MMR - FY20 - New York City Housing Authority

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• Parent Document:: Mayor's Management Report - Fiscal Year 2020
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    • NEW YORK CITY HOUSING
    • AUTHORITY Gregory Russ, Chair/Chief Executive Officer
    • NEW YORK CITY HOUSING AUTHORITY | Page 307
    • WHAT WE DO
    • The New York City Housing Authority
    • (“NYCHA” or the “Authority”) provides
    • affordable housing to approximately
    • 365,800 low- and moderate-income
    • New Yorkers residing in 169,820
    • apartments within 302 housing
    • developments across the five boroughs.
    • Through federal rent subsidies (Section
    • 8 Leased Housing Program), NYCHA
    • also assists approximately 88,000
    • families in locating and renting units in
    • public and private housing, including
    • 7,793 units formerly managed by
    • NYCHA and transitioned through the
    • Permanent Affordability Commitment
    • Together (PACT)/Rental Assistance
    • Demonstration (RAD) program. In
    • addition, NYCHA facilitates access
    • to social services through a variety of
    • programs.
    • NYCHA is at a critical moment in its 85-
    • year history. Years of disinvestment and
    • deterioration have led to an emergency
    • situation that requires an urgent and
    • extraordinary response. In January
    • of 2019, the Authority signed an
    • agreement with the U.S. Department
    • of Housing and Urban Development
    • (HUD) committing to a set of reforms
    • and performance targets across six
    • pillar areas: inspections, lead, mold,
    • pests/waste, heating, and elevators.
    • The agreement is an opportunity to
    • reverse NYCHA’s trajectory, and the
    • Authority is committed to making the
    • necessary changes to ensure its future
    • as an effective landlord and provider
    • of safe, sanitary, and affordable
    • housing. An independent monitor is in
    • place, working with NYCHA on these
    • goals and issuing quarterly reports on
    • compliance with the agreement.
    • NYCHA is committed to working
    • with the monitor’s team to establish
    • the baselines, ground rules, and
    • business process reforms necessary to
    • achieve compliance – and to restore
    • basic services required by the lease to
    • thousands of residents. NYCHA will
    • continue to refine the performance
    • metrics listed in this report in order
    • to align them with those of the HUD
    • agreement.
    • FOCUS ON EQUITY
    • NYCHA promotes equity by providing low- and moderate-income New Yorkers with
    • safe and affordable housing, facilitating access to social and community services,
    • and providing them with opportunities for success. Through its Office of Resident
    • Economic Empowerment & Sustainability (REES), NYCHA develops and implements
    • programs, policies, and partnerships, to measurably support residents’ increased
    • income and assets, in four key areas: Employment and Career Advancement, Adult
    • Education and Vocational training, Financial Empowerment, and Resident Business
    • Development. REES utilizes a service coordination model, or “Zone Model” to identify
    • and partner with high-quality economic opportunity providers in each key service
    • area. Key partnerships include Tech51, a joint initiative with Pursuit and Per Scholas,
    • to connect NYCHA residents to training and job opportunities in the growing tech
    • industry and Business Pathways series, a partnership with NYC Small Business Services
    • that provides customized business accelerator training for resident entrepreneurs
    • (NYCHApreneurs). In Fiscal 2020, NYCHA engaged 30,993 residents in its initiatives
    • such as PACT, connected residents to 4,679 economic opportunities, made 2,127 job
    • placements, and enrolled 491 residents in training programs, including the NYCHA
    • Resident Training Academy (NRTA). NYCHA will continue to attract new partners and
    • expand services for residents while providing support to resident associations and
    • other resident-led groups.
    • NYCHA is pursuing innovative ways to fund the building and apartment upgrades
    • that residents deserve. NYCHA currently has a $40 billion capital need, and that need
    • grows by approximately $1 billion each year. NYCHA 2.0 is a critical component of
    • the Authority’s strategic plan for addressing the physical needs of its portfolio. NYCHA
    • 2.0 provides for full repairs and renovations at more than 62,000 apartments through
    • the PACT program and additional repairs at another approximately 10,000 to 15,000
    • apartments through Build to Preserve. Since its launch in December 2018, NYCHA 2.0
    • has brought $1 billion in upgrades to nearly 8,000 apartments.
    • OUR SERVICES AND GOALS
    • SERVICE 1 Operate as an efficient and effective landlord.
    • Goal 1a Improve rent collection.
    • Goal 1b Expedite maintenance and repairs.
    • Goal 1c Optimize apartment usage and ensure rental equity.
    • Goal 1d Improve safety and security.
    • SERVICE 2 (Re)build, expand, and preserve public housing and
    • affordable housing stock.
    • Goal 2a Preserve the public and affordable housing asset.
    • Goal 2b Optimize access to affordable housing in public housing
    • developments to income-eligible families.
    • Goal 2c Increase access to affordable housing in privately owned units.
    • Goal 2d Develop new mixed-use, mixed-income housing and resources.
    • SERVICE 3 Engage residents and connect them to best-in-class social
    • services.
    • Goal 3a Connect all residents to critical services in their communities.
    • Goal 3b Increase employment opportunities for NYCHA residents.
    • Page 308 | MAYOR’S MANAGEMENT REPORT
    • HOW WE PERFORMED IN FISCAL 2020
    • SERVICE 1 Operate as an efficient and effective landlord.
    • Goal 1a Improve rent collection.
    • The cumulative rent collection decreased by three percent, from 89.6 percent in Fiscal 2019 to 86.4 percent in Fiscal 2020
    • and did not meet the target of 97.5 percent. The monthly rent delinquency increased from 34.9 percent in Fiscal 2019 to
    • 37 percent in Fiscal 2020. Due to COVID 19, rent collection was impacted between April and July 2020 when NYCHA,
    • in compliance with guidance since the onset of COVID-19, was not able to utilize the processes that would normally be
    • used to engage with residents to support rent collection (direct-contact meetings between staff and residents, in-person
    • rent collection, etc.). The number of households that owe one month’s rent rose by 16 percent from 32,273 in March
    • 2019 to 37,466 in March 2020 when the pandemic began to peak in New York City. As of June 2020, there were 42,339
    • households that owed one month’s rent compared to 35,292 last year during the same period, a 20 percent increase.
    • NYCHA continues to monitor its rent collection performance and provide support to residents who are in arrears through
    • its third-party partners and its collaboration with the Human Resources Administration (HRA). Residents concerned about
    • paying their rent or who are experiencing financial hardship can apply for rent hardship through a simplified process which
    • allows self-certification without the documents that were previously required (pay stubs, etc.).
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Rent collection (%) 94.9% 93.7% 92.3% 89.6% 86.4% 97.5% 97.5% Neutral Up
    • Rent delinquency rate (%) 27.7% 30.0% 31.5% 34.9% 37.0% * * Up Down
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 1b Expedite maintenance and repairs.
    • The safety of NYCHA’s residents and employees is a key priority in its
    • response to COVID-19. NYCHA instituted a work order guidance that limits
    • in-unit work to high-priority work orders and other health- and safety-related
    • items such as mold and lead. This limitation on the type of work that can
    • be performed in apartments, on top of NYCHA’s current backlog of work
    • orders, has negatively impacted the resolution time for the maintenance and
    • repair indicators, with the exception of elevators and other non-unit repairs.
    • The average time to resolve emergency complaints increased by 32 percent
    • from to 12.7 hours in Fiscal 2019 to 16.7 hours in Fiscal 2020. However,
    • it was below the target of 24 hours. In Fiscal 2020, the average time to
    • resolve heat complaints increased by 15 percent to 18 hours, compared
    • to 15.7 hours in Fiscal 2019. However, it remained below the target of 24
    • hours. Among the requirements of the January 2019 agreement with HUD,
    • NYCHA must restore heat to units affected by a heating shortage within an
    • average of 12 hours.
    • The average time to resolve non-emergency service requests increased
    • by 42 percent, from 19.4 days in Fiscal 2019 to 27.6 days in Fiscal 2020.
    • NYCHA attributes this increase to the backlog of work orders as well as the
    • impacts of the COVID-19 pandemic. The Authority instituted a work order
    • guidance that limits in-unit work to high-priority work orders and other
    • health- and safety-related items such as mold and lead. This limitation on the
    • type of work that can be performed in apartments has negatively impacted
    • the resolution time for non-emergency maintenance and repair. NYCHA
    • calculates service request resolution times based on the time to complete
    • individual work orders. The average time to resolve elevator complaints
    • decreased 19 percent, from 11.7 hours in Fiscal 2019 to 9.5 hours in Fiscal
    • 2020, slightly better than the target of 10 hours.
    • FY 16 FY 17 FY 18 FY 19 FY 20
    • Average Time to Resolve Non-Emergency
    • Service Requests (days)
    • 19.4
    • 14.7
    • 18.6 17.5
    • 27.6
    • Emergency Service Requests Elevator Outages
    • FY 16 FY 17 FY 18 FY 19 FY 20
    • Average Time to Resolve Emergency Service
    • Requests and Elevator Outages (hours)
    • 10.3
    • 11.7
    • 13.1
    • 12.1
    • 13.1 12.7
    • 8.7
      • 9.6 9.5
    • 16.7
    • NEW YORK CITY HOUSING AUTHORITY | Page 309
    • The average outage per elevator per month decreased from 1.16 to 0.97. The elevator service uptime was 98.7 percent,
    • which was better than the target of 97 percent. The reinforcement of the 90-minute rule (which requires elevator response
    • teams to provide service restoration updates and request additional assistance if needed), the review of daily service
    • disruption reports in conjunction with the weekly mandated joint inspections performed by Elevator Service & Repair
    • Department supervisory staff on poor-performing elevators, and the adoption of automatic system alerts have strengthened
    • the process of identifying the root cause of the elevator issues and contributed to the overall improvement. The percentage
    • of elevator outages due to vandalism was 9.6 percent in Fiscal 2020, compared to 39.5 percent in Fiscal 2019. In June
    • 2019, NYCHA implemented a change in its work order system to better differentiate vandalism from other issues affecting
    • the operations of elevators.
    • The number of alleged elevator injuries more than doubled from four to nine. The nine alleged elevator injuries reported
    • for Fiscal 2020 were inspected jointly with the NYC Department of Buildings’ elevator inspectors, and the team found no
    • operational issues with the performance of eight elevators and authorized the elevators to be returned to service. One
    • elevator was found to have door check issues and was immediately repaired.
    • The management cost per dwelling unit per month has remained stable from $1,052 in Fiscal Year 2019 to $1,077 in
    • Fiscal Year 2020.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Average time to resolve emergency service requests (hours) 13.1 12.1 13.1 12.7 16.7 24.0 24.0 Up Down
    • « Average time to resolve non-emergency service requests
    • (days) 14.7 17.5 18.6 19.4 27.6 15.0 15.0 Up Down
    • « Average time to resolve heat service requests (heating
    • season) 17.3 14.9 16.8 15.7 18.0 24.0 24.0 Neutral Down
    • « Average time to resolve elevator outages (hours) 8.7 9.6 10.3 11.7 9.5 10.0 10.0 Up Down
    • « Average outage per elevator per month 1.13 1.06 1.07 1.16 0.97 1.01 1.01 Neutral Down
    • « Elevator service uptime (%) 98.6% 98.6% 98.5% 98.1% 98.7% 97.0% 97.0% Neutral Up
    • « Alleged elevator injuries reported to the Department of
    • Buildings 20 11 7 4 9 ò ò Down Down
    • « Elevator-related fatalities 2 0 0 0 0 ò ò Down Down
    • Management cost per dwelling unit per month ($) $875 $950 $978 $1,052 $1,077 $875 $875 Up *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 1c Optimize apartment usage and ensure rental equity.
    • In Fiscal 2020, the average time to prepare vacant apartments for re-rental rose to 114.5 days, compared to 83.5 days in
    • Fiscal 2019, and was higher than the target of 20 days. The long tenure of residents in public housing and significantly aged
    • buildings result in apartments needing extensive work at turnover, especially in the areas of carpentry, plastering, painting
    • and lead abatement. NYCHA also identified some apartments with exceptionally high prep time that skewed the overall
    • average. Of the total 6,426 move-out inspections, 239 apartments had a prep time of over 365 days, which increased the
    • overall average from 97 to 114 days.
    • The average turnaround days for re-occupancy of vacant apartments increased by 28 percent, from 76.5 days in Fiscal 2019
    • to 97.8 days in Fiscal 2020. The significantly longer prep time for vacant apartments is a primary driver of the increase in
    • the turnaround time.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Average time to prepare vacant apartments (days) 40.7 45.2 50.8 83.5 114.5 20.0 20.0 Up Down
    • « Average turnaround time for vacant apartments (days) 50.0 55.1 51.8 76.5 97.8 30.0 30.0 Up Down
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Page 310 | MAYOR’S MANAGEMENT REPORT
    • Goal 1d Improve safety and security.
    • The year-to-date crime rate remained stable at 12.6 in Fiscal 2020 compared to 12.4 in Fiscal 2019. NYCHA continues
    • to strengthen its relationship with the NYPD and other law enforcement agencies. NYCHA is also developing ways to
    • boost resident engagement; work with resident leadership and their associations to secure additional funding for security
    • enhancements such as LED lighting, closed-circuit television (CCTV), and Layered Access Control (LAC) entrances; and
    • increase communication about safety and security issues with residents. By pursuing a process that encourages community
    • participation, residents are able to build mutual trust and cooperation, increase awareness of public safety strategies, and
    • build and foster community pride.
    • As part of the Mayor’s Action Plan for Neighborhood Safety (MAP), construction has been completed for new exterior
    • lighting at 14 MAP developments. Construction is completed at 13 of the 15 MAP developments that are receiving CCTV/
    • LAC installation. Additionally, construction was completed for new exterior lighting at 57 buildings in nine non-MAP
    • developments. As of June 30, 2020, CCTV and LAC installations have been completed at 54 of the 62 developments, and
    • work is ongoing at eight remaining sites.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Major felony crime rate per 1,000 residents 13.2 12.7 12.3 12.4 12.6 * * Neutral Down
    • « Major felony crimes in public housing developments 5,205 5,084 4,853 4,766 4,844 ò ò Neutral Down
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • SERVICE 2 (Re)build, expand, and preserve public housing and affordable housing stock.
    • Goal 2a Preserve the public and affordable housing asset.
    • The percentage of all active capital projects on schedule increased to 78.9 percent in Fiscal 2020 from 68.3 percent in
    • Fiscal 2019. The percentage of active capital projects in construction on schedule increased to 94.2 percent in Fiscal 2020
    • from 77.3 percent in Fiscal 2019. Risk mitigation strategies incorporated in the management of the portfolio led to the
    • improvement in the projects’ schedule. NYCHA utilized various strategies such as the enforcement of required biweekly
    • and monthly schedule updates, increased supervisory activities, which ensured that required actions were project focused,
    • and increased visibility into the project management system for the vendor to align the owner scheduling activities and
    • milestones with the construction schedule.
    • In Fiscal 2020, 303 projects were active, 190 of which had ongoing construction work. Adjustments were made to
    • minimize the impact of the COVID-19 pandemic, which included continuous coordination with vendors on site visits and
    • work progress, the design of an indicator in the project management system used to identify projects with a COVID 19
    • impact, and modifying the timeline of projects that had sequence of activities in order to comply with CDC requirements. In
    • addition, NYCHA’s Capital Projects Division (CPD) migrated its portfolio to a new project management information system
    • and templates were redesigned to capture more detailed project activities, resulting in increased visibility into issues that
    • may impact progress. Some projects that were spread across multiple developments NYCHA-wide were redistributed into
    • single developments, which provided the opportunity for a more refined schedule, reflecting discrete schedules for each
    • location. Funding sources allocations also played a role in the schedule adjustments.
    • Announced in November 2018, NYCHA is addressing $12.8 billion in overdue repairs in 62,000 apartments through
    • public-private partnerships as part of its Permanent Affordability Commitment Together (PACT) initiative, which includes
    • the federal Rental Assistance Demonstration (RAD) program. All 62,000 apartments will be converted to Section 8 funding
    • and remain permanently affordable. Section 8 funding provides a more stable flow of federal subsidy and allows NYCHA
    • and its development partners to raise external financing to address a development’s capital repair needs. Quality private
    • managers will maintain and operate the buildings. Residents will pay rent limited to 30 percent of their income and retain
    • robust rights and protections. Partnerships also deliver valuable social services from nonprofit partners to residents.
    • All 62,000 PACT renovations will be completed by the year 2028. NYCHA will select sites for the PACT program that have
    • the highest capital needs and operating challenges. NYCHA has converted 7,793 apartments through PACT since the
    • initiative’s launch, including the completion of renovations at 1,395 apartments at Ocean-Bay Bayside in the Rockaways. In
    • addition, there are 8,194 apartments across New York City that are currently in predevelopment for comprehensive repairs.
    • NEW YORK CITY HOUSING AUTHORITY | Page 311
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Active capital projects on schedule (%) 64.4% 69.4% 76.3% 68.3% 78.9% 75.0% 75.0% Up Up
    • « Active capital projects in construction phase on schedule (%) 94.2% 86.9% 89.8% 77.3% 94.2% 85.0% 85.0% Neutral Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 2b Optimize access to affordable housing in public housing developments to income-eligible families.
    • NYCHA’s occupancy rate in Fiscal 2020 has remained stable at 98.8 percent compared to 98.9 percent in Fiscal 2020. As
    • of June 2020, NYCHA had approximately 170,000 occupied units. The number of applicants placed in public housing
    • increased by six percent, from 3,147 in Fiscal Year 2019 to 3,330 in Fiscal Year 2020.
    • NYCHA has been doing its part to house homeless families. The overall increase in applicants placed in public housing
    • is primarily due to the increase in homeless placements. The number of homeless households placed in NYCHA vacant
    • apartments was 36 percent higher than in Fiscal 2019. In addition, NYCHA provided Section 8 vouchers for homeless
    • families to rent apartments on the private market. The number fell by 28 percent in Fiscal 2020. In Fiscal 2020, there were
    • fewer NYC Department of homeless Services applicants matched with the Section 8 waitlist compared to prior years. In
    • addition, many of the homeless placements were through NYCHA’s private, new construction pipeline, which has decreased.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Apartment Attrition Rate (%) 4.1% 3.9% 4.0% 3.6% 3.8% * * Neutral *
    • « Occupancy rate (%) 99.5% 99.4% 99.3% 98.9% 98.8% 99.2% 99.2% Neutral Up
    • Applicants placed in public housing 4,211 3,834 3,748 3,147 3,330 * * Down Up
    • homeless applicants placed in housing - Total 2,868 2,841 2,683 2,449 2,662 * * Down *
      • NYCHA housing 1,420 1,928 1,686 1,403 1,913 * * Up *
      • Section 8 1,448 913 997 1,046 749 * * Down *
    • Working families residing in public housing (cumulative) (%) 46.7% 46.7% 46.0% 46.0% 45.3% * * Neutral Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 2c Increase access to affordable housing in privately owned units.
    • The families on the Section 8 waiting list decreased to about 40,000 in Fiscal 2020 from 138,000 in Fiscal 2019. From Fiscal
    • 2019 to Fiscal 2020, the Section 8 program performed outreach to update its waiting list. The decrease is a result of those
    • applicants who did not confirm continued interest in remaining on the waiting list.
    • The maximum allowable Section 8 vouchers increased slightly from 102,706 in Fiscal 2019 to 104,054 in Fiscal 2020. The
    • funded Section 8 vouchers increased from 86,768 to 87,285. The maximum allowable Section 8 vouchers increased slightly
    • due to the PACT conversions. The increase in funded Section 8 vouchers reflects new program admissions and PACT.
    • The funding utilization remained at 98 percent from Fiscal 2019 to Fiscal 2020. The number of Section 8 occupied units
    • increased from 85,839 to 87,439. Funding utilization remained at 98 percent as the program admissions and exits allowed
    • the utilization rate to remain stable. The increase in occupied units is due to a combination of new program admissions and
    • the PACT initiative. The percentage of biennial Section 8 inspections completed declined from 99 percent to 93 percent.
    • The Leased Housing Department suspended all Housing Quality Standards inspections because of the state of emergency
    • for COVID-19. As a result, the inspection completion rate was impacted. The number of applicants placed through Section
    • 8 vouchers increased by 49 percent, from 2,438 in Fiscal 2019 to 3,632 in Fiscal 2020. The increase in applicants placed is
    • due to a combination of new program admissions and the PACT initiative.
    • Page 312 | MAYOR’S MANAGEMENT REPORT
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Families on Section 8 waiting list (000) 119 148 141 138 40 * * Down Down
    • Maximum allowable Section 8 vouchers 99,621 99,838 101,254 102,706 104,054 * * Neutral *
    • Funded Section 8 vouchers 86,221 85,209 86,628 86,768 87,285 * * Neutral *
    • « Utilization rate for funded Section 8 vouchers (%) 98.8% 100.0% 99.0% 99.0% 100.0% 97.0% 97.0% Neutral Up
    • Funding utilization for Section 8 vouchers (%) 98.0% 101.0% 101.0% 98.0% 98.0% * * Neutral *
    • « Section 8 occupied units (vouchers) 85,224 85,175 84,994 85,839 87,439 87,000 87,000 Neutral Up
    • Biennial Section 8 inspections 78.0% 80.0% 98.0% 98.0% 93.0% * * Up Up
    • Annual Section 8 recertifications 98.0% 98.0% 99.0% 99.0% 98.0% * * Neutral Up
    • Applicants placed through Section 8 vouchers 1,706 2,758 1,735 2,438 3,632 * * Up Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 2d Develop new mixed-use, mixed-income housing and resources.
    • Launched in December 2018, the Build to Preserve (BTP) program is expected to address approximately $2 billion in capital
    • repairs over the next 10 years across approximately 10,000 NYCHA apartments. NYCHA will use this new model to develop
    • new mixed-use, mixed-income housing on underused public-owned land, and dedicate 100 percent of the proceeds to
    • repairs at the surrounding development. Any remaining funds will be invested in repairs at other NYCHA developments in
    • the neighborhood. New buildings will be subject to Mandatory Inclusionary Housing (MIH) levels of affordability and will
    • increase the City’s permanently affordable housing stock.
    • NYCHA is exploring Build to Preserve at the developments in the Chelsea neighborhood with a working group comprised
    • of residents, elected officials, community representatives, and housing organizations. The working group has been meeting
    • since the fall of 2019 to produce community-driven recommendations to address the future of Chelsea, Chelsea Addition,
    • Elliot, and Fulton Houses.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Unit Inventory 178 176 176 173 170 * * Neutral *
    • Number of developments 328 326 325 316 302 * * Neutral *
    • Number of buildings 2,528 2,442 2,418 2,351 2,252 * * Down *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • SERVICE 3 Engage residents and connect them to best-in-class social services.
    • Goal 3a Connect all residents to critical services in their communities.
    • NYCHA’s emergency transfer priority is available to NYCHA residents who are victims of domestic violence, intimidated
    • victims, intimidated witnesses, or child sexual victims as well as all categories defined under the Violence Against Women
    • Act (VAWA). VAWA includes victims of domestic violence, dating violence, sexual assault, or stalking. The priority is intended
    • to enhance safety for at-risk residents by providing confidential relocation to another NYCHA development. The number
    • of residents approved for an emergency transfer decreased by four percent, from 1,846 in Fiscal 2019 to 1,776 in Fiscal
    • 2020. The emergency transfer disposition time was up by seven percent, from 14 days in Fiscal 2019 to 14.9 days in Fiscal
    • 2020. However, it was well below the 45-day target. The changes in the number of requests approved and processing time
    • are attributable to normal variation in the trends.
    • NEW YORK CITY HOUSING AUTHORITY | Page 313
    • The referrals to supportive services provided to senior residents increased by 103 percent, from 20,521 in Fiscal 2019 to
    • 41,586 in Fiscal 2020. The increase in supportive services is attributed to the impacts of the COVID-19 pandemic. Wellness/
    • outreach calls are conducted by all Community Engagement and Partnerships (CEP) departments and executive staff.
    • Residents are referred to an array of services such as home care, health care, entitlements, addressing rent, and repair
    • needs. Residents were also connected to food deliveries services through GetFoodNYC and other community-based food
    • services; NYC Well Health; DOE Grab and Go; and Capsule for free medication. They also received free tablets and free air
    • conditioners through the Mayor’s Office program.
    • The initial social service tenant contacts conducted within five days increased by three percent, from 88 percent in Fiscal
    • 2019 to 91 percent in Fiscal 2020. Through supervision and monitoring, staff are continuing to respond to cases within
    • five days of assignment.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Residents approved for emergency transfers 931 1,070 1,794 1,846 1,776 * * Up *
    • « Emergency transfer disposition time (days) 39.60 33.24 24.52 13.97 14.93 45.00 45.00 Down Down
    • « Initial social service tenant contacts conducted within five
    • days of referral (%) 86% 72% 77% 88% 91% 76% 76% Up Up
    • Referrals to supportive social services for senior residents 53,763 18,317 20,813 20,521 41,586 * * Down Up
    • NYCHA-operated senior centers 15 14 14 14 NA * * NA *
    • Utilization of senior centers (%) ages 60+ 116% 160% 132% 134% NA 85% 85% NA Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 3b Increase employment opportunities for NYCHA residents.
    • There were 2,127 overall resident job placements in Fiscal 2020, compared to 2,933 last year. This indicator includes the
    • number of direct placements through NYCHA’s Office of Resident Economic Empowerment and Sustainability (REES) and
    • Human Resources Department as well as partner placements. The decrease can be attributed to COVID-19, which began in
    • mid-March and immediately caused NYCHA to pause hiring in many of its titles. NYCHA employer contractors also paused
    • much of their hiring and Jobs-Plus partners experienced a shortage of employment opportunities with New York on Pause.
    • Placement activity is expected to increase in Fiscal 2021.
    • The percentage of job placements to program graduates increased from 83 percent in Fiscal 2019 to 90.6 percent in Fiscal
    • 2020. The percentage increase can be attributed to more rapid attachment to employment post program graduation,
    • particularly amongst residents trained in the Information Technology sector.
    • The youth placed in jobs through youth employment programs more than quadrupled, from 972 in Fiscal 2019 to 3,896
    • in Fiscal 2020. In Fiscal Year 2020, NYCHA focused on further collaboration with the City’s Department of Youth and
    • Community Development to support them and their providers on two NYCHA-specific initiatives under the Summer Youth
    • Employment Program: Career First and MAP for $uccess. Both of these programs provide reserved slots for NYCHA youth
    • and young adults from select NYCHA developments.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Resident job placements - Total 1,410 3,449 2,903 2,933 2,127 ñ ñ Up Up
      • Direct placements 1,410 2,097 1,461 1,082 862 1,593 1,593 Down Up
      • Program and partner placements NA 1,352 1,442 1,851 1,265 * * NA *
    • Job training graduates placed in jobs (%) 63% 91% 85% 83% 91% * * Up Up
    • Youth placed in jobs through youth employment programs 888 1,005 960 972 3,896 * * Up Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Page 314 | MAYOR’S MANAGEMENT REPORT
    • AGENCY CUSTOMER SERVICE
    • Performance Indicators Actual Target Trend
    • Customer Experience FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Completed requests for interpretation 196,996 189,243 172,978 178,282 147,520 * * Down *
    • Letters responded to in 14 days (%) 84.7% 83.8% 88.9% 68.5% 97.1% * * Neutral Up
    • E-mails responded to in 14 days (%) 82.9% 77.6% 80.3% 97.0% 95.7% * * Up Up
    • Average wait time to speak with a customer service agent
    • (minutes) 13 18 17 17:2 14:5 * * Neutral Down
    • CORE facility rating 92 95 82 NA 97 * * NA Up
    • Calls answered in 30 seconds (%) 64.0% 46.0% 57.0% 63.7% 74.0% * * Up Up
    • Number of agency customers surveyed for overall customer
    • satisfaction 25,764 34,886 54,822 66,044 37,135 * * Up Up
    • Customers rating service good or better (%) 78.8% 81.1% 78.8% 75.9% 75.4% 71.0% 71.0% 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 $2,911.1 $3,342.4 $3,376.0 $3,492.2 $3,749.2 $3,476.6 $3,746.1 Up
    • Revenues ($000,000) $3,210.8 $3,224.7 $3,306.5 $3,532.5 $3,486.2 $3,510.0 $3,837.4 Up
    • Personnel 10,940 10,771 10,761 10,834 11,061 11,496 11,029 Neutral
    • Overtime paid ($000,000) $82.7 $92.9 $101.4 $102.5 $148.0 $85.5 $105.5 Up
    • Capital commitments ($000,000) $234.1 $82.4 $137.5 $302.3 $174.1 $1,353.4 $350.7 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
    • NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS !
    • • Gregory Russ was appointed Chair and Chief Executive Officer of the New York City Housing Authority effective August
    • 2019, succeeding Kathryn Garcia.
    • • Currently, NYCHA is not in compliance with a number of federal regulations and is working to assess the extent of
    • noncompliance. On January 31, 2019, NYCHA signed an agreement with HUD to resolve claims brought by the U.S.
    • Attorney’s Office for the Southern District of New York, including on behalf of HUD and the Environmental Protection
    • Agency. The agreement establishes a framework by which NYCHA will continue to evaluate its compliance with federal
    • requirements. The agreement also requires NYCHA to take certain actions and meet certain standards and deadlines
    • related to health and safety. NYCHA has not yet met certain standards and deadlines set forth in the agreement and
    • continues to work with an independent monitor to improve its compliance with these requirements. The monitor
    • has access to NYCHA information and personnel and is issuing quarterly reports on NYCHA’s compliance with the
    • agreement.
    • • NYCHA transitioned its 14 senior centers to the NYC Department for the Aging (DFTA) in November 2019 and no
    • longer operates those centers.
    • • In June 2019, NYCHA implemented a change in its work order system to better differentiate vandalism from other
    • issues affecting the operations of elevators
    • ADDITIONAL RESOURCES
    • For more information on the agency, please visit: www.nyc.gov/nycha.