MMR - FY20 - Taxi and Limousine Commission

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• Parent Document:: Mayor's Management Report - Fiscal Year 2020
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    • TAXI AND LIMOUSINE
    • COMMISSION Aloysee Heredia Jarmoszuk,
    • Commissioner/Chair
    • TAXI AND LIMOUSINE COMMISSION | Page 147
    • WHAT WE DO
    • The Taxi and Limousine Commission
    • (TLC) establishes and enforces
    • professional and uniform standards
    • of for-hire transportation service and
    • ensures public safety. TLC licenses
    • and regulates New York City’s
    • medallion (yellow) taxicabs, for-hire
    • vehicles (app-based services, Boro
    • Taxis, community-based liveries and
    • luxury limousines), commuter vans
    • and paratransit vehicles.
    • In response to increasing food
    • insecurity caused by the COVID-19
    • pandemic, the City created GetFood
    • NYC to provide food to New
    • Yorkers in need. One component
    • of the GetFood initiative—TLC
    • Delivery—used TLC-licensed drivers
    • to deliver meals to individuals who
    • could not safely leave their homes
    • during the pandemic. In addition
    • to providing food to New York’s
    • most at-risk residents, TLC Delivery
    • also generated additional income
    • for drivers whose business was
    • significantly impacted. The TLC
    • partnered with DSNY, NYCEM,
    • DoITT and Parks to establish driver
    • enrollment and payment systems,
    • develop protocols and staff for food
    • distribution sites, and to develop
    • electronic driver shift reservations,
    • route assignments, and turn-byturn directions. As of June 30, 2020,
    • 9,168 TLC-licensed drivers have
    • worked a total of 36,918 shifts,
    • earned $23,980,405 and delivered
    • 40,891,615 meals across all five
    • boroughs.
    • FOCUS ON EQUITY
    • TLC focuses on equitable service delivery through its commitments to access and
    • safety for all New Yorkers. In January 2019, TLC implemented rules to expand
    • accessible service in the FHV sector. In addition to being able to request wheelchair
    • accessible service in a metered taxi from anywhere in the City, now residents and
    • visitors can also request wheelchair accessible service from the major app-based
    • services and from hundreds of community-based liveries and car services. In Fiscal
    • 2020, TLC’s Office of Inclusion launched a major public awareness campaign to
    • raise awareness about and curb the incidence of service refusals based upon
    • race, ethnicity, gender, sexual orientation and disability. As part of the Vision Zero
    • initiative, TLC has strengthened enforcement of safety violations and increased its
    • educational efforts for both drivers and passengers.
    • OUR SERVICES AND GOALS
    • SERVICE 1 Ensure the quality and safety of for-hire vehicle
    • transportation services through effective regulation
    • and administration of rules, standards and licensing
    • requirements.
    • Goal 1a Increase access to for-hire transportation service.
    • Goal 1b Ensure that all licensed vehicles meet safety and emissions standards.
    • Goal 1c Ensure all vehicles operating for-hire follow TLC rules and regulations.
    • Goal 1d Provide excellent customer service to licensees.
    • Goal 1e Promote excellent customer service to passengers.
    • Page 148 | MAYOR’S MANAGEMENT REPORT
    • HOW WE PERFORMED IN FISCAL 2020
    • SERVICE 1 Ensure the quality and safety of for-hire vehicle transportation services through effective
    • regulation and administration of rules, standards and licensing requirements.
    • Goal 1a Increase access to for-hire transportation service.
    • TLC continues to work toward a more accessible fleet of for-hire vehicles (FHVs) and medallion and Boro taxis, but the
    • industry was hit hard by the COVID-19 pandemic. While there was a 92 percent increase in the number of wheelchair
    • accessible FHVs on the road at the end of Fiscal 2020 (1,113 total), there were significant declines in the number of
    • accessible medallion and Boro taxis, which saw drops of 62 percent and 75 percent, respectively, similar to decreases across
    • all segments of the industry. Although the fulfillment rates and wait times for the accessible dispatch program appear
    • better than last year’s numbers, the overall trip volume was down considerably in the latter part of the year because of
    • COVID-19. Moving forward the focus will be on ensuring the wheelchair accessible vehicles that have been inactive during
    • the pandemic are able to get back on the road.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Active medallion taxis that are accessible 876 1,762 2,173 2,767 1,052 * * Up Up
    • Active Boro Taxis that are accessible 1,393 426 216 169 43 * * Down Up
    • Accessible dispatch median wait time citywide (minutes:seconds) NA NA NA 12:59 12:25 * * NA Down
    • Accessible dispatch trips fulfilled as a percent of requested trips
    • (%) 89.4% 91.2% 83.9% 84.8% 89.2% * * Neutral Up
    • Active medallion vehicles with hearing induction loops 1,410 2,205 2,597 2,947 3,007 * * Up Up
    • Active FHVs that are accessible NA NA NA 579 1,113 * * NA Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 1b Ensure that all licensed vehicles meet safety and emissions standards.
    • TLC conducted a total of 104,649 safety and emissions
    • inspections at its Woodside facility in Fiscal 2020, a 17 percent
    • decrease from the prior year. The reduction was primarily due
    • to the return to a similar level of FHV inspections conducted in
    • Fiscal 2018 after a higher than normal FHV inspection volume
    • in Fiscal 2019. Another impact of the pause that we saw this
    • year is a shift towards FHV renewal inspections and a decline
    • in new vehicle inspections. Some of the overall reduction in
    • inspections across all sectors of the industry was also due to
    • COVID-19. TLC’s Woodside inspection facility was open and
    • conducting inspections during this period, but many licensees
    • opted to not operate their vehicles during that time and those
    • vehicles did not come in for inspection.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Active medallion taxis that are accessible 876 1,762 2,173 2,767 1,052 * * Up Up
    • Active Boro Taxis that are accessible 1,393 426 216 169 43 * * Down Up
    • Accessible dispatch median wait time citywide (minutes:seconds) NA NA NA 12:59 12:25 * * NA Down
    • Accessible dispatch trips fulfilled as a percent of requested trips
    • (%) 89.4% 91.2% 83.9% 84.8% 89.2% * * Neutral Up
    • Active medallion vehicles with hearing induction loops 1,410 2,205 2,597 2,947 3,007 * * Up Up
    • Active FHVs that are accessible NA NA NA 579 1,113 * * NA Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • 0
    • 15
    • 30
    • 45
    • 60
    • Medallion FHV Boro Taxi
    • FY 16 FY 17 FY 18 FY 19 FY 20
    • Safety and Emissions
    • Failure Rate - Initial Inspections
    • 33.2%
    • 28.2%
    • 45.9%
    • 28.1%
    • 49.1%
    • 41.2%
    • 30.3%
    • 26.6%
    • 41.3%
    • 28.7%
    • 33.6%
    • 38.0%
    • 30.1%
    • 3.1%
    • TAXI AND LIMOUSINE COMMISSION | Page 149
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Medallion safety and emissions inspections conducted 50,894 49,830 47,955 31,756 27,000 * * Down *
    • « Medallion safety and emissions failure rate - Initial inspection
    • (%) 28.2% 28.1% 26.9% 33.6% 33.1% 35.0% 35.0% Up Down
    • – Re-inspection (%) 6.5% 6.6% 7.1% 6.1% 6.8% * * Neutral Down
    • Medallion safety and emissions inspections completed on schedule (%) 95.6% 94.0% 93.4% 54.7% 59.9% * * Down Up
    • For-hire vehicle (FHV) safety and emissions inspections conducted
    • at TLC facility 49,949 69,390 72,235 84,145 69,640 * * Up *
    • « FHV safety and emissions failure rate - Initial inspection (%) 33.2% 30.3% 26.6% 28.7% 30.1% 35.0% 35.0% Neutral Down
    • – Re-Inspection (%) 12.5% 10.1% 7.9% 8.4% 9.0% * * Down Down
    • FHV safety and emissions inspections completed on schedule (%) 100.0% 96.9% 99.9% 96.8% 98.6% * * Neutral Up
    • Boro Taxi safety and emissions inspections conducted 20,676 17,002 12,414 10,374 8,009 * * Down *
    • « Boro Taxi safety and emissions failure rate - Initial inspection
    • (%) 49.1% 45.9% 41.2% 41.3% 38.0% 45.0% 45.0% Down Down
    • – Re-inspection (%) 12.4% 10.4% 11.8% 10.7% 12.0% * * Neutral Down
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 1c Ensure all vehicles operating for-hire follow TLC rules and regulations.
    • TLC Enforcement continued its focus on illegal street hails and unlicensed activity through the first part of Fiscal 2020. Due
    • to COVID-19 and the associated decline in for-hire activity, TLC’s Enforcement Division was redeployed from enforcement
    • patrols to assist with the City’s emergency food response efforts. On March 13, Enforcement officers systematically
    • transitioned to staffing food distribution sites, picking up personal protective equipment (PPE) donations and distributing
    • PPE to TLC-licensed drivers in addition to delivering PPE to health care facilities. By the first week of June all patrol officers
    • were dedicated to full support of the City’s emergency food response efforts. Patrol summonses decreased 70 percent in
    • the last quarter of Fiscal 2020 as a direct result of redeployment to COVID-19 related duties. Overall, TLC Enforcement
    • officers issued 50,795 patrol summonses in Fiscal 2020 compared to 60,426 the prior year, a decrease of 16 percent. For
    • illegal street hails and unlicensed activity, there was an 18 percent and 5 percent decrease in summonses, respectively.
    • Administrative summonses were up in Fiscal 2020. For owners/agents/bases the 55 percent increase was related to
    • enforcement of TLC rules that were a pre-pandemic focus. Nearly all the additional summonses were related to FHVs
    • not having vehicle insurance and TLC efforts to collect payment for the accessibility surcharge, re-inspection services
    • and commercial motor vehicle taxes. For drivers, the majority of the 40 percent increase was due to more Critical Driver
    • administrative summonses. These violations went up in recent years as the total number of drivers grew. TLC had a backlog
    • of cases due to the time-consuming process of reviewing DMV driver abstracts before issuing these summonses, but was
    • able to redeploy staff to clear the backlog by May 2020. Since that time, TLC staff have been able to review all new driver
    • abstracts at the same time as receiving notifications of convictions from DMV, which will help to avoid future backlogs.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Patrol summonses issued to drivers 39,833 34,725 33,917 43,217 37,887 * * Neutral *
    • Patrol summonses issued to owners/agents/bases 22,257 23,829 20,841 17,209 12,908 * * Down *
    • « Patrol summonses issued for illegal street hails (drivers
    • and vehicle owners) 8,549 12,813 8,588 9,694 7,904 * * Down *
    • « Patrol summonses issued for unlicensed activity (drivers
    • and vehicle owners) 10,380 7,955 7,346 8,352 7,928 * * Down *
    • Administrative summonses issued to drivers 10,478 9,595 12,018 13,563 19,019 * * Up *
    • Administrative summonses issued to owners/agents/bases 15,146 16,603 18,345 14,313 22,225 * * Up *
    • Violations admitted to or upheld at the Taxi and Limousine
    • Tribunal at the Office of Administrative Trials and Hearings
    • (%) 90.9% 94.5% 93.0% 90.4% 90.5% * * Neutral Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Page 150 | MAYOR’S MANAGEMENT REPORT
    • Goal 1d Provide excellent customer service to licensees.
    • TLC’s forward-thinking investment in technology and training enabled the agency to continue to provide exceptional
    • customer service throughout Fiscal 2020 despite a shifting landscape. Two metrics that exemplify this are average call wait
    • time and average wait time at the Long Island City customer service facility. The call wait time decreased by 15 percent to
    • just under six and a half minutes when compared to Fiscal 2019 despite a substantial increase in call volume and negligible
    • changes in staffing. This improvement is due in part to the agency’s investment in its Interactive Voice Response (IVR) system.
    • Similarly, although the wait time at the customer service facility increased slightly during the latter part of Fiscal 2020, it
    • remained below target and a consistent level of service was maintained with the previous year despite the operational
    • challenges that resulted from COVID-19 as the agency was able to find creative ways to move in-person processes online.
    • TLC’s driver and vehicle licensing metrics demonstrate significant industry change in response to TLC rules. New driver
    • licenses issued were down 68 percent compared to the prior year following the agency’s pause on issuing new FHV vehicle
    • licenses. Overall driver license issuance (new and renewals) was up 50 percent to 72,889 in Fiscal 2020 due to increased
    • renewal volume that was the result of the agency extending the term of a driver license from two to three years beginning
    • in Fiscal 2016. TLC was able to issue a higher number of licenses despite sudden operational changes because of previous
    • investments in digital tools that streamline the submission, processing and decision-making on driver applications.
    • Average time to conduct a safety and emissions inspection decreased across the board for all sectors and remained under
    • the target of one hour. While part of this is related to TLC’s ability to hire a new class of inspectors and increase capacity
    • at the Woodside inspection facility, the decrease in overall inspection volume also enabled TLC to improve wait times.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Average wait time at Long Island City licensing facility (hours:
    • minutes) 0:25 0:19 0:13 0:23 0:24 0:25 0:25 Neutral Down
    • TLC driver licenses issued 97,401 95,337 65,302 48,551 72,889 * * Down *
    • – New licenses issued 29,870 35,764 33,301 21,020 6,769 * * Down *
    • Average time to issue a new driver license from initial application
    • (calendar days) 63.1 59.1 45.0 46.0 50.0 * * Down Down
    • – Average agency processing time 19.9 11.8 7.8 6.6 6.1 * * Down Down
    • « Average time to conduct a safety and emissions inspection of a
    • medallion taxi (hours:minutes) 0:48 0:58 1:09 0:55 0:48 1:00 1:00 Neutral Down
    • « Average time to conduct a safety and emissions inspection of a
    • FHV (hours:minutes) 0:49 1:09 1:22 1:03 0:35 1:00 1:00 Down Down
    • « Average time to conduct a safety and emissions inspection of a
    • Boro Taxi (hours:minutes) 0:51 1:11 1:26 1:12 0:45 1:00 1:00 Neutral Down
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 1e Promote excellent customer service to passengers.
    • In Fiscal 2020 the Office of Inclusion broadened its customer service reach and took a larger presence in community
    • engagements, including neighborhood events, meetings, focus groups and town halls, to ensure the public became
    • aware of the process for reporting service refusal and discrimination complaints. TLC implemented a new intake process
    • beginning in January 2020 to better track and resolve such complaints. In Fiscal 2020, TLC received a total of 19,739
    • complaints and had sufficient evidence to prosecute 14,453 cases, an increase of 4 percent from Fiscal 2019. Additionally,
    • TLC strived to reduce the number of days to close a consumer complaint case and succeeded in overcoming the backlog
    • of cases experienced in Fiscal 2019.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • TLC driver complaints received 23,927 19,886 24,566 26,532 19,739 * * Neutral *
    • – Complaints that were eligible for prosecution 10,227 9,847 12,343 13,865 14,453 * * Up *
    • « Average time to close a consumer complaint (calendar days):
    • TLC driver 34.7 33.4 44.2 94.8 50.5 50.0 50.0 Up Down
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • TAXI AND LIMOUSINE COMMISSION | Page 151
    • AGENCY-WIDE MANAGEMENT
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Medallion vehicles 13,587 13,587 13,587 13,587 13,587 * * Neutral *
    • For-hire vehicles 78,814 99,928 113,222 120,954 110,430 * * Up *
    • – Boro Taxis 7,237 6,313 4,505 4,157 3,068 * * 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% 99% 100% 100% NA 85% 85% NA Up
    • Letters responded to in 14 days (%) NA 88% 91% 88% 81% 90% 90% NA Up
    • Average call wait time (minutes:seconds) NA 18:55 10:04 7:32 6:24 * * NA Down
    • Completed customer requests for interpretation 6,880 7,247 8,238 11,158 11,878 * * Up *
    • CORE customer experience rating (1-100) 98 97 95 NA 96 85 85 NA 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 first action - For-hire Vehicle Complaint
    • (14 days) 88% 94% 96% 71% NA 90% 90% NA *
    • Percent meeting time to first action - Lost Property (7 days) 72% 72% 100% 96% 97% 90% 90% Up *
    • Percent meeting time to first action - Miscellaneous Comments
    • (14 days) 84% 96% 100% 100% NA 60% 60% NA *
    • Percent meeting time to first action - Request for Information (14
    • days) 83% 94% 100% 100% NA 60% 60% NA *
    • Percent meeting time to first action - Taxi Complaint (14 days) 86% 94% 96% 75% NA 90% 90% NA *
    • « 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 $47.9 $45.8 $45.7 $47.9 $53.5 $54.1 $54.1 Up
    • Revenues ($000,000) $84.7 $100.7 $82.9 $79.5 $67.7 $61.6 $55.7 Down
    • Personnel 590 585 584 625 641 652 646 Neutral
    • Overtime paid ($000) $1,086 $1,079 $1,171 $1,521 $1,213 $1,213 $807 Up
    • ¹Adopted 2021 Financial Plan ²Expenditures include all funds “NA” - Not Available
    • Page 152 | MAYOR’S MANAGEMENT REPORT
    • 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 $37.5 $40.6 All
    • 002 - Other Than Personal Services $10.4 $12.9 All
    • Agency Total $47.9 $53.5
    • 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 !
    • • Fiscal 2020 data for ’E-mails responded to in 14 days (%)’ was unavailable due to incompatible technological systems.
    • The compatibility issues have been resolved and TLC expects to report this metric for the Preliminary Fiscal 2021 Mayor’s
    • Management Report.
    • • Fiscal 2020 data for ‘Response to 311 Service Requests (SRs)’ under Agency Customer Service was not available due
    • to inconsistencies in the data that are currently under review. TLC expects to report on these metrics or provide new
    • Agency Customer Service metrics in the Preliminary Fiscal 2021 Mayor’s Management Report.
    • ADDITIONAL RESOURCES
    • For additional information go to:
    • • Industry Reports:
    • https://www1.nyc.gov/site/tlc/about/industry-reports.page
    • For more information on the agency, please visit: www.nyc.gov/tlc.