City Hall, NY – Today, the New York City Council released a report detailing the findings of an investigation into the Human Resource Administration’s (HRA) operations, facilities, and staff training programs at Benefits Access Centers (BAC) and Supplemental Nutrition Assistance Program (SNAP) sites across the five boroughs. The investigation found that duplicate applications, software issues, and inadequate training for benefits access specialists and their supervisors contributed to higher application rejections and slower processing times for emergency cash and food assistance benefits. Council investigators also found BACs were easy to navigate, had clear signage, offered language access, and had adequate available technology and space for clients to fill out applications and conduct eligibility interviews. 

“One of the City’s key responsibilities is ensuring more than three million New Yorkers receive their public assistance benefits without issue or delay,” said Speaker Adrienne Adams. “While the Benefits Access Centers operated by the Human Resources Administration are well-run, they can improve their technology and training programs to more effectively serve our residents. Addressing these gaps would improve the experiences of staff and clients alike, and I encourage the next mayoral administration to adopt these thoughtful recommendations. I thank our diligent Council staff, HRA leadership, and all New Yorkers who shared their insights to improve the operations of this critical city agency.”

The full report, “Inside HRA Centers,” can be found here. 

The Council’s investigation was conducted between March and April of 2024, with investigators from its Oversight and Investigations Division (OID) visiting a BAC in each borough to observe the location and interview staff about their experiences processing public benefit applications and how accommodating facilities were for clients based on language access, wait times, and staff conduct. It followed consecutive years, where HRA historically failed to process SNAP and cash assistance benefits within the legally required 30-day timeframe. Council investigators learned the following after visiting BACs citywide and interviewing staff: 

Software and Technology Challenges 

  • The vast majority of applications for cash assistance and SNAP are submitted through Access HRA, the City’s online website and mobile app for benefits applications and information. Yet, the platform’s inability to allow applications to be edited after being submitted and provide applicants with notices of receipt has led to an increase in duplicative applications and rejections. 
  • Staff members and union representatives repeatedly cited ANGIE, a benefits processing software implemented in 2021, as a reason for the significant decrease in on-time processing rates. Staff shared that the software’s glitches and functionality slowed down their work, echoing concerns shared in Council oversight hearings.  
  • Staff at one site shared that IT is slow to fix technology and network problems, and staff at a second site highlighted problems with broken printers and old or slow computers, as well as regular system shutdowns sitewide. 

 Site Accessibility 

  • Each BAC appeared to have an adequate number of check-in kiosks, computers, printers, and phones available for client use and available areas where applications could be filled with staff assistance. 
  • All sites visited had accessibility features, such as lower counters and kiosks, elevators, ramps with handrails, and accessible bathrooms. However, none of the five sites had automatic front doors. 

Training Gaps 

  • Multiple HRA staff members informed OID that they had not received training on the Access HRA app, forcing them to refer clients to other customer support resources at HRA for basic application questions. Eligibility specialists expressed that training on the Access HRA app would enable them to better assist clients while processing their applications. 
  • When discussing interactions between staff and supervisors, some staff members indicated to investigators that supervisors lack sensitivity in their communication and speak with staff in a disrespectful manner. Staff also described a broader absence of unity and collaboration between staff and supervisors. 
  • Fewer than 40 supervisors out of more than 500 current SNAP and cash assistance supervisors opted to take optional management training offered by HRA. 

 “Under the Adams administration, many New Yorkers who rely on food stamps or cash assistance to meet their needs failed to receive them on-time as is required by law,” said Deputy Speaker Diana Ayala, Chair of the Committee on General Welfare. “My office heard firsthand from constituents about how these bureaucratic delays made it difficult for them to feed their families and afford basic necessities. I’m glad that through consistent oversight and attention that the City has come out of that crisis. Yet, this investigation shows that there is still more city government can do to best serve its residents, and it is heartening to see HRA is invested in that future. I thank the agency for its collaboration with this investigation and willingness to improve.”  

“This report makes clear that while HRA staff are deeply committed to serving New Yorkers, the agency’s outdated technology, accessibility gaps, and infrastructure challenges continue to slow service delivery for people who need help the most,” said Council Member Gale Brewer, Chair of the Committee on Oversight and Investigations. “Too many constituents experience long waits, delayed processing, or difficulty accessing benefits they are eligible for. The findings show exactly where we must act: modernizing internal software that affects application timelines, investing in building upgrades such as automatic doors and accessible entrances, and expanding staff training to keep pace with policy and technology changes. HRA plays a critical role for the city’s most vulnerable residents, and the agency deserves the tools and resources it needs to succeed.” 

The Council recommends the following changes to strengthen operations, improve workplace experience, and ensure clients receive timely assistance: 

Upgrading Software and Technology 

  • Modify ANGIE to provide staff with notifications when they make an error and an explanation for how it was corrected to improve staff skills and reduce mistakes. 
  • Implement updates to Access HRA that would prevent duplicate applications and allow users to revise their existing applications. 
  • HRA should regularly conduct technology and infrastructure assessments to determine whether all sites have the technology needed for efficient operations. Where sites lack the necessary IT infrastructure, HRA should consider updating or replacing equipment. HRA should also ensure that IT responds to all work tickets in a timely fashion and consider implementing further tracking or oversight of work tickets. 

Location Improvements 

  • HRA should assess the feasibility and cost of installing automatic doorways at sites that do not currently have them. 
  • HRA should upgrade staff facilities, including kitchens and rest areas to improve working conditions and staff satisfaction. Staff at the Queens BAC shared that there was no dedicated area for employees to eat meals, which remains an issue since they are instructed not to eat at their desks. 

Improving and Mandating Certain Staff Training 

  • HRA should develop and implement targeted training sessions specifically focused on the use of Access HRA. 
  • To address the limitations of online training, HRA should re-introduce regular, practical training sessions conducted in person. 
  • HRA should mandate that management skills training be taken by all new and current managers and ensure that it covers topics such as communication with staff and conflict resolution. 

###