A second follow-up report was held to see whether the Administration for Children's Services had implemented the 14 recommendations in a previous audit. Each recommendation and its status are listed in full detail.
This Second Follow-up Audit Report on the Data Processing Controls and Procedures of the Department of Homeless Services determines whether the New York City Department of Homeless Services (DHS) implemented the 12 recommendations made in the previous follow-up audit of data processing controls. This audit also assessed DHS compliance with the comptroller's internal control and accountability, Guidelines for the Management, Protection and Control of Agency Information and Information Processing Systems (Directive 18).
Presents information on capital appropriations and commitments with implementation schedules projected, and the ensuring three years for all active capital budget projects. These implementation schedules, derived by the respective agencies performing the project work, are the best assessment of the earliest possible start of the implementation milestone (scope, design, construction, etc.) being reported.
Presents information on capital appropriations and commitments with implementation schedules projected, and the ensuring three years for all active capital budget projects. These implementation schedules, derived by the respective agencies performing the project work, are the best assessment of the earliest possible start of the implementation milestone (scope, design, construction, etc.) being reported.
Presents information on capital appropriations and commitments with implementation schedules projected, and the ensuring three years for all active capital budget projects. These implementation schedules, derived by the respective agencies performing the project work, are the best assessment of the earliest possible start of the implementation milestone (scope, design, construction, etc.) being reported.
In accordance with the requirements of the New York State Municipal Assistance Corporation Act and the New York State Financial Emergency Act, the City of New York is required to submit monthly financial reports.
This report explains the features that contribute to the stability of the property tax system. It shows how caps on growth in assessed value can lead to higher assessed values and how assessments move through the pipeline and how the pipieline grew through 2008, the year of the downturn.
New York City is required to adopt a balanced budget at the beginning of each fiscal year. In addition, the City is required to present a financial plan for the subsequent
three fiscal years. It is commonplace for the outyears of the Financial Plan to be out of balance until such point at which the City Charter mandates that they be brought into
balance.
The Mayor submitted a modification to the Fiscal Year 2009 Budget and Four-Year Financial Plan, which laid out a plan for the compensation for the declining revenues in Fiscal Year 2009. This document contains many graphs and tables depicting the City's economy and the Financial Plan estimates.
This Office of Management and Budget document analyzes the state of the City's debt affordability. Schedule A shows the City's debt-incurring power. Schedule B presents the sources of financing for the City's four-year capital rogram. Schedule C specifies amounts of debt service payable on City General Obligation bonds and TFA bonds, amounts expected to be outstanding in each of the financial plan years, and various debt service and debt ratios as required by the Act. Schedule C provides a framework for assessing the affordability to the City of the debt to be issued and described on Schedule B.
This Statement of Audit Procedure concerns the computation of the business allocation percentage for corporations that are subject to the City's General Corporation Tax and engaged in the business of broadcasting films and television programs. #GCT-2014-01
This report, the fifth and final report in the Supervitamin series, describes DCA's efforts to integrate asset building strategies, in particular short-term savings opportunities, in public programs to help households take a crucial step toward their long-term savings goals.
Web text supplement - Delays and disagreements over planning and financing the redevelopment of the World Trade Center site, as well as a weak market for
downtown office space, marked much of the first half decade following 9/11.
This supplement provides further information to accompany Inside the Budget No. 157, which summarized the effects of Mayor Michael Bloomberg's plan to reduce homelessness in the city. This report lists the amount of homelessness prevention spending that is provided by agencies and programs. These agencies and programs include the Human Resources Administration, the Department of Homeless Services, the Administration for Children's Services, and legal assistance contracts.
This study, conducted with the assistance of Hay Group, provides projections of employer and City contributions to pension funds through Fiscal Year 2060. This study was initiated by the New York City Comptroller's Office to fuel the debate over public employee compensation with projections of the long-run trajectory of the City's pension obligations.
The City Charter requires the Office of Management and Budget (OMB) to publish documentation of forecasting methodologies used for projecting tax revenues for the taxes that account for five percent or more of total City tax revenues.
Tax Revenue Forecasting Documentation, Fiscal Years 2008-2012 - Office of Management and Budget use the forecasting models detailed in this report, applying the latest economic forecasts and
tax collection date available to project tax revenues for the City's budget and financial plans.
The City Charter requires that the Office of Management and Budget (OMB) publish documentation of forecasting methodologies used for projecting tax revenues for those taxes which account for five percent or more of total City tax revenues.
Tax Revenue Forecasting
The City Charter requires that the Office of Management and Budget (OMB) publish documentation of forecasting methodologies used for projecting tax revenues for those taxes which account for five percent or more of total City tax revenues.
The City Charter requires that the Office of Management and Budget (OMB) publish documentation of forecasting methodologies used for projecting tax revenues for those taxes which account for five percent or more of total City tax revenues.
The City Charter requires that the Office of Management and Budget (OMB) publish documentation of forecasting methodologies used for projecting tax revenues for those taxes which account for five percent or more of total City tax revenues.
This report analyzes the data from the City's Comprehensive Annual Financial Reports and fiscal notes to study the rise/fall of pension costs in the City over the past decade. Government contributions to pensions has become an issue in the wake of the recent recession and the City, facing large budget gaps, is no exception.
Just days after the events of September 11, 2001, President Bush and Congress promised that $20 billion in federal aid would be provided to help New York City
recover from the attack. Given the unprecedented scale of the destruction-physical, economic, and emotional-no one had real estimates of what the needs
and costs would be. As a result, the federal promise was loosely defined. Assistance was provided for immediate relief but a large portion of the aid was to flow to New York
over time as specific uses of the assistance were determined.
This report illustrates that The City of New York completed its fiscal year with a General Fund surplus, as determined by Generally Accepted Accounting Principles for the 33rd consecutive year.
Amendments to the Rules Relating to the Rebate for Owners of Certain Real Property Seriously Damaged by Hurricane Sandy. In accordance with Chapter 250, Local Law 67 of 2013 added a new
section 11-240 to the New York City Administrative Code to grant a rebate of real property taxes to owners of certain real property seriously damaged by Hurricane Sandy.
The Department of Information Technology and Telecommunications (DoITT) manages the
Department of Finance's system software and hardware. The audit determines that the Department has adequate controls
to protect both its mainframe and network environments. Security matters should be addressed such as the mainframe
environment containing the Department's information protection policies and procedures are not consolidated in one
document. In addition, there is no agency virus response plan.
In June 2001, Brooklyn Baseball Company, L.L.C, and the NYC Department of Parks and Recreation
entered into a 20-year lease agreement. This grants the Cyclones the exclusive rights to use KeySpan Park on Surf Avenue
in Brooklyn. This audit determined whether the Cyclones complied with their lease agreement with the City; paid
the appropriate fees to the City and whether they paid them on time. The Cyclones paid the City $1,131,196 in rental
fees and Parks paid the Cyclones $200,000
related to net parking lot income. Audit findings include the significant weakness in the Cyclones internal controls
that prevented the determination of whether actual attendance, no-shows, and recreated area attendees were reported
accurately, and whether all appropriate fees due the City were paid. The Cyclones did not report $98,600 recorded on
their books as rent revenue, therefore owe the City $49,300 in additional fees. The audit recommends to base actual
attendance on their turnstile counts, as required by the lease, along with other recommendations.
While fiscal year 2002 is certain to end with the budget in balance, fiscal year 2003 is not guaranteed to. The recession and the terrorist attacks left the city in a challenging financial condition. The Comptroller's
analysis reveals that the fiscal year 2003 gap has increased by an additional $1.1 billion, bringing the total deficit to more than $6 billion.
Comments from the Comptroller on the mayor's budget for the Fiscal Year 2004, problems that may occur and are occurring in the City, and solutions on how to solve these problems.
A report containing the comptroller's comments on the adopted budget for fiscal year 2005 and the financial plan for fiscal years 2005-2008. The budget for fiscal year 2005 aims to end the year in balance, and the financial plan for years 2005-2008 aims to minimize the City's deficits while generating more revenue. Included in the report are statistics and information pertinent to the financial planning for the years 2005-2008.
This report details the Comptroller's, William C. Thompson, Jr.'s, comments on the Fiscal Year 2007 budget and the financial plan for Fiscal Years 2007-2010. Although the budget is balanced for the year of 2007, there are projected expense increases with the financial plan.
The combination of the recession and the impact of the destruction of the World Trade Center is clearly reflected in the City's financial condition. Over the past 15 months the City has implemented a $4.6 billion in FY 2004 gap-closing actions, including an 18.5 percent property tax increase while borrowing $2 billion to meet operating expenses. However, there was still a FY 2004 deficit of at least $3.8 billion. The Mayor proposed a series of actiosn to close the gap, which include $1.4 billion in new taxes, more than $1.1 billion in State aid above current projections, and $620 million in agency gap-closing initiatives. The State Legislature has approved a state budget and associated initiatives. If enacted into law, it will assist the City in balancing its own budget. The ongoing dispute between the Governor and the State Legislature over the State budget, along with the risks in the Executive Budget could result in another round of cutbacks and layoffs.
A report on the comptroller's comments on the fiscal year 2005 executive budget. The report addresses the successes of the budget as well as its shortcomings. Various recommendations are made regarding more prudent approaches to balancing the budget as well as preserving the need for ongoing investment in the City's infrastructure.