Reports

The pandemic impacted the delivery of some core public health services as agency resources were shifted to the COVID-19 response and fewer people sought health care. Responding to the mental health needs of people impacted by the pandemic, the Mayor launched Mental Health for All, a comprehensive website and public education campaign that coordinates mental health resources across City agencies, including the Department of Health and Mental Hygiene.

Before the pandemic, the shelter population had been growing at a somewhat steady rate, peaking at 61,110 people in January 2019. Since February 2020, just before the start of the pandemic, however, those numbers had been on the decline, before rising slightly in recent months. The decline was due in part to the federal and state eviction moratoriums that were issued during the pandemic.

Consistent with the citywide trend from February 2020 to October 2021, the NYPD experienced a decline in uniformed staffing levels (of 6 percent, more than 2,000 employees) from February 2020 to September 2021, due to relatively higher rates of officers retiring or otherwise leaving the force.

The DSNY experienced a surge in medical leave during the first few weeks of the pandemic and has continued to experience spikes in employee unavailability. This factor, coupled with a FY 2021 hiring freeze which reduced uniformed staff by 9 percent (nearly 700 employees) between February 2020 and June 2021, has resulted in higher overtime costs.

Extraordinary emergency federal aid eliminated the most serious potential fiscal impacts of the pandemic. However, school closures, the necessary integration of remote learning, and the inability to provide in-person supplemental services to students have disrupted two consecutive school years, with significant negative impacts on student learning outcomes.

New York City Health + Hospitals initially experienced some challenges with staffing and supply shortages and capacity limitations. As the pandemic unfolded, the agency assumed a significant role in planning for and responding to New York City’s public health emergency, launched the largest test and trace program in the country and implemented a vaccine program. The agency managed financially early in the pandemic due to the receipt of federal COVID-19 relief funding but, with the rise of new variants and subsequent increase in hospitalizations, costs continue to grow.

NYCHA, like many landlords nationally, faced a significant decline in rent collections due to severe economic disruption and employment losses experienced as a result of the pandemic. The Authority has also seen increased delays in resolution times for non-emergency service requests, resulting from changes to work order guidelines on in-unit repairs during the pandemic.

Immediately following the start of the COVID-19 pandemic, about one-fifth of firefighters and a quarter of EMS staff were unavailable for duty on medical leave. Meanwhile, medical emergency calls to 911 surged to the highest daily number in FDNY history (over 6,500).

The Municipal Water Finance Authority reports that drinking water quality, water supply, and wastewater treatment were not impacted by COVID, but the pandemic has negatively affected revenues. The System’s total operating revenues declined by nearly $164 million (4.3 percent) from FY 2019 to FY 2021.

New York City’s published financial plan includes funding for some recurring spending initiatives for only a limited period, creating additional risks to already identified budget gaps. The Office of the State Comptroller has created a tool to identify sources and uses of funds for City programs that are not fully funded during the remaining years of the City’s financial plan, through Fiscal Year 2025

When the COVID-19 pandemic began, many businesses in retail trade, restaurant, and arts, entertainment and recreation closed. This report examines the damage the pandemic has inflicted on those sectors, and considers the distribution of federal funds for businesses in the City, particularly for businesses in low- and moderate-income communities and in historically underutilized business zones.

A look back at some of the major accomplishments of the Office of the New York State Comptroller in 2021, including achieving a record 33.5% investment return for the State pension fund, protecting the pension fund by divesting from coal and oil sands companies while investing in sustainable and low-carbon opportunities, tracking employment and economic trends while closely monitoring pandemic relief programs, returning $348 million in lost money to rightful owners, and more. 

New York City forecasts a surplus of $965 million in the fiscal year ending in June 2022, based largely on the receipt of $750 million in unrestricted federal aid, and projects outyear gaps to drop by nearly a third from earlier estimates. Despite the positive news, the Office of the State Comptroller has identified several risks that could pose challenges to the City’s budget in the future.

Flushing, and the surrounding neighborhoods that make up the greater Flushing area, enjoyed outsized employment and business growth from 2000 until Queens became the epicenter of the COVID-19 pandemic. Local challenges that existed before the pandemic, such as affordable housing and broadband access, have made recovery more difficult, but key positive indicators such as job recovery are reasons for optimism.

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The Metropolitan Transportation Authority is facing significant long-term financial challenges, including risks to its capital plan and pressure from escalating debt, while the impacts of climate change demand a sharper focus on preparation for and response to extreme weather events. The passage of the Infrastructure Investment and Jobs Act offers a boost for the agency’s capital plan, but also heightens the need for appropriate prioritization of capital projects. This report uses the latest needs assessment to measure the progress in completing projects and making capital commitments, as of September 2021.

In early 2021, New York City established a rainy-day fund, to better prepare for financial downturns. This report lays how the City can ensure resources are available when needed, by establishing a clear and written purpose for the funds, creating targets for how much should go into the fund each year and setting the conditions for withdrawals. The report also found the City’s reserve policies are not as robust as other large U.S. cities, and with recent changes in State and local law enabling the use of these funds, recommends the City define how these resources are accumulated and used.

Wall Street’s run of prosperity extended into the first half of 2021 with $31 billion in pre-tax earnings, beating 2020’s outsized first half profits of $27.6 billion. Despite continued strong profitability, employment in the industry in New York City has sagged, even as it has ticked upward in the rest of the nation. Average salary, including bonuses, reached $438,000, the highest of any industry and nearly five times higher than the average in the rest of the private sector.

The COVID-19 pandemic wiped out years of growth in New York City’s office sector. Stay-at-home orders forced many office workers to shift to remote work, as businesses reliant on in-person interactions with customers were forced to reduce capacity or remain closed for extended periods. As a result, in City Fiscal Year 2022, the full market value of office buildings fell $28.6 billion, the first decline in more than 20 years, and property taxes declined more than $850 million. Timing its recovery is an open question, however, as employers continue to offer work-from-home options.

Since the start of the COVID-19 pandemic, the MTA has been in a state of existential crisis. The Comptroller’s annual report on the MTA’s finances details how the combination of higher spending, the winding down of federal aid, the risk of lower ridership levels, increased impact from extreme weather, potential service reductions and other factors put the MTA in danger starting in 2025.

The crisis created by the COVID-19 pandemic came at a time when NYC Health + Hospitals (H+H) had been working toward stabilizing its financial situation. Since 2015, it has been introducing initiatives to increase revenue collections through improving billing procedures, negotiating higher insurance rates, attracting and keeping patients, and lowering personnel costs. This report reviews H+H’s position before the pandemic, assesses the financial and operational impacts of its COVID-19 response, and weighs the long-term effects of the pandemic on the system.