Balancing New York City’s budget each fiscal year is foundational for the City’s fiscal prudence and is required by City and State law. However, budget and staffing constraints can impact the City’s ability to provide adequate public services for its residents, workers and prospective visitors. In New York City, the demand for services is especially high, being the most populous municipality in the country by far with more than eight million residents.
The Office of the New York State Comptroller (OSC) has recommended that the City consider and communicate service impacts when implementing budget and staffing adjustments, including for programs funded with one-time aid. In September 2023, OSC highlighted where the City does and does not have control over future spending. In May 2024, OSC published an update on City staffing trends, building on reports published in February and November 2022. OSC also discusses these issues in its regular assessments of the City’s financial plans.
The City’s Mayor’s Management Report (MMR) was created nearly 50 years ago and its annual publication has since been enshrined in the City Charter. The report, which was created to strengthen oversight and allow the public a view into City services, has been modernized, including the release of the Dynamic Mayor’s Management Report (DMMR) in 2022. The data included in the DMMR and MMR provide valuable transparency on demand for public services and the City’s operational performance in meeting their objectives.
Furthering this effort, in November 2023, OSC developed the Agency Services Monitoring Tool, which juxtaposes the City’s reported performance data with staffing and spending. In December 2024, OSC published a report analyzing trends based on data available in the tool, highlighting agencies with the most improved and declined performance. The tool was also updated to include 311 Service Request data to complement performance indicators by providing context into public demand for non-emergency services.
Although MMR data does not explicitly identify funding or staff associated with the performance indicators, it provides important details to link spending and staffing to agency performance indicators by identifying the agency divisions associated with a service. OSC expands on the MMR presentation by displaying the corresponding staffing and expense data that is regularly provided by the New York City Office of Management and Budget.
OSC’s tool displays a three-panel visualization of performance indicators and service requests, staffing levels, and spending commitments assigned to a City service since June 2019. Users can select an agency and indicator or service request from the drop-down menus. This unique perspective allows users to focus on specific services and how they are performing, along with associated personnel and funding trends. While there are many factors that affect service demand and provision, the tool can provide some insight on existing operational or budgetary phenomena or the emergence of potential risks to the City’s budget and the provision of certain services.
The tool is updated monthly following the update of the DMMR file, presenting the most recent snapshot of available trends. While many City agencies report data on a timely and consistent basis, some agencies, including the Department for the Aging, maintain an incomplete record since June 2019 (based on OSC criteria) and were therefore excluded from the tool. Additionally, some data is reported on a time lag, as specified by the City. The tool is limited in providing insight for these agencies due to its dependence on timely and complete data from the agencies and in the DMMR.
As identified in the latest DMMR data, City demand for services and agencies’ performance have experienced wide variations affected by several factors. These variations are reflected in the tool. For example, timely reviews of applications at the Human Resources Administration for forms of public assistance remain well below pre-pandemic levels amid increased demand. Similarly, the number of cases commenced against the City has grown significantly since 2019, straining capacity at the Law Department, which saw a decline in associated personnel by nearly 20 percent over the same period. The tool should be used as a means for asking questions about the state of City services given the context of spending and staffing levels, but cannot on its own explain the challenges and successes each City agency has had over the past few years.
Footnotes:
- The tool does not include the complete universe of indicators provided in the DMMR dataset. OSC’s selection criteria required that indicators maintain data points for a minimum of 10 out of every 12 months per year for monthly indicators, three out of every four quarters per year for quarterly indicators, and five years of data for annual indicators since June 2019. Newly introduced indicators from the City with at least 36 months of data for monthly indicators and eight quarters of data for quarterly indicators are the exception to the criteria.
- Indicators for semi-autonomous entities that did not have available expense and/or staffing data were excluded from the tool (i.e., the Economic Development Corporation, NYC Health + Hospitals, New York City Housing Authority, School Construction Authority, and libraries).
- The DMMR dataset includes indicator values of zero and blank inputs. Blank inputs represent missing data; however, some agencies also report missing data values as zeroes. Therefore, there is inconsistency in the City’s reporting of a true zero value and a zero representing a missing value.
- Staffing and expense data as shown in the tool represent the sum of staff and expenses in agency divisions associated with service goals; however, the City states that each relationship between agency division and service goal is not necessarily exhaustive or exclusive.
- Expense data in the tool includes both personal services (salaries and wages) and spending commitments for other than personal services (e.g., contractual services, utilities, and supplies/equipment). While personal service costs are mostly expensed within structured intervals (pay periods), the timing for other than personal services expenses can be irregular or ad hoc. This could result in uneven monthly spending commitments, notably at the beginning of each fiscal year, when much of the annual budget is encumbered for services anticipated over the balance of the fiscal year.
- The City may revise the spending and budget information applicable to each agency’s stated goals in its Preliminary MMR and MMR publications. For historical comparability, OSC restates staffing and expense data according to the City's most current schematic.
- The tool is reporting on City values as-is, and any questions over data gaps or anomalies should be directed to the Mayor’s Office of Operations.
- For comments and suggestions, please send an email to [email protected].