This document shows the analysis of both controllable and non-controllable spending by the City, as well as revenue and expenses, for the fiscal years 2010-2014. These data are supplemental publications for the financial plan.
This document shows the financial plan for New York City for the fiscal years 2010-2014. The data are organized by department number and show the 2010 forecast as well as the 2011-2014 estimates.
This audit was to see whether Staten Island Community Boards 1, 2, and 3 followed with certain purchasing procedures. Though there were some issues present, the audit found the Boards to have followed the proper procedures.
From an audit conducted on the Department of Transportation, it was found that the Department's private ferry operators complied with their permits and license agreements and that all the Department's piers were in good condition. However, the Department's organization, collection and payment of fees and funds is inadequate and they must address these issues.
From an audit conducted on the Sunny Days in the Park, Inc., it was found that the corporation did not properly calculate the payments it needed to make to the city and did not make payments on time. Sunny Day's record-keeping was also found to be poor and they did not comply with many of the license agreement requirements. The corporation needs to take steps to fix these mistakes and the Department of Parks and Recreation must oversee their progress more thoroughly.
From an audit conducted on the Department of Youth and Community Development, it was found that the Department adequately monitored its Out-of-School Youth program, as well as make proper payments and keep organized files. However, the Department did not address weaknesses that were previously identified and should make steps to ensure that the staff is properly trained and qualified for the job.
From an audit conducted on the Landmarks Preservation Commission, it was found that the commission lacks adequate controls over its review and permit issuance process, creating an environment that could allow the issuance of unauthorized permits. In addition, the LPC lacks a secure database and storage space and the Commission must address these weaknesses.
From an audit conducted on the Office of the Actuary, it was found that the Office does not have adequate controls over its purchasing and timekeeping operations, though the Office has adequate controls over its payroll and inventory operations. The Office must address and fix its weaknesses by making changes, such as making payments on time and having better records of the agency's expenditures.
Mayor Bloomberg's executive budget for Fiscal Year 2011, totaling $66.2 billion, is balanced with a series of measures that underscore the vulnerability of the City's fiscal condition and reflects the poor prospects for economic recovery. The budget also reflects the Mayor's dependence on collective bargaining to narrow budget gaps. The Comptroller has concerns about the plan presented by the Mayor.