MMR - FY20 - Department of Transportation

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    • DEPARTMENT OF
    • TRANSPORTATION Polly Trottenberg, Commissioner
    • DEPARTMENT OF TRANSPORTATION | Page 263
    • WHAT WE DO
    • The Department of Transportation
    • (DOT) is responsible for the condition
    • and operation of 6,300 miles
    • of streets, highways and public
    • plazas, 794 bridges and tunnels
    • and nine boats for the Staten Island
    • Ferry program. DOT operates over
    • 13,250 signalized intersections
    • and over 315,000 street lights and
    • maintains over 350 million linear
    • feet of markings on City streets and
    • highways. Safety for everyone using
    • the City’s roads, bridges and ferries is
    • the agency’s top concern. To increase
    • mobility, DOT manages the City’s Bus
    • Rapid Transit program, Select Bus
    • Service, in partnership with the MTA;
    • oversees the City’s bike share system;
    • and maintains over 1,316 miles of the
    • cycling network, including over 140
    • miles of on-street protected bicycle
    • lanes. DOT’s infrastructure programs
    • include bridge capital investment
    • and life-cycle maintenance, roadway
    • resurfacing and pothole repair, ferry
    • boat and terminal upgrades and
    • maintenance and street and sidewalk
    • reconstruction. DOT focuses on
    • delivering quality projects on time
    • and under budget by developing
    • and monitoring project plans and
    • schedules. DOT also manages the
    • Joint Traffic Management Center,
    • pedestrian ramp and sidewalk repair
    • and oversees the on-street parking
    • meters system. DOT’s alternative
    • fuel program promotes cleaner
    • vehicles using biodiesel, ethanol
    • and electricity in both the public and
    • private sectors.
    • FOCUS ON EQUITY
    • DOT focuses on equitable service delivery through its maintenance of critical transportation
    • infrastructure and commitments to safety and mobility for New Yorkers. This focus ensures
    • DOT provides its services in an equitable manner, including roadway, bridge, and sidewalk
    • maintenance, traffic planning and management and ferry operations. DOT developed Vision
    • Zero Borough Pedestrian Safety Action Plans by combining statistical data collected from traffic
    • crashes with community feedback gathered at safety workshops held across the five boroughs
    • and comments received through the interactive Vision Zero input map. There are 145 miles of
    • Select Bus Service routes, bringing fast and reliable service to residents living in transit-dependent
    • neighborhoods, such as Tremont, the Bronx; Bedford–Stuyvesant, Brooklyn; Jamaica, Queens; and
    • East Harlem, Manhattan. As part of its Better Buses Action Plan, DOT is implementing the same
    • SBS priority measures on local bus segments identified as slow and unreliable. These measures
    • include dedicated bus lanes, transit signal priority intersections and accessible bus stops. Criteria
    • for selecting segments include the prevalence of low-income and no-vehicle households. DOT’s
    • Mobility Management Program improves transportation opportunities for traditionally underserved
    • communities by advancing equity and accessibility. The program offers various resources, such as
    • staff training to ensure meaningful community engagement; contact information for community
    • organizations and service providers; and neighborhood surveys, focusing on travel behavior. DOT
    • launched its Employee Resource Groups (ERG) initiative to encourage employees to organize in
    • order to celebrate cultural connections, advocate for professional development and enhance
    • morale in the workplace. ERGs are instrumental in helping DOT achieve its key objectives of
    • workforce diversity, workplace inclusion and community understanding. There are six active ERGs,
    • including groups created around African American/Black, Women, Latinx and LGBTQ issues. DOT
    • is committed to fostering an equitable and competitive business environment while ensuring
    • procurements reflect the diversity of the City, including Minority and Women-owned Business
    • Enterprises (M/WBE). Efforts include restructuring contracts, expanding its pre-qualification
    • program for professional services and partnering with other City agencies and professional groups
    • to host meet-and-greet sessions for M/WBE vendors.
    • OUR SERVICES AND GOALS
    • SERVICE 1 Maintain the City’s transportation infrastructure.
    • Goal 1a Manage the City’s bridge inventory to achieve a high state of good
    • repair.
    • Goal 1b Maintain a state of good repair for the City’s streets, sidewalks and
    • highways.
    • Goal 1c Ensure timely repairs of the City’s street lights, traffic signs and
    • signals.
    • SERVICE 2 Provide a safe transportation network.
    • Goal 2a Improve safety for pedestrians, motorists and bus and bike riders.
    • Goal 2b Ensure passenger safety on the Staten Island Ferry.
    • SERVICE 3 Design and build transportation alternatives.
    • Goal 3a Increase mobility and accessibility throughout the City.
    • SERVICE 4 Design public space to facilitate livability.
    • Goal 4a Enhance quality of life through streetscape improvements.
    • SERVICE 5 Deliver projects on time.
    • Goal 5a Complete capital bridge projects on schedule.
    • Page 264 | MAYOR’S MANAGEMENT REPORT
    • HOW WE PERFORMED IN FISCAL 2020
    • SERVICE 1 Maintain the City’s transportation infrastructure.
    • Goal 1a Manage the City’s bridge inventory to achieve a high state of good repair.
    • In April 2016, New York State began to inspect and rate bridges using the American Association of State Highway and
    • Transportation Officials (AASHTO) protocol. DOT has been phasing in this ratings system for major bridges but continued
    • to rate pedestrian bridges on the old scale. There is currently no accepted translation from the previous ratings system.
    • City inspection crews are scheduled to begin rating bridges using the new AASHTO scale in early 2021. DOT expects to
    • publish bridge ratings in the Fiscal 2021 Mayor’s Management Report.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Bridges rated - Good or very good (%) (calendar year) 41.9% 41.8% 41.9% NA NA 40.7% 40.7% NA Up
    • – Fair (%) 58.1% 58.2% 57.8% NA NA * * NA Down
    • – Poor (%) 0.0% 0.0% 0.3% NA NA * * NA Down
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 1b Maintain a state of good repair for the City’s streets, sidewalks and highways.
    • In Fiscal 2020 DOT repaired a total of 173,328 potholes (local streets and arterials), 24 percent fewer than Fiscal 2019.
    • The average to time to close a work order improved to 1.7 days, along with an 11 percent drop in pothole work orders, in
    • correlation with a reduction in repair requests due to COVID-19. The number of lane miles resurfaced in-house dropped
    • to 1,093, the lowest output since Fiscal 2015, a result of fewer crews working during the PAUSE order. For the first time
    • in three years, DOT reduced its internal resurfacing goal to 1,100 lane miles, largely due to budgetary limitations.
    • FY 16 FY 17 FY 18 FY 19 FY 20
    • 239,426
    • 30,922 39,815 33,889
    • 196,038
    • Potholes Repaired
    • 269,329
    • 32,301
    • 229,160
    • Local Streets Arterial Highway System
    • 157,102
    • 16,226
    • FY 16 FY 17 FY 18 FY 19 FY 20
    • Lane Miles Resurfaced Citywide
    • 1,239.4
    • 1,321.2 1,321.9 1,324.0
    • 1,092.7
    • DEPARTMENT OF TRANSPORTATION | Page 265
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Streets maintained with a pavement rating of -
    • Good (%) 68.8% 69.8% 71.5% 71.6% 71.8% 71.0% 71.0% Neutral Up
    • – Fair (%) 30.4% 29.6% 28.0% 27.8% 27.6% * * Neutral Down
    • – Poor (%) 0.8% 0.6% 0.6% 0.6% 0.6% * * Down Down
    • « Average time to close a pothole work order where
    • repair was done (calendar days) 3.2 3.0 3.5 3.2 1.7 5.0 5.0 Down Down
    • Pothole work orders 50,085 49,687 51,833 42,960 38,151 * * Down Down
      • Potholes repaired - Arterial highway system 33,889 30,922 39,815 32,301 16,226 * * Down *
    • – Local streets 269,329 229,160 239,426 196,038 157,102 * * Down *
    • Lane miles resurfaced citywide (in-house) 1,239.4 1,321.2 1,321.9 1,324.0 1,092.7 * * Neutral Up
    • Average cost per lane mile resurfaced citywide ($) $149,102 $152,192 $161,406 $158,620 NA * * NA Down
    • Average in-house cost of asphalt per ton ($) $51.77 $44.91 $43.39 $48.75 NA * * NA Down
    • Average vendor cost of asphalt per ton ($) $55.43 $57.25 $62.86 $66.52 NA * * NA Down
    • Construction permits issued 549,495 597,358 646,079 686,703 617,140 * * Up Up
    • Inspections of permitted street work 708,276 707,330 595,665 546,906 601,731 * * Down Up
    • – Permitted jobs passing inspection (%) 76% 78% 70% 68% 70% 75% 75% Down Up
    • Post-audit inspections for completed street work 374,075 375,133 316,572 303,100 380,814 * * Neutral Up
    • – Completed street work that passed inspection (%) 77% 79% 70% 68% 69% * * Down Up
    • Adopt-A-Highway adoption rate (%) 80.7% 83.9% 84.8% 84.3% 84.4% 75.0% 75.0% Neutral Up
    • Adopted highway miles that receive a service rating of
    • good (%) 95.1% 100.0% 98.7% 93.3% 97.6% * * Neutral Up
    • « Parking meters that are operable (%) 99.2% 99.1% 99.1% 99.2% 99.7% 98.0% 98.0% Neutral Up
    • Total violations issued 67,065 46,285 48,937 50,315 39,828 * * Down *
    • Violations admitted to or upheld at the Office of
    • Administrative Trials and Hearings (%) 92.0% 92.0% 91.0% 92.0% 89.0% * * Neutral Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 1c Ensure timely repairs of the City’s street lights, traffic signs and signals.
    • Average response time to high priority traffic signal defects improved slightly, surpassing its target of two hours for the
    • fifth year in a row. Repair time for priority regulatory signs improved to 1.5 days, once again surpassing its target of three
    • business days. The overall average repair time for street lights (both ConEd and DOT) finished slightly higher than last year.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Average time to respond to high priority traffic signal defect
    • and make safe (hours:minutes) 1:50 1:47 1:57 1:36 1:35 2:00 2:00 Down Down
    • « Average time to repair priority regulatory signs after notification (business days) 1.8 1.7 1.8 1.7 1.5 3.0 3.0 Down Down
    • Average time to repair street lights - by DOT (calendar days) 2.9 3.0 2.7 2.7 2.9 * * Neutral Down
    • Average time to repair street lights - by ConEd (calendar days) 14.4 14.3 13.7 14.0 15.6 * * Neutral Down
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Page 266 | MAYOR’S MANAGEMENT REPORT
    • SERVICE 2 Provide a safe transportation network.
    • Goal 2a Improve safety for pedestrians, motorists and bus and bike riders.
    • There were 211 traffic fatalities in Fiscal 2020, seven fewer than the prior year, while the number of crashes decreased by
    • 28 percent, in line with fewer vehicles travelling on streets and highways. Fatalities dropped by six percent for bicyclists
    • and pedestrians, while fatalities for motorists and passengers remained almost unchanged.
    • In Fiscal 2020, as part of its commitment to advance the Vision Zero Action Plan, DOT completed 126 street improvement
    • projects, installed 819 Leading Pedestrian Intervals and 112 speed humps and installed a record 54.2 million linear feet of
    • pavement safety markings. The Department also installed Accessible Pedestrian Signals (APS) at 222 intersections, almost
    • twice the number from last year, primarily as a result of a new policy to install APS at all new signal locations. APS are wired
    • to a signal pole and send audible and vibrotactile indications when pedestrians push a button installed at the crosswalk.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Overall traffic crashes 225,318 228,283 227,766 223,471 161,249 ò ò Down Down
    • « Citywide traffic fatalities 236 211 209 218 211 ò ò Neutral Down
    • – Bicyclists/pedestrians 152 148 128 137 129 * * Down Down
    • – Motorists/passengers 84 63 81 81 82 * * Neutral Down
    • Collisions involving DOT vehicles 370 497 480 422 346 * * Down Down
    • « Speed humps installed 395 365 409 318 112 250 250 Down Up
    • « Pavement safety markings installed (000,000) (linear feet) 45.2 45.0 29.1 43.0 54.2 ñ ñ Up Up
    • Intersections with accessible pedestrian signals installed 52 116 54 112 222 75 75 Up Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 2b Ensure passenger safety on the Staten Island Ferry.
    • During Fiscal 2020 the customer accident injury rate (CAIR) for the Staten Island Ferry increased to 1.58 per million
    • passengers. In total, there were 25 passenger injuries in Fiscal 2020 compared to 36 injuries reported in Fiscal 2019,
    • reflecting increased ridership. The CAIR represents all passenger injuries where professional medical treatment was requested
    • and does not necessarily mean each passenger suffered an injury requiring treatment. The CAIR is recognized by local and
    • State transportation agencies as an industry standard measure and is utilized to examine safety practices and evaluate
    • performance.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Staten Island Ferry - Customer accident injury rate (per million
    • passengers) 0.81 1.54 0.99 1.46 1.58 1.34 1.34 Up Down
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • SERVICE 3 Design and build transportation alternatives.
    • Goal 3a Increase mobility and accessibility throughout the City.
    • Staten Island Ferry ridership dropped to 15.9 million, a 37 percent decrease from last year, a direct result of COVID-19
    • and the PAUSE order. The average cost per passenger per trip is $8.80, a 51 percent increase from last year, mainly due to
    • the considerable drop in ridership. The ferry provides free, around-the-clock service between the South Ferry Terminal in
    • Manhattan and St. George Terminal in Staten Island. Generally, the ferry runs every 15 minutes during rush hour, and every
    • half hour or hour during nights and weekends. On-time ferry service improved to 96.6 percent, its highest rate on record.
    • Private ferry ridership decreased 23 percent to 12.7 million riders, largely due to the reduction in service for the PAUSE period.
    • There were also ridership shifts due to the permanent reconfiguration of three NYC Ferry routes (Lower East Side, South
    • Brooklyn, and Soundview). The ferry routes help reduce overcrowding on subways and buses, offer reliable transportation
    • DEPARTMENT OF TRANSPORTATION | Page 267
    • to underserved communities and expand the use of our waterways as an
    • essential component of the City’s transportation network.
    • During Fiscal 2020 users of the Bike Share Program activated a record 185,597
    • annual memberships, including renewals. Trips taken by all users, annual and
    • short-term, dropped slightly to 19.1 million. In response to COVID-19, Lyft, in
    • partnership with DOT, launched the Citi Bike Critical Workforce Membership
    • Program, providing the first responder, healthcare and transit workforce with a
    • free month of Citi Bike membership. Citi Bike also expanded into Washington
    • Heights, opening a new station near Columbia University Medical Center. This
    • station arrived months ahead of the full Phase 3 expansion which will bring 14
    • stations to transit-dependent neighborhoods, including Inwood and Sugar Hill
    • in Harlem, and Melrose, Mott Haven and Concourse in the Bronx.
    • DOT added over 82 lane miles to the City’s bicycle network, including 21.0
    • miles of protected bike paths. Completed bicycle projects include protected
    • bike lanes on Cypress Hills Street in Brooklyn, connecting Jamaica Avenue to
    • Jackie Robinson Parkway and Willis Avenue in the Bronx, between East 135th
    • and 148th Streets.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Staten Island Ferry - Trips that are on time (%) 92.3% 92.8% 92.4% 94.3% 96.6% 90.0% 90.0% Neutral Up
    • – Ridership (000) 23,067 23,920 24,497 25,223 15,865 * * Down Up
    • – Average cost per passenger per trip ($) $5.87 $5.16 $5.37 $5.42 $8.80 * * Up Down
    • Private ferry service - Total ridership (000) 10,883 11,202 13,827 16,413 12,693 * * Up Up
    • – Number of permanent routes 21 23 22 28 31 * * Up Up
    • Citi Bike annual membership 112,415 134,583 150,493 154,830 185,997 * * Up Up
    • – Trips (000) 12,234 14,981 17,176 19,106 19,050 * * Up Up
    • Bicycle lane miles installed 53.9 82.9 70.5 67.5 82.4 50.0 50.0 Up Up
    • Bicycle lane miles installed – Protected 16.0 16.0 23.9 20.2 21.0 * * Up Up
    • Bicycle racks installed 1,300 2,018 804 1,642 642 1,500 1,500 Down Up
    • « NYC adults who bike regularly (annual) (calendar year) NA 828,000 793,000 787,000 796,000 ñ ñ NA Up
    • Select Bus Service ridership (000) (annual) 65,433 77,902 88,148 92,422 114,536 * * Up Up
    • – Route miles (cumulative) 73 89 113 131 145 * * Up Up
    • Average travel speed (miles per hour) - Manhattan Central Business District 7.4 7.1 7.1 7.0 8.7 * * Up Up
    • Crossing points with pedestrian ramps installed (%) 96.8% 97.2% 98.1% 98.7% 98.7% * * Neutral Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • SERVICE 4 Design public space to facilitate livability.
    • Goal 4a Enhance quality of life through streetscape improvements.
    • The Department installed 273,000 square feet of pedestrian space during Fiscal 2020, 25 percent more than last year and
    • the second-highest total in the last nine years. Pedestrian space includes, but is not limited to, plazas, curb extensions,
    • sidewalks, safety islands and triangles. Notable street improvement projects completed include Myrtle Avenue between St
    • Nicholas Avenue and 65th Street in Queens; 11th Avenue between 42nd and 59th Streets in Manhattan; East 163rd Street
    • and Brook Avenue in the Bronx; and additional projects associated with the Safe Routes to Schools program which improve
    • pedestrian safety for school children citywide. No data was collected to update the Pedestrian Volume Index for 2020 as
    • the Bi-Annual Pedestrian Count Program was on hold as of late Calendar 2019. DOT is currently working to implement
    • an automated count program.
    • Ridership (000)
    • FY 16 FY 17 FY 18 FY 19 FY 20
    • Route Miles
    • FY 16 FY 17 FY 18 FY 19 FY 20
    • Select Bus Service (SBS)
    • 92,422
    • 65,433
    • 88,148
    • 113
    • 65
    • 131
    • 89
    • 77,902
    • 73
    • 15,865
    • 145
    • Page 268 | MAYOR’S MANAGEMENT REPORT
    • The NYC Plaza Program continues to thrive, helping to ensure all New Yorkers live within a 10-minute walk of high-quality
    • open spaces. Plazas enhance local economic vitality, pedestrian mobility, access to public transit and safety for all street
    • users. There are currently 82 plazas citywide that have either been completed or are in some phase of planning, design, or
    • construction. Of these, 63 plazas are now open to the public. Plazas recently completed include Zion Plaza in Brownsville,
    • Brooklyn, Van Name Van Pelt Plaza in Arlington, Staten Island and Johnny Hartman Plaza in West Harlem, Manhattan.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Pedestrian volume index 118.3 113.7 110.9 103.6 NA * * NA *
    • Pedestrian space installed (square feet) 353,439 499,025 353,968 443,518 273,000 * * Down Up
    • Existing newsstands converted to new model (%) 95.9% 97.4% 97.5% 98.4% 98.7% * * Neutral Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • SERVICE 5 Deliver projects on time.
    • Goal 5a Complete capital bridge projects on schedule.
    • The Department completed 19 bridge structure projects in Fiscal 2020; all were completed on schedule. Completed projects
    • include work on the approach spans and ramps of the Brooklyn Bridge, new Mill Basin Bridge over the Belt Parkway,
    • Macombs Dam Bridge fender system, 155th Street Viaduct and post-Superstorm Sandy repairs to 12 movable bridges
    • and two tunnels. DOT is dedicated to improving its project delivery processes and is expanding its efforts to facilitate the
    • initiation of capital projects on accelerated schedules, through partnerships with federal, State and local partner agencies.
    • Accelerated scheduling is designed to help reduce costs and the time it takes to deliver completed projects to the public.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Bridge projects (structural work) substantially completed on
    • schedule (%) 100% 100% 100% 100% 100% 100% 100% Neutral Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • 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 2,209 2,234 2,237 2,299 1,944 * * Neutral *
    • Payout ($000) $62,940 $95,495 $89,300 $79,990 $93,667 * * Up Down
    • Workplace injuries reported 427 456 474 506 440 * * Neutral 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 responded to in 14 days (%) 98% 97% 99% 99% 99% 95% 95% Neutral Up
    • Letters responded to in 14 days (%) 98% 97% 94% 97% 97% 95% 95% Neutral Up
    • Calls answered in 30 seconds (%) 21% 12% 68% 54% 88% * * Up Up
    • Average customer in-person wait time (minutes) 4:11 3:07 3:32 3:58 5:46 * * Up Down
    • Requests for language interpretations and translations received 1,415 2,209 1,890 1,396 1,161 * * Down *
    • CORE customer experience rating (0-100) 98 100 99 NA 99 95 95 NA Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • DEPARTMENT OF TRANSPORTATION | Page 269
    • Performance Indicators Actual Target Trend
    • Response to 311 Service Requests (SRs) FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Percent meeting time to close - Street Condition - Pothole (30
    • days) 100% 100% 100% 100% 100% 98% 98% Neutral *
    • Percent meeting time to first action - Street Light Condition -
    • Street Light Out (10 days) 98% 98% 99% 99% 97% 98% 98% Neutral *
    • Percent meeting time to first action - Traffic Signal Condition -
    • Controller (0.1 days) 74% 75% 71% 75% 78% 80% 80% Neutral *
    • Percent meeting time to first action - Street Condition - Failed
    • Street Repair (10 days) 92% 89% 91% 90% 89% 85% 85% Neutral *
    • Percent meeting time to close - Broken Parking Meter - No
    • Receipt (21 days) 68% 92% 90% 100% 100% 90% 90% Up *
    • « 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 $910.3 $957.9 $983.7 $1,040.4 $1,106.9 $1,155.6 $1,099.9 Up
    • Revenues ($000,000) $381.5 $388.2 $410.4 $454.9 $389.7 $445.5 $440.2 Neutral
    • Personnel 5,315 5,502 5,549 5,704 5,817 5,874 5,779 Neutral
    • Overtime paid ($000,000) $62.1 $62.3 $64.8 $66.1 $45.9 $48.7 $46.5 Down
    • Capital commitments ($000,000) $1,151.7 $1,602.9 $2,163.4 $1,209.7 $601.9 $1,593.1 $1,881.9 Down
    • 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 $510.5 $527.9
      • 001 - Exec. Admin. and Planning Management $66.6 $70.6 All
      • 002 - Highway Operations $187.9 $198.5 1b, 2a, 3a, 4a
      • 003 - Transit Operations $62.2 $62.1 2a, 2b, 3a, 4a
      • 004 - Traffic Operations $116.6 $117.5 1b, 1c, 3a, 4a
      • 006 - Bureau of Bridges $77.2 $79.2 1a, 5a
    • Other Than Personal Services - Total $529.9 $579.0
      • 007 - Bureau of Bridges $23.5 $29.2 1a, 5a
      • 011 - Executive and Administration $70.1 $69.4 All
      • 012 - Highway Operations $124.0 $122.8 1b, 2a, 3a, 4a
      • 013 - Transit Operations $46.4 $48.9 2a, 2b, 3a, 4a
      • 014 - Traffic Operations $265.7 $308.7 1b, 1c, 3a, 4a
    • Agency Total $1,040.4 $1,106.9
    • 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
    • Page 270 | MAYOR’S MANAGEMENT REPORT
    • NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS !
    • • Fiscal 2020 data for ‘Pedestrian volume index’ is not available. The Bi-Annual Pedestrian Count Program is currently on
    • hold as of late Calendar 2019. Pedestrian counts were not collected in spring 2020 due to COVID-19. DOT is working
    • to implement an automated count program and expects to provide an update for the Fiscal 2021 Mayor’s Management
    • Report.
    • • DOT developed a new system for street ratings which aligns with the old system. Numbers unavailable in the Fiscal
    • 2019 Mayor’s Management Report have been added.
    • • Fiscal 2020 data for the three indicators that report data on the average cost of asphalt (in-house and vendor) and
    • roadway resurfacing is not yet available and will be reported in the Fiscal 2021 Preliminary Mayor’s Management Report.
    • • In Goal 3a, ‘Bicycle lane miles—protected’ has been added as a subset of ‘Bicycle lane miles—total’.
    • ADDITIONAL RESOURCES
    • For more information on the agency, please visit: www.nyc.gov/dot.