New York City Department of Parks and Recreation

Abstract

In January 2013, John C. Liu, New York City's comptroller, wrote to the residents of the city about his audit of the New York City Department of Parks and Recreation (DPR). Liu summarized his office's findings: “The audit found that DPR was not carrying out and overseeing capital construction projects in a timely and cost effective manner.” To investigate the existence of the in organizations, information from nearly 1,800 capital projects undertaken between 1998 and 2008 was obtained from the office of the chief engineer of the New York City DPR. In light of the data, how severe was the planning fallacy during this time and could it be used for overcoming the planning fallacy? Excerpt UVA-QA-0815 Rev. Aug. 11, 2015 New York City Department of Parks and Recreation On January 11, 2013, John C. Liu, New York City's comptroller, wrote to the residents of the city about his audit of the New York City Department of Parks and Recreation (DPR). Among his responsibilities, the comptroller made recommendations for city programs and operations and audited city agencies. Liu summarized his office's findings: “The audit found that DPR was not carrying out and overseeing capital construction projects in a timely and cost effective manner.” New York City Department of Parks and Recreation The New York City DPR was responsible for maintaining more than 1,700 city parks and recreational facilities, preserving natural areas, and furnishing recreational properties. The agency was in charge of 29,098 acres of parks, beaches, playgrounds, stadiums, marinas, gardens, and squares. The DPR not only cared for street and park flora and fauna, historic houses, statues, monuments, and open spaces in the five New York City boroughs, but also oversaw activities supporting physical fitness, environmental education, and performing arts. . . .