New York City Department of Parks and Recreation

3 Pages Posted: 2 Jun 2017

See all articles by Yael Grushka-Cockayne

Yael Grushka-Cockayne

University of Virginia - Darden School of Business; Harvard University - Business School (HBS)

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 "planning fallacy" 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.

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Keywords: Project management, capital projects, planning fallacy

Suggested Citation

Grushka-Cockayne, Yael, New York City Department of Parks and Recreation. Darden Case No. UVA-QA-0815. Available at SSRN: https://ssrn.com/abstract=2975176

Yael Grushka-Cockayne (Contact Author)

University of Virginia - Darden School of Business ( email )

P.O. Box 6550
Charlottesville, VA 22906-6550
United States

Harvard University - Business School (HBS) ( email )

Soldiers Field Road
Morgan 270C
Boston, MA 02163
United States

HOME PAGE: http://https://www.hbs.edu/faculty/Pages/profile.aspx?facId=263650

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