.1 $586.0 $437.5 $537.1 $332.9 $793.5 $769.8 Neutral
    • ¹Actual 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. ²Authorized Budget Level ³Expenditures include all funds “NA” - Not Available * None
    • 4
    • The Parks Opportunity Program participants, reflected as full-time equivalents, are a subtotal of the Department’s total Personnel count reported above.
    • DEPARTMENT OF PARKS & RECREATION | Page 127
    • 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 $428.2 $436.0
      • 001 - Executive Management and Administrative Services $8.4 $8.2 All
      • 002 - Maintenance and Operations $343.1 $350.1 1a, 1b, 2a, 2b, 2c, 3a, 4a, 4b
      • 003 - Design and Engineering $50.1 $50.3 2c, 3a, 3b
      • 004 - Recreation Services $26.6 $27.4 4a, 4b
    • Other Than Personal Services - Total $135.4 $159.4
      • 006 - Maintenance and Operations $107.0 $127.4 1a, 1b, 2a, 2b, 2c, 3a, 4a, 4b
      • 007 - Executive Management and Administrative Services $24.3 $26.6 All
      • 009 - Recreation Services $1.6 $2.9 4a, 4b
      • 010 - Design and Engineering $2.5 $2.5 2c, 3a, 3b
    • Agency Total $563.6 $595.3
    • 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
    • 2020. Includes all funds. ³Refer to agency goals listed at front of chapter. “NA” Not Available * None
    • NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS !
    • • While all indicator performance was impacted by COVID-19, the following indicators have irregular reporting frequencies
    • due to COVID-19 facility closures:
    • − ’Spray showers in service (in season only) (%)’ was not reported in May and June 2020
    • − ’Drinking fountains in service (in season only) (%)’ was not reported in May and June 2020
    • − ‘Total recreation center attendance’ is reported through February 2020
    • − ‘Total recreation center membership’ is reported through February 2020
    • • ‘Summonses Issued’ in Fiscal 2019 was adjusted up from 22,742 to 22,875 after a data reconciliation effort.
    • • The Fiscal 2021 ‘Street trees pruned—Block Program’ target was adjusted due to ongoing budget considerations.
    • • ‘Trees Planted’ in Fiscal 2019 was adjusted down from 30,704 to 30,410 to account for planting submissions updated
    • after the reporting period. ‘Trees planted along city streets’ increased from 7,641 to 7,650. ‘Trees planted in natural
    • areas of parks’ decreased from 21,442 to 21,139.
    • • The target for ‘Capital projects completed’ in Fiscal 2021 was reduced to 132 from 150 to account for project delays
    • related to COVID-19 restrictions.
    • • Data for ‘Damaged Tree—Branch or Limb Has Fallen Down—% of SRs Meeting Time to First Action (eight days)’,
    • ‘Percent meeting time to first action—Dead Tree—Dead/Dying Tree (30 days for trees planted within a two year period,
    • seven days for all other trees)’, ‘Percent meeting time to first action—New Tree Request—For One Address (180 days)’,
    • ‘Percent meeting time to first action—Overgrown Tree/Branches—Hitting Building (30 days), and Percent meeting time
    • to first action—Root/sewer/Sidewalk Condition—Trees and Sidewalks Program (30 days)’ are currently unavailable.
    • Page 128 | MAYOR’S MANAGEMENT REPORT
    • ADDITIONAL RESOURCES
    • For additional information go to:
    • • New York City parks inspection program results:
    • http://www.nycgovparks.org/park-features/parks-inspection-program
    • • Community Parks Initiative:
    • http://www.nycgovparks.org/about/framework-for-an-equitable-future/community-parks-initiative
    • For more information on the agency, please visit: www.nycgovparks.org.