The Fair Wages for New Yorkers Act, also known as the Living Wage Law, requires certain employers that receive at least $1million of financial assistance from the City or a City economic entity to pay no less than the living wage to their employees at the project site, unless the employer qualifies for certain exemptions.
Capital Projects Dashboard
The NYC Capital Projects Dashboard (the Dashboard) provides a view into the City’s most costly infrastructure and information technology (IT) projects. Schedule and budget information is collected three times a year for major projects with budgets over $25 million. The Dashboard was created to achieve the following objectives:
- Centralize information on projects that the City is undertaking;
- Provide a comparison of projects using standardized metrics across agencies;
- Improve transparency and accountability into project management; and
- Maintain and track project information over time to inform citywide policy on the budgeting and management of capital projects.
Cure Period Review
Local Law 35 of 2013 required a retrospective review of all violations issued by DOB, DCA, DOHMH, DOT, DEP, FDNY and DSNY. The purpose of this review was to help businesses avoid onerous penalties for their first infraction by identifying violations for which each agency could implement a cure period or other ameliorative action prior to the imposition of a penalty or fine. Operations worked with these agencies to develop a list of recommendations for specific notices of violations issued by DCA, DOHMH, DEP and DSNY to provide a first infraction cure period. In December of 2013, Local Law 158 of 2013 was passed requiring that these agencies implement first infraction cure periods for these violations.
In 2010, the City Council passed Local Law 46 requiring all proposed rules to be reviewed by the Mayor's Office of Operations. In January 2011, Operations began this rule review process with the Law Department and City agencies. The goal of the review is to ensure that all rules are easy to understand and that agencies have considered the impact of the new regulations on the public.
Specifically, Operations certifies that:
1) the proposed rule is understandable and written in plain language,
2) the agency evaluated the costs for regulated communities to comply with the rule, and
3) the drafting process considered opportunities, where appropriate, for violators to make corrective actions without penalties.
As of December 2013, Operations has reviewed and certified over 280 proposed rules.
NYC Rules Website
The NYC Rules website was created in 2010 through Mayor Bloomberg’s Executive Order 133 in order to provide the public with better access to the rulemaking process. In 2013, the website was upgraded to include an online forum in which New Yorkers can make comments and suggestions about proposed rules. Go to the NYC Rules website to find:
- Information about the rulemaking process
- A list of rules recently proposed by city agencies, including details about upcoming public hearings
- An online forum to make comments and suggestions about proposed rules
- Information on recently adopted rules
DEEP: Data Element Exchange Program
DEEP is a multiphase initiative that enables sharing of vital information between city agencies/initiatives, external vendors, and other government entities. Before DEEP, city agencies expressed a need to share information but exchanges were manual and inefficient, resulting in delayed customer service and enforcement issues. DEEP creates data exchanges between entities in a routine format. These automated exchanges ensure that data is validated and sent in a timely manner, and enabling data transparency and integrity. DEEP will automate and re-engineer more than 65 data sets between 25 entities. The data included in DEEP exchanges also feeds into the major City initiatives such as Business Customer Service and the Build it Back program.
311 Data Integration Project
Previously, 311 operators had to perform double data entry in their customer relations management (CRM) system and three agency applications. This project streamlines the process by creating a portal to establish a unified method for submitting complaint information and enabling data-sharing in real time between 311's system and the three agencies. This eliminates the double data entry process and reduced customer wait time.
eHire Recruitment Management System
With over 300,000 employees, the City of New York is one of the world's largest employers. eHire built on the foundation of NYCAPS – the City’s human resources system currently used by all agencies – to digitize job application materials and transmit them to hiring managers and human resources personnel. The eHire initiative improved and modernized the experience of applying to work for the City of New York. eHire has also improved the efficiency of the City’s recruitment by streamlining and automating common recruitment processes, from job opening to hiring.
Operations, working closely with the Department of Information Technology and Telecommunications (DoITT), implemented an enterprise correspondence tracking system, which allows agencies to efficiently manage their inbound and outbound communications. The tool provides the following benefits:
- Streamlined business process, including the reduction of paper handling and storage
- Provides a complete picture of agency interactions through a centralized, multi-channel intake
- Standardized SLA tracking and response templates
- Allow for scanned documents to travel with record using attachments functionality
- Provides consistent reporting by feeding data into CPR/Analytics
- Improved customer service experience for those contacting the agencies
With more than 26,000 vehicles and other mobile equipment, New York City has the largest vehicle fleet of any municipality in the nation. Fulfilling the vision outlined by the Mayor’s Office of Operations, the City’s Chief Fleet Management Officer at the Department of Citywide Administrative Services (DCAS) worked with stakeholders throughout the City to improve fleet efficiency and save money over time by:
- Consolidating vehicle maintenance and repair services to leverage the City’s best facilities
- Standardizing performance measures for vehicle maintenance and repair
- Improving fleet management policies, practices and systems
- Decreasing the City’s fleet of sedans and SUVs, and encouraging car-sharing
- Expanding the City’s fuel tracking system and sharing fueling operations across agencies
- Streamlining the City’s vehicle acquisitions and salvage processes
- Implementing the greener fleet strategies outlined in PlaNYC
In October 2013, the City announced the completion of the largest consolidation of its fleet operations by reducing the number of dedicated fleet repair facilities by more than 21 percent from 47 to 37 locations, while maintaining critical services that are provided to New Yorkers. The fleet consolidation will help taxpayers save more than $239 million in fleet costs, including $176 million in avoided capital costs. The City will also save and avoid $45 million per year in recurring operating expenses and achieve a combined total savings of $415 million by 2016, freeing up resources for other core agency needs.