As the largest and most robust alternative to incarceration in New York City, and one of the
largest in the nation, DOP is committed to ensuring that the people under its supervision—who
are disproportionately people of color—have access to the opportunities and services they need
in order not just to avoid jail or prison, but to thrive.
DOP brings resources into the NYC neighborhoods which have been disproportionately impacted
by the justice system and that large numbers of people on probation call home. DOP’s nationallyrecognized Neighborhood Opportunity Network (NeON) operates as an engine of equity in seven
such communities (Brownsville, Bedford-Stuyvesant, East New York, Harlem, Jamaica, North
Staten Island and South Bronx) by partnering with neighborhood residents and communitybased organizations to develop ground-up solutions, while also providing people on probation
with reporting sites and resources within walking distance of their homes. Recognized with the
Excellence in Crime Prevention Award from the American Probation and Parole Association, the
NeON model is premised on the value of authentic community engagement.
DOP is committed to minimizing the adverse collateral consequences of being involved in the
criminal and juvenile justice systems which fall heavily on people and communities of color.
This commitment is demonstrated through the diverse array of resources and programming
(educational, employment, and more) made available in these communities. Most NeON
programs, including NeON Nutrition Kitchens, NeON Arts and NeON Sports, are open to all
community residents fostering connectivity between neighbors and destigmatizing people on
probation. An independent evaluation of the ground-breaking Arches Transformative Mentoring
program, serving 16–24 year olds on probation who live in NeON neighborhoods, found a more
than two-thirds reduction in felony reconvictions among participants and the program was
named a finalist in the Harvard Kennedy School’s Innovations in American Government Awards.
Through accountability measures and service practices grounded in research, as well as
partnerships with community-based organizations and other stakeholders, DOP fosters personal
change, increases opportunities to thrive, and strengthens communities, thereby building a more
equitable and safer city.
OUR SERVICES AND GOALS
SERVICE 1 Contribute to optimal court processing and decision-making
in delinquency and criminal justice matters.
Goal 1a Produce timely and accurate pre-sentence investigations.
Goal 1b Identify youth appropriate for diversion from formal juvenile court
proceedings via adjustment services.
SERVICE 2 Improve community safety through a combination of
accountability and support activities with those under
probation supervision.
Goal 2a Assess risk to match individuals with supervision and monitoring
levels; use re-arrest and violation trends to make adjustments to
supervision level components.
Goal 2b Increase the probability of successful completion of probation
terms through maximizing the use of evidence-based practices and
community-based interventions.
Goal 2c Maximize accountability with probation compliance through field
visits and enforcement actions
Page 80 | MAYOR’S MANAGEMENT REPORT
HOW WE PERFORMED IN FISCAL 2020
SERVICE 1 Contribute to optimal court processing and decision-making in delinquency and criminal
justice matters.
Goal 1a Produce timely and accurate pre-sentence investigations.
The Department completed 6,550 pre-sentence investigations (PSIs) for adults and 971 juvenile Investigation and Reports
(I&Rs), respectively a 40 and 32 percent decrease from Fiscal 2019. These trends were driven by modified court operations
related to COVID-19, and a year-to-year decline in NYPD arrests. The adult PSI on-time completion rate decreased two
percentage points to 96 percent during the reporting period, and the juvenile on-time rate increased one percentage point
to 88 percent. Timeliness for PSIs and I&Rs is a priority, and the Department works with the courts directly on individual
cases that could prove difficult to process according to standard timelines.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
Adult investigation reports completed - total 15,421 14,987 13,263 10,949 6,550 * * Down *
Adult investigation reports - on time completion (%) NA 88.0% 94.0% 98.0% 96.0% * * NA Up
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`
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 $80.3 $80.5
001 - Executive Management $9.4 $10.3 All
002 - Probation Services $70.9 $70.2 All
Other Than Personal Services - Total $33.9 $35.0
003 - Probation Services $33.8 $34.9 All
004 - Executive Management $0.1 $0.1 All
Agency Total $114.2 $115.6
1
Comprehensive Annual Financial Report (CAFR) for the Fiscal Year ended June 30, 2019. Includes all funds. 2
City 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