MMR - FY20 - New York City Police Department

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• Parent Document:: Mayor's Management Report - Fiscal Year 2020
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    • NEW YORK CITY POLICE DEPARTMENT
    • Dermot Shea, Commissioner
    • WHAT WE DO
      • The NYPD was established in 1845
      • and today is responsible for policing
      • an 8.5-million-person city by
      • performing a wide variety of public
      • safety, law enforcement, traffic
      • management, counterterror and
      • emergency response roles. In the
      • past 25 years, the Department has
      • achieved spectacular declines in both
      • violent and property crime, ensuring
      • that New York City remains one of
      • the safest big cities in the country.
      • The NYPD is divided into major
      • bureaus for enforcement,
      • investigations, and administration.
      • It has 77 patrol precincts with patrol
      • officers and detectives covering the
      • entire city. The Department also
      • has 12 transit districts to police the
      • subway system and its nearly sixmillion daily riders and nine police
      • service areas (PSAs) to patrol the
      • city’s public housing developments,
      • which are home to more than
      • 400,000 residents. Additionally,
      • uniformed civilians serve as traffic
      • safety agents on the city’s busy
      • streets and highways, and as school
      • safety agents, protecting public
      • schools and the over-a-million
      • students who attend them.
    • FOCUS ON EQUITY
    • In Fiscal 2020, the equitable, needs-based allocation of police personnel has been
    • a major factor in achieving historically low levels of crime in the City, while also
    • reducing arrests and criminal summonses. Each of the City’s 77 precincts, 12
    • Transit Bureau districts and nine Housing Bureau PSAs has unique community
    • and operational needs within their geographical boundaries, including high
    • profile locations, transitory work and visitor populations, and quality-of-life and
    • community concerns. These factors, coupled with crime statistics and the number
    • of 911 calls requiring police response, all contribute to the equitable deployment
    • of police resources to address the problems and challenges our communities face.
    • The NYPD further evolved its approach to ensuring public safety through
    • Neighborhood Policing. Neighborhood Policing enhances community engagement
    • by narrowing officers’ responsibilities in one sector to help address shared
    • concerns. Additionally, through the use of Department social media accounts,
    • and the interactive Agency website, community members can contact officers
    • directly, enabling a one-on-one approach to sharing and addressing issues. With
    • Neighborhood Policing, supported by a strong social media presence, NYPD seeks
    • to police with the City’s communities, not just for them.
    • The Department is committed to policing fairly and equitably among all our
    • communities, and within our own workforce. Mandatory “Fair and Impartial
    • Policing” training has been implemented for all ranks, and internal discussions
    • about race and equity have begun through the Office of Equity and Inclusion.
    • The NYPD is committed to cultivating a diverse and inclusive workplace for all
    • its employees.
    • OUR SERVICES AND GOALS
    • SERVICE 1 Manage public safety programs related to criminal activity.
    • Goal 1a Reduce the incidence of crime.
    • Goal 1b Prevent terrorist attacks.
    • Goal 1c Respond to police emergencies quickly.
    • SERVICE 2 Manage public safety programs related to traffic safety.
    • Goal 2a Reduce the incidence of traffic collisions, injuries and fatalities.
    • SERVICE 3 Manage public safety programs related to quality of life.
    • Goal 3a Reduce the incidence of quality-of-life violations.
    • SERVICE 4 Ensure courteous, professional and respectful interactions
    • with the community.
    • Goal 4a Improve police/community relations.
    • HOW WE PERFORMED IN FISCAL 2020
    • SERVICE 1 Manage public safety programs related to criminal activity.
    • Goal 1a Reduce the incidence of crime.
    • Crime reduction is achieved through collaboration between the public, patrol officers, neighborhood coordination officers
    • (NCOs), investigators and other regional criminal justice and law enforcement partners. The effectiveness of patrol officers
    • as local crime fighters and local problem solvers has been enhanced by Neighborhood Policing. Sector officers and NCOs
    • have been assigned to each sector within precincts and are working with local neighborhood forums on the most critical
    • issues and crimes facing each community, helping prioritize and adapt police operations to respond to community concerns.
    • Despite significant hardships, the NYPD remained operational at all levels during the COVID-19 pandemic. Members of the
    • New York City Police Department responded to 911 and 311 calls for service, as well as patrolling the entire city, investigating
    • crimes, and taking police action when necessary. The Department continued to address criminal activity, threats of terrorism
    • in New York City, manage traffic control, and ensure the safety of motorists, pedestrians and cyclists, as well as provide a
    • safe environment for New Yorkers utilizing medical facilities and patronizing essential service establishments.
    • During Fiscal 2020, overall major felony crime slightly increased by one percent compared to Fiscal 2019. Murder increased
    • 27 percent, burglary increased by 20 percent and grand larceny of autos increased 30 percent. Forcible rape decreased by
    • 17 percent and grand larcenies decreased by eight percent compared to Fiscal 2019.
    • In Fiscal 2020, major felony incidents in schools decreased by 35 percent, and other criminal categories in schools decreased
    • by 36 percent when compared to Fiscal 2019. NYC schools closed in mid-March due to the COVID-19 pandemic.
    • Juvenile arrests for major felonies increased 54 percent due to the phased nature of the implementation of the Raise the
    • Age law. The law mandates that beginning October 1, 2018, 16-year old arrestees were considered to be juvenile, not
    • adult offenders, and commencing October 1, 2019, 17-year old arrestees were also counted as juvenile offenders. The
    • Fiscal 2019 reporting period only accounted for nine months of the inclusion of 16-year old arrestees, while the Fiscal 2020
    • included an entire year of all 16-year old arrestees, and nine months of 17-year old arrestees.
    • The number of gang motivated incidents increased 52 percent in the Fiscal 2020 reporting period compared to the prior
    • year. By expanding its precision policing capabilities, NYPD has improved its capacity to more accurately identify incidents
    • as gang related.
    • Narcotics arrests decreased 36.7 percent in Fiscal 2020, following several years of decline. This trend is in line with the
    • NYPD’s prioritization of felony level narcotics arrests of higher level organized distributors.
    • NEW YORK CITY POLICE DEPARTMENT | Page 51
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Major felony crime 105,614 98,991 95,868 93,631 94,790 ò ò Down Down
    • « – Murder and non-negligent manslaughter 341 300 303 278 352 ò ò Neutral Down
    • « – Forcible rape 1,164 1,109 1,293 1,368 1,136 ò ò Neutral Down
    • « – Robbery 16,670 14,759 13,573 12,556 13,438 ò ò Down Down
    • « – Felonious assault 20,877 20,651 20,141 20,240 20,369 ò ò Neutral Down
    • « – Burglary 14,463 12,454 11,856 11,053 13,229 ò ò Down Down
    • « – Grand larceny 45,164 43,787 43,101 42,956 39,524 ò ò Down Down
    • « – Grand larceny auto 6,935 5,931 5,599 5,180 6,742 ò ò Neutral Down
    • « Major felony crime in housing developments 5,205 5,084 4,853 4,766 4,844 ò ò Neutral Down
    • « Major felony crime in transit system 2,520 2,475 2,399 2,590 2,378 ò ò Neutral Down
    • Crime related to domestic violence - Murder 53 55 53 54 64 * * Up Down
    • – Rape 526 504 466 726 645 * * Up Down
    • – Felonious assault 7,986 8,082 7,912 8,288 8,182 * * Neutral Down
    • « School safety - Major felony crime 532 504 466 444 288 ò ò Down Down
    • – Murder 0 0 1 1 0 * * Up Down
    • – Rape 2 4 16 8 2 * * Up Down
    • – Robbery 66 60 37 49 31 * * Down Down
    • – Felonious assault 148 140 134 122 60 * * Down Down
    • – Burglary 33 37 46 27 40 * * Neutral Down
    • – Grand larceny 279 263 228 235 155 * * Down Down
    • – Grand larceny auto 4 0 4 2 0 * * Down Down
    • School safety - Other criminal categories 2,219 2,007 2,026 1,537 976 * * Down Down
    • – Other incidents 4,092 4,361 5,112 4,202 2,912 * * Down Down
    • Gang motivated incidents 349 350 347 495 750 * * Up *
    • Gun arrests 5,194 5,081 4,684 4,300 4,608 * * Down *
    • Major felony crime arrests 43,516 41,869 41,748 41,522 40,445 * * Neutral *
    • Narcotics arrests 56,320 50,902 43,574 25,098 15,886 * * Down *
    • Juvenile arrests for major felonies 2,495 2,198 2,200 2,754 4,252 * * Up *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 1b Prevent terrorist attacks.
    • The Department places a significant emphasis on the prevention and detection of terrorist acts. Instead of drawing
    • personnel from patrol precincts and depleting local patrol squads as previous counterterrorism deployments did, NYPD’s
    • Critical Response Command—a sub-unit of the Counterterrorism Bureau—is staffed with dedicated personnel, trained
    • and equipped to respond swiftly to active-shooters and other attacks. Additionally, continuous efforts are made to
    • conduct in-depth training for all first responders, to maintain partnerships with other government agencies at the local,
    • state, and federal levels, and to gather terrorism-related intelligence as effectively and expeditiously as possible. In Fiscal
    • 2020, Counterterrorism training hours decreased 31 percent for uniformed members of the service and 41 percent for
    • non-members. Efforts to prevent the spread of COVID-19 resulted in the cancellation of all large-group training activities
    • for members and non-members of service beginning in mid-March 2020. Essential trainings resumed in late-June with
    • limited capacity.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Counterterrorism training (hrs) - Uniformed members 210,582 182,331 129,302 144,617 99,681 * * Down *
    • – Non-members 48,607 49,477 42,482 42,699 24,982 * * Down *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Page 52 | MAYOR’S MANAGEMENT REPORT
    • Goal 1c Respond to police emergencies quickly.
    • The Department strives to respond to all calls for service as
    • expeditiously as possible, while also ensuring that the public is
    • provided with optimal levels of police service in every instance
    • where the assistance of the police is required. The Department
    • has invested in the enhancement of new technology to provide
    • patrol officers with vital and accessible information to enable
    • a swifter and safer response to breaking crime and requests
    • for service.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • End-to-end average response time to all crimes in progress
    • (minutes:seconds) 10:35 10:06 10:08 9:55 10:56 * * Neutral Down
    • End-to-end average response time to critical crimes in progress
    • (minutes:seconds) 7:09 6:49 6:44 6:38 7:38 * * Neutral Down
    • End-to-end average response time to serious crimes in progress
    • (minutes:seconds) 9:24 8:50 8:53 8:56 9:47 * * Neutral Down
    • End-to-end average response time to non-critical crimes in progress (minutes:seconds) 17:21 17:58 19:37 19:04 19:01 * * Up Down
    • Average response time to all crimes in progress (dispatch and
    • travel time only) (minutes) 9.1 8.0 8.1 7.9 8.9 * * Neutral Down
    • « Average response time to critical crimes in progress (dispatch
    • and travel time only) (minutes) 5.5 4.9 4.8 4.7 5.7 ò ò Neutral Down
    • Average response time to serious crimes in progress (dispatch and
    • travel time only) (minutes) 8.1 6.8 7.0 7.0 7.9 * * Neutral Down
    • Average response time to non-critical crimes in progress (dispatch
    • and travel time only) (minutes) 14.5 15.2 16.9 16.3 16.5 * * Up Down
    • Crime in progress calls 261,992 255,489 259,584 252,599 264,246 * * Neutral *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • SERVICE 2 Manage public safety programs related to traffic safety.
    • Goal 2a Reduce the incidence of traffic collisions, injuries and fatalities.
    • The Department, through collaborative traffic safety initiatives under the Vision Zero initiative and comprehensive collision
    • investigations, strives to improve and maintain the safety of pedestrians, motorists, and bicyclists alike. Fiscal 2020 saw a six
    • percent decrease in pedestrian and bicyclists fatalities and a one percent increase in passenger/motorist fatalities compared
    • to Fiscal 2019. Driving While Intoxicated (DWI) arrests decreased 33 percent, while DWI-related fatalities also decreased
    • by 15 percent. The legislative mandates and governmental guidelines related to the COVID-19 pandemic resulted in fewer
    • vehicles on the roadways, contributing to the decline of moving violation summonses by 27 percent. The Department
    • will continue to intensify its efforts on traffic safety outreach to the public, in addition to enforcing vehicle and traffic law.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Traffic fatalities (motorist/passengers) 84 63 81 81 82 ò ò Neutral Down
    • « Traffic fatalities (bicyclists/pedestrians) 152 148 128 137 129 ò ò Down Down
    • Driving while intoxicated (DWI) related fatalities 35 26 28 20 17 * * Down Down
    • DWI arrests 7,577 7,171 6,738 5,826 3,896 * * Down *
    • Total moving violation summonses (000) 1,032 1,062 1,075 1,027 749 * * Down *
    • – Summonses for hazardous violations 879,790 923,513 942,684 902,482 664,974 * * Down *
    • – Summonses for prohibited use of cellular phones 125,241 130,934 131,984 113,263 74,944 * * Down *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Non-critical crimes in progress
    • Serious crimes in progress
    • Critical crimes in progress
    • All crimes in progress
    • End-to-End Average Response Time
    • (minutes:seconds)
    • 7:38
    • 19:01
    • 9:47
    • 911 Calltaker Dispatch Travel
    • Processing
    • 911 Pickup
    • (ring+queue)
    • 10:56
    • NEW YORK CITY POLICE DEPARTMENT | Page 53
    • SERVICE 3 Manage public safety programs related to quality of life.
    • Goal 3a Reduce the incidence of quality-of-life violations.
    • The Department, through rigorous analysis and other available resources, continues its efforts to identify and target
    • conditions that affect the quality of life of residents and visitors. Through Neighborhood Policing, officers perform their law
    • enforcement duties while also embedding themselves in the communities they serve as part of a team that works together
    • to improve safety and quality of life for everyone. However, the legislative mandates and social distancing guidelines of
    • the COVID-19 pandemic created an environment for less interaction with the public as many community members were
    • sheltering in place. In Fiscal 2020 the total number of quality-of-life summonses decreased 25 percent and the number of
    • unreasonable noise summonses decreased 11 percent compared to Fiscal 2019. As neighborhood coordination officers
    • learn more about the people who live in, work in, and visit their respective sectors, they develop a greater degree of detailed
    • knowledge about quality-of-life issues affecting a particular community, and a greater capacity to remedy these problems.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Quality-of-life summonses 323,980 279,117 168,104 128,265 96,197 * * Down *
    • – Unreasonable noise summonses 5,487 4,325 1,785 1,160 1,024 * * Down *
    • – Graffiti summonses 7 3 0 1 1 * * Down *
    • Graffiti arrests 2,123 1,750 1,772 1,262 1,083 * * Down *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • SERVICE 4 Ensure courteous, professional and respectful interactions with the community.
    • Goal 4a Improve police/community relations.
    • NYPD’s efforts to win and maintain the trust of communities is the hallmark of Neighborhood Policing patrol. Patrol officers
    • assigned to the same geographic area each day interact with members of the community on a daily basis, strengthening
    • the police/community bond. Neighborhood meetings, convened by the neighborhood coordination officers in each sector
    • within a precinct, provide a forum for cooperative and integrated problem solving. Additionally, the Department as a whole
    • regularly partners with community members to strengthen police-community relations. NYPD conducts face to face and
    • anonymous telephone surveys to assess the public’s perception of the Department’s Courtesy, Professional and Respect
    • (CPR). While the number of total surveys conducted in Fiscal 2020 decreased by 29 percent, the results were overwhelmingly
    • positive, with 99 percent rated ‘acceptable’ or ‘exceptionally good’, consistent with the positive results in Fiscal 2019.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Courtesy, Professionalism and Respect (CPR) testing 8,243 8,167 7,698 5,028 3,583 * * Down *
    • – Exceeds standard 0 9 2 3 1 * * Down Up
    • – Meets standard 8,142 7,992 7,619 4,992 3,559 * * Down *
    • – Below standard 101 166 77 33 23 * * Down Down
    • Total civilian complaints against members of the service 4,711 4,215 4,392 5,236 4,597 * * Neutral Down
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Page 54 | 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 2,933 2,115 2,065 2,084 1,763 * * Down *
    • Payout ($000) $228,454 $259,423 $205,084 $178,412 $179,070 * * Down Down
    • Collisions involving City vehicles (per 100,000 miles) 3.9 4.6 4.3 4.4 4.0 * * Neutral Down
    • Workplace injuries reported (uniform and civilian) 7,249 6,626 6,829 6,654 9,159 * * Up Down
    • Violations admitted to or upheld at the Office of Administrative Trials and Hearings (%) 68% 60% 55% 50% 57% * * 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
    • Completed requests for interpretation 238,382 288,561 291,745 275,981 287,866 * * Up *
    • CORE facility rating 94 92 96 NA 94 * * NA Up
    • Calls answered in 30 seconds (%) 99% 99% 99% 99% 99% * * Neutral 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
    • Percent meeting time to close – Residential Noise - Loud Music/
    • Party (0.3 days) 88 87 91 91 90 * * Neutral *
    • Percent meeting time to close – Residential Noise - Banging/
    • Pounding (0.3 days) 86 84 89 88 88 * * Neutral *
    • Percent meeting time to close – Noise - Street/Sidewalk (0.3 days) 90 87 90 90 92 * * Neutral *
    • Percent meeting time to close – Commercial Noise (0.3 days) 93 92 94 94 91 * * Neutral *
    • Percent meeting time to close – Blocked Driveway - No Access
    • (0.3 days) 84 83 86 84 77 * * Neutral *
    • « 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 $5,328.7 $5,584.0 $5,788.4 $5,976.8 $6,083.0 $5,851.4 $5,244.3 Up
    • Revenues ($000,000) $102.4 $99.4 $95.6 $109.7 $101.8 $104.8 $100.6 Neutral
    • Personnel (uniformed) 35,990 36,254 36,643 36,461 35,910 36,201 35,007 Neutral
    • Personnel (civilian) 15,939 16,722 17,112 17,025 17,506 17,996 17,092 Neutral
    • Overtime paid ($000,000) $649.6 $709.0 $724.6 $736.3 $623.4 $624.9 $267.9 Neutral
    • Capital commitments ($000,000) $191.1 $204.5 $327.1 $194.4 $127.7 $540.2 $420.5 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
    • NEW YORK CITY POLICE DEPARTMENT | Page 55
    • 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 $5,304.7 $5,363.7
      • 001 - Operations $3,498.0 $3,548.8 All
      • 002 - Executive Management $533.3 $525.7 All
      • 003 - School Safety $313.9 $314.1 1a, 1b, 1c, 4a
      • 004 - Administration - Personnel $275.1 $277.5 All
      • 006 - Criminal Justice $59.5 $61.0 1a, 1c, 2a, 3a, 4a
      • 007 - Traffic Enforcement $163.1 $179.0 1a, 2a, 3a, 4a
      • 008 - Transit Police $244.9 $250.4 1a, 1b, 1c, 3a, 4a
      • 009 - Housing Police $217.0 $207.3 1a, 1c, 3a, 4a
    • Other Than Personal Services - Total $672.1 $719.3
      • 100 - Operations $124.5 $150.7 All
      • 200 - Executive Management $154.4 $174.0 All
      • 300 - School Safety $4.7 $4.9 1a, 1b, 1c, 4a
      • 400 - Administration $375.9 $376.1 All
      • 600 - Criminal Justice $0.1 $0.5 1a, 1c, 2a, 3a, 4a
      • 700 - Traffic Enforcement $12.4 $13.0 1a, 2a, 3a, 4a
    • Agency Total $5,976.8 $6,083.0
    • 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
    • 2020. Includes all funds. 3Refer to agency goals listed at front of chapter.
    • "NA" Not Available * None
    • NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS !
    • • During the first four months of Fiscal 2020, James P. O’Neill served as NYPD Commissioner; Dermot Shea was appointed
    • Commissioner as of December 2, 2019.
    • ADDITIONAL RESOURCES
    • For additional information go to:
    • • Crime Prevention/Crime Statistics (reports updated regularly):
    • http://www1.nyc.gov/site/nypd/stats/crime-statistics/crime-statistics-landing.page
    • For more information on the agency, please visit: www.nyc.gov/nypd.