The Mayor’s Management Report is an annual document that tracks the performance of New York City agencies by reporting on thousands of indicators related to municipal services and operations. This page covers CBC’s work on performance management frameworks, outcome-based metrics, resident feedback surveys, agency accountability, and the integration of performance data with city budget processes.
This page was created with AICBC Insights uses AI to group, analyze and present data and recommendations from CBC's publications. Always reference the cited sources to verify important details..
Modify the Charter to require the City to conduct a statistically valid and representative resident feedback survey at least every four years.
The Charter should establish a basic framework for a comprehensive performance management system that requires the Mayor to designate a chief performance officer and mandates public reporting.
The Charter should require the Mayor’s Management Report to include a portfolio of indicators for each agency and major program, including input, output, outcome, quality, and efficiency metrics.
The Charter should require the Mayor and City Council to enact a local law that details the City’s Rainy Day Fund deposit, withdrawal, and target size policy.
The City should add outcome, quality, and efficiency metrics that demonstrate how well the City is doing its work.
The City should link performance metrics to more granular expenditure data, such as the budget function analysis.
The City should incorporate a periodic, statistically valid, representative resident feedback survey that provides New Yorkers’ ratings on quality of life and government services.
The City should include more performance targets and a direction for the targets to move.
The City should utilize the DMMR to provide geographic data for select indicators.
Key Data
In October 2024, the CBC noted that the Fiscal Year 2024 Mayor’s Management Report (MMR) added nearly 350 new indicators and more than 20 new goals to the more than 2,000 indicators already reported in the past.
An October 2024 analysis revealed that only 25% of indicators in the 2024 Preliminary Mayor’s Management Report (PMMR) included numerical targets, leaving the majority of metrics without clear benchmarks for performance.
According to an October 2024 report, only 7 of the 50 departments and initiatives in the 2023 MMR focused primarily on how well the City performs, and only one-third of the 2023 metrics included outcome, quality, and efficiency measures.
In October 2024, the CBC highlighted that while the MMR included "Agency Customer Service" sections for 38 of the 50 agencies and initiatives, these metrics primarily track process and timeliness rather than actual resident satisfaction.
In June 2024, the CBC explained that the MMR and the Mayor's Office of Operations both emerged from the 1975 fiscal crisis as Executive Orders before being formally incorporated into the City Charter during the 1989 overhaul.
The City Charter should be amended to mandate a comprehensive performance management system and require the Mayor’s Management Report to incorporate outcome, quality, and efficiency metrics for all agencies. Additionally, the City should be required to conduct regular, representative resident feedback surveys and establish clear legal rules for the Rainy Day Fund's deposits and withdrawals.
Recommendations related to Mayor’s Management Report
Modify the Charter to require the City to conduct a statistically valid and representative resident feedback survey at least every four years.
The Charter should establish a basic framework for a comprehensive performance management system that requires the Mayor to designate a chief performance officer and mandates public reporting.
The Charter should require the Mayor’s Management Report to include a portfolio of indicators for each agency and major program, including input, output, outcome, quality, and efficiency metrics.
The Charter should require the Mayor and City Council to enact a local law that details the City’s Rainy Day Fund deposit, withdrawal, and target size policy.
The Mayor’s Management Report currently focuses on operational inputs and outputs rather than actual performance outcomes, failing to provide the actionable data needed for effective management and accountability. To improve its utility, the report should incorporate outcome-based metrics, link performance to spending, include resident feedback, set clear targets, and provide geographic detail.
Recommendations related to Mayor’s Management Report
The City should add outcome, quality, and efficiency metrics that demonstrate how well the City is doing its work.
The City should link performance metrics to more granular expenditure data, such as the budget function analysis.
The City should incorporate a periodic, statistically valid, representative resident feedback survey that provides New Yorkers’ ratings on quality of life and government services.
The City should include more performance targets and a direction for the targets to move.
The City should utilize the DMMR to provide geographic data for select indicators.
Key Data
66.4 percent
— Share of restaurants inspected in fiscal year 2024, down from 99.5 percent in fiscal year 2019.
99.5 percent
— Share of restaurants inspected in fiscal year 2019.
$27 million
— Spending on HRA food assistance programs in fiscal year 2022.
$57 million
— Spending on HRA food assistance programs in fiscal year 2023.
25 percent
— Percentage of indicators in the 2024 PMMR that include numerical targets.
3,026
— Number of deaths from unintentional drug overdoses in fiscal year 2023.
The current performance management framework, including the Mayor’s Management Report, is insufficient and fails to drive comprehensive agency accountability. Revisions to the City Charter should establish a more robust system that integrates performance data with management reviews and requires public reporting on activities and impacts.
Recommendations related to Mayor’s Management Report
The Charter should establish a basic performance management framework—its management, planning, and reporting—while each administration should specify how it will implement the performance management system within that framework.
The Charter should require the Mayor to designate a Deputy Mayor or other senior official to be the chief performance officer overseeing the system, and specify a schedule for reviews, with a minimum number required in the Charter.
The Charter should identify the agencies, functions, and initiatives covered by the system.
The Charter should create a review structure that cascades from the Mayor’s office to agencies and within agencies from the Commissioner to programs.
The Charter should require public reporting on the system’s activities and impacts, at least annually.
The City should utilize the Mayor’s Management Report to publish a comprehensive portfolio of resource and performance metrics, enabling public monitoring of the 'Housing our Neighbors' plan's progress. By implementing strong management and accountability systems, including specific operational milestones, the City can better track and manage the effectiveness of its housing initiatives.
Recommendations related to Mayor’s Management Report
The City should publish a portfolio of resource and performance metrics in the Mayor’s Management Report that it will use to manage and that will allow the public to monitor the plan’s progress.
The City should identify the specific operational and policy actions needed to achieve these goals, identify responsible parties, set implementation milestones and performance metrics, and create and implement a management accountability process to track and manage progress.
The City should track and publish outcome metrics, such as the share of rent burdened households or the homeownership rate for various groups, to monitor the effectiveness of both demand- and supply-side policies.
Key Data
560,000
— Number of additional housing units New York City needs by 2030 to meet existing needs and future population growth.
50,000
— Number of housing units that need to be permitted annually to meet housing needs, which is twice as many as issued in recent years.
20%
— Percentage of the city’s residential lots that have enough capacity under current zoning to make it worthwhile to develop.
22,000
— Number of vacant positions within the city that could be utilized to help improve basic operations and housing services.
Improving the Mayor’s Management Report to better reflect administrative priorities and public needs is essential for restoring confidence in city government. Implementing a citywide performance management process, alongside a 3-5% savings program to address $5 billion annual budget gaps, will help ensure core services are delivered efficiently and effectively.
Recommendations related to Mayor’s Management Report
Adams should prioritize instituting a performance management process citywide, as he has advocated.
Fixing the Mayor’s Management Report to reflect New Yorkers’ needs and administration priorities will help revitalize New Yorkers’ confidence in their government.
In addition to adding better efficiency, effectiveness and quality data, the MMR should include surveyed New Yorkers’ assessments of the city’s services and environment.
The administration should make public detailed data on federal COVID revenues, expenditures and program activities and outcomes.
Officials should use the data to track and manage what is being spent and how, what outputs are being delivered, service quality and efficiency (including unit costs) and ultimate impacts.
Key Data
$13 billion
— Amount of COVID federal aid that requires detailed public data on revenues, expenditures, and program outcomes.
$5 billion
— Annual budget gaps the city faces starting next year.
3-5%
— Targeted savings range for the Program to Eliminate the Gap (PEG).
45 is the number of agencies that submitted performance metrics to the recently released Mayor's Management Report. Agencies organize their reports according to service areas and goals, and present the indicators to help the public understand agency performance. NYC's Deputy Mayor of Operations Laura Anglin joined the podcast to discuss…
The Mayor’s Management Report provides valuable performance metrics but fails to capture resident satisfaction, which often diverges from official data on issues like traffic, air quality, and neighborhood cleanliness. Incorporating direct feedback from New Yorkers into these reports would provide a more accurate and comprehensive assessment of the city's actual service performance.
Recommendations related to Mayor’s Management Report
The City should rethink how it assesses areas like air quality, neighborhood cleanliness, and cultural activities so that indicators better capture what New Yorkers experience.
The City should broaden the Mayor’s Management Report to include citizen satisfaction measures, such as results from periodic surveys of City residents, to get a fuller and more accurate picture of the City’s performance.
Key Data
113,222
— Number of for-hire vehicles on New York City streets in fiscal year 2018.
8,276
— Number of air quality complaints received by the Department of Environmental Protection in fiscal year 2018.
61,342
— Number of noise complaints made to the Department of Environmental Protection in fiscal year 2018.
175,000
— Number of pest control inspections conducted by the Department of Health and Mental Hygiene in fiscal year 2018.
19,964
— Number of rodent complaints recorded in fiscal year 2018.
23.2 million
— Total number of visitors to cultural institutions in fiscal year 2018.
Mandated by the City Charter in 1977, the Mayor’s Management Report provides key performance metrics for 44 city agencies to help the public assess service goals. This report, alongside the Budget Function Analysis, powers the NYC Money Meter dashboard, which visualizes agency spending and performance trends.
Key Data
44
— Number of city agencies currently reported on by the Mayor’s Management Report.
1977
— Year the Mayor’s Management Report was mandated by the New York City Charter.
New York City's capital commitment plan is currently unrealistic in its ambition and lacks the necessary transparency to ensure efficient project completion. To improve oversight and accountability, the city should integrate performance metrics and comprehensive actual spending data into the Mayor’s Management Report and capital budget documents.
Recommendations related to Mayor’s Management Report
Indicators such as per-unit costs or benchmarks to measure progress toward project milestones should be included with the capital budget or added to the Mayor’s Management Report.
The City should make actual spending on capital projects public in the Mayor’s Management Report and capital budget documents to facilitate oversight and accountability.
New York City has significantly increased spending on preventive services for children to $313 million, yet current reporting mechanisms like the Mayor’s Management Report fail to measure the actual effectiveness of these programs in reducing foster care placements or maltreatment. Future funding increases should be contingent upon the implementation of more rigorous, outcome-based public reporting that tracks the success of specific service models.
Recommendations related to Mayor’s Management Report
The City Council should work with ACS to expand the required indicators in the Mayor’s Management Report to measure outcomes rather than just outputs.
Additional investments in preventive services should be contingent on a more thorough understanding of whether these services are achieving the desired outcomes.
ACS’s performance should be evaluated consistently, using data and metrics, rather than in response to headlines of tragic cases.
Key Data
$313 million
— Projected spending on preventive services in the Fiscal Year 2018 Adopted Budget.
42 percent
— Increase in spending on preventive services from Mayor Bill de Blasio’s first year in office.
28 percent
— Planned increase in service capacity for preventive slots in fiscal year 2019.
17.0 percent
— Repeat substantiated maltreatment rate in the last 8 years.
63.5 percent
— Decline in foster care entries between fiscal years 2000 and 2016.
$41.2 million
— Projected increase in funding for the expansion of preventive services in fiscal year 2018.
The proposed Open Budget Act would mandate that the Office of Management and Budget publish key budgetary documents in accessible, machine-readable formats on the city's website and open data portal. Including the Preliminary and Final Mayor’s Management Reports in these requirements would improve transparency by better linking agency performance data with budgetary information.
Recommendations related to Mayor’s Management Report
Add the Preliminary and Final Mayor’s Management Reports, produced by the Mayor’s Office of Operations, to the list of documents that should be available on these platforms so as to facilitate the link between agency performance and budgeting.
The 2016 Mayor’s Management Report indicates mixed results for the de Blasio administration, showing progress in affordable housing and recycling, but concerning trends in public safety and homelessness. While emergency response times remained stable, major felony crimes increased by 1.7 percent and shelter populations grew across all categories.
Key Data
82 percent
— increase in affordable housing unit completions compared to fiscal year 2015.
1.7 percent
— increase in major felony crimes committed in fiscal year 2016 compared to the previous year.
12.3 percent
— increase in the number of single adults in shelters per day.
26.5 percent
— increase in the incidence of violence between inmates in city jails.
6 percent
— improvement in the Department of Sanitation's recycling diversion rate.
1,742
— additional major felony crimes committed in fiscal year 2016 compared to fiscal year 2015.
The Mayor’s Management Report serves as a comprehensive assessment of New York City agency performance, tracking over 1,600 indicators across various municipal services. This analysis highlights key trends in areas such as public safety, emergency response, housing, and education to help citizens evaluate the administration's progress on its policy priorities.
Key Data
197 percent
— The increase in the incidence of inmate assaults on staff in New York City jails from fiscal year 2009 to fiscal year 2015.
$1.3 billion
— The total budget for the Department of Homeless Services in fiscal year 2016, representing a 13 percent increase over the previous year.
420,000
— The backlog of non-emergency repair requests at the New York City Housing Authority in January 2013.
70.5 percent
— The four-year graduation rate in New York City public high schools in fiscal year 2015.
16.1 percent
— The diversion rate of recycled materials achieved by the Department of Sanitation in the first four months of fiscal year 2016.
1.2 million
— The total number of unique patients served by New York City Health + Hospitals in fiscal year 2014.
This presentation was given by Maria Doulis, CBC’s Director of New York City Studies, at “The Measured City: Using Data to Improve New York City Government” Conference, on Oct. 30, 2013.
New York State is attempting to implement a performance management system for 16 pilot agencies by June 2012, aiming to improve accountability and transparency by measuring outcomes and efficiency. This initiative looks to models like the Mayor’s Management Report to ensure metrics are publicly accessible and integrated with the state budget.
New York City's performance management framework, centered on the Mayor's Management Report, requires significant reform to better align budget allocations with program performance and outcomes. By adopting more rigorous efficiency measures, comparative benchmarking, and citizen-derived feedback, the city can improve accountability and ensure public services are delivering the results residents deserve.
Recommendations related to Mayor’s Management Report
New York City should connect money and performance in the budget by reorganizing it to better track programs and program performance.
The City should focus on efficiency measurement by making the measurement and reporting of unit costs a high priority in every service area.
City leaders should improve outcome measurement and reporting by pushing to develop and track desired results for every service area.
New York City should develop and present comparative performance measures so that residents can compare the caliber of their services to those provided by other competitor cities.
The City should expand the use of citizen-derived outcome measures by ensuring public perception of services is measured through satisfaction surveys rather than just complaints.
Key Data
$54 billion
— The total size of the New York City enterprise, which drives the need for improved performance management.
24 out of 30
— The number of countries participating in a 2005 OECD study that were reporting performance results to the public.
24 out of 30
— The number of the largest U.S. cities that publish performance metrics in their budgets.
13.2 million
— The number of calls handled by the 3-1-1 system in fiscal year 2006.
45,000
— The approximate number of calls handled by the 3-1-1 system per day in fiscal year 2006.
14 seconds
— The average wait time for calls to the 3-1-1 system in fiscal year 2006.
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