Public Report Card Evaluates State Of The City
Mayor Michael Bloomberg this week released the Mayor’s Management Report (MMR) for Fiscal Year 2002. Fulfilling a promise made in his State of the City Address, the MMR has been redesigned as a "Public Report Card" that will help citizens, civic groups and public officials understand how government is performing. The newly remade report emphasizes results, links performance to the city’s budget, and uses technology to make the MMR user-friendly and accessible.
Mayor Bloomberg said, "The new MMR is easier to use and provides a straight forward means of evaluating the delivery of City services. In addition, we are bringing the MMR into the 21st Century by launching ‘My Neighborhood Statistics’ — an Internet mapping program that allow citizens to see the level of service in their neighborhood and compare it to other communities across the city."
For the first time, the public will be able to view locally mapped performance statistics through use of the City’s website, www.nyc.gov/myneighborhoodstats. This Internet application will provide users with the ability to quickly display community information based on a street address or intersection. It will also provide the viewer with color-shaded maps that will allow for easy comparisons of highs and lows in different neighborhoods. The Fiscal 2002 Mayor’s Management Report will pilot this new program for 14 diverse measurements.
In addition to "My Neighborhood Statistics," significant new features of the MMR include:
Improvements to the quality of the statistical information. Emphasis has been placed on reporting "outcomes" that demonstrate success or failure. Nearly 60 percent of reported statistics measure results, as compared to only 20 percent in the last edition of the MMR.
Elimination of statistics that do not enhance the public’s understanding of the city’s performance. The number of measurements that report process, or level of effort, such as the number of people served or dollars spent, which do not provide an indication of quality or accomplishment have been substantially reduced. However, all of the statistics that appeared in the last publication of the MMR have been updated and are available on the City’s website at www.nyc.gov.
Improved budgetary information that will help citizens more easily compare performance with available resources. An "At a glance" table is provided for each agency that reflects the full complement of budget related information including spending, revenues, personnel, construction budgets, and overtime. In addition, the number of statistics that measure the efficiency or "cost-per-unit" of agency programs and services has been increased.
The following highlights some of the results reflected in the report.
Major felony crimes continue to fall: The number of major felonies fell by 9% from 172,731 in Fiscal 2001 to 156,559 in Fiscal 2002, and has fallen by 31% since Fiscal 1998. Homicides fell from 673 in FY ’98 to 606 in FY 02.
Police overtime usage increases: The NYPD earned $610.3 million in overtime during Fiscal 2002, 81% more than the previous year and 318% higher than in Fiscal 1998. Most of the growth was attributable to the World Trade Center disaster.
Response time to structural fires falls for the second straight year: The response time to structural fires averaged 4 minutes 14 seconds in FY 2002, compared to 4 minutes 16 seconds the previous year and 4 minutes 20 seconds in 2000.
Response time to life-threatening medical emergencies continues to decline: The response to life-threatening medical emergencies, counting both fire companies and Emergency Medical Service ambulance units, fell from 6 minutes flat in Fiscal 2001 to 5 minutes 56 seconds in Fiscal 2002, and has declined by 47 seconds since Fiscal 1998.
Traffic fatalities rise: After declining by 9% from Fiscal 1998 to Fiscal 2001, the number of persons who died in traffic accidents, including pedestrians, motorists and bicyclists, rose to 398 in Fiscal 2002, an increase of 3%. However, New York City still has the lowest number of traffic fatalities per 100,000 residents compared to the eight largest counties in the country.
Pothole complaints fall: The number of pothole complaints declined from 31,913 in FY 2001 to 21,072 in 2002. The percent of potholes repaired within 30 days of notification remained at 70%.
Average street cleanliness declines for the third straight year: Acceptably clean streets fell from 85.9% in 2001 to 84.2% in 2002. Street cleanliness has declined slightly in each of the last three fiscal years, from a peak of 87.2% in 1999.
Initial response time to child abuse reports is slightly slower: The percent of abuse/neglect reports responded to within 24 hours fell from 97% in Fiscal 2001 to 95.8% in Fiscal 2002.
Park and playground conditions improve: The percent of parks and playgrounds with acceptable overall conditions, including both cleanliness and maintenance levels, rose to 88% in Fiscal 2002 after dropping from 89% in Fiscal 2000 to 85% in Fiscal 2001.
Timeliness of construction improves for street surfaces, but is relatively slow for water main projects: The percent of street reconstruction work completed on schedule rose to 83% in Fiscal 2002, compared to 81% in Fiscal 2001 and 64% in Fiscal 1998. However, only 69% of water main replacement projects were finished on schedule in Fiscal 2002.
Emergency room visits continue to rise: The number of emergency room visits increased by nearly 9% from 843,900 visits in Fiscal 2001 to 917,100 in Fiscal 2002, and has increased by 18% since Fiscal 1998. This increase, which excludes visits that result in an admission, is attributed to the rise in uninsured patients utilizing emergency rooms.
Lead poisoning cases continue to fall: New cases of lead poisoning requiring intervention fell by 12% in Fiscal 2002, from 738 to 649, and have declined by 42% since Fiscal 1998.
The Mayor’s Management Report is a work in progress that will continue to be enhanced.
"Transparency is a critical component of good government," concluded the mayor. "This report is an accurate reflection of the performance of our city government — good or bad."