State performance management refers to the systems and processes used by government agencies to set clear goals, track outcomes, and ensure that public spending delivers measurable results for residents. This page covers CBC’s work on establishing comprehensive performance measurement systems, improving budget transparency, reforming school aid accountability, strengthening oversight of public authorities, and enhancing the disclosure of state contracts.
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..
The State should implement a statewide public performance measurement and management system to set goals, measure outcomes, and drive accountability across public programs.
The State should rigorously examine and reform its school accountability system by using needs assessments and interventions to improve performance in poor-performing schools.
The State should implement a performance measurement and management system to assess progress toward its goals and to inform managers and decision-makers, including during budget development.
The State should establish an Independent Fiscal Analysis Office to provide rigorous, nonpartisan data analysis and monitoring of the State’s budget, which would include maintaining a dashboard of public performance data for key programs.
The State should stop increasing aid to wealthy districts that fund a Sound Basic Education (SBE) through local revenue and regular federal aid.
The State should consider freezing aid to better-off districts which already receive State aid in excess of the amount needed for an SBE.
The State should reform both Foundation Aid and many of the expense-based aids to direct more of the funds to high-need districts.
The State should identify and spread best practices and implement a robust performance management system to track outcomes, quality, and efficiency of services across districts.
The State should require under-performing districts to implement action plans to improve their performance.
Key Data
In December 2025, the CBCNY reported that despite nation-leading elementary and secondary per-student spending which is double the national average, New York's students are only in the middle of the pack for math and reading achievement.
In June 2023, the CBCNY reported that New York State had made no progress on implementing a performance measurement and management system to monitor and manage State programs, leaving it as one of 9 unadopted budget process reform recommendations.
In June 2020, the CBCNY noted that the Business Services Center (BSC), launched in 2012 to unify procurement and human resources, successfully saved an estimated $34 million in workforce costs at State agencies in its first four years of operation.
In April 2016, the CBCNY reported that under the New York State Lean Initiative, which expanded to nearly 400 projects in 38 State agencies and public authorities, the Department of Motor Vehicles slashed office wait times by more than 50% on average.
In November 2015, an analysis of Regional Economic Development Councils (REDCs) showed that 42% of the 385 priority projects from 2012 did not report completion status in 2014, and only 7% reported both job creation projections and actuals.
New York State faces significant fiscal and economic challenges, including high costs and stagnant population growth, necessitating a shift toward more efficient and accountable governance. To improve public services, the state should implement a comprehensive performance measurement system that sets clear goals, tracks outcomes, and drives data-based management improvements.
Recommendations related to State Performance Management
The State should implement a statewide public performance measurement and management system to set goals, measure outcomes, and drive accountability across public programs.
The State should rigorously examine and reform its school accountability system by using needs assessments and interventions to improve performance in poor-performing schools.
Key Data
$258 billion
— The fiscal year 2026 All Funds budget exceeds this amount.
$20 billion
— The amount by which State recurring spending exceeds its recurring receipts annually, known as the structural budget gap.
12 percent
— The growth rate of adjusted State operating funds spending.
4.7 percent
— The rate of New York State's population growth since 2000.
20.9 percent
— The rate of national population growth since 2000.
12 percent
— The decline in public school enrollment since 2021.
Karen Keogh serves as Secretary to the Governor of New York, the highest-ranking appointed position in state government. Kathryn Garcia serves as Director of State Operations and Infrastructure, where she oversees over 70 state agencies and authorities, including the MTA and Port Authority.
New York State agencies frequently bypass critical financial oversight and competitive bidding requirements through exemptions in the enacted budget, creating significant risks of wasteful or corrupt spending. Legislation is needed to mandate the public disclosure of these exempt contracts and to stop the inclusion of such exemptions in future budget bills.
Recommendations related to State Performance Management
The Governor should sign A7404/S6941 to require State agencies and authorities to publish contracts that are exempt from prior approval by the Office of the State Comptroller.
The Governor should no longer include exemptions to sections 112 and 163 of State Finance Law in executive budget bills.
The Governor should reject any exemptions to sections 112 and 163 of State Finance Law proposed by the Legislature.
Key Data
5 days
— The average time it takes for the Office of the State Comptroller to complete a prompt review of contracts submitted by State agencies and authorities.
$50,000
— The minimum contract value floor at which oversight provisions apply.
$12.8 billion
— The total value of 14 appropriations in the Executive Budget that were exempt from both sections 112 and 163 of State Finance Law.
$2.6 billion
— The total value of 17 appropriations that were exempt from section 163 of State Finance Law alone.
New York State lacks a robust system to measure, monitor, and manage government programs, despite spending over $220 billion annually. Establishing a data-driven performance management system is essential to ensure that public funds deliver value and that budget discussions are informed by rigorous analysis.
Recommendations related to State Performance Management
Implement a performance measurement and management system to ensure New Yorkers’ annual spending delivers value.
Establish an independent fiscal analyst's office to provide timely and accurate analyses of the State’s fiscal condition and program performance.
Require fiscal estimates with other legislation to ensure bills passed outside the budget process are accompanied by impact statements.
Fully fund the Authorities Budget Office to at least $5 million annually to allow for appropriate oversight of authorities.
Require basic financial plan tables with enacted and one-house budgets to allow the public to compare proposals and evaluate the budget.
Key Data
$220+ billion
— Annual spending by New York State that requires a system to measure, monitor, and manage programs.
$19 billion
— Reserve balances currently held by the State.
$27 billion
— The recommended amount in savings for the Rainy Day Fund, equivalent to 23 percent of State Operating Funds.
$3.4 million
— The increased funding level for the Authorities Budget Office, which remains short of the $5 million recommendation.
15% to 25%
— The range by which the General Fund spending balance cap was raised.
3% to 15%
— The range by which the annual deposit cap for the Rainy Day Fund was raised.
New York lacks a public, comprehensive system of performance measurement and management, which is a basic function of government that many other states maintain. Establishing such a system would bolster transparency, improve management and accountability, and inform budget allocation to ensure the state's $220 billion in spending delivers real results for residents.
Recommendations related to State Performance Management
The State should establish a public, comprehensive performance measurement and management system to ensure the State’s $220 billion in spending delivers real results for New Yorkers.
The State should publish basic financial plan tables with the Legislative one-house budgets and the Enacted Budget when voted on to provide basic fiscal transparency.
The State should require non-budget bills with fiscal impacts be accompanied by multi-year fiscal impact estimates to ensure legislators do not pass bills without knowing their budgetary impact.
Key Data
$220 billion
— The total amount of annual state spending that currently lacks a public, comprehensive performance measurement and management system.
New York State's budget and fiscal management processes require significant reforms to improve transparency, accountability, and oversight. Key proposals include mandating financial plan tables, requiring fiscal impact statements for all bills, and increasing funding for the Authorities Budget Office to ensure proper oversight of public entities.
Recommendations related to State Performance Management
Include basic financial plan tables with one-house budgets and the enacted budget to ensure the public understands the implications of proposals.
Include complete fiscal impact statements with all relevant 'non-budget' bills that affect spending or receipts.
Avoid using messages of necessity for budget bills, which bypass the three-day aging process and subvert transparency.
Further increase funding to the Authorities Budget Office to provide a level of oversight commensurate with its responsibilities.
Exclude excessive budget powers and appropriations, such as lump sum transfers, to prevent ethical and fiscal risks.
Hold a joint legislative hearing on the budget process to examine long-term problems and strategies for improvement.
Key Data
600
— Number of public authorities overseen by the Authorities Budget Office.
$273 billion
— Amount of public debt held by public authorities overseen by the Authorities Budget Office.
$80 billion
— Annual spending of public authorities overseen by the Authorities Budget Office.
$5 million
— Estimated annual funding required for the Authorities Budget Office in current dollar terms.
$2.1 million
— Previous annual funding level for the Authorities Budget Office.
$2.9 million
— Increased annual funding level for the Authorities Budget Office.
New York State's budget process lacks a comprehensive performance measurement system, which hinders evidence-based decision-making and accountability. Implementing such a system would provide the public and officials with the necessary data to evaluate program effectiveness and improve government service delivery.
Recommendations related to State Performance Management
The State should implement a performance measurement and management system to assess progress toward its goals and to inform managers and decision-makers, including during budget development.
The State should establish an Independent Fiscal Analysis Office to provide rigorous, nonpartisan data analysis and monitoring of the State’s budget, which would include maintaining a dashboard of public performance data for key programs.
New York faces significant future budget gaps, with projections reaching $12.7 billion by the year following fiscal year 2027, necessitating a shift toward restrained spending and data-driven policy. Implementing comprehensive performance management, including setting clear program goals and accountability processes, is essential to ensure efficient service delivery and long-term fiscal stability.
Recommendations related to State Performance Management
The state should implement comprehensive performance management to deliver high-quality, efficient services and focus funds where the impact is greatest.
The state should set goals for programs, use a robust portfolio of indicators to assess operations and measure progress, and institute a management review and accountability process.
The state should maximize job creation and environmental benefits by basing economic development and climate investments on data, evaluation and tradeoffs.
The state should better target aid to high-need districts, including money that now reimburses districts on how much they spend for transportation and construction rather than student need, and reevaluate assistance to wealthy districts.
The state should restrain spending growth, as limiting growth to 2% annually through 2028 would be enough to close that year’s $12 billion projected gap.
Key Data
$12.7 billion
— Projected budget gap in the year following fiscal year 2027.
$12 billion
— Projected budget gap in 2028.
$3 billion
— Annual aid received by wealthy school districts despite already self-funding a sound basic education.
50%
— Portion of the state budget comprised of Medicaid and education spending.
32%
— Education aid increase phased in starting in 2021.
$6 billion
— Future budget gaps projected by the state financial plan.
New York State continues to increase school aid despite lacking a robust system to monitor educational performance, measure outcomes, or hold districts accountable for student achievement. The state currently directs billions of dollars in aid to wealthy districts that already possess sufficient local resources to fund a sound basic education, while failing to adequately target funds to high-need areas.
Recommendations related to State Performance Management
The State should stop increasing aid to wealthy districts that fund a Sound Basic Education (SBE) through local revenue and regular federal aid.
The State should consider freezing aid to better-off districts which already receive State aid in excess of the amount needed for an SBE.
The State should reform both Foundation Aid and many of the expense-based aids to direct more of the funds to high-need districts.
The State should identify and spread best practices and implement a robust performance management system to track outcomes, quality, and efficiency of services across districts.
The State should require under-performing districts to implement action plans to improve their performance.
Key Data
$34.4 billion
— Total New York State school aid for the current school year, representing a 6.7 percent increase from the previous year.
$13.6 billion
— Amount of State aid sent to districts above the level needed to fund a Sound Basic Education, accounting for 39 percent of all State aid.
$3.1 billion
— Amount of State aid directed to 176 districts that already fund a Sound Basic Education with local and regular federal resources.
9.4 percent
— Increase in per-pupil State aid for the current school year due to declining enrollment.
$3.8 billion
— Estimated federal COVID-related education aid that districts will spend this school year.
$81.1 billion
— Total spending by school districts in New York for the current school year, an increase of 4.7 percent from the previous year.
A coalition of advocacy groups is urging the Governor to issue an executive order requiring state agencies to provide annual updates to their transparency plans, ensuring better public access to information and performance metrics. The proposal calls for standardized reporting on Freedom of Information Law compliance, open data, and the launch of a public-facing website to track the state's progress in meeting service needs.
Recommendations related to State Performance Management
Mandate via Executive Order annual transparency plan updates to identify specific actions agencies will undertake in the coming year and assess progress made on prior years’ plans.
Require annual transparency plan updates to include a checklist showing how well agencies comply with transparency mandates like the Freedom of Information Law and the Open Data Executive Order.
Publish the top three deliverables from each agency transparency plan and progress made to date, as pledged in the Executive Chamber transparency plan.
Improve a key commitment in the Executive Chamber plan by having the Division of the Budget publish complete discretionary or “MOU” lump sum and capital appropriations.
Publish the “public facing performance website” identified in the Division of the Budget’s transparency plan to inform the public on the State’s progress toward providing services.
Key Data
70
— Number of state agency transparency plans rated in the Reinvent Albany report.
3
— Number of top deliverables requested to be published from each agency transparency plan.
1
— Number of pages in the State Board of Elections’ incomplete transparency "plan."
New York State's budget negotiations should prioritize the implementation of a performance management system to actively track results and publicly report metrics across all government programs. This approach would ensure accountability and help lawmakers make informed fiscal decisions regarding the state's record-breaking spending plan.
Recommendations related to State Performance Management
Final negotiations should include provisions to manage State programs actively to deliver results and to report publicly metrics of State performance.
The state should implement a performance management system that covers all aspects of State government, including economic development programs and education funding.
A performance management system will improve services, help lawmakers make fiscal and programmatic decisions, and show New Yorkers the value of the state's spending plan.
Key Data
$6 billion
— The amount of flexible funding available to the State for the new fiscal year, comprised of proposed property tax credits, COVID relief funds, and additional tax receipts.
New York State's budget negotiations risk creating significant future deficits and reducing emergency reserves by prioritizing excessive spending over fiscal stability. To ensure efficient use of funds and long-term competitiveness, the state must implement rigorous performance management systems and improve budget transparency.
Recommendations related to State Performance Management
The Governor and the Legislature should adopt a budget that keeps to the Executive Budget’s top line on spending to ensure fiscal stability.
The state should focus on allocating the $5 billion available for relief and recovery to meet priorities while maintaining budget balance.
The Governor and Legislature should diligently manage and provide oversight of funded programs by developing plans, identifying goals, measuring activities and results, and ensuring accountability by managers and local governments to implement statewide performance management.
The state should publish basic financial plan tables that show the receipts and disbursements with the one-house and enacted budgets to improve budgeting transparency.
The state should implement performance management to ensure and assess how successful its spending is in delivering results efficiently for New Yorkers.
Key Data
$10 billion
— The increase in State Operating Funds (SOF) spending proposed by Governor Kathy Hochul’s Executive Budget.
$6 billion
— The additional spending proposed by both houses of the Legislature above the Governor's proposal.
$7.7 billion
— The estimated budget gap in fiscal year 2026 if the Legislature's spending proposals are adopted.
$15 billion
— The amount that would be added to reserves by fiscal year 2025 under the Governor's proposal.
$40 billion
— The possible three-year receipt shortfall if the next recession hits.
$19 billion
— The total amount of emergency savings the State could currently lift its reserves to.
New York State should implement a comprehensive, statewide performance management program that sets clear goals and uses a robust portfolio of indicators to ensure state operations deliver results. By codifying this system into law, the state can better track progress and increase accountability for major programs, moving beyond current broad and insufficient language.
Recommendations related to State Performance Management
The Legislature should enact a law or work with the Executive to implement a statewide comprehensive, performance management program that sets goals for each major program, uses a robust portfolio of indicators to assess operations and measure progress, and employs a management review and accountability process.
The Legislature and Governor should work together to codify performance management in state law to ensure the system is successful and helps deliver the results that New Yorkers deserve.
The State should standardize metrics for economic development programs to bolster oversight and management of the state's economic development portfolio.
The State should improve program design and evaluation to ensure that economic development programs are effectively managed and transparent.
The State should support oversight authorities by restoring procurement powers to the Comptroller and increasing funding for the Authorities Budget Office.
Key Data
$25 million
— Appropriations included in the Executive Budget for data analytics to improve performance measuring and evaluation.
$41 billion
— Cumulative amount of additional federal and State school aid flowing to schools over the next five years.
$29.1 billion
— Amount of State school aid in the current school year.
$38.4 billion
— Projected State school aid by fiscal year 2027.
32 percent
— The increase in State school aid from the current school year to fiscal year 2027.
New York lacks a comprehensive plan to assess government performance or implement a system to ensure maximum value from public spending, particularly regarding massive school aid increases and economic development programs. Leaders must prioritize long-term planning, active program management, and rigorous evaluation of investments to ensure accountability and fiscal stability.
Recommendations related to State Performance Management
The State must actively manage both new and existing programs to ensure they deliver the results New Yorkers deserve and pay for.
The State should engage in long-term planning and prioritization to ensure the right projects are pursued.
The State should implement a performance management system to ensure New Yorkers get the maximum value from their government.
The State should improve the decision-making about or evaluation of economic development investments to ensure they are delivering results.
Key Data
$3.5 billion
— The amount of the looming fiscal cliff facing the State budget.
New York has failed to fulfill the decade-long need to measure and manage government performance, which undermines accountability and the effective delivery of services. Implementing a comprehensive, data-driven system would allow the state to track program costs, efficiency, and quality, ultimately improving operations and public trust.
Recommendations related to State Performance Management
New York should implement a statewide performance management system to combine managerial action with accountability.
The state should utilize key measures of each program’s performance, including cost, delivery method, efficiency, quality, and ultimate impact.
Implementing this system would increase public accountability and support by demonstrating how effectively resources are being utilized.
Key Data
11 years
— Time elapsed since the inaugural address that first highlighted the need to measure and manage the performance of State government.
The Authorities Budget Office requires increased funding to effectively oversee nearly 600 state and local authorities that manage $243 billion in public debt and spend billions annually. Currently operating with a skeleton crew and limited resources, the agency is unable to fulfill its statutory duties, including conducting investigations and ensuring compliance with procurement and ethics laws.
Recommendations related to State Performance Management
The state should provide an annual allocation of $5 million to the Authorities Budget Office consistent with the legislature’s initial estimate.
To achieve the recommended level of funding, the Office’s existing budget of $2.05 million would need to be increased by $2.95 million.
Key Data
$243 billion
— Amount of public debt held by state and local authorities and their subsidiaries.
$40 billion
— Annual spending by state authorities.
$20 billion
— Annual spending by local authorities.
12
— Number of current full-time employees at the Authorities Budget Office.
40%
— Current staffing level of the Authorities Budget Office compared to the level envisioned when it was reestablished in 2010.
$5 million
— Recommended annual allocation for the Authorities Budget Office.
New York State's massive influx of school aid, including $11.4 billion in federal pandemic funds, necessitates the implementation of a robust performance measurement and management system to ensure accountability and improved student outcomes. To maintain fiscal stability, the state must target funding toward districts with the greatest need while reducing aid to wealthy districts that already possess sufficient local and federal resources.
Recommendations related to State Performance Management
The State should set goals, track performance, evaluate initiatives, and adjust programs and spending as necessary to ensure stronger, permanent performance measurement and management.
The State should implement a State performance measurement and management system to help increase achievement, reverse learning loss, and reduce disparities.
To address the greatest educational needs and stabilize the State’s finances, the State should focus funding on districts with the greatest need, and reduce aid and aid increases to wealthy districts.
The Legislature, Division of the Budget, State Education Department, and the Comptroller’s office should work together to ensure that all recurring and one-time aid is tracked and reported in detail.
Critical performance and accountability standards and processes should be universal across all school districts.
Key Data
$11.4 billion
— One-time federal pandemic aid to be spent over four years.
$2.9 billion
— Increase in State school aid from school year 2020-21 to 2021-22.
$32,352
— Total per pupil spending for the school year.
$40 billion
— Projected school aid (including School Tax Relief program) in fiscal year 2025.
$3.5 billion
— The fiscal cliff the State will face once extraordinary federal aid is depleted.
168
— Number of districts that receive sufficient aid from local and recurring federal sources to finance a sound basic education before receiving State aid.
New York State should implement a government-wide management and accountability system to ensure that the $212 billion budget effectively delivers results for programs like education and small business relief. By adopting data-driven processes and improving fiscal transparency, the state can better track spending, measure program impacts, and hold government officials accountable for their performance.
Recommendations related to State Performance Management
The state should implement a government-wide management and accountability system like some other states have.
The governor should institute a data-driven management and accountability process to track and manage spending, outputs, quality, and efficiency.
The state should publicize specific goals for every major activity and transparently provide the core performance data.
The state should move funds back on budget to improve fiscal management transparency.
The state should budget and report using Generally Accepted Accounting Principles to improve fiscal management.
Key Data
$212 billion
— The total size of the state budget for the year.
$3.3 billion
— Funding allocated for renter and homeowner relief programs.
$2.1 billion
— Funding allocated for the Excluded Workers Fund.
$800 million
— Funding allocated for small business recovery grants.
$13 billion
— The unprecedented increase in school aid for the school year.
$10 billion
— One-time federal education funds available to the state.
New York State lacks a comprehensive performance management system to track the efficiency and quality of government services, leaving the public with only incomplete information about how billions in taxpayer dollars are spent. Implementing a statutory framework for reporting across agencies is essential to ensure that massive state budgets and federal aid are used effectively to improve outcomes in areas like education and infrastructure.
Recommendations related to State Performance Management
The State should embrace a comprehensive performance management system to combine managerial action and accountability with key measures of program performance.
The State should enact a ten-point framework by statute to promote consistency in reporting across agencies, authorities, and administrations.
Key Data
$212 billion
— The size of the State budget that includes billions of dollars of new federal aid.
$12 billion
— The amount of direct fiscal support included in federal aid.
$14 billion
— The amount of federal aid allocated for schools.
$200 billion
— The total State budget amount that was exceeded for the first time this year.
$4 billion
— The amount of new tax increases annually.
Implementing a comprehensive performance management system is essential to improve governmental transparency and responsiveness across state agencies and authorities. Such a system would build upon lessons learned from the pandemic to better coordinate health systems and ensure fiscal accountability.
Recommendations related to State Performance Management
The State should enact legislation to implement a comprehensive performance management system to improve governmental transparency and responsiveness.
The State should revive and transform the Medicaid Redesign Team into a Health System Transformation Team to identify efficiencies and improve the effectiveness of public health delivery.
Key Data
$2.5 Billion
— Recurring savings identified by the Medicaid Redesign Team.
$11 Billion
— Short-term debt issued by the Executive that could be converted to long-term debt.
$50 Billion
— Unfunded liability carried by the State for retiree health care benefits.
New York State lacks a comprehensive, transparent performance management system to track agency and authority programs, which hinders accountability and effective resource allocation. Implementing such a system, modeled after successful practices in other states, would provide the public and decision-makers with the data needed to improve government efficiency and service quality.
Recommendations related to State Performance Management
The State should implement a system that identifies key agency and authority programs and establishes output and outcome goals for each program.
The State should implement a system that identifies metrics for each program, including input, process, output, outcome, quality, and efficiency measures.
The State should implement a system that establishes performance targets for each program’s outputs, outcomes, quality, and efficiency.
The State should implement a system that establishes implementation benchmarks for new initiatives.
The State should implement a system that identifies risks and pressures to State programs from adverse shocks such as natural disasters or economic downturns.
The State should implement a system that institutes a management and accountability process to review metrics and incorporate findings into ongoing management.
The State should implement a system that allows for oversight and auditing of data.
The State should implement a system that links to the budget cycle to inform budget and policy decisions for elected officials, agency administrators, and staff.
The State should implement a system that provides public information about agency, authority and program performance that is accessible, readily understood, and provides quantitative measurements of service delivery efficiency, cost, and quality.
The State should implement a system that is established through statutory provisions that promote consistency in reporting across agencies, authorities, and administrations.
Key Data
$34 million
— The Business Services Center saved an estimated $34 million in workforce costs at State agencies in its first four years of operation.
34 percent
— New York State reduced infant mortality rates by 34 percent in the past decade through maternal care strategies.
1,683
— As of April 2020, there are 1,683 data files in the Open Data NY portal catalog.
13 minutes 14 seconds
— The current wait time for Virginia DMV Direct services is 13 minutes 14 seconds.
47 percent
— In 2014-15, the rate of kindergarten readiness in Maryland was 47 percent.
1 percent
— Colorado's Department of Transportation aims to reduce greenhouse gas emissions from transportation by 1 percent each annually.
New York State spends $4 billion annually on economic development programs, yet lacks a unified budget and standardized metrics to evaluate their effectiveness. Reforms are needed to improve transparency and accountability, including establishing a "Database of Deals" and ensuring that $1.4 billion in programs with unclear parameters are subject to rigorous evaluation.
Recommendations related to State Performance Management
The State should establish a unified economic development budget to list and quantify all spending, including tax expenditures and subsidies.
New York should use standardized metrics across economic development initiatives to ensure comparability regarding job creation, retention, and capital investments.
The State should establish a 'Database of Deals' to bring together all funds disbursed or committed for economic development along with results.
Project-specific economic development subsidies should only be provided after a private entity has made an investment to reduce taxpayer risk.
The State should require regular evaluations of economic development programs, including tax expenditures, based on standardized metrics.
The Office of the State Comptroller should have authority to review and approve all contracts more than $250,000 to improve administrative oversight.
Key Data
$4 billion
— Total amount the state invests in economic development programs each year.
$1.4 billion
— Amount in the fiscal year 2017-2018 budget allocated to programs that lack clear parameters.
$250,000
— Threshold above which the State Comptroller should have the authority to review and approve contracts.
$14 million
— Annual appropriation for Centers for Advanced Technology.
$11 million
— Annual appropriation for Centers of Excellence.
$10 million
— Annual appropriation for Manufacturing Extension Partnership.
TWC News Allegations in state government are bringing more light to the state's economic development - the cost of many programs continues to rise but the rate of return doesn't hold up. CBC's Dave Friedfel explains.
New York State’s Lean Initiative has utilized process improvement strategies across nearly 400 projects in 38 agencies to reduce red tape and improve service delivery. By empowering employees to streamline operations, the state has significantly cut wait times for services like vehicle registration and accelerated licensing and permitting processes for businesses and practitioners.
Key Data
nearly 400
— Number of Lean projects implemented across 38 State agencies and public authorities.
More than 8,500
— Number of State workers who have participated in Lean workshops.
more than 50 percent
— Average reduction in office wait times achieved by the Department of Motor Vehicles.
77 percent
— Reduction in the Department of Labor's backlog of unemployment insurance break in claims requests.
157 days to 100 days
— Reduction in the median time to process a certificate of need for a new health care facility.
20 days to 4 days
— Reduction in processing times to license real estate brokers and agents by the Department of State.
New York's Regional Economic Development Councils lack standardized reporting and consistent metrics, making it difficult to track the effectiveness of state economic development funding. To improve accountability, the state should implement comprehensive, standardized performance reporting for all projects, including individual-level data on job creation and actual costs.
Recommendations related to State Performance Management
The state should ensure that actual project-level information on total costs, jobs created, and jobs retained for all projects is collected and published annually.
Empire State Development should collect more information for its centralized CFA Data Table to allow for comparisons across year of award, industry sectors, state agencies, and project types.
The state must require individual-level reporting of job results rather than aggregate reporting to allow for tracking how projects perform relative to their projections.
The state should implement better monitoring and performance evaluation to analyze the use of limited state resources and assess which projects are successful in leveraging private funds.
Key Data
$3 billion
— Total state commitment to projects reviewed by Regional Economic Development Councils through 2014.
$1.5 billion
— Funding to be distributed to three upstate regions based on the Upstate Revitalization Initiative.
$750 million
— Total value of the fifth round of awards announced at the end of 2015.
$1.2 billion
— Funding provided by Empire State Development for projects reviewed by Regional Economic Development Councils through 2014.
$1.1 billion
— Funding provided through industrial development bonds for projects reviewed by Regional Economic Development Councils through 2014.
$689 million
— Funding provided by other state agencies for projects reviewed by Regional Economic Development Councils through 2014.
The fiscal year 2016 Executive Budget proposal emphasizes disciplined spending growth by limiting annual increases to 2 percent and committing to performance management for state agencies to improve efficiency. These measures aim to control costs across major spending areas like education aid and Medicaid while reducing the state-controlled workforce.
Key Data
9.5 percent
— The reduction in the Executive-controlled workforce from 131,741 in fiscal year 2010 to 119,160 in fiscal year 2016.
7.8 percent
— The annual growth rate of state-funded operating spending from fiscal years 2005 to 2008.
2 percent
— The annual spending cap committed to by state leaders in 2011 and maintained in the Executive Budget proposal.
The FY2016 Executive Budget includes a 9.5 percent reduction in the Executive-controlled workforce, totaling 12,581 positions, while proposing a $1.1 billion increase in school aid. To improve state efficiency, the budget makes design-build permanent for all state agencies and introduces the NY Performs platform to potentially enhance agency productivity.
Recommendations related to State Performance Management
It is time to overhaul antiquated and byzantine school aid formulas to ensure funding flows according to need and district ability to pay.
The state should ensure that the NY Performs platform improves agency productivity by pairing unit costs with effectiveness measures.
Viable financing plans are imperative for both the MTA and Thruway Authority to address capital needs.
The state should continue to utilize design-build as a proven tool for reducing construction costs across all state agencies.
Key Data
27 percent
— Savings achieved on Department of Transportation projects through the use of design-build.
9.5 percent
— Reduction in the Executive-controlled workforce from FY2010 to FY2016.
12,581 positions
— Total reduction in the Executive-controlled workforce between FY2010 and FY2016.
$1.1 billion
— The amount of the super-size school aid increase proposed in the FY2016 Executive Budget.
The fiscal year 2016 Executive Budget introduces the NY Performs platform to improve agency data transparency and performance management, addressing a long-standing deficiency in New York State's public reporting. This initiative accompanies a projected 9.5% reduction in the Executive-controlled workforce, which will decrease personnel by 12,581 between fiscal years 2010 and 2016.
Key Data
131,741
— Number of Executive-controlled workforce personnel in fiscal year 2010.
119,160
— Projected number of Executive-controlled workforce personnel in fiscal year 2016.
12,581
— Decrease in the number of Executive-controlled workforce personnel.
9.5%
— Percentage decrease in the Executive-controlled workforce from fiscal year 2010 to fiscal year 2016.
The Port Authority has made progress in tracking operational metrics like vehicle traffic and aviation passengers, but these figures are not currently linked to specific agency goals or spending decisions. Independent oversight of major capital projects remains absent, and the agency lacks a transparent system for prioritizing investments based on professional assessments.
Recommendations related to State Performance Management
The Port Authority should report quarterly on the status of each capital project relative to scheduled milestones and planned costs.
The Port Authority should prepare quarterly reports of performance measures of activities and accomplishments for each major activity.
The Port Authority should incorporate performance measures in budget documents tying planned expenditures and investments to changes in services provided.
The Port Authority should use independent engineering consultants to monitor major capital projects and report to the board and to the public.
Key Data
$780 million
— Surplus available for capital investment shown in the adopted budget.
2013
— Year for which performance results are currently included in budget documents.
2014
— Year for which performance goals are currently included in budget documents.
New York State's first 10-year capital plan, while a positive step, requires better integration of asset condition data, a clearer financing strategy to ensure affordability, and granular project-level tracking to improve accountability. These enhancements would allow the public to better evaluate how $174 billion in planned investments will actually improve infrastructure.
Recommendations related to State Performance Management
The State should provide better information about asset condition and the match-up between planned levels of state of good repair (SOGR) spending and need.
The State should develop an improved financing plan that addresses the issue of affordability.
The State should include better project-level data to facilitate project tracking.
The State should establish a framework for assessing the affordability of the plan, similar to New York City’s Annual Statement of Debt Affordability.
The State should include information that allows the user to 'roll down' to project-specific information to assess agency performance.
Key Data
$174 billion
— Total planned investment commitments for the fiscal year 2013-14 to 2022-23 period.
$117.8 billion
— Amount allocated for State of Good Repair (SOGR) projects.
$180.3 billion
— Debt outstanding for agencies and authorities included in the plan for fiscal years ending in 2011-12.
$641 million
— Projected amount debt outstanding will be below the debt limit by fiscal year 2016-17.
$95.4 billion
— Total assets net of depreciation reported by New York State in fiscal year 2012.
$1.2 billion
— Amount spent to maintain highways and bridges in fiscal year 2012.
The Port Authority of New York and New Jersey requires improved budget and capital planning practices, including the adoption of multi-year financial plans and long-term capital strategies to ensure transparency and accountability. Implementing regular performance reporting and public review processes will better align agency activities with long-term infrastructure needs and financial stability.
Recommendations related to State Performance Management
The PANYNJ should have a detailed annual operating budget and a four-year financial plan to ensure long-term financial viability.
The operating budget should be adopted only after opportunities for public review and should be revised and updated during the fiscal year to ensure transparency and accountability.
The PANYNJ’s capital budgeting should be guided by a long-term (a period of 10 to 20 years) capital strategy that is revised every four years.
The capital budget should include an annual and a four-year commitment plan revised annually to specify projects to be initiated and the expected cost.
Regular and frequent (quarterly) reports should be made to the Board and the public on the status of each capital project relative to the scheduled milestones and planned costs.
Performance measures of activities and accomplishments should be specified for each major agency activity, and regular and frequent (quarterly) reports should be presented to the Board and the public comparing actual and targeted performance.
New York State's SAGE Commission has proposed a comprehensive plan to modernize government operations, including the "NY Performs" initiative designed to implement results-oriented metrics and public accountability for state agencies. By consolidating overlapping functions, reforming civil service laws, and expanding design-build authority, the state aims to improve efficiency and service delivery while managing reduced resources.
Recommendations related to State Performance Management
Merge and consolidate agencies and public authorities that perform overlapping functions to achieve recurring savings.
Take full advantage of modern information technology to improve customer service, such as by electronically enabling licensing and permitting.
Reform the civil service law and the performance appraisal process to enhance managerial discretion in employment decisions.
Expand design-build authority for capital projects to all State agencies to reduce construction costs.
As performance metrics are developed and refined, a high priority should be placed on outcome and efficiency, not simply process measures.
Key Data
18%
— Increase in State spending on operations in just three years from 2005 to 2008.
9%
— Total growth in State operations spending from 2008 to 2012.
$19 billion
— Amount at which agency spending was held flat per year from fiscal year 2010 to fiscal year 2012.
12%
— Decrease in Executive headcount from the end of fiscal year 2005 to the end of fiscal year 2012.
17%
— Drop in Executive headcount from the peak hiring year of fiscal year 2008 to the end of fiscal year 2012.
22,462
— Number of positions by which the Executive headcount shrank from the end of 2008 to the end of fiscal year 2012.
The fiscal year 2012-13 New York State budget maintains a modest 2 percent spending increase and establishes the New York Works Task Force to improve fragmented capital planning. However, the budget continues to expand economic development programs without implementing necessary performance metrics or evaluative analysis to ensure accountability.
Recommendations related to State Performance Management
Performance metrics and evaluative analysis should be systematically employed to identify failing programs for elimination or redesign before new programs are grafted onto to an already fragmented governance structure.
Instead of being subjected to additional parochial constraints, the power programs should be completely overhauled.
Key Data
$1.9 billion
— Revenue package passed in December 2011.
$100 million
— Net increase to total state spending.
$900 million
— Projected fiscal year 2013-14 budget gap.
$770 million
— Capital support needed by the Metropolitan Transportation Authority.
$170 million
— Deposit to the rainy day fund.
$6 billion
— Annual economic development spending in New York State.
New York State is attempting to implement a performance management system for government agencies, with 16 pilot agencies tasked to complete their systems immediately and the remainder of agencies expected to follow by June 2012. This initiative aims to improve accountability and transparency by integrating performance metrics with the budget and requiring standardized reporting for state-funded local programs.
Recommendations related to State Performance Management
The 16 pilot agencies should complete the implementation of their performance management systems immediately this year.
The State should bring the rest of the State agencies on board by June 2012.
A small coordinating unit within the Division of Budget or the Governor’s office should manage the performance management effort going forward.
A high priority should be placed on outcome and efficiency, rather than simply process measures.
Benchmarks and targets should be required in all cases.
Performance metrics should be publicly reported in one accessible document.
Performance metrics should be integrated with the budget.
The State should require reporting of key metrics for aid programs passed through to local governments.
Key Data
16
— Number of pilot agencies tasked with completing the implementation of performance management systems immediately.
3
— Number of times in the past decade that improved performance measurement and management has been prioritized by the State.
New York's economic development efforts are fragmented across hundreds of entities, requiring consolidation and standardized performance metrics to ensure accountability. By implementing a unified budget and paying subsidies only after performance targets are met, the state can improve transparency and avoid wasteful spending on ineffective programs.
Recommendations related to State Performance Management
The regional councils should have authority over all state economic development resources, rather than just a subset, to consolidate fragmented programs.
Empire State Development should ensure that standard performance measures and benchmarks are used in every region to properly evaluate program impact.
To avoid giveaways, benefits should be paid retroactively based on firm performance.
A Unified Economic Development Budget, including tax expenditures, subsidies, and local add-ons, should be prepared and released for each region to improve transparency.
Funds for the regional councils should be generated by reducing unsuccessful current programs rather than creating new net spending.
Key Data
$6.6 billion
— Estimated annual cost of incentives dispensed by hundreds of state and local entities.
$2.5 billion
— Annual reduction in state tax receipts caused by more than a dozen separate state tax credit programs.
$1.8 billion
— Annual spending by seven state public authorities and six state agencies.
$1.3 billion
— Annual investment in economic development by municipalities.
$1.0 billion
— Annual expenditure by 107 Industrial Development Agencies and New York City.
$200 million
— Newly purposed funds available for the best regional council plans.
New York's economic development programs require a unified budget and standardized performance metrics to ensure accountability and effective job growth. Rather than increasing funding, the state should prioritize eliminating unsuccessful programs and consolidating authority over all economic development resources under the new Regional Councils.
Recommendations related to State Performance Management
To be fully effective, the councils should have responsibility and authority over all state economic development resources, not just a subset of selected programs.
As ESD helps the new councils draw up their metrics it should make sure that consistent performance measures and standard benchmarks, such as actual results and results against planned performance, are used in every regional plan.
Benefits should be paid retroactively based on firm performance.
The ultimate goal should be the creation of a Unified Economic Development Budget.
All programs should be considered for elimination before the budget for economic development is increased.
Key Data
$6.6 billion
— New York's state and local governments invest approximately $6.6 billion per year in tax breaks and direct expenditures to spur economic development.
$2.5 billion
— More than a dozen separate state tax credit programs reduce state tax receipts by $2.5 billion a year.
$1.8 billion
— Seven state public authorities and six state agencies spend $1.8 billion annually, mostly in the form of capital investments in redevelopment projects.
$1.3 billion
— At the local level, municipalities invest about $1.3 billion annually.
$1.0 billion
— The City of New York expends about $1.0 billion in tax breaks each year.
$554 million
— In 2010 the Empire Zone program cost the State $554 million in lost tax receipts.
The Metropolitan Transportation Authority faces significant fiscal challenges, with projected budget gaps reaching nearly $1.2 billion by 2013, necessitating a focus on efficiency and cost control. By benchmarking unit costs and labor productivity against other large transit agencies, the authority can identify specific areas for improvement, particularly within its bus operations and non-vehicle maintenance functions.
Recommendations related to State Performance Management
The MTA should utilize greater reliance on the techniques of identifying unit cost measures and developing comparative measures to improve agency efficiency.
The MTA should prioritize efficiency initiatives by comparing unit cost measures with other large urban transit agencies to identify areas where the authority is out of line with industry practices.
The MTA should conduct an exploration of practices in Chicago to identify potential new efficiency initiatives for its own operations.
The MTA should focus its efficiency efforts on the two large bus systems, as they are inefficient compared to other large U.S. bus systems and represent a major portion of operating expenses.
The MTA should target non-vehicle operations for improvement, as this function shows notable room for efficiency gains across subway and commuter rail services.
Key Data
$1.2 billion
— Projected budget gap for the MTA in 2013.
$935 million
— Total recurring savings projected for the MTA in 2014 from all identified efficiency initiatives.
$8 billion
— Total operating expenses for the five largest MTA passenger transport divisions in 2009.
$525 million
— Recurring savings expected from efficiency measures and service cuts presented under the 'Over-hauling How the MTA Does Business' theme.
$300 million
— Operating budget deficit the MTA ended with in 2009.
$100 million
— Annualized savings projected from service cuts that took effect in June 2010.
New York's Medicaid program is the most expensive in the nation, with spending per enrollee reaching $8,450 in 2007, nearly double the national average. To address rising costs, the state has implemented initiatives like the Preferred Drug Program and the Office of the Medicaid Inspector General, which have generated significant savings, though further analysis of long-term care and community rehabilitation spending is necessary to identify additional cost-containment opportunities.
Recommendations related to State Performance Management
Substantial rates of increase in long term care spending should be examined more closely to isolate their causes and to determine whether cost containment and program management actions are warranted.
The growth level in prescription drug spending for non-duals may warrant further analysis.
The programs analyzed in this report account for a significant amount of spending in the Medicaid program, and these areas are likely to be further considered for additional cost containment initiatives.
Key Data
$50 billion
— Total Medicaid spending in NYS, projected to grow to $53 billion in State Fiscal Year 2010-11.
$2,283
— NYS Medicaid spending per capita in Federal Fiscal Year 2007, which was more than twice the national average.
$8,450
— NYS spending per enrollee in Federal Fiscal Year 2007, the second highest nationally.
28.0 percent
— Increase in Medicaid spending for personal care services.
$289 million
— Gross savings attributable to the Preferred Drug Program in State Fiscal Year 2008-09.
$1.02 billion
— Annual reported cost savings (State share) in State Fiscal Year 2009-10 coordinated by the Office of the Medicaid Inspector General.
New York State needs to adopt comprehensive performance management systems, similar to those used by other states and New York City, to improve government accountability and transparency. The state's current budgetary process is flawed, as evidenced by a $13.5 billion GAAP deficit last year despite a reported $1.9 billion cash balance, and the need for broader spending measures is highlighted by the $3 billion in annual personal income tax transfers for the School Tax Relief program.
Recommendations related to State Performance Management
New York State needs to catch up by implementing comprehensive performance management techniques to systematically assess its efforts.
The Legislature should play a key role by ensuring metrics are well developed, regularly reported to the public, and discussed with agency heads in public hearings to improve accountability.
Key Data
$121.6 Billion
— The All Funds cash total for the state budget last year.
$54.6 Billion
— The General Funds portion of the state budget last year, representing about 45% of the total.
$3 Billion
— The amount of personal income tax revenues transferred out of the General Fund every year to support the School Tax Relief program (STAR).
$13.5 Billion
— The deficit the state ran on a GAAP basis last year.
$1.9 Billion
— The positive year-end balance the state reported on a cash basis last year.
New York faces a significant fiscal crisis with budget gaps reaching nearly $14 billion, necessitating structural spending reforms rather than tax increases to ensure long-term competitiveness. The proposed strategy focuses on improving government efficiency through targeted reductions in Medicaid, school aid, institutional capacity, and public employee benefits.
Recommendations related to State Performance Management
Tightening eligibility to individuals with homes worth less than $500,000 and applying the look-back period for asset transfers to eligibility for home care would save $400 million annually.
Eliminating high tax aid would save $205 million in the upcoming fiscal year, and dropping the hold harmless provisions from the past two fiscal years would save about $670 million.
The Legislature should thoroughly review all the large institutions that the State continues to run to determine which facilities can be closed or consolidated.
The Legislature should improve these proposals by requiring a greater share of health insurance premiums to be paid by current and retired employees, bringing healthcare contributions in line with those of other public sector employees.
The Legislature should take all possible actions to reduce the size of the State’s workforce.
Key Data
$400 million
— Annual savings from tightening Medicaid eligibility for home care and applying look-back periods for asset transfers.
$600 million
— Annual savings from controlling excessive utilization of personal care services and expanding managed care.
$205 million
— Savings in the upcoming fiscal year from eliminating high tax aid.
$670 million
— Savings from dropping hold harmless provisions from the past two fiscal years.
$280 million
— Annual savings if Department of Correction’s staff and facilities were reduced to a level commensurate with the 15 percent decline in inmate population.
$430 million
— Annual savings from requiring a 50 percent contribution to retiree health insurance premium costs.
New York State lacks a unified, systematic approach to performance measurement, with only a fraction of agencies currently reporting strategic plans or efficiency metrics. To improve accountability, the state should centralize administrative efforts, integrate performance metrics into the budget process, and involve the legislature in evaluating program outcomes.
Recommendations related to State Performance Management
The state should implement a more centralized administrative effort to improve the caliber and consistency of performance metrics collected across agencies.
State leaders should collect metrics in a central report to enhance public access and facilitate substantive debate among stakeholders.
Performance metrics should be integrated into the budget to allow for the development of outcome-based efficiency measures and a better understanding of cost-to-performance trade-offs.
The state should require reporting of key metrics for local government aid programs that are standard across the state to ensure funds are used effectively.
The legislature should design a formal role for rank and file members in the performance measurement and management process to raise the quality of fiscal dialogue.
Key Data
33
— Number of major State agencies surveyed regarding their performance reporting.
12
— Number of major State agencies that have posted strategic plans on their websites.
9
— Number of major State agencies that are routinely reporting performance metrics.
6
— Number of agencies that have reported efficiency measures to date.
32
— Number of states that have enacted broad management for results statutes, a group that does not include New York.
New York City's current performance management framework lacks a strong connection between budget allocations and program results, hindering accountability and transparency. To improve service delivery, the city should integrate performance metrics into the budget process, adopt comparative benchmarking, and expand the use of citizen-derived outcome measures.
Recommendations related to State Performance Management
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.
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 city services is measured by satisfaction surveys rather than just complaints.
Key Data
24 out of 30
— Number of the largest U.S. cities that publish performance metrics in their budgets.
4 out of 42
— Number of efficiency indicators reported by New York City out of the total published by the ICMA Center for Performance Management.
13.2 million
— Total number of calls handled by the 3-1-1 service center in fiscal year 2006.
47 percent
— Portion of 3-1-1 calls that were requests for information.
$4.9 billion
— Amount of spending represented by the Department of Education's single unit of appropriation for General Education Instruction and School Leadership Personal Services.
$2.4 billion
— Amount of spending covered by the Police Department's Operations unit of appropriation, representing two-thirds of the agency's budget.
New York State has made limited progress in implementing budget reforms, with only one of ten key principles showing significant advancement despite the recent passage of an on-time budget. To achieve true fiscal accountability, the state must move beyond voluntary agreements and formally adopt measures like rigorous performance assessments of expenditures and transparent, long-term financial planning.
Recommendations related to State Performance Management
The State should broaden in scope and accelerate efforts to require performance assessment of State expenditures to better inform citizens about agency performance.
The State should require four-year financial planning with quarterly updates to make the longer-run consequences of current decisions clear and bring greater discipline to the budget process.
The State should balance its budget in accordance with Generally Accepted Accounting Principles to prevent the manipulation of revenues and expenditures that obscures how well spending is matched with recurring revenue.
The State should amend State Finance Law to raise the permissible limit of the rainy day fund from 2 percent to 5 percent of General Fund revenues to increase its usefulness.
Key Data
21 years
— The amount of time that had passed since the State last passed an on-time budget.
2 percent
— The existing permissible limit of the State's rainy day fund under State Finance Law.
5 percent
— The proposed permissible limit for the State's rainy day fund.
3 percent
— The limit of the proposed rainy day fund amendment that the Legislature should abandon.
New York State needs to establish a coherent, comprehensive accountability system that aligns federal, state, and local requirements to ensure that increased education funding is used effectively and efficiently. This system should move beyond standardized testing to include qualitative assessments, value-added performance metrics, and clear, consistent consequences for both success and failure.
Recommendations related to State Performance Management
Implement a consistent State-wide accountability program that is uniform across the State, consistent with federal guidelines, and replaces locally-generated systems.
New funds should only be used for purposes consistent with the CFE settlement, requiring districts to specify in advance how new money will be utilized.
Additional monies should be a catalyst for making the use of other funds more effective by requiring districts to specify how non-CFE funding will be re-directed to achieve goals.
Districts should be required to specify performance goals for the year, including graduation rates, college readiness, attendance, and school violence.
Where standardized tests are used for accountability purposes, they should be based on 'value-added' methodologies that compare a student's performance to their own prior year results.
Districts should also be held accountable for the absolute level of achievement of their students on standardized tests rather than simply for their rate of improvement.
Statistically valid methods of assessing student achievement other than through standardized tests should also be incorporated into the accountability system.
Accountability systems should incorporate other quantifiable measures of performance, such as student safety, parent engagement, attendance, and school facility quality.
Qualitative assessment programs should be implemented as part of the State-wide accountability system, utilizing on-site visits by experts on a rotating cycle.
The State accountability system should include measures of the relative efficiency of how resources are used by schools and districts.
Key Data
12 years
— Timeframe given by the federal government for states to meet the ambitious goals of having every student meet State standards under the No Child Left Behind Act.
40%
— Percentage of all schools in New York City that have been designated as 'schools in need of improvement' and are on the road to suffering federally-mandated sanctions.
32
— Number of community school districts in New York City.
99%
— Percentage of districts in the State where ultimate accountability for school performance comes through the election of the school board by voters.
40
— Number of children in a demographic group required to trigger disaggregated reporting of results under federal law and State standards.
600
— Number of children in an average K-5 school.
New York State faces significant fiscal challenges, including a recurring budget gap that reached $9.3 billion in fiscal year 2003-04 and a high debt burden exceeding $38 billion. The state's budget process is hampered by chronic lateness, a lack of independent revenue forecasting, and a reliance on off-budget accounts, necessitating structural reforms to improve fiscal accountability and performance.
Recommendations related to State Performance Management
Require that the adopted budget be balanced in accord with generally accepted accounting principles.
Require a four-year financial plan with quarterly modifications.
Replace the constitutional requirement for voter approval of general obligation debt with a constitutional limit on the amount of all state debt that is set based on relevant, changing economic factors.
Create a professional, non-partisan Legislative Budget Office to provide fiscal information to both houses of the Legislature and to the public.
Require that independently prepared revenue projections be used in the adopted budget, if the Governor and Legislature do not agree on revenue projections in a timely way.
Require a “rainy day” fund larger than the current Tax Stabilization Reserve Fund.
Eliminate the use of “off-budget” accounts.
Change the budget calendar to allow more time for deliberation on the Executive Budget by the Legislature.
Strengthen the committee process of the State Legislature to allow more participation by members in budgetary decisions.
Key Data
$38 billion
— New York's long-term debt in fiscal year 1999-00, which was about $5 billion more than second-place California.
$9.3 billion
— The budget gap faced by New York State in the 2003-04 fiscal year, representing 23 percent of the general fund.
208 days
— The length of time the New York State budget was late in 2002, the worst year for budget adoption in the last decade.
$170 million
— The amount appropriated for legislative 'member items' in 2003, an increase from $26 million in 1984.
$771 million
— The portion of the $1.8 billion in added pension fund contribution expenses in fiscal year 2003-04 that was due to legislative enhancements.
No results for your current filters. Manually edit your filters, or
clear the filters.
Share Feedback
Give a star rating, write a comment of at least 10 words, or both.
