The goal of the Office of the Inspector General (OIG) is to protect the SCA from victimization by racketeering, fraudulent schemes, wasteful practices and all manner of crimes perpetrated by those doing business with, as well as those employed by the SCA. Our goal is to reduce corruption and fraud, improve SCA's systems and practices, and support civil suits for the recovery of monies that have been lost.

To make a complaint please email: or call the OIG main number at 718-901-6600.

The Communications & External Affairs Department serves as an intergovernmental arm of the SCA. The External Affairs Department develops and maintains positive relationships between the SCA and elected officials, community boards, community education councils, other public agencies and utilities and the United Federation of Teachers. Communications & External Affairs acts as SCA representatives at large public hearings, maintains interagency communications, manages agency correspondence, gathers information for media inquiries and assists in emergency situations.

Public Art for Public Schools

Public Art for Public Schools (PAPS), a unit within the New York City School Construction Authority, is the only public art program dedicated to schools in the country. Established in 1989, the program commissions site-specific projects for new school buildings and oversees the maintenance and preservation of nearly 2000 existing artworks in the New York City Department of Education's collection throughout the five boroughs. Our goal is provide schools with artworks that visually enhance the learning environment, serve as unique and exciting resources for teaching, and most of all, inspire students.

Capital Plan Management is responsible for developing and implementing the Five-Year Capital Plan which outlines priorities for creating new school facilities as well as upgrading existing buildings. The Fiscal Year 2020-2024 Five-Year Capital Plan totals $17 billion and is broken out into three categories: Capacity, Capital Investment, and Mandated Programs.

Through the execution of the Five-Year Capital Plan, the department plays a key role in shaping and defining the projects that will meet the complex and vital needs of our evolving school system, and provide New York City's 1.1 million school children with safe and modern learning environments. Capital Plan Management also oversees "Resolution A" (Reso A) projects which are school-specific capital improvement or enhancement projects funded by the Borough Presidents or members of the New York City Council as well as manages the implementation of Mayoral initiatives.

Construction Management

The Construction Management Department administers all capital improvement program (CIP) projects performed in existing public school buildings and the construction of new schools. Construction Management does so in a safe and efficient manner, working with the school and community to work quickly and minimize the impact on the educational process while maintaining the highest standards of quality.


Design and Construction Innovation Management

The primary role of the Quality Control and Construction Support Studio (QCCS) is to review projects at all levels of scope and design for constructability and value engineered cost savings. In addition to this; QCCS acts as a facilitator and hub for improvement in construction-related activities that involve A&E. These activities are internal to A&E and may include other SCA departments.

QCCS identifies and implements case studies based on construction-related observations that warrant attention or offer opportunities for improvement through revisions to A&E scope and design processes. QCCS uses a 360 degree approach across all SCA pipeline departments to collect data, document information, and develop and propose solutions.

Working closely with A&E Design Project Managers, QCCS acts as a facilitator in the close-out of Capital Improvement Program and Capacity Projects where AEoR services are necessary.

In an effort to achieve the best design quality for new school buildings, QCCS also chairs Peer Review meetings for capacity projects in scope and design.

Total Building Commissioning Unit (TBC) of QCCS explores opportunities that may enhance building commissioning with an overarching goal of partnering with Construction Management. TBC assists in achieving construction quality, timely resolution of construction issues, and delivery of a final product to the Department of Education that meets their prescribed needs for both operations and maintenance.

Operations Department

The Administrative Services Division provides the facilities, vehicle fleet, support services, supplies, and equipment to keep SCA departments running smoothly. It makes every effort to actively listen, solve problems, provide information, and ensure that all SCA staff are equipped with the tools they need to complete their work effectively and efficiently

The Business Process and Policy Unit maintains the SCA's policies and operating guidelines. Through a collaborative process with SCA departments, the unit updates policies to reflect evolving work practices and integrate new regulatory requirements. The unit also works with departments to develop and implement innovative approaches to business processes.

The Internal Audit Unit is responsible for the objective examination and evaluation of the SCA's design and construction program and business operations. The goal of IA is to help the SCA accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes for the SCA's operations, providing risk-based and objective assurance, advice and insight. The unit facilitates all aspects the SCA's enterprise risk management efforts, aimed at maximizing the economic, efficient, and effective use of resources while reducing exposure to potential operational risks.

The Lifecycle Cost Management Unit establishes a culture of cost-conscious project management at the SCA by substantiating the budget, evaluating the effective and efficient use of the public funds, and maintaining a system of healthy project lifecycle cost management practices that aligns with industry best practices. To execute this mission, the Lifecycle Cost Management team is responsible for creating, implementing, and sustaining a framework for the governance of project cost management and cost control across all stages of the project lifecycle.

The Risk Management and Insurance Unit is responsible for planning and implementing a comprehensive risk management program, including procurement of and management of claims associated with liability, property, cyber and workers' compensation insurance, and an owner-controlled insurance program. The unit also advises on safety/loss control management programs for the SCA.

The Environmental and Regulatory Compliance Department includes the following divisions:

  • Building Code Compliance
  • Construction Inspection Division
  • Industrial & Environmental Hygiene
  • Safety

These divisions provide technical support and oversight in their respective areas of expertise throughout the SCA.

The Executive Office includes the Office of the President and CEO, the Chief of Staff/ Executive Director, the External Affairs Division, the Capital Planning Division, and the Project Controls Division. The Executive Office provides the vision, mission and goals for the School Construction Authority.


Finance encompasses the following units: Capital Budgeting, Encumbrance, Accounts Payable, Accounting Operations, State Aid & Financial Reporting, Operating Budget, FEMA Reimbursements & Special Projects, Vendor Management and Operations Data Center.


Human Resources

Human Resources (HR) recruits, engages and manages a civil service compliant and representative workforce and provide a variety of services to that workforce in areas such as employment, benefits, Equal Employment Opportunity (EEO), payroll, timekeeping, performance management, labor/management relations and training. HR staff will deliver these services accurately and in a timely, professional and collegial manner. HR strives to support maximizing employee productivity and morale in the SCA through special programs and routine tasks.

The goal of the SCA's Business Development Department (BDD) is to develop a nationally recognized business development program that effectively promotes the growth, education and prosperity of the largest possible group of diverse SCA certified and qualified minority-owned, woman-owned and local business enterprise (MWLBE) firms; to assure the successful participation of these firms in the SCA's construction program; and to encourage the creation of other opportunities for these firms in the greater construction industry.

In fulfilling this, BDD conducts outreach to encourage MWLBE firms to prequalify and certify to bid on SCA projects; certifies vendors as MWLBEs; provides training to certified firms and, in coordination with the Director of the Mentor Program, runs the Mentor and Graduate Mentor programs. BDD also oversees and encourages compliance with the SCA's subcontracting and workforce participation goals, and manages an Internship Program for high school and college students interested in the construction industry. 

The Office of the General Counsel is principally responsible for all of the legal services required to support the SCA's design and construction program. Specifically, the Office reviews and drafts contracts and other legal documents; manages litigation initiated by or against the SCA; acquires property for school construction through negotiation or eminent domain proceedings; reviews claims and proposed settlements arising under the SCA's Owner Controlled Insurance Program; responds to Freedom of Information Law requests; represents the SCA in inter-governmental investigations and inquiries; and manages the alternative dispute resolution and contract termination processes.

In addition, the Office provides legal advice to all departments in the SCA and, generally, and interprets laws and regulations that govern or impact the SCA's business operations. The Office also has responsibility for managing Real Estate and Labor Law Compliance.

The Information Technology Department delivers system solutions that support the work of the professionals at the SCA who build schools for the students of New York City. The IT Department includes:

  • Administration & Project Management Office (PMO)
  • Capital Planning Systems
  • Core Systems
  • Labor Law Compliance Management System (LCMS)
  • Operations & Infrastructure
  • Project Lifecycle Systems

Architecture & Engineering (A&E) is organized into two Studios; the Design Consultant Management Studio (DCMS) and the In-House Design Studio, each guided by a Studio Director. A&E is responsible for the development of scope, design, and construction documents for capital improvement projects at existing schools and for design and construction documents for new school buildings, additions and lease conversions. A&E provides ongoing professional services for construction administration during the projects' construction phase. In support of the two studios are the CADD Unit, the Business Management and Support Unit, and the Training and Development Unit (TDU).  The CADD Unit maintains the AutoCAD system and plans desk for the In-House Design Studio as well as the SCA's drawing archive system. It also manages the Expedition accounts for the in-house staff as well as A&E consultants.  The Business Management and Support Unit manages payments to consultants and assists the consultants where needed to properly submit their paperwork. The Training and Development Unit (TDU) develops process and implementation improvement strategies and coordinates related training for staff.

Architecture & Engineering delivers designs for safe, attractive and environmentally sound public schools for the children of the City of New York by consistently eliciting the highest standards of quality and performance from all Architecture & Engineering staff and consultants. We are committed to the SCA's goal of building and modernizing public schools in a responsible, cost-effective manner while achieving the highest standards of excellence in safety, quality and integrity.