This inspectors’ training manual includes “traditional” customer service training as well as material that addresses specific issues from the inspection environment and material on the Business Owner’s Bill of Rights. It focuses on two modules from "Great Service, Great City."
The Corporate Governance and Responsible Investment program of the New York City Comptroller’s Office develops and implements the proxy voting and shareowner initiative programs of the five systems, including engagement with management and directors at portfolio companies.
This report aims to analyze the length of time it took to register a City contract in Fiscal Year 2021 and 2020, with an emphasis on those contracts registered after the start date of the contract has passed.
The Department of Citywide Administrative Services (DCAS) of New York Report on a framework for the feasibility of city facilities in the central business district and highly congested areas receiving off-hour deliveries.
The seventh New York City Popular Annual Financial Report (PAFR). The PAFR is meant to condense and consolidate crucial financial information otherwise presented in our 500-page Annual Comprehensive Financial Report (ACFR).
The New York City Comptroller’s Office conducted of the Office of School Health’s (OSH) Management of Contract Nursing Assignments, including recommendations to identify all instances of past overbilling and overpayment and recoup any overpayments.
This Final Audit Letter Report concerns the Department of Homeless Services’ (DHS’) controls over its contract with the Hotel Association of New York City, Inc. (HANYC) to help facilitate temporary housing for persons impacted by COVID-19.
The New York City Department of Education (DOE) is receiving $7 billion in total federal Covid recovery funding dedicated to K-12 education under the Coronavirus Response and Relief Supplemental Appropriations Act (CRRSAA) and the American Rescue Plan Act (ARPA)
The objective of the audit was to determine whether JCDecaux accurately reported its advertising revenue to the City and remitted timely payments, both monetary and in non-monetary “alternative compensation,” due to the City as stipulated in the agreement.
Committed to making substantial reforms early on in their administrations and working collaboratively to address these challenges, Mayor Adams and Comptroller Lander announced the establishment of the Task Force on Nonprofit Contracting (“Task Force”) convened as a part of the transition process.