MMR - FY20 - New York City Emergency Management

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• Parent Document:: Mayor's Management Report - Fiscal Year 2020
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    • NEW YORK CITY EMERGENCY
    • MANAGEMENT Deanne Criswell, Commissioner
    • NEW YORK CITY EMERGENCY MANAGEMENT | Page 65
    • WHAT WE DO
    • NYC Emergency Management (NYCEM)
    • helps New Yorkers before, during and
    • after emergencies through preparedness,
    • education and response. The agency
    • leads the coordination for multiagency
    • responses to emergencies and other
    • significant incidents in New York City,
    • including planned events, severe weather
    • and other natural and non-natural
    • hazards. To accomplish this mission,
    • NYCEM leads interagency and publicfacing programs designed to improve
    • overall community preparedness. This
    • includes developing New York City
    • emergency plans, liaising with over
    • 400 local, state, federal, nonprofit and
    • other entities, educating the public
    • about emergency preparedness and
    • hosting all-hazard training and exercises.
    • NYCEM also works to advance longterm initiatives that reduce risk and
    • increase the resilience of New York City
    • through mitigation planning and FEMA
    • mitigation grant coordination. When
    • emergencies occur, NYCEM activates
    • the City’s Emergency Operations Center,
    • a central location for officials from city,
    • state and federal agencies, nonprofits,
    • private sector, regional and utility
    • partners to work during emergencies
    • to coordinate response efforts, make
    • decisions and gather and broadcast
    • information. NYCEM also manages
    • Watch Command – the City’s 24/7
    • coordination center which monitors
    • citywide radio frequencies, local,
    • national, and international media and
    • weather, and provides public information
    • through Notify NYC, the City’s
    • emergency communications program.
    • As the City’s primary liaison with the
    • U.S. Department of Homeland Security
    • for consequence management, NYCEM
    • oversees the City’s compliance with
    • federal preparedness and emergency
    • response requirements.
    • FOCUS ON EQUITY
    • NYCEM has a wide range of programs and activities designed to keep New York City
    • communities prepared and resilient. These include Ready New York, Community
    • Preparedness, Partners in Preparedness and the Community Emergency Response
    • Team (CERT) program (volunteers trained in disaster preparedness and emergency
    • response). Additionally, NYCEM partners with elected officials, community boards,
    • civic groups and others. NYCEM’s hazard and preparedness guides offer tips and
    • information on planning for everybody’s needs, including older adults, people
    • with disabilities, children, people with limited English proficiency and people with
    • pets. Most guides are available in 13 languages and audio format. Preparedness
    • information is also available in Braille. In addition, contracted Certified Deaf
    • Interpreters, American Sign Language (ASL) and multilingual interpreters are
    • available for training, community events and during emergencies. Notify NYC—the
    • City’s free, official source for information about emergency events and important
    • City services—offers common notifications in 13 languages and audio format.
    • With support from local, state and federal partners, these programs address the
    • diverse needs of New Yorkers and their communities.
    • OUR SERVICES AND GOALS
    • SERVICE 1 Ensure that City government is prepared for emergencies.
    • Goal 1a Efficiently coordinate emergency response, recovery and mitigation.
    • Goal 1b Regularly conduct planning, training, drills and exercises.
    • SERVICE 2 Prepare New York City residents and private sector entities
    • for emergencies.
    • Goal 2a Increase emergency preparedness and awareness among City
    • residents, the private sector, faith-based organizations and nonprofit
    • organizations.
    • Goal 2b Increase disaster volunteerism through the Community Emergency
    • Response Team (CERT) program.
    • Goal 2c Collect and disseminate timely, accurate information.
    • Page 66 | MAYOR’S MANAGEMENT REPORT
    • HOW WE PERFORMED IN FISCAL 2020
    • SERVICE 1 Ensure that City government is prepared for emergencies.
    • Goal 1a Efficiently coordinate emergency response, recovery and mitigation.
    • NYCEM coordinates the City’s emergency response and recovery, as defined in the Citywide Incident Management System
    • (CIMS). In Fiscal 2020, NYCEM was actively involved with 6,084 incidents that necessitated interagency coordination. Though
    • this is an 11 percent increase over the 5,495 incidents in Fiscal 2019, NYCEM activated the City’s Emergency Operations
    • Center (EOC) for 186 days during Fiscal 2020—half of the year—a 186 percent increase over the 65 days activated in
    • Fiscal 2019. While this was largely due to the ongoing COVID-19 response, the EOC was also activated for the Midtown
    • blackout, heat events, a Queens sewage condition and power outages. Interagency meetings held during field responses
    • declined 46 percent to 184, which was largely attributable to the COVID-19 response.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Incidents 4,267 3,924 3,913 5,495 6,084 * * Up *
    • – Field responses 1,019 825 748 853 879 * * Down *
    • – Incidents monitored from Watch Command 3,248 3,099 3,165 4,643 6,035 * * Up *
    • Interagency meetings held during field responses 277 198 204 342 184 * * Neutral *
    • « Days Emergency Operations Center activated 75 44 167 65 186 * * Up *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 1b Regularly conduct planning, training, drills and exercises.
    • During Fiscal 2020, NYCEM continued to conduct citywide preparedness exercises that serve to test plans, reinforce response
    • and management techniques, identify areas for improvement and promote better interagency coordination. The agency
    • conducted 28 discussion-based exercises (i.e., seminars, workshops, tabletops), including Coastal Storm Tabletop Exercises
    • and COVID-19 Workshops. NYCEM also held 15 operations-based exercises (i.e., drills, functional, full-scale), including
    • a Continuity of Operations Program (COOP) Functional Exercise and Emergency Operations Center Functional Exercises,
    • down slightly from 17 in the previous year.
    • The ongoing COVID-19 response impacted NYCEM’s ability to offer and attend trainings, drills, and exercises—as a result,
    • NYCEM was unable to meet all of the Fiscal 2020 targets. In Fiscal 2020, NYCEM participated in 19 drills that were
    • coordinated by other agencies, compared to 45 in Fiscal 2019. Additionally, NYCEM held 86 emergency management
    • trainings sessions with 1,357 participants, compared to 184 sessions with 3,026 participants in Fiscal 2019.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Full-scale and functional exercises/drills 11 18 15 17 15 14 14 Up Up
    • « Tabletop exercises 27 20 22 27 28 31 31 Up Up
    • Participation in drills coordinated by other agencies or organizations 53 41 49 45 19 * * Down Up
    • « Participants at instructor-led emergency management training
    • sessions 3,430 2,626 3,131 3,026 1,357 2,500 2,500 Down Up
    • Online emergency management courses completed through
    • Learning Management System NA NA NA NA 891 * * NA Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • NEW YORK CITY EMERGENCY MANAGEMENT | Page 67
    • SERVICE 2 Prepare New York City residents and private sector entities for emergencies.
    • Goal 2a Increase emergency preparedness and awareness among City residents, the private sector, faith-based
    • organizations and nonprofit organizations.
    • Through its Ready New York campaign, NYCEM educates City residents on preparedness. In Fiscal 2020, the agency offered
    • emergency management and preparedness education sessions to 57,381 residents through presentations, educational
    • fairs and preparedness in the workplace presentations, a 36 percent decrease compared to Fiscal 2019 due to COVID-19.
    • However, agency webpage views increased by 92 percent—there were over 1.5 million NYCEM webpage views in Fiscal
    • 2020 compared to 783,472 in Fiscal 2019.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Total participants at emergency preparedness education sessions 103,648 92,863 102,569 90,325 57,381 75,000 75,000 Down Up
    • Ready New York webpage views 81,570 42,674 24,561 18,899 31,978 * * Down *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 2b Increase disaster volunteerism through the Community Emergency Response Team (CERT) program.
    • NYCEM continues to promote disaster volunteerism through the
    • Community Emergency Response Team (CERT) program. CERT members
    • complete an intensive 10-week training program that raises awareness
    • about emergencies and disasters, and provides basic response skills
    • needed for fire safety, light search and rescue, disaster medical operations
    • and traffic control. After graduating from the 10-week program, CERT
    • members support their communities by assisting with emergency education
    • and response. In total, CERT members donated 16,936 hours of volunteer
    • service in Fiscal 2020, which includes more than 3,000 hours on COVID-19
    • response operations, such as staffing citywide food distribution sites,
    • serving as social distancing ambassadors and Roosevelt Island Disabled
    • Association food distribution support. In Fiscal 2020, CERT volunteer
    • hours declined seven percent from Fiscal 2019, while the number of CERT
    • members trained increased 40 percent to 130.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Community Emergency Response Team (CERT) volunteer hours 17,430 17,779 21,286 18,176 16,936 * * Neutral *
    • CERT members trained 168 172 118 93 130 * * Down *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • FY 16 FY 17 FY 18 FY 19 FY 20
    • Community Emergency Response Team (CERT)
    • volunteer hours
    • 17,779 18,176
    • 21,286
    • 17,430 16,936
    • Page 68 | MAYOR’S MANAGEMENT REPORT
    • Goal 2c Collect and disseminate timely, accurate information.
    • NYCEM’s response role begins with around-the-clock monitoring of conditions in the City. NYCEM’s Watch Command
    • tracks incidents affecting the City 24 hours a day, seven days a week, by monitoring radio frequencies used by the City’s
    • emergency responders, local and national news, weather conditions and 911 calls, among other information channels.
    • In Fiscal 2020, NYCEM issued 3,910 Notify NYC messages to residents, a 41 percent increase compared to Fiscal 2019.
    • To provide New Yorkers with regular updates on the latest news and developments for the COVID-19 response, NYCEM
    • set up the City’s text notification system which issued 377 messages to 875,510 subscribers in Fiscal 2020. This was nearly
    • 300-times the largest number of subscribers registered for an event prior to COVID-19—2,920 subscribers for NYC Pride
    • in Fiscal 2019.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Notify NYC messages issued 1,505 1,986 1,626 2,775 3,910 * * Up *
    • « Average time from incident to issuing of Notify NYC message
    • (minutes:seconds) 6:00 6:44 7:50 5:54 5:38 7:00 7:00 Neutral Down
    • Subscribers to Notify NYC, CorpNet, Advance Warning System,
    • and Community Preparedness Newsletter 415,203 559,928 752,540 771,515 898,250 * * Up *
    • « 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
    • Letters responded to in 14 days (%) 100% 100% 100% 100% 100% * * Neutral Up
    • E-mails responded to in 14 days (%) 99% 100% 100% 100% 100% * * Neutral 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 $35.7 $47.4 $58.9 $59.0 $470.9 $73.5 $29.1 NA
    • Personnel 163 170 186 188 196 219 66 Up
    • Overtime paid ($000) $444 $463 $791 $601 $940 $487 $692 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
    • 001 - Personal Services $17.4 $42.2 All
    • 002 - Other Than Personal Services $41.5 $428.7 All
    • Agency Total $59.0 $470.9
    • ¹Comprehensive 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
    • 2020. Includes all funds. ³ Refer to agency goals listed at front of chapter. “NA” Not Available * None
    • NEW YORK CITY EMERGENCY MANAGEMENT | Page 69
    • NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS !
    • • In Goal 1a, ‘Emergency Operations Center activations’ was changed to ‘Days Emergency Operations Center activated’
    • to reflect the total length of time of activations.
    • • In Goal 1b, added new indicator ‘Online emergency management courses completed through Learning
    • Management System’.
    • ADDITIONAL RESOURCES
    • For additional information on items referenced in the narrative, go to:
    • • Ready New York:
    • https://www1.nyc.gov/site/em/ready/ready-new-york.page
    • • Ready New York Guides & App:
    • https://www1.nyc.gov/site/em/ready/guides-resources.page
    • • Community Emergency Response Team (CERT):
    • https://www1.nyc.gov/site/em/volunteer/nyc-cert.page
    • • Notify NYC:
    • http://www.nyc.gov/notifynyc
    • • Prep Talk podcast:
    • https://www1.nyc.gov/site/em/about/podcasts.page
    • • PlanNowNYC:
    • https://plannownyc.cityofnewyork.us/
    • • NYCEM’s strategic plan:
    • http://www1.nyc.gov/assets/em/downloads/pdf/nycem-strategic-plan-2017-2021.pdf
    • For more information on the agency, please visit: www.nyc.gov/em
    • Page 70 | MAYOR’S MANAGEMENT REPORT