Annual Summary Contracts Report for the City of New York

A Message from the New York City Comptroller

Dear New Yorkers,

I’m pleased to share the Annual Summary Contracts Report for the City of New York, covering Fiscal Year 2025 (FY25). I know you’ve been on the edge of your seat waiting for it!

Each year, this report provides the public with an overview of what New York City purchased in the prior fiscal year, who we purchased it from, and how these purchases (we call them “procurements”) were made. Taken together, these procurements reflect investments in critical infrastructure, social services, economic development projects, and a very wide array of goods and services that enable City agencies to accomplish their missions on behalf of New Yorkers.

For the first time since FY22, the number and value of contracts entered into by the City grew from the prior year (12,955 new contracts were registered in FY25 for a total value of $42.45 billion, across both the operating and capital budgets). Nearly a quarter of this value comes from three large capital contracts associated with the City’s Borough-Based Jail project, which is a critical part of the initiative to close and replace the jails on Rikers Island. In addition to big-ticket purchases, the City made tens of thousands of additional low-dollar purchases via purchase orders relative to prior-year levels.

This annual report also provides updates on the City’s contract registration delays, which continue to persist at worrying levels. These delays often place enormous financial strains on businesses and non-profit organizations that are doing work that New Yorkers rely on every day. Many organizations are forced to borrow to cover cash flow and triage their own expenses, making it difficult to pay their workers, sustain operations, and grow their footprint. Procurement delays are also causing the City to compromise on standards designed to improve fairness and competition in the contracting space.

We’re proud to provide this important information to the public – and to provide a great deal of additional information about City contracts at checkbooknyc.com.

I hope that you’ll find this report to be informative and useful!

Brad

I. Executive Summary

The City’s procurement system encompasses tens of thousands of transactions each year. The supplies, services, and construction purchased by the City and the revenue agreements it enters into enable agencies and elected officials to serve the public, address critical challenges, and encourage growth.

In accordance with section 6-116.2 of the New York City Administrative Code (Administrative Code), the Comptroller’s Office is required to publish an annual summary report of contracts and agreements assumed by New York City during the previous FY.[1] This “Annual Summary Contracts Report” (or Report) aims to provide better transparency into the City’s contracts that were registered in FY25, and how these agreements are entered into.

The content in this Report that is specifically mandated by the Administrative Code includes detail for:[2]

1. All franchises, concessions, or goods and services contracts valued at more than $10K (or more than $15K for construction contracts);
2. The types and dollar amounts of each contract from the previous FY;
3. The agency, affiliated agency, elected official, or City Council that entered into each contract, franchise, or concession;
4. The vendors associated with each contract, franchise, or concession entered into with the City; and
5. How the City selected the contractor, franchisee, or concessionaire.

While not related to City contracting actions, this Report also contains data required by Sections 6-109 and 6-130 of the Administrative Code, relating to the Comptroller’s enforcement of certain living and prevailing wage requirements.[3]

Role of the Comptroller’s Office

Under the New York City Charter (“Charter”), the Comptroller’s Office is responsible for reviewing and approving city contracts and agreements before they are legally effective, unless this authority has been delegated to City agencies or is otherwise not legally required.[4] During a review period lasting no more than 30 calendar days by law, the Comptroller’s Office ensures that appropriate funds exist for the City to make payments to vendors, confirms that the contracting agency followed proper procurement rules, and that there was no corruption in the decision‐making process. The Comptroller’s Office also ensures that contracting agencies have vetted vendors looking to do business with the City and verified that they are operating in good standing, and therefore eligible to be awarded City contracts.

Operating within guidelines set forth by the Charter and Administrative Code, the Comptroller’s Office achieves the functions outlined above by:[5]

1. Encumbering funds to contracts for use in payments for goods and services;
2. Maintaining a registry of City contracts and agreements;
3. Presenting objections if the Comptroller’s review process yields sufficient concern that there was corruption in the awarding of a new contract, or that an agency failed to sufficiently review an awarded vendor; and
4. Tracking expenditures and revenues associated with registered contracts and agreements.

The Comptroller’s registration authority is separate and distinct from decisions relating to the necessity of new procurements or revenue opportunities, which vendors are selected for City contracts, how contracted goods or services will be provided, and (besides checking for cases of corruption or debarment) whether specific vendors are fit to contract with the City.[6] Each of these processes may be managed by different partners across the City, and can take a considerable amount of time to advance. Accordingly, the Comptroller remains committed to working with the Mayor’s Administration to streamline outdated and lengthy processes in City contracting so that:

• Needed goods, services, and construction can be brought to bear more quickly;
• Vendors doing business with the City, including non-profits and M/WBEs, can get paid more quickly for the goods, services, and construction that they are providing; and
• The City can save time and money by realizing greater efficiencies in the contracting process.

Additional Reporting Sections

This Report expands on procurement data mandated by the Administrative Code in order to provide more context around City contracting activities. Additional sections of this Report present information on the following topics:

1. Real property transactions
2. Contract modifications (including construction change orders)
3. Task Orders registered under agency master agreements
4. Purchase Orders
5. Emergency procurements
6. Contract registrations with applied industry classifications
7. Contract registrations by agency type
8. Retroactive registration data (i.e. contracts registered after their start dates)

Source Data

In order to accomplish these aims, this Report draws extensively from data stored in the City’s Financial Management System (FMS), a computerized database jointly administered by the Mayor and the Comptroller and maintained by Financial Information Services Agency (FISA).[7] Each agency, affiliated agency, elected official, and the City Council, is required to enter information in FMS for every franchise and concession, as well as for every contract for goods or services worth more than $10K (or $15K if the contract is related to construction, repair, rehabilitation, or alteration).

Information in Section IX of this Report relating to the Comptroller’s enforcement of certain living and prevailing wage requirements was provided by the Comptroller’s Bureau of Labor Law, rather than FMS.

The City tracks data in FMS using a variety of identifiers that reflect vital contract information. Two of the most prominent identifiers for the purposes of this Report are “Contract Type” and “Award Method.” [8] To better track expenses and revenues, agencies are required to specifically identify the type of contract submitted for registration by selecting from a list of predetermined contract type codes in FMS. Award Method categories indicate how the City selects vendors for a particular contract. This Report also references “Industry classifications” which are not entered by agencies into FMS but are instead derived from various FMS data points to reveal procurement trends by sector. Data used for this Report is available to readers in Section XI – Appendices.

Topline Citywide Numbers for FY25

A total of 12,955 new procurement and revenue contracts were registered in FY25 for a total value of $42.45 billion. The contracts in this Report reflect binding agreements between the City and another entity, or sometimes between two City agencies, which contain the terms and conditions to be performed by both parties as well as the terms of payment (as applicable). This Report broadly organizes contracts into procurements (where the City is contracting for goods, services, or construction) and revenues (where the City is a recipient of funds from another entity). The 12,955 figure does not include registered Real Property Transactions, which are captured in Section III of this Report. Though they are constituted as newly registered agreements, Real Property Transactions are not covered by the reporting requirements outlined for this report under the Administrative Code. Task orders are also not included in the 12,955 figure and more information on task orders can be found in section IV.

Table 1 below illustrates that the vast majority of registered contract volume, by both the number of actions and total value, is driven by procurement actions. Registrations for procurement contracts in reflect City investments in economic development projects, new construction, and further expansion of the City’s homeless shelter capacity

Table 1: FY25 New Contract Registrations

As Chart 1 below shows, the total volume and value of new registered contracts was higher in FY25 than the prior fiscal year. FY25 was the highest number of contract registrations and total value of registrations since FY22.

Chart 1: New Registered Contract Volume and Value, FY22-FY25

Our analysis also found that the average contract value was $750k more in FY25 than it was in FY24[9]. Chart 2 shows the average value of a contract in FY22, FY23, FY24, and FY25.

Chart 2: Average Procurement Contract Value FY22-FY25

FY25 Procurement Contracts at a Glance

Table 2 illustrates that just ten agencies account for 86.61% of the City’s FY25 procurement value. The Department of Design and Construction (DDC) makes up the largest share (32.11%) of the City’s procurement value. This is because DDC is the contracting agency associated with various billion-dollar borough-based jail contracts.

Table 2: Top Ten Agencies Based on FY25 Procurement Value from New Contracts

The ten contracts with the largest registered procurement values account for $16.5 billion, which is almost 40% (38.87%) of the City’s overall procurement value in FY25. These contracts are displayed below in Table 3. Note that this table includes information on contract end-dates to draw attention to the fact that several of these top ten procurements are for goods, services, or construction that will be provided over the course of many years. Note: the three highest value contracts are all part of the City’s Borough Based Jail (BBJ) program.[12]

Table 3: Top Ten FY25 Registered Procurement Contracts by Value

FY25 Revenue Contracts at a Glance

In addition to procurement agreements, City agencies also contract with private entities for the right to use NYC-owned property in exchange for payment, services, or both. The City derives millions of dollars in revenue from such contracts each year. Over 450 revenue actions were registered in FY25 for a total value of $147.2 million. 80% of this value comes from concessions.

There was a significant decline in the volume and value of Corpus Funded “revenue” contracts in FY25. Corpus Contracts are related to the City’s pension management expenses, and while they have historically been recorded as revenue transactions, they do not actually generate revenue for the City’s general fund. In early FY25, the Comptroller’s office and FISA-OPA agreed to reforms to better capture costs associated with the management of the City’s five pension funds. As a result, the majority of the Corpus Funded contracts registered in FY25 are no longer being recorded as revenue contracts.

Table 4: Top Ten FY25 Registered Revenue Contracts by Value (Excluding Corpus Funded)

How to Navigate This Report

Section II – New Contract Action Trends: Section II will present data trends for the following contract categories:

1. Competitive Contracts
2. Limited or Non-Competitive Contracts
3. Transactions Not Subject to PPB Rules
4. Supplemental Contracts
5. Revenue Contracts

Section III – Real Property Transactions: While not covered under the Administrative Code’s scope for this Report, the City also enters into contracts relating to Real Property Transactions each year. Section III will review data trends for these contracts, which mostly consist of lease agreements.

Section IV – Contract Modifications and Administration: While not explicitly called for inclusion in this Report by the Administrative Code, Section IV delves into trends relating to actions undertaken against existing contracts in FY25. Broadly speaking, these actions fall into one of the following categories:

1. Actions taken by the City to encumber funds, or to otherwise modify some aspect of an active contract;
2. Processing Task Orders (TOs) against existing Master Award contracts; or
3. Executing purchase orders for goods, services, or construction (generally under small purchase limits).

Section V – Emergency Procurements: Section V provides additional data regarding the sourcing of required goods or services to meet emergency needs, as authorized by Section 315 of the NYC Charter, and Section 3-06 of the Procurement Policy Board (PPB) Rules.

Section VI – Procurement Actions by Industry: Section VI presents FY25 contract data through the lens of industry classifications, which are used by the City to support analysis of procurement trends.

Section VII – Procurements by Agency Type: Section VII provides information regarding the volume, value, and industry classifications of procurement contracts registered to each agency in FY25.[13]

Section VIII – Retroactive Contract Registrations: Section VIII examines retroactive contract trends, where contracts are legally implemented after the first day of their term.

Section IX – Bureau of Labor Law – Living and Prevailing Wage Cases: Section IX summarizes the Comptroller’s enforcement of certain living and prevailing wage standards, as required under Sections 6-109, 6-130, and 6-145 of the Administrative Code.

Section X – Glossary of Terms: The glossary defines relevant City procurement and contract registration terminology.

Section XI – Appendices: This Section contains complete supporting data sets for the interposed tables as well as other data points required by the Administrative Code that are not specifically referenced in this report.

Resources to Supplement This Report

While not used to generate data for this Report, readers may find the following resources useful for learning more about city contracting and financial trends.

Contract Primer

In the Fall of 2023, this Office released a new Contract Primer to provide the public with a straightforward guide to the basics of the City’s contracting workflows and essential solicitation methods. Readers can reference information on key entities in NYC contracting, learn about the NYC contracting cycle, and access links to helpful public-facing resources. Critically, the Primer also defines contract categories, solicitation methods, and additional contracting processes that are discussed in this Report.

Helpful Links:

• Click this link to access the Contract primer

Checkbook NYC

In July of 2010 the Comptroller’s Office launched Checkbook NYC, an online transparency tool that for the first time placed the City’s day-to-day spending in the public domain. Using an intuitive dashboard approach that combines a series of graphs and user-friendly tables, Checkbook NYC provides up-to-date information about the City’s financial condition.

Checkbook NYC has been ranked the top transparency tool in the nation for tracking government spending by the United States Public Interest Research Group and was named New York City 2013 “Best External Application” by Government Technology Magazine.

Checkbook NYC also contains a majority of the City’s contract data. This tool enables users to examine data on its “Contracts” tab by fiscal year (or other date ranges), procurement category, contract types, and more.

Helpful Links:

• Click this link to access Checkbook NYC
• Click this link to view videos on how to navigate Checkbook NYC’s search functions

PASSPort Public

Procurement and Sourcing Solutions Portal (PASSPort) is the City of New York’s end-to-end digital procurement platform that manages every stage of the procurement process from vendor enrollment, to the solicitation of goods and services, to contract registration and management. PASSPort Public refreshes data periodically from PASSPort such that the public can derive insight into the City’s procurement system.[14]

Helpful Links:

• Click this link to access PASSPort Public
  • Browse vendors
  • Browse solicitations
  • Browse contracts

Agency Procurement Plans (M/WBE, LL63, and Human Services)

Under Local Law 1 of 2013, SBS and the Mayor’s Office of Contract Services (MOCS) are required to publish an annual plan and schedule listing the anticipated contracting opportunities for the coming fiscal year. These plans include the following information for each solicitation: the specific type and scale of the services to be procured, the term of the proposed contract, the method of solicitation the agency intends to utilize, and the anticipated fiscal year quarter of the planned solicitation.

Similarly, under Local Law 63 of 2011, MOCS is required to publish a plan and schedule detailing the anticipated contract actions (for certain categories of procurement) of each City agency for the upcoming fiscal year. This requirement applies to contracts valued at more than $200K providing standard or professional services, including against agency task orders.

Lastly, MOCS also publishes plans reflecting proposed procurements relating to human service programs. This information is collected from, and organized by, city agencies.

Helpful Links:

• Click this link to view M/WBE Procurement plans by agency
• Click this link to view LL63 plans by agency
• Click this link to view Human Service procurement plans by agency

City Record Online

The City Record Online (CROL) is a searchable database of notices published in the City Record newspaper which includes but is not limited to: public hearings and meetings, public auctions and sales, solicitations and awards and official rules proposed and adopted by city agencies.[15]

Helpful Links:

• Click here to access the City Record On Line
• Click here to view the CROL user manual

NYC Open Data

Open Data is free public data published by New York City agencies and other partners. There are a variety of datasets all searchable by keyword or update frequency. All of the datasets are exportable via a CSV or Excel file. New datasets are constantly added and updated.

Helpful Links:

• Click here to access NYC Open Data

II. New Contract Actions Trends

Overview

Table 5 provides a breakdown of new procurement and revenue agreements by contract group.[16] Subsequent tables provide details about the distribution of subgroups, by volume and value. As with previous years, competitively sourced contracts in Group 1 comprise the largest share of contract value. Limited or Non-Competitive method contracts comprised more than three quarters of the total contract volume in FY25.

Table 5: FY25 New Procurement and Revenue Contracts by Category

Charts 3 and 4 provide a year-over-year comparison of contract volume and value by the groupings listed in the table above. Both graphics show consistent year-over-year trends across the contract groups.

Chart 3: FY22-25 Volume of New Contracts by Contract Group

Chart 4: FY22-25 Value of New Contracts by Contract Group

Group 1: Competitive Method Contracts

Competitive Method contracts are designed to help the City obtain the highest value based on price or quality. There were less Competitive Sealed Proposal (CSP) procurements in FY25 relative to the previous year. Accelerated procurements, which are used by the City to expedite commodity purchases, decreased this year. Table 6 provides a breakdown of competitive method subgroups by volume and value.

Table 6: Competitive Methods Contracts by Subgroup

Group 2: Limited or Non-Competitive Methods

Limited or Non-Competitive procurement methods were responsible for the largest share of new procurement contracts (9,784 actions or 75.52%). This is an increase compared to FY24. The value of Innovative Procurement Contracts contributed most to the drastic increase in value. Table 7 provides a breakdown of subgroups under Group 2 by volume and value.

Table 7: Limited/Non-Competitive Methods Contracts by Subgroup

Buy-Against Contracts

Buy-Against procurements are used by City agencies to preserve the continuity of goods or services after a vendor has defaulted on their contract or after an agency has terminated a vendor’s contract because of a material breach to the agreement.[18] There were no Buy-Against contracts registered in FY25.

Discretionary Contracts

Discretionary procurements reflect agreements between City agencies and nonprofit organizations, or public service providers, that have been selected by City elected officials other than the Mayor and the Comptroller, or allocated through line-item appropriations in the city budget.[19] While the vast majority of elected official selections are made through the City Council, the list of elected officials that are able to enter into discretionary contracts also includes the five Borough Presidents. The City has long struggled to register its discretionary contracts on a timely basis, which creates enormous strain on the non-profit recipients that otherwise rely on this funding to provide critical services to New Yorkers. As of July 2025, there were over 2,000 discretionary contracts with start dates during the prior fiscal year that were still pending in the City’s procurement pipeline.[20]

Negotiated Acquisition Contracts

Under section 3-04 of the PPB rules, agencies can move to limit competition via a negotiated acquisition (NA) procurement when the ACCO determines, with CCPO approval, that:

1. There is a time-sensitive situation where a vendor must be retained quickly to meet the terms of a court order or consent decree, to avoid loss of available funding, or to ensure continuity of services.
2. There are a limited number of vendors available and able to perform required work.
3. There is a need to procure legal services or consulting services in support of current or anticipated litigation, investigative or confidential services.
4. There are previously unforeseen or unforeseeable construction-related service needs, typically after construction has begun, that cannot be addressed by a change order or other contract modification.

Negotiated acquisition extensions (NAE) are typically used when agencies have exhausted all contractual renewals, as well as contract extensions permitted by other sections of the PPB Rules, because goods or services were needed for a longer time than originally anticipated, or because the agency has not been able to procure a replacement contract in a timely manner.

DYCD has registered the vast majority of NAs and NAEs since FY22, including 575 contracts across these two procurement methods in FY25 alone. These procurements have largely been used to support the Comprehensive After School System (COMPASS) NYC program, which provides academic, recreation, enrichment, and cultural activities for children enrolled in grades K-12.

The Comptroller’s office released a report in July 2025 detailing the City’s overuse of the NAE method in particular, and the harm done to human service providers as a result.[21]

Group 3: Transactions Not Subject to PPB Rules

The contracts in Group 3 reflect transactions that are either not mentioned in the PPB rules or are otherwise explicitly excluded in Section 1-02(f). Group 3 makes up a relatively small share of the City’s contracting footprint, with just 304 registered parent contracts in FY25 totaling $859 million. FY25 did see a large increase in value compared to the last 3 fiscal years. Table 8 provides a breakdown Group 3’s subgroups by volume and value.

Table 8: Transactions Not Subject to PPB rules by Subgroup

Group 4: Supplemental Contracts

The contracts in Group 4 reflect new agreements whose terms were set forth by a preceding contract. They accounted for 1,327 registrations in FY25 totaling $6 billion in value, an increase in volume and a decrease in value from the prior fiscal year. The higher volume of renewal contracts in FY25 was largely driven by human service contracts that were expiring at the end of FY25. Table 9 provides a breakdown of Group 4’s subgroups by volume and value.

Table 9: Supplemental Contracts by Subgroup

Group 5: Revenue Contracts

There were 455 registered Revenue contracts in FY25 totaling $147.2 million in value. DOT outdoor ding permits account for a large increase in the volume of revenue contracts from FY24 to FY25. Table 10 provides a breakdown of Group 5’s subgroups by volume and value.

Table 10: Revenue Contracts by Subgroup

Chart 5 presents a year-over-year comparison of registered revenue contracts by category, with corpus funded contracts excluded. Revenue contracts in all subcategories exceeded the prior fiscal year’s value.

Chart 5: FY22-FY25 Revenue Totals[22]

III. Real Property Transactions Trends

Section III presents data trends relating to Real Property Transactions, which are non-revenue contracts that are also not defined as procurements in either Chapter 13 of the City Charter or in the PPB rules. The City registered 64 Real Property contracts in FY25 for a total value of $2.01 billion. Table 11 provides a breakdown by award method.

Table 11: FY25 Registered Real Property Contracts by Award Method

Table  displays Real Property contract volume and value trends across the four prior fiscal years. The City registered fewer real property contracts in FY25, but the total value well exceeds any prior year of the Adams Administration. A $1.29 billion twenty-two-year lease that the City entered into for ACS office space in downtown Manhattan accounts for over two thirds of this total value.

Chart 6: FY22-25 Registered Real Property Contracts by Volume and Value

Real Property Transactions by Agency

25 City agencies administered real property transactions in FY25. While the City Council made up the largest share of these contracts by volume, DCAS accounted for almost 80% of City’s registered contract value in this category. This value can be attributed in part to additional leases that the City entered to for HRA, NYPD, and BOE, as well as other spaces for use in support of homeless services. Table 12 provides a breakdown of transactions by Agency.

Table 12: FY25 New Real Property Transactions by Agency

IV. Contract Modifications and Administration Trends

Section IV presents data trends relating to modification and contract administration trends.

Modifications

Agencies are authorized to change certain aspects of existing registered agreements, such as:[23]

• Updating contract amounts to reflect additional authorized or omitted work.
• Extending the duration of a contract for good and sufficient cause (generally not for longer than an additional year).
• Administrative reasons, such as encumbering funds to expense contracts or revising commodity and accounting lines.

Any change that requires a material alteration to the scope of work outlined in an initial contract’s terms cannot be resolved by a modification. The agency must instead procure a new contract in such cases.

Table 13 below presents the share of modifications registered by the type of modification.

Table 13: FY25 Analysis of Registered Modifications by Category

Chart 7 shows year-over-year registered modification trends by category. Notably, FY25 saw some increased modification activity in some categories relative to FY24, but overall activity remained below FY23 levels. DYCD, typically a big driver of registered modifications for its afterschool programs, processed far fewer of these actions in FY25.

Chart 7: FY22-25 Registered Modifications by Category

FY25 BCA-Registered Contract Modifications by Agency

While agencies have been delegated to self-register some contract modifications, many must be submitted to this Office’s Bureau of Contract Administration (BCA) for review and registration. Over 75% of the modifications that BCA registered in FY25 were administered by just ten agencies. DDC submitted the most BCA-registered modifications, many of which decreased contract values for projects relating to commissioning services and storm sewer construction. Table 14 below displays the top ten agencies by volume of BCA registered actions.

Table 14: Top Ten Agencies with BCA-Registered Modifications in FY25

Even when isolating change-in-amount modifications, DDC was the source of the most BCA registered modifications with 1,053. See Table 15 below for a breakdown by top ten agencies.

Table 15: Top Ten Agencies with BCA-Registered Change-In-Amount Modifications in FY25

Construction Change Orders

Construction change orders (CCO) reflect a subset of the modification data discussed above, although the data below includes additional CCOs that were not registered by the Comptroller’s Office.[24] CCOs are typically used to authorize non-material additional labor and/or equipment needed to complete a construction project. Chart 8 illustrates that CCOs saw an increase in both volume and value in FY25 compared to FY24.

Chart 8: FY22-FY25 CCOs by Volume and Value

Table 16 reflects the top-five agencies using CCOs by volume. These five agencies comprised over 81% of the CCO volume in FY25. While DDC and DEP registered fewer CCOs in FY25 than the prior fiscal year, HPD, DPR, and DOT all registered more of them.

Table 16: Top Five Agencies with FY25 Registered CCOs, by Volume

Similarly, Table 17 filters the data above to only display change-in-amount CCOs.

Table 17: Change-in-Amount CCOs for the Top Five Agencies With FY25 CCOs, by Volume

Task Orders

Agencies registered 1,005 TOs in FY25, against 331 Multiple Master Agreements for a total value of $1.6 billion. About 41% (417) of these TOs were registered to EDC and NYCHA. Although the volume of registered TOs decreased in FY25, their total value increased relative to FY24. Chart 9 below displays the volume and value of registered TOs from FY22-FY25.

Chart 9: Registered Task Orders FY22-FY25

The top five agencies based on the volume of registered TOs account for over 78% of all TOs registered in FY25, and 70% of the total registered TO value. Table 18 displays the five agencies that registered the most TOs in FY25.

Table 18: Top Five Agencies by Volume of Registered TOs in FY25

Delivery Orders

Delivery Orders (DO1s) are created when an agency purchases a good or service contracted under a parent master agreement (MA1).[25] While MA1 contract values reflect an estimate of how much the City expects to spend, the sum of DO1s issued under an associated MA1 reflects how much an agency is actually paying under a contract. Only DCAS, OTI, and the DOE are able to enter into MA1 parent contracts, but other agencies can make purchases under them using DO1s. The Comptroller’s office does not review or register DO1 records. Almost 400 thousand DO1s were processed in FY25 against 1,933 unique MA1s for a total value of $5.3 billion. Table 19 reflects the top five agencies in terms of value of delivery orders placed and Table 20 reflects the top five agencies that placed the most delivery orders.

Table 19: Top Five Agencies by Value of DO1s in FY25

Table 20: Top Five Agencies by Volume of DO1s in FY25

DOE holds the most MA1 contracts of any authorized agency by a wide margin, so it follows that they have the most volume and value of DO1 records.

Chart 10 displays the changes in DO1 volume and value over the prior three fiscal years. Even as the overall volume and value of Citywide procurements has declined over this period, DO1 value has remained relatively steady.

Chart 10: DO1 Volume and Value FY22-25

Table 21 reflects the five active MA1 contracts with the most DO1 records in FY25. Spending under three out of the top five master agreements has exceeded the estimated value of the MA1 contract. Notably, the total value of DO1s can far exceed, or amount to just a fraction of, the estimated value of its parent MA1 contract. Based on an analysis of expired MA1 contracts registered between FY16-23, just under 30% had been utilized by a third of the estimated contract value or less and slightly over 30% had more than 100% utilization.

Table 21: Top Five Master Agreements with the Most Spending in FY25

Purchase Orders

Over 189 thousand POs were recorded in FY25 for a total value of $520 million.[27] Both figures represent an increase over FY24 levels. Table 22 reflects the number and value of POs issued in FY25 by category.

Table 22: PO Records by Category FY25

Chart 11 compares the volume of POs issued from FY22-FY25 by category. The City issued more POs in FY25 relative to prior years. As Table 24 illustrates, DOE lead this increase, processing around 10 thousand more POs in FY25 than they did the prior year.

Chart 11: FY22-FY25 Volume of POs by Category.

The top-five agencies using POs in FY25, by volume, accounted for over 80% of the total share of POs processed by the City. Table 23 displays the volume and value of POs across each of these agencies. DOE continued to issue the most POs in FY25, issuing more than forty thousand more POs than they did in the prior fiscal year.

Table 23: Top Five Agencies by Volume of Recorded POs in FY25

V. Emergency Procurement Trends

Section V presents data trends relating to procurement methods used by the City to respond quickly in the event of emergencies.[28]

Emergency Procurement Method Actions

The City processed 106 contracts via the Emergency Procurement method in FY25 for a total value of $1.32 billion. The volume of new emergency contracts declined by 34% relative to FY24, accounting for the lowest number of such registrations since the start of the Adams administration. Emergency Contract value also declined by 46% relative to the prior year. Chart 12 displays the number and value of Emergency contracts filed in FMS across FY22, FY23, FY24, and FY25 respectively.

Chart 12: FY22-25 Emergency Contracts by Volume and Value

Table 24 displays the top five agencies by volume of new emergency contracts. Together, these agencies account for more than 90% of all emergency procurements in FY25. HPD continues to be the largest driver of these contracts since it is tasked with hiring contractors to conduct emergency building demolitions.

Table 24: FY25 Emergency Procurements Volume by Top Five Agencies

Table 25 similarly lists the top five agencies by value of new emergency contracts. These agencies accounted for over 99% of the emergency contract value registered by the City in FY25.  DSS/HRA and DSS/DHS shelter services contracts made up the highest share of contract value. This is because DSS, whose mission is to provide temporary shelter for those in need, is leading the City’s contracting for emergency shelter services.

Table 25: FY25 Emergency Procurements Value by Top Five Agencies

Table 26 provides a breakdown of modifications to emergency contracts that were filed in FY25. There were more emergency contract modifications in FY25 relative to any other period of the Adams Administration, although a smaller share increased the contract durations than in prior years.

Table 26: FY25 Emergency Contract Modifications, by Category

VI. Procurement Actions by Industry

PPB Rules and other applicable procurement rules define several industries that are frequently used by the City to support the analysis of procurement trends. Industry classifications provide another perspective to understand where the City is investing its resources. Section VI of this Report examines FY25 procurements across the following industries:

1. Construction Services
2. Goods
3. Human Services
4. Professional Services
5. Standard Services

Industry classifications were assigned using rules employed by Checkbook NYC based on contract characteristics such as award category, contract type, and expense category. 12,500 procurement contracts were mapped to one of the above industries classifications using Checkbook NYC’s rules for a total value of $42.3 billion. Additionally, 844 procurement contracts, with a total registered value of $258.10 million, could not be classified into an industry group. Chart 13 below provides a comparison of registered contract value by industry.

Chart 13: Share of Registered New Procurement Contract Value by Industry

Relatedly, Chart 14 lays out the volume of new procurement contracts by industry. The Construction industry makes up a greater share of registered procurement value than they do of the city’s procurement volume, indicating that their contracts tend to be larger in value relative to the contracts in other industries.

Chart 14: Share of Registered New Procurement Contract Volume by Industry

Construction Services

PPB Rules define the Construction Service industry as dealing in the planning, design, or construction of real property or other public improvements.[29] In addition to engineering and construction work, this industry also includes contracts for painting, carpentry, plumbing and electrical installation, asbestos and lead abatement, carpet installation and removal, and demolition.

The Comptroller’s Office has been working alongside City Hall as a part of the Capital Process Task Force to undertake a comprehensive review of the City’s capital process and advocate for recommendations to streamline the city’s procurement of construction (and other capitally funded) services. The recommendations of this Task Force aim to reduce timelines for capital project completion, achieve taxpayer savings, enhance vendor participation and inclusion in the construction industry, and increase the City’s capacity to address emerging needs. Additionally, the Comptroller’s Office is working with several City construction agencies to allow for broader usage of the expanded work allowance (EWA), which is a funded, pre-registered allowance in a construction contract that leads to shorter CCO processing times and the ability to make faster payments to contractors.

The 530 new procurement contracts registered in FY25 under the Construction Services industry account for less than 5% of procurement contracts by volume, but the $15.98 billion associated with these contracts makes up nearly 38% of FY25’s registered procurement value.  Table 27 lists the top ten construction service industry contracts registered in FY25. Note: the three highest value contracts are all part of the City’s Borough Based Jail (BBJ) program.[30]

Table 27: FY25 Top Ten Construction Service Industry Procurement Contracts, by Value

Goods

The Goods industry is made up of contracts for physical items and personal property, including but not limited to equipment, materials, printing, and insurance.[31] Procurements related to consumables such as food and fuel may also fall into the goods industry. Under the Charter, DCAS is responsible for procuring all goods, supplies, materials, equipment, and other personal property on behalf of city agencies, unless such authority has been otherwise delegated.[32] On occasion, DCAS delegates the procurement of a specific good to a particular agency when it’s in the City’s best interests, subject to the approval of the DCAS Commissioner and the Comptroller.[33] For example, DCAS authorized agencies to make goods purchases using the M/WBE Small Purchase method up to $1.5 million to allow agencies to encourage greater M/WBE participation on contracts.

In FY25, 2,664 contracts were registered within the Goods industry for a total value of $2.59 billion. This accounts for 6.13% of the total registered procurement value in FY25. Table 28provides a list of the top ten goods contacts, by value.

Table 28: FY25 Top Ten Goods Industry Procurement Contracts, by Value

Human Services

The Human Services Industry encompasses services that are provided directly to clients in various at-need groups. Examples of Human Services include but are not limited to: day care, foster care, mental health treatment, operation of senior centers, home care, employment training, homeless assistance, preventive services, health maintenance organizations, and youth services.[34] Vendors in this category are primarily nonprofit organizations although services like home and early childcare services are also offered by for-profit businesses.

Human Service Industry contracts made up the largest share by volume of contracts and second largest in contract value in FY25. The 5,164 Human Service contracts accounted for over 41% of registered procurements and amounted to $15.66 billion in total value. Table 29 provides a list of the top Ten Human Service Industry Contacts, by value, mostly associated with shelter services under DSS/DHS.

Table 29: FY25 Top Ten Human Services Industry Procurement Contracts, by Value

Professional Services

The Professional Services industry includes contracts for the provision of various kinds of expert advice and consulting, including legal services, medical services and information technology and construction-related consulting.[35]

2,007 contacts associated with the Professional Services industry were registered in FY25, accounting for 16.06% of all registered procurements. Their $4.31 billion makes up 10.19% of the total FY25 procurement value.

Table 30: FY25 Top Ten Professional Services Industry Procurement Contracts, by Value[36]

Standard Services

The Standard Services industry is composed of services other than Professional Services and Human/Client Services such as custodial services, security guard services, stenography services and office machine repair.[37] There were 1,291 contracts registered in the Standard Service Industry in FY25, comprising 10.33% of all procurement contracts. These contracts came to $3.49 billion in value, accounting for 8.25% of all FY25 registered procurement value. Table 31 provides a list of the top ten Standard Service Industry Contacts, by value.

Table 31 FY25 Top Ten Standard Services Industry Procurement Contracts, by Value

VII. Procurements by Agency Type

City agencies, affiliated agencies, elected officials, and the City Council all take part in the contracting process. Procurements via new contracts and TOs were registered to 68 separate entities in FY25. Section VII of this report examines contracting trends by industry and contract group for each procuring entity. It also compares new procurement contracts registered to agencies operating under the Mayor’s Office (Mayoral Agencies), independent City agencies (Non-Mayoral Agencies), and a collection of state agencies, authorities, boards, libraries, and other corporations that perform public functions in NYC (Other Agencies). With 59.34% of all new procurement contracts, City – Mayoral Agencies were the biggest driver of new contract registrations by volume in FY25. They also accounted for 87.10% of FY25 procurement contract value. Table 32 displays new procurements, by volume and value, across agency type.

Table 32: FY25 New Procurement Contracts and Task Orders by Agency Type

City Mayoral Agencies

Every Mayoral Administration directly oversees and appoints department heads for a number of City agencies. Table 33 displays information on new procurement contracts registered to each Mayoral Agency.

Table 33: FY25 New Procurement Contracts by Mayoral Agency

Administration for Children’s Services (ACS)

The Administration for Children’s Services (ACS) protects and promotes the safety and well-being of New York City’s children, young people, families, and communities by providing child welfare, juvenile justice, foster care, early care, and education services.

Table 34 – ACS: FY23-FY25 Registrations by Contract Category

Chart 15 – ACS: FY22-FY25 Volume of Contracts by Industry

Chart 16 – ACS: FY22-FY25 Value of Contracts by Industry

Business Integrity Commission (BIC)

The Business Integrity Commission (BIC) is a law enforcement and regulatory agency charged with oversight of the private carting industry throughout the five boroughs, the city’s public wholesale markets and the shipboard gaming industry. BIC investigates applicants, issue licenses and registrations, conduct criminal and regulatory investigations, enforce applicable laws, and promulgates rules and regulations that govern the conduct of the businesses it oversees.

Table 35 – BIC: FY23-FY25 Registrations by Contract Category

Chart 17– BIC: FY22-FY25 Volume of Contracts by Industry

Chart 18 – BIC: FY22-FY25 Value of Contracts by Industry

Commission on Human rights (CCHR)

The City Commission on Human Rights (CCHR) is responsible for enforcing the City’s Human Rights Law, which prohibits discrimination in employment, housing, and public accommodations among other areas. CCHR is also dedicated to educating the public about their rights and promoting positive community relations.

Table 36 – CCHR: FY23-FY25 Registrations by Contract Category

Chart 19 – CCHR: FY22-FY25 Volume of Contracts by Industry

Chart 20 – CCHR: FY22-FY25 Value of Contracts by Industry

Civilian Complaint Review Board (CCRB)

The Civilian Complaint Review Board (CCRB) is charged with investigating and mediating complaints filed by members of the public against New York City police officers involving the use of force, abuse of authority, discourtesy, or offensive language. CCRB consists of 13 members appointed by the Mayor, the City Council, and the Police Commissioner. It is the largest police oversight agency in the United States.

Table 37 – CCRB: FY23-FY25 Registrations by Contract Category

Chart 21 – CCRB: FY22-FY25 Volume of Contracts by Industry

Chart 22– CCRB: FY22-FY25 Value of Contracts by Industry

Department of Citywide Administrative Services (DCAS)

The Department of Citywide Administrative Services (DCAS) is responsible for supporting City agencies in hiring and training City employees, leasing and managing facilities, workforce recruitment, inspection and distribution of supplies and equipment, and implementation of energy conservation programs throughout City-owned facilities. Additionally, the DCAS Division of Municipal Supply Service operates as a centralized procurement office for New York City’s agencies for goods and services. Its mission is to provide high-quality, cost-effective goods and services that support the long-term strategic and environmental goals of the City.

Table 38 – DCAS: FY23-FY25 Registrations by Contract Category

Chart 23– DCAS: FY22-FY25 Volume of Contracts by Industry

Chart 24 – DCAS: FY22-FY25 Value of Contracts by Industry

Department of Cultural Affairs (DCLA)

The New York City Department of Cultural Affairs is dedicated to supporting and strengthening New York City’s vibrant cultural life. DCLA provides public funding for nonprofit cultural organizations throughout the five boroughs and provides advocacy around matters relating to the City’s cultural institutions. The agency represents and serves nonprofit cultural organizations involved in the visual, literary and performing arts; public-oriented science and humanities institutions including zoos, botanical gardens and historic and preservation societies; and creative artists in all disciplines who live and work within the City’s five boroughs. DCLA also provides donated materials for arts programs offered by the public schools, cultural, social service groups, and commissions works of public art at City funded construction projects throughout the City.

Table 39 – DCLA: FY23-FY25 Registrations by Contract Category

Chart 25 – DCLA: FY22-FY25 Volume of Contracts by Industry

Chart 26 – DCLA: FY22-FY25 Value of Contracts by Industry

Department of City Planning (DCP)

The Department of City Planning (DCP) promotes housing production and affordability, fosters economic development by coordinating investments in infrastructure and services, and supports resilient and sustainable communities across the five boroughs for a more equitable New York City. In addition, DCP also provides public access to planning resources including land use, housing, and population data through its online Community Portal.

Table 40 – DCP: FY23-FY25 Registrations by Contract Category

Chart 27 – DCP: FY22-FY25 Volume of Contracts by Industry

Chart 28 – DCP: FY22-FY25 Value of Contracts by Industry

Department of Consumer and Worker Protection (DCWP)

The Department of Consumer and Worker Protection (DCWP) licenses, inspects, and educates businesses; assists and informs consumers; and offers free financial counseling and safe banking products to New Yorkers. DCWP licenses approximately 80,000 businesses in 55 different industries. The DCWP also enforces New York City’s Consumer Protection, Paid Sick Leave, and Commuter Benefits laws, as well as other related business laws throughout New York City.

Table 41 – DCWP: FY23-FY25 Registrations by Contract Category

Chart 29 – DCWP: FY22-FY25 Volume of Contracts by Industry

Chart 30 – DCWP: FY22-FY25 Value of Contracts by Industry

Department of Design and Construction (DDC)

The Department of Design and Construction (DDC) is the City’s primary capital construction project manager. DDC provides communities with new or renovated public buildings such as such as firehouses, libraries, police precincts, and new or upgraded roads, sewers and water mains in all five boroughs.

Table 42 – DDC: FY23-FY25 Registrations by Contract Category

Chart 31 – DDC: FY22-FY25 Volume of Contracts by Industry

Chart 32 – DDC: FY22-FY25 Value of Contracts by Industry

Department of Environmental Protection (DEP)

The Department of Environmental Protection (DEP) is responsible for managing and conserving the water supply for more than nine million people in New York City and one million upstate New Yorkers. DEP distributes more than one billion gallons of clean drinking water and collects 1.3 billion gallons of wastewater on a daily basis through a vast network of pipes, regulators, and pumping stations. DEP’s work is critical to the continued remediation of New York’s waterways and ensures the harbor continues to be a safe place for recreation for New Yorkers. In order to protect water coming in and out of the City, DEP oversees one of the largest capital construction programs in the region, which includes new water tunnels from upstate reservoirs and new treatment plants. DEP is also responsible for reducing air, noise, and hazardous materials pollution.

Table 43 – DEP: FY23-FY25 Registrations by Contract Category

Chart 33 – DEP: FY22-FY25 Volume of Contracts by Industry

Chart 34 – DEP: FY22-FY25 Value of Contracts by Industry

Department For the Aging (DFTA)

The Department for the Aging (DFTA) receives local, state, and federal funds to provide essential services for seniors. These services include case management, transportation, free legal assistance, and home meal delivery. Funds are also awarded to community-based and citywide organizations to operate Senior Centers throughout the five boroughs which provide sites for seniors to socialize and access services.

Table 44 – DFTA: FY23-FY25 Registrations by Contract Category

Chart 35 – DFTA: FY22-FY25 Volume of Contracts by Industry

Chart 36 – DFTA: FY22-FY25 Value of Contracts by Industry

Department of Homeless Services (DHS)

The Department of Homeless Services collaborates with nonprofit partners to provide temporary shelter and services that homeless New Yorkers need to achieve and maintain housing permanency.

Table 45 – DHS: FY23-FY25 Registrations by Contract Category

Chart 37 – DHS: FY22-FY25 Volume of Contracts by Industry

Chart 38 – DHS: FY22-FY25 Value of Contracts by Industry

Department of Buildings (DOB)

The Department of Buildings (DOB) ensures the safe and lawful use of more than a million buildings and properties in the City by enforcing the City’s Building Code, Electrical Code, Zoning Resolutions, certain New York State Labor Laws and the New York State Multiple Dwelling Law. DOB’s main activities include performing plan examinations, issuing construction permits, inspecting properties, and licensing tradespeople.

Table 46 – DOB: FY23-FY25 Registrations by Contract Category

Chart 39 – DOB: FY22-FY25 Volume of Contracts by Industry

Chart 40 – DOB: FY22-FY25 Value of Contracts by Industry

Department of Corrections (DOC)

The Department of Correction (DOC) provides for the care, custody, and control of persons accused of crimes or convicted and sentenced to up to one year of jail time. DOC operates eleven inmate facilities; eight of which are located on Rikers Island. In addition, DOC operates two hospital prison wards and court holding facilities in Criminal, Supreme, and Family Courts in each borough.

Table 47 – DOC: FY23-FY25 Registrations by Contract Category

Chart 41 – DOC: FY22-FY25 Volume of Contracts by Industry

Chart 42 – DOC: FY22-FY25 Value of Contracts by Industry

Department of Finance (DOF)

The Department of Finance (DOF) oversees and administers the tax and revenue laws of the City; receives and accounts for City revenues; and provides customer service to taxpayers.

Table 48 – DOF: FY23-FY25 Registrations by Contract Category

Chart 43 – DOF: FY22-FY25 Volume of Contracts by Industry

Chart 44 – DOF: FY22-FY25 Value of Contracts by Industry

Department Health and Mental Hygiene (DOHMH)

The Department of Health and Mental Hygiene (DOHMH) protects and promotes the health and well-being of all New Yorkers. The Department engages with communities to develop and implement robust public health programming and policy recommendations, enforces health regulations, responds to public health emergencies, and provides limited direct health services.

Table 49 – DOHMH: FY23-FY25 Registrations by Contract Category

Chart 45 – DOHMH: FY22-FY25 Volume of Contracts by Industry

Chart 46 – DOHMH: FY22-FY25 Value of Contracts by Industry

Department of Investigation (DOI)

The Department of Investigation (DOI) is responsible for the investigation and referral of criminal prosecution of cases involving fraud, corruption, and unethical conduct among all persons and entities that receive City funds, including the City’s more than 300,000 employees and contractors. DOI is also charged with studying agency procedures to identify corruption risks and recommending improvements to reduce the City’s vulnerability to fraud, waste, and corruption. In addition, DOI conducts investigations into the backgrounds of persons selected to work in decision-making or sensitive City jobs and checks on those who are awarded contracts with the City to determine if they are suited to serve the public trust.

Table 50 – DOI: FY23-FY25 Registrations by Contract Category

Chart 47 – DOI: FY22-FY25 Volume of Contracts by Industry

Chart 48 – DOI: FY22-FY25 Value of Contracts by Industry

Department of Probation (DOP)

The Department of Probation (DOP) is responsible for the supervising clients on probation throughout the five boroughs. DOP helps build stronger and safer communities by working with and supervising people on probation, fostering positive change in their decision-making and behavior, and expanding opportunities for them to move out of the criminal and juvenile justice systems through meaningful education, employment, health services, family engagement and civic participation.

Table 51 – DOP: FY23-FY25 Registrations by Contract Category

Chart 49 – DOP: FY22-FY25 Volume of Contracts by Industry

Chart 50 – DOP: FY22-FY25 Value of Contracts by Industry

Department of Records and information Services (DORIS)

The Department of Records & Information Services (DORIS) preserves and provides access to the historical and contemporary records of New York City government both online and in-person at the Municipal Library, Archives and Visitor Center. DORIS operates record storage facilities in two locations with a combined capacity of 738,000 cubic feet, and provides records management services to fifty City agencies, ten courts, and the five District Attorneys’ offices.

Table 52 – DORIS: FY23-FY25 Registrations by Contract Category

Chart 51 – DORIS: FY22-FY25 Volume of Contracts by Industry

Chart 52 – DORIS: FY22-FY25 Value of Contracts by Industry

Department of Transportation (DOT)

The Department of Transportation (DOT) rehabilitates and maintains the City’s transportation infrastructure including bridges, tunnels, streets, sidewalks, and highways. DOT also encourages the use of mass transit and sustainable transportation, and conducts traffic safety programs, such as the Vision Zero initiative to reduce fatalities and serious injuries. Overall, DOT’s work maintains and enhances the transportation infrastructure crucial to the City’s economic vitality and quality of life for all City residents.

Table 53 – DOT: FY23-FY25 Registrations by Contract Category

Chart 53 – DOT: FY22-FY25 Volume of Contracts by Industry

Chart 54 – DOT: FY22-FY25 Value of Contracts by Industry

Department of Parks and Recreation (DPR)

The Department of Parks and Recreation is the City agency responsible for the protection and care of more than 5,000 individual properties on over 30,000 acres. These range from large-scale properties like Central Park and Coney Island Beach, to small community gardens and green streets. NYC Parks operates nearly 1,000 playgrounds, more than 800 athletic fields, 65 public pools and 51 recreational facilities, available to all New Yorkers citywide. NYC Parks also looks after 600,000 street trees, and two million more trees in parks.

Table 54 – DPR: FY23-FY25 Registrations by Contract Category

Chart 55 – DPR: FY22-FY25 Volume of Contracts by Industry

Chart 56 – DPR: FY22-FY25 Value of Contracts by Industry

Department of Sanitation (DSNY)

The NYC Department of Sanitation is the world’s largest sanitation department. DSNY collects more than 10,500 tons of residential and institutional garbage and 1,760 tons of the recyclables each day. It also manages solid waste and clears litter or snow from 6,300 miles of streets.

Table 55 – DSNY: FY23-FY25 Registrations by Contract Category

Chart 57 – DSNY: FY22-FY25 Volume of Contracts by Industry

Chart 58 – DSNY: FY22-FY25 Value of Contracts by Industry

Human Resources Administration (DSS/HRA)

The Department of Social Services/Human Resources Administration (DSS/HRA) provides New Yorkers in need with essential benefits, such as food assistance, employment services, and emergency rental assistance. As the largest municipal social services agency in the country, DSS/HRA helps more than 3 million New Yorkers through the administration of more than 12 major public assistance programs.

Table 56 – DSS/HRA: FY23-FY25 Registrations by Contract Category

Chart 59 – DSS/HRA: FY22-FY25 Volume of Contracts by Industry

Chart 60 – DSS/HRA: FY22-FY25 Value of Contracts by Industry

Department of Veteran Services (DVS)

DVS Provides New York City’s Veterans with essential services and programs focused on pivotal areas such as economic empowerment, housing security, benefits, health and wellness, and culture.

Table 57 – DVS: FY23-FY25 Registrations by Contract Category

Chart 61 – DVS: FY22-FY25 Volume of Contracts by Industry

Chart 62 – DVS: FY22-FY25 Value of Contracts by Industry

Department of Youth and Community Development (DYCD)

The New York City Department of Youth and Community Development (DYCD) invests in a network of community-based organizations and programs to alleviate the effects of poverty and to provide opportunities for New Yorkers and communities to flourish. DYCD supports New York City youth and their families by funding a wide range of high-quality youth and community development programs, including After School, Community Development, Family Support, Literacy Services, Youth Services, and Youth Workforce Development.

Table 58 – DYCD: FY23-FY25 Registrations by Contract Category

Chart 63 – DYCD: FY22-FY25 Volume of Contracts by Industry

Chart 64 – DYCD: FY22-FY25 Value of Contracts by Industry

Fire Department (FDNY)

The Fire Department of the City of New York (FDNY) is the largest Fire Department in the United States. The Department’s main goal is to provide fire protection and other critical public safety services to residents and visitors in the five boroughs. The Department also works to continually educate the public in fire, life safety and disaster preparedness, along with enforcing public safety codes.

Table 59 – FDNY: FY23-FY25 Registrations by Contract Category

Chart 65 – FDNY: FY22-FY25 Volume of Contracts by Industry

Chart 66 – FDNY: FY22-FY25 Value of Contracts by Industry

Department of Housing Preservation and Development (HPD)

The Department of Housing Preservation and Development (HPD) is the largest municipal housing improvement agency in the United States, developing and preserving affordable housing in every borough. HPD enforces housing quality standards, finances affordable housing development, and preserves existing affordable housing. HPD also manages the City’s affordable housing stock for the benefit of low- and moderate-income families. Additionally, HPD monitors and tracks incidents that result in mass displacement of residential and commercial tenants.

Table 60 – HPD: FY23-FY25 Registrations by Contract Category

Chart 67 – HPD: FY22-FY25 Volume of Contracts by Industry

Chart 68 – HPD: FY22-FY25 Value of Contracts by Industry

Law Department (LAW)

The Law Department represents the City, the Mayor, other elected officials, and the City’s many agencies in all affirmative and defensive civil litigation, juvenile delinquency proceedings brought in Family Court, and Administrative Code enforcement proceedings brought in Criminal Court. The Law Department attorneys draft and review State and local legislation, real estate leases, contracts, and financial instruments for the sale of municipal bonds. The agency also provides legal counsel to City officials on a wide range of issues such as immigration, education, and environmental policy.

Table 61 – LAW: FY23-FY25 Registrations by Contract Category

Chart 69 – LAW: FY22-FY25 Volume of Contracts by Industry

Chart 70 – LAW: FY22-FY25 Value of Contracts by Industry

Landmarks Preservation Commission (LPC)

The Landmarks Preservation Commission (LPC) designates, regulates, and protects the City’s architectural, historic, and cultural resources. This includes 1,412 individual landmarks and more than 36,000 properties in 144 historic districts and extensions. The Commission reviews applications to alter landmark structures, investigates complaints of illegal work, and initiates actions to compel compliance with the Landmarks Law.

Table 62 – LPC: FY23-FY25 Registrations by Contract Category

Chart 71 – LPC: FY22-FY25 Volume of Contracts by Industry

Chart 72 – LPC: FY22-FY25 Value of Contracts by Industry

Mayoralty (MAYOR)

The Mayor is the City’s chief executive officer, setting the agenda for the City and its finances and appointing Deputy Mayors and heads of agencies to carry out policies. Various offices operate under the Mayor to support numerous administrative and policy functions.

Table 63 – MAYOR: FY23-FY25 Registrations by Contract Category

Chart 73 – MAYOR: FY22-FY25 Volume of Contracts by Industry

Chart 74 – MAYOR: FY22-FY25 Value of Contracts by Industry

Mayors’ Office of Criminal Justice (MOCJ)

The Mayor’s Office of Criminal Justice (MOCJ) advises the Mayor on all matters relating to the maintenance and improvement of a fair and equitable justice system. MOCJ was previously housed under the Mayoralty (agency code 002) but has been registering contracts under its own agency code since late FY24.

Table 64 – MOCJ: FY23-FY25 Registrations by Contract Category

Chart 75 – MOCJ: FY22-FY25 Volume of Contracts by Industry

Chart 76 – MOCJ: FY22-FY25 Value of Contracts by Industry

New York City Emergency Management (NYCEM)

New York City Emergency Management (NYCEM) is responsible for coordinating citywide emergency planning and response for all types and scales of emergencies.

Table 65 – NYCEM: FY23-FY25 Registrations by Contract Category

Chart 77 – NYCEM: FY22-FY25 Volume of Contracts by Industry

Chart 78– NYCEM: FY22-FY25 Value of Contracts by Industry

New York City Police Department (NYPD)

The New York City Police Department (NYPD) is tasked with enforcing City and State laws, preserving the peace, and providing a safe environment for all New Yorkers. The NYPD deploys more than 30,000 uniformed officers across 77 precincts, 12 transit bureaus, nine New York City Housing Authority (NYCHA) Police Service Areas, and in specialized units such as the Intelligence, Counterterrorism, Aviation, Marine, and Organized Crime Control.

Table 66 – NYPD: FY23-FY25 Registrations by Contract Category

Chart 79 – NYPD: FY22-FY25 Volume of Contracts by Industry

Chart 80 – NYPD: FY22-FY25 Value of Contracts by Industry

Office of Technology Innovation (OTI)

OTI works with over 100 City offices and agencies to deliver technology solutions support. OTI establishes the strategic direction for citywide IT operations and leverages the City’s buying power to make it easier for City agencies to acquire IT goods and services through requirement contracts with vendors.

Table 67 – OTI: FY23-FY25 Registrations by Contract Category

Chart 81 – OTI: FY22-FY25 Volume of Contracts by Industry

Chart 82 – OTI: FY22-FY25 Value of Contracts by Industry

Small Business Services (SBS)

Small Business Services (SBS) is dedicated to providing direct assistance to business owners and fostering neighborhood development in commercial districts. SBS also links employers to a skilled and qualified workforce in New York City. Working in coordination with the Office of M/WBE and MOCS, SBS implements the M/WBE program to continue to promote diversity, fairness, and equity in the City’s procurement processes.

Table 68 – SBS: FY23-FY25 Registrations by Contract Category

Chart 83 – SBS: FY22-FY25 Volume of Contracts by Industry

Chart 84 – SBS: FY22-FY25 Value of Contracts by Industry

Taxi and Limousine Commission (TLC)

The Taxi and Limousine Commission (TLC) is the agency responsible for licensing and regulating New York City’s medallion taxicabs, for-hire vehicles, commuter vans, paratransit vehicles, and certain luxury limousines. TLC licenses and regulates more than 130,000 vehicles and approximately 180,000 drivers and performs safety and emissions inspections of the 13,587 medallion taxicabs three times each year, as well as biennial inspections of all TLC-licensed For Hire vehicles.

Table 69 – TLC: FY23-FY25 Registrations by Contract Category

Chart 85 – TLC: FY22-FY25 Volume of Contracts by Industry

Chart 86 – TLC: FY22-FY25 Value of Contracts by Industry

Non-Mayoral Agencies

Non-Mayoral Agencies include agencies headed by boards, commissions, or other multi-member bodies (whether appointed by the mayor or otherwise), elected officials (including the Comptroller, City Council, Borough Presidents, and Community Boards), and agencies for which the heads are appointed by officials other than the mayor or by multi-member bodies.[39]

17 Non-Mayoral Agencies, inclusive of the Comptroller, City Council and other elected officials administered 699 procurement contracts registered in FY25 for a total value of $673.37 million. Table 70 displays information on the number of new procurement contracts registered to each non-mayoral entity.

Table 70: FY25 New Procurement Contracts by Non-Mayoral Agency

Brooklyn Community Board #10 (BKCB10)

Table 71 – BKCB10: FY23-FY25 Registrations by Contract Category

Chart 87 – BKCB10: FY22-FY25 Volume of Contracts by Industry

Chart 88 – BKCB10: FY22-FY25 Value of Contracts by Industry

Board of Elections (BOE)

The Board of Elections in the City of New York is an administrative body of ten Commissioners, two from each borough upon recommendation by both political parties and then appointed by the City Council for a term of four years. The Commissioners appoint a bipartisan staff to oversee the daily activities of its main and five borough offices.

Table 72 – BOE: FY23-FY25 Registrations by Contract Category

Chart 89 – BOE: FY22-FY25 Volume of Contracts by Industry

Chart 90 – BOE: FY22-FY25 Value of Contracts by Industry

Borough Presidents – Brooklyn (BKBP), Bronx (BXBP), Manhattan (MBP), Queens (QBP), and Staten Island (SIBP)

The Borough Presidents are the executive officials of each borough. The City Charter gives them authority to: work with the Mayor in preparing the annual executive budget submitted to the City Council and to propose borough budget priorities directly to the council; review and comment on major land use decisions and propose sites for city facilities within their respective boroughs; monitor and modify the delivery of city services within their boroughs; and engage in strategic planning for their boroughs.

Table 73 – BKBP: FY23-FY25 Registrations by Contract Category

Chart 91 – BKBP: FY22-FY25 Volume of Contracts by Industry

Chart 92– BKBP: FY22-FY25 Value of Contracts by Industry

Table 74 – BXBP: FY23-FY25 Registrations by Contract Category

Chart 93 – BXBP: FY22-FY25 Volume of Contracts by Industry

Chart 94 – BXBP: FY22-FY25 Value of Contracts by Industry

Table 75 – MBP: FY23-FY25 Registrations by Contract Category

Chart 95 – MBP: FY22-FY25 Volume of Contracts by Industry

Chart 96 – MBP: FY22-FY25 Value of Contracts by Industry

Table 76 – QBP: FY23-FY25 Registrations by Contract Category

Chart 97 – QBP: FY22-FY25 Volume of Contracts by Industry

Chart 98 – QBP: FY22-FY25 Value of Contracts by Industry

Table 77 – SIBP: FY23-FY25 Registrations by Contract Category

Chart 99 – SIBP: FY22-FY25 Volume of Contracts by Industry

Chart 100 – SIBP: FY22-FY25 Value of Contracts by Industry

City Council (CC)

The City Council is NYC’s legislative body. There are 51 elected members, one from each council district. Besides enacting legislation, the Council approves the City’s budget and has oversight powers for the activities of City agencies. The Council monitors the operation and performance of city agencies, makes land use decisions and has sole responsibility for approving the City’s budget. It also legislates on a wide range of other subjects. The Council is an equal partner with the Mayor in the governing of New York City.

Table 78 – CC: FY23-FY25 Registrations by Contract Category

Chart 101 – CC: FY22-FY25 Volume of Contracts by Industry

Chart 102 – CC: FY22-FY25 Value of Contracts by Industry

Campaign Finance Board (CFB)

In 1989, NYC voters approved a Charter revision establishing the Campaign Finance Board (CFB). The independent, nonpartisan agency is charged with limiting the role and influence of private money in the political process by providing public matching funds to candidates running for city office. The CFB is also mandated to publish a voter guide and provide public disclosure of campaign finance information.

Table 79 – CFB: FY23-FY25 Registrations by Contract Category

Chart 103 – CFB: FY22-FY25 Volume of Contracts by Industry

Chart 104 – CFB: FY22-FY25 Value of Contracts by Industry

Conflicts of Interests Board (COIB)

The Conflicts of Interest Board is the independent New York City agency tasked with administering, enforcing and interpreting Chapter 68 of the New York City Charter, the City’s Conflicts of Interest Law, and Section 12-110 of the Administrative Code, the City’s Annual Disclosure Law.

Table 80 – COIB: FY23-FY25 Registrations by Contract Category

Chart 105 – COIB: FY22-FY25 Volume of Contracts by Industry

Chart 106 – COIB: FY22-FY25 Value of Contracts by Industry

Office of the Comptroller (COMP)

The New York City Comptroller’s Office works to promote the financial health, integrity, and effectiveness of New York City government, in order to strengthen trust, secure a thriving future for all New Yorkers, and build a more just, equitable, and resilient city. Led by an independently elected citywide official, the Comptroller’s Office provides checks and balances needed to hold City government accountable for budgeting wisely, investing responsibly, operating efficiently, acting fairly, living up to its obligations and promises, and paying attention to the long-term challenges we face together.

Table 81 – COMP: FY23-FY25 Registrations by Contract Category

Chart 107 – COMP: FY22-FY25 Volume of Contracts by Industry

Chart 108 – COMP: FY22-FY25 Value of Contracts by Industry

District Attorneys – Bronx (DABX), Kings (DAKINGS), New York (DANY), Queens (DAQ), Richmond (DARICH)

All 62 counties in New York State have an elected District Attorney. District Attorneys’ offices are responsible for the prosecution of violations of New York state laws.

Table 82 – DABX: FY23-FY25 Registrations by Contract Category

Chart 109 – DABX: FY22-FY25 Volume of Contracts by Industry

Chart 110 – DABX: FY22-FY25 Value of Contracts by Industry

Table 83 – DAKINGS: FY23-FY25 Registrations by Contract Category

Chart 111 – DAKINGS: FY22-FY25 Volume of Contracts by Industry

Chart 112 – DAKINGS: FY22-FY25 Value of Contracts by Industry

Table 84 – DANY: FY23-FY25 Registrations by Contract Category

Chart 113 – DANY: FY22-FY25 Volume of Contracts by Industry

Chart 114 – DANY: FY22-FY25 Value of Contracts by Industry

Table 85 – DAQ: FY23-FY25 Registrations by Contract Category

Chart 115 – DAQ: FY22-FY25 Volume of Contracts by Industry

Chart 116 – DAQ: FY22-FY25 Value of Contracts by Industry

Table 86 – DARICH: FY23-FY25 Registrations by Contract Category

Chart 117 – DARICH: FY22-FY25 Volume of Contracts by Industry

Chart 118 – DARICH: FY22-FY25 Value of Contracts by Industry

Financial Information Services Agency & Office of Payroll Administration (FISA-OPA)

FISA is a joint agency of the Mayor and Comptroller’s Offices. FISA’s Board of Directors consists of a representative of the Mayor, a representative of the Comptroller, and a member of the private sector, appointed on the recommendation of the Mayor and Comptroller’s Offices. It operates citywide financial, employee and retiree payroll, and human resources applications used by City officials to carry out their charter mandated activities related to financial planning, budgeting, accounting, procurement, payroll, pension, and personnel functions. The Office of Payroll Administration (OPA) manages payroll check, pension check, and direct deposit distributions to all City of New York employees and retirees. It also funds and reconciles payrolls, distributes payrolls to City agencies, and reports wages and tax information to federal, state, and local tax authorities. Finally, OPA analyzes labor agreements for pay/leave impact, ensures compliance with ordered deductions, collects and remits employee voluntary deductions, administers the City of New York’s commuter benefits program, and provides union services for collection and reporting of member dues and voluntary political contributions in accordance with mayoral executive orders.

Table 87 – FISA-OPA: FY23-FY25 Registrations by Contract Category

Chart 119 – FISA-OPA: FY22-FY25 Volume of Contracts by Industry

Chart 120 – FISA-OPA: FY22-FY25 Value of Contracts by Industry

Office of Administrative Trials and Hearings (OATH)

OATH is an independent administrative tribunal that oversees cases involving employee discipline and disability hearings for civil servants, and Conflicts of Interest Board and City Human Rights Commission cases. OATH also holds hearings on summonses issued by 25 different City enforcement agencies for alleged violations of law or City rules.

Table 88 – OATH: FY23-FY25 Registrations by Contract Category

Chart 121 – OATH: FY22-FY25 Volume of Contracts by Industry

Chart 122 – OATH: FY22-FY25 Value of Contracts by Industry

Office of Collective Bargaining (OCB)

The NYC Office of Collective Bargaining (OCB) was created with the enactment of the New York City Collective Bargaining Law (NYCCBL) in 1967. OCB is a neutral agency authorized to resolve questions concerning union representation (certifications), and adjudicate issues concerning collective bargaining, retaliation or discrimination based on union activity, and the union’s duty of fair representation. Decisions on these issues are rendered by either the Board of Collective Bargaining or the Board of Certification. OCB also conducts mediations to resolve improper practice claims, representation disputes, and disputes over terms of collective bargaining agreements. In addition, OCB administers the statutory impasse and grievance arbitration process

Table 89 – OCB: FY23-FY25 Registrations by Contract Category

Chart 123 – OCB: FY22-FY25 Volume of Contracts by Industry

Chart 124 – OCB: FY22-FY25 Value of Contracts by Industry

Office of Special Prosecution – Special Narcotics (OOP-SN)

This office works collaboratively with New York City’s elected District Attorneys to investigate and prosecute felony narcotics cases across all five boroughs of the City. 

Table 90 – OOP-SN: FY23-FY25 Registrations by Contract Category

Chart 125 – OOP-SN: FY22-FY25 Volume of Contracts by Industry

Chart 126 – OOP-SN: FY22-FY25 Value of Contracts by Industry

Office of the Actuary (OTA)

The New York City Office of the Actuary (OTA), a non-mayoral agency, provides actuarial information and services for the five major actuarially-funded New York City Retirement Systems Goods Standard Services called the NYCRS, resulting in an annual determination of New York City’s contributions to these retirement systems and pension funds. This information is provided to the Boards of Trustees and staff of the NYCRS, to the City and other employers and labor organizations whose employees participate in the NYCRS, to fiscal oversight entities, to City and State legislators, and to other parties interested in the NYCRS.

Table 91 – OTA: FY23-FY25 Registrations by Contract Category

Chart 127 – OTA: FY22-FY25 Volume of Contracts by Industry

Chart 128 – OTA: FY22-FY2 Value of Contracts by Industry

Other Agencies

Other Agencies consist of state agencies, authorities, boards, libraries, and other corporations that perform public functions in NYC. This group also includes the DOE, despite the fact that the New York State Legislature has granted control of the City schools to the Mayor’s Office since 2002. Other Agencies may not be subject to, or only partially subject to, City procurement rules since New York State law may preempt them. For example, the DOE’s procurement activities are governed by NYS Education Law (not the PPB Rules), which mandated the creation of administrative rules known as the Procurement Policy and Procedures (PPP).[40]

Table 92: FY25 New Procurement Contracts and Task Orders by Other Agency

Brooklyn Public Library (BPL)

Established in 1896, the Brooklyn Public Library (BPL) is one of the nation’s largest public library systems and currently has more than 850,000 active cardholders. BPL maintains a branch library within a half-mile of the majority of Brooklyn’s 2.7 million residents.

Table 93 – BPL: FY23-FY25 Registrations by Contract Category

Chart 129 – BPL: FY22-FY25 Volume of Contracts by Industry

Chart 130 – BPL: FY22-FY25Value of Contracts by Industry

City University Construction Fund (CUCF)

The CUCF is a public benefit corporation established in 1966 by the New York State Legislature, known as the City University Construction Fund Act. The Mission of CUCF is to manage the resources necessary for the design and construction of space required to support the educational mandate of the City University of New York (CUNY). A seven-member Board of Trustees governs the CUCF’s programs.

Table 94 – CUCF: FY23-FY25 Registrations by Contract Category

Chart 131 – CUCF: FY22-FY25 Volume of Contracts by Industry

Chart 132 – CUCF: FY22-FY25 Value of Contracts by Industry

City University of New York (CUNY)

Under State Education law, CUNY is an independent system of higher education governed by its own board of trustees responsible for the governance, maintenance, and development of both senior and community college units of the city university. Founded in 1847 as the nation’s first free public institution of higher education, CUNY currently has 25 colleges spread across New York City’s five boroughs.

Table 95 – CUNY: FY23-FY25 Registrations by Contract Category

Chart 133 – CUNY: FY22-FY25 Volume of Contracts by Industry

Chart 134 – CUNY: FY22-FY25 Value of Contracts by Industry

Department of Education (DOE)

The DOE is the largest school district in the U.S. and is responsible for educating 1.1 million students in over 1,800 public schools. It has an internal Division of Contracts and Purchasing that is responsible for overseeing DOE’s procurement activities. As noted above, DOE contracts are governed by the PPP rules.

Table 96 – DOE: FY23-FY25 Registrations by Contract Category

Chart 135 – DOE: FY22-FY25 Volume of Contracts by Industry

Chart 136 – DOE: FY22-FY25 Value of Contracts by Industry

NYC Economic Development Corporation (EDC)

The New York City Economic Development Corporation (EDC) is a nonprofit organization incorporated under the Not-for-Profit Corporation Law of the State of New York. SBS contracts with and retains EDC to function as a development consultant and provide economic development-related services on behalf of the City. Since the vast majority of EDC’s contract actions were processed as TOs registered under SBS Master Awards, they are included in the totals for this section.

Table 97 – EDC: FY23-FY25 Registrations by Contract Category

Chart 137 – EDC: FY22-FY25 Volume of Contracts by Industry

Chart 138 – EDC: FY22-FY25 Value of Contracts by Industry

Equal Employment Practices Commission (EEPC)

The New York City Equal Employment Practices Commission (EEPC) audits, evaluates, and monitors the City of New York’s employment programs, practices, policies, and procedures to ensure that municipal entities and the City as an employer maintain a properly structured, efficiently administered affirmative employment program of equal opportunity for those employed by, or seeking employment with City government.

Table 98 – EEPC: FY23-FY25 Registrations by Contract Category

Chart 139 – EEPC: FY22-FY25 Volume of Contracts by Industry

Chart 140 – EEPC: FY22-FY25 Value of Contracts by Industry

Health and Hospitals Corporation (HHC)

NYC Health and Hospitals (HHC) is a public benefits corporation and the nation’s largest municipal health care delivery system in the United States. HHC operates the City’s public hospitals and clinics.

Table 99 – HHC: FY23-FY25 Registrations by Contract Category

Chart 141 – HHC: FY22-FY25 Volume of Contracts by Industry

Chart 142 – HHC: FY22-FY25 Value of Contracts by Industry

Independent Budget Office (IBO)

Established under Chapter 11 of the Charter, the Independent Budget Office (IBO) provides the Comptroller, the President of the City Council, the members and committees of the Council, the Borough Presidents, and City Community Boards with information to assist them in the discharge of their responsibilities which are related to the budgetary process.

Table 100 – IBO: FY23-FY25 Registrations by Contract Category

Chart 143 – IBO: FY22-FY25 Volume of Contracts by Industry

Chart 144 – IBO: FY22-FY25 Value of Contracts by Industry

New York City Housing Authority (NYCHA)

The New York City Housing Authority (NYCHA) is a public development corporation that was created in 1935 to provide decent, affordable housing for low- and moderate-income New Yorkers. Today it is the largest public housing authority in North America. Since the majority of NYCHA’s contract actions were processed as TOs registered under HPD Master Awards, they are included in the totals for this section.

Table 101 – NYCHA: FY23-FY25 Registrations by Contract Category

Chart 145 – NYCHA: FY22-FY25 Volume of Contracts by Industry

Chart 146 – NYCHA: FY22-FY25 Value of Contracts by Industry

New York Research Library (NYRL)

The New York Research Library is a subset of libraries in the New York Public Library system. Its four research libraries are the Library for the Performing Arts located at Lincoln Center, the Schomburg Center for Research in Black Culture located in Harlem, the Science, Industry and Business Library in Midtown and the main library on 5th Avenue and 42nd Street (Humanities and Social Science).

Table 102 – NYRL: FY23-FY25 Registrations by Contract Category

Chart 147 – NYRL: FY22-FY25 Volume of Contracts by Industry

Chart 148 – NYRL: FY22-FY25 Value of Contracts by Industry

Office of Administrative Tax Appeals (OATA)

The Office of Administrative Tax Appeals was established by Local Law 57 of 2007 to bring together the agencies that provide fair, independent and efficient appeals of the taxes administered by the City of New York.

Table 103 – OATA: FY23-FY25 Registrations by Contract Category

Chart 149 – OATA: FY22-FY25 Volume of Contracts by Industry

Chart 150 – OATA: FY22-FY25 Value of Contracts by Industry

Queens Borough Public Library (QBPL)

An independent, nonprofit organization founded in 1896, Queens Borough Public Library (QBPL) offers free access to a collection of more than 5 million books and other materials in multiple languages, technology and digital resources, and more than 87,500 educational, cultural, and civic programs a year. It consists of 66 locations, including branch libraries, a Central Library, seven adult learning centers, a technology center, two universal pre-kindergartens, and two teen centers.

Table 104 – QBPL: FY23-FY25 Registrations by Contract Category

Chart 151 – QBPL: FY22-FY25 Volume of Contracts by Industry

Chart 152 – QBPL: FY22-FY25 Value of Contracts by Industry

Transit Authority (TRANSIT)

The Transit Authority (Transit) encompasses the Metropolitan Transportation Authority and The New York City Transit Authority. The Transit Authority is a public benefit corporation with board members appointed by NYC and suburban counties.

Table 105 – TRANSIT: FY23-FY25 Registrations by Contract Category

Chart 153 – TRANSIT: FY22-FY25 Volume of Contracts by Industry

Chart 154 – TRANSIT: FY22-FY25 Value of Contracts by Industry

VIII. Retroactive Contract Registrations

Registration is a step in the procurement process at which most contracts become legally effective, allowing the City to pay the vendors with whom it does business. Procurement delays, which extend to both contracts registered by this Office and self-registered by City agencies, often place enormous financial strains on business and non-profits. Many organizations are forced to borrow to cover cash flow and triage their own expenses, making it extremely difficult to pay their workers, sustain operations, and grow their footprint. In addition to the challenge of late payments, contract delays can result in:

Understanding the urgency of this problem, Comptroller Lander partnered with the Mayor’s Administration to establish the Joint Task Force to Get Non-Profits Paid and the Capital Reform Task Force and to propose critical reforms needed to address components of contracting systems.[41] The Capital Reform Task Force achieved particularly effective success including the revision of the contract review threshold for the Financial Control Board, the launch of a public Capital Project Tracker, and the revision of City guidance outlined by Executive Orders 102 and 50.[42] This Capital Reform Task Force also advocated for impactful legislation that will result in quicker procurement timelines, including a revision to the process for public hearing that allows for a streamlined public notice and comment period.[43]

There was some initial progress made on the Joint Task Force to Get Non-Profits Paid, including the “Clear the Backlog” initiative in the summer of 2022, an Allowance Amendment Initiative to enable the City to make certain modifications to existing contracts to add an allowance for things like cost of living increases and indirect rate increases or for the performance of additional work without requiring lengthy contract amendments, and an initiative with the City Council to make discretionary award contracts  multi-year, which is starting to eliminate red tape and prevent providers from having to complete the entire City procurement process annually.

Unfortunately, Mayor Adam’s administration has failed to deliver on one of this Task Force’s most consequential reforms, a commitment to establish timeframes and key performance indicators for the City’s procurement process. These indicators have the potential to reveal what parts of the contracting process are causing the most delays and empower policy makers to pursue sustainable reforms. The Comptroller’s office currently manages the only part of the procurement process with a charter-mandated time limit to register or return each and every contract within 30 days of receiving it – an obligation the office has met consistently.

Citywide Retroactivity Rates: FY22-FY25

Unless otherwise specified, retroactivity refers to contracts that the City registers after the contract start date, when vendors typically begin their work. As an update to our methodology in previous Annual Summary Contracts Reports, this year’s analysis excludes DOE purchases under award method 32 (small purchase written).[44]

The overall share of contracts registered late declined slightly compared to FY24 levels (80.65% in FY24 to 72.64% in FY25). Notably, the retroactivity rate for human service and non-profit contracts remained higher than the citywide average, with eight out of every ten registered late. See Chart 155 for year-over-year retroactivity trends, by volume of contracts. Some of the City’s retroactivity rate improvement can be attributed to hundreds of DCAS Negotiated Acquisition Extension (NAE) contracts that were registered in May and June for services in FY26.[45]

Chart 155: Percent of Late-Registered Contracts by Volume – FY22-25

Even though the share of contracts registered on time slightly improved in FY25 relative to prior years, this benefit was felt unevenly in terms of contract value. While 20% more procurement value was timely registered overall, the improvements were more modest for Human Service and Non-Profit contracts. See Chart 156 for additional details.

Chart 156: Percent of Late-Registered Contracts by Value – FY22-25

Citywide Procurements

The following tables provide more granular detail into the retroactivity rates summarized by the charts above. Tables 106 and 107 breakdown how late procurement contracts and contract value were registered. Subsequent tables zoom in on trends for the Human Services Industry and among Non-Proft vendors.

While about three-in-ten contracts were still registered more than 6 months late in FY25, the “retroactivity by volume” table below show that already retroactive contracts were generally registered less late on the margins relative to the prior year. Table 107 indicates that the City registered more high-value contracts on time in FY25 than in prior years. These improvements are not felt as strongly in the Human Services and Non-Profit sectors, where over half of contracts are registered six-months or more late, and the share of contract value registered more than a year late has never been higher since the start of the Adams administration.

Table 106: Citywide Retroactivity by Volume – FY23-25

Table 107: Citywide Retroactivity by Value – FY23-25

Human Services Industry Procurements

Table 108: Human Service Contract Retroactivity by Volume – FY23-25

Table 109: Human Service Contract Retroactivity by Value – FY23-25

Non-Profit Procurements

Table 110: Non-Profit Contract Retroactivity by Volume – FY23-25

Table 111: Non-Profit Service Contract Retroactivity by Value – FY23-25

Additional FY25 Retroactivity Trends

The rest of Section VIII takes a deeper dive into retroactivity trends within FY25 which began on July 1, 2024 and concluded on June 30, 2025. The following tables and charts lay out trends for revenue, as well as procurement contracts. Retroactivity rates by industry, agency, M/WBE certification status, and other categories are also captured.

Table 112 displays contract retroactivity for procurement and revenue contracts registered in FY25. 6,932 new procurement and revenue contracts (70.96% of all contracts) were registered retroactively. Notably, the share of contract value that was registered on time increased from 29% on time in FY24 to 41% on time in FY25.

Table 112: FY25 Contract Retroactivity for New Procurements and Revenue Contracts

Chart 153 compares the share of retroactive procurement contracts in FY22, FY23, FY24, and FY25 by both volume and value. Although more high value contracts were registered on time in FY25 than in prior years, over seven-in-ten contracts are still being registered late.

Chart 157: FY22-25 Retroactivity Rates by Volume and Value

FY25 Retroactive Procurements by Industry

For the Human Services industry, which is overwhelmingly made up of Non-Profit vendors, nearly all contracts were registered late. The Human Services industry has the highest retroactivity rate overall, with 81% of procurement contracts registered late. Chart 158 displays the total number of new procurement contracts by industry. For comparison, Table 113 displays the share of contract retroactivity by industry type.

Chart 158: Share of New Retroactive Procurement Contracts by Industry, FY25

Table 113: Volume of FY25 Procurement Contracts by Retroactivity Category and Industry

Retroactive Procurements by Agency

Table 114 lists the top ten agencies with the most retroactive procurement contracts. Together, these ten agencies account for over 65% of the retroactively contract registrations in the City. While DYCD registered the most retroactive contracts in FY25, the majority of these contracts are related to City Council appropriations, which tend to be delayed. DYCD would still be in the top five even with City Council discretionary contracts excluded from this count.

Table 114: FY25 Top Ten Agencies by Volume of Retroactive Procurement Contracts

FY25 Retroactive Procurements – M/WBEs

By a measure of contract volume, the City registered M/WBE procurement contracts on time at a higher rate than non-M/WBE vendors (35% vs 24%). However, a greater share of Non-Certified contract value was registered on time in FY25. Table 115 presents a breakdown of M/WBE procurement contracts by category of lateness. For comparison, Table 116 presents a breakdown procurement contracts by category of lateness for non-certified vendors.

Table 115: FY25 Procurement Contracts by Retroactivity Category – MWBE Vendors

Table 116: FY25 Procurement Contracts by Retroactivity Category – Non-Certified Vendors

The largest share of M/WBE procurement contracts were registered via the M/WBE Small Purchase (M/WBE SP) method (45.28%). This method was designed to reduce delays in the contracting process by allowing agencies to contract with City-certified M/WBE vendors for up to $1.5 million without competition. However, the large majority of contracts registered via the M/WBE Small Purchase method were registered late. Table 17 displays the breakdown of M/WBE non-competitive small purchase contracts by retroactive category.

Table 117: FY25 M/WBE Small Purchase Contracts by Retroactivity Category

FY25 Retroactive Revenue Contracts

Revenue contracts were registered far timelier in terms of both volume and value in FY25 than new procurements. Nearly two thirds of contracts and over half of their value was registered by their contract start dates. Table 118 below breaks down revenue contracts by retroactivity category

Table 118: FY25 Revenue Contracts by Retroactivity Category[46]

FY25 Retroactive Real Property Transactions

The largest group within Real Property Transactions are Lease Agreements with private landlords, which allows the City to secure the use of property for agency business or as a means to facilitate other public services. Leases must be registered in order for building owners to be paid and to secure terms for needed construction or renovation projects. Accordingly, delays in the registration of Lease Agreements can negatively impact spaces utilized by City services, including day care and senior care programs, that are run out of city-leased buildings. The share of real property transactions registered on time modestly increased both in value and volume in FY25 relative to last year, however nearly nine-in-ten leases were still registered late.

Table 119: FY25 Real Property Contracts by Retroactivity Category

FY25 Retroactive Task Orders[47]

TO are used by agencies to procure particular goods or services from one or more vendors under terms that have already been established under an existing Multiple Master Agreement contract. While this structure should allow City agencies to process TOs more quickly than new contracts, over 85% were registered retroactively in FY25. Table 120 provides a breakdown of TOs by retroactivity category.

Table 120: FY25 Registered TOs by Retroactivity Category

IX. Bureau of Labor Law – Living and Prevailing Wage Cases

The Comptroller is required to submit annual reports to the Mayor and to City Council summarizing and assessing the implementation and enforcement of sections 6-109, 6-130, 6-134 and 6-145 of the Administrative Code which require that:

1. Contractors and subcontractors on City service contracts providing homecare services, day care services, head start services or services to persons with cerebral palsy pay their covered employees at the living wage rate and either provide health benefits or supplement the hourly wage rate by $1.50; and
2. City service contractors and subcontractors providing building services, food services or temporary office services pay their covered employees at the prevailing wage and supplement rates set annually by the City Comptroller, or at the living wage rate, whichever is greater.[48]
3. Entities receiving financial assistance from the City must pay their covered employees at the living wage rate.
4. Human service vendors doing business with NYC above small purchase limits are required to submit an attestation or certification, relating to labor peace agreements (LPA) with labor organizations, as a condition for a new contract award or renewal. LPAs are agreements between employers and labor organizations that are designed to ensure the uninterrupted flow of goods and services.

The required reporting information is presented for below.

Section 6-109 of the Admin Code:

See below for information on cases overseen by the Bureau of Labor Law (BLL) in FY25 in the categories of Building Services, Home Care Services, and Temporary Office Services.

Building Services

BLL had three open investigations concerning building services work as of July 1, 2024, and opened five new investigations after July 1, 2024.

Home Care Services

BLL opened one new investigation into home care services after July 1, 2024.

Temporary Office Services

BLL had one investigation of temporary office services open as of July 1, 2024, and opened three new investigations after July 1, 2024.

• The case that was open before July 1, 2024 resulted in a settlement. The Bureau settled with United Staffing Solutions for $644,032.81, comprising of $312,763.51 in back pay to employees, $202,452.34 in interest, and $128,806.56 in civil penalties covering 54 workers, as well as a finding that the violations were willful. This company failed to pay prevailing wages to employees who provided temporary clerical services at various hospital locations throughout the city.[49]
• Two of the new investigations were closed due to a finding of no jurisdiction.

Section 6-130 of the Admin Code:

BLL was managing two open investigations in FY25.

Section 6-134 of the Admin Code:

BLL had one open investigation as of July 1, 2024, and two new investigations that were opened after July 1, 2024.

Section 6-145 of the Admin Code:

BLL did not receive any complaints about labor peace and opened no new cases under §6-145 of the Administrative Code in FY25.

X. Glossary of Terms

Accelerated Procurement: An accelerated procurement is a procurement of commodities that is required to be made quickly due to markets experiencing significant shortages and/or short-term price fluctuations. Such markets must be identified by specific rule of the PPB. Accelerated procurement shall only be authorized when the CCPO determines those specific commodities subject to accelerated procurement, i.e., chemicals, energy, food, etc. (9 RCNY § 3-07).

ACCO: An acronym that stands for Agency Chief Contracting Officer. Position delegated authority by the Agency Head to organize and supervise the procurement activity of subordinate agency staff in conjunction with the CCPO. (9 RCNY § 1-01 (e)).

Agency Head: A term referring to heads of City, country, borough, or other office, administration, department, division, bureau, board, or commission, or a corporation, institution or agency of government, the expenses of which are paid in whole or in part from the City treasury. (9 RCNY § 1-01 (e)).

Amendment: Modification or adjustments made to an existing contract. (9 RCNY § 4-02).

Amendment Extension: A contract amendment that allows for an extension of a contract term for good and sufficient cause for a cumulative period not to exceed one year from the date of expiration of the current contract. (9 RCNY § 4-02(b)(iii)).

Buy-Against: The process by which, as part of contract administration, an agency obtains goods and services to fulfill its requirements after a vendor defaults or fails to fulfill its contract responsibilities. (9 RCNY § 1-01(e)).

Capital Project (budget, or funding): Capital projects or contracts are funded with monies from the Capital budget typically for the purposes of funding physical infrastructure. Capital projects are at least $35,000 and have a life of five years.

Change Order: Any alteration, change, amendment, or modification to any contract or agreement approved as required by law or rule. (9 RCNY § 1-01(e)).

CCPO: An acronym that stands for City Chief Procurement Officer. Position delegated authority by the Mayor to coordinate and oversee the procurement activity of Mayoral agency staff, including the ACCOs. (9 RCNY § 1-01(e)).

Charter: The New York City Charter. (9 RCNY § 1-01(e)).

City: City of New York. (9 RCNY § 1-01(e)).

Competitive Sealed Bidding (CSB): The source selection method in which sealed bids are publicly solicited and opened and a contract is awarded to the lowest responsive, responsible bidder. (9 RCNY § 1-01(e)).

Competitive Sealed Proposals (CSP): The source selection method in which a solicitation is made to potential vendors, and between receipt of proposals and award, discussions with vendors may take place to resolve uncertainties in the proposal, advise vendors of deficiencies in meeting the agency’s requirements, allow for resulting price changes, etc. (9 RCNY § 1-01(e)).

Concession: A grant made by an agency for the private use of City-owned property for which the City receives compensation other than in the form of a fee to cover administrative costs, except that concessions shall not include franchises, revocable consents and leases. (NYC Charter § 362(a)).

Construction: The process of constructing, reconstructing, demolishing, excavating, renovating, altering, improving, rehabilitating, or repairing any building, facility, or physical structure of any kind, excluding the performance of routine maintenance. (9 RCNY § 1-01(e)).

Construction Management Contract: A form of construction contract that provides the vendor is to furnish management and supervisory services necessary for the construction of facilities that may also include construction services and the ability to award the underlying construction contract. (9 RCNY § 1-01(e)).

Construction-Related Services: Those services that may reasonably be required in the planning, design, or construction of real property or other public improvements. Such services shall include, but not be limited to, engineering, construction supervision, construction management, testing and investigation. (9 RCNY § 1-01(e)).

Contract: A written agreement between the City and a vendor in an amount generally in excess of the small purchase limits that gives rise to obligations that are enforced and recognized by law. (9 RCNY § 1-01(e)).

Contractor: Any person having a contract with a governmental body. (9 RCNY § 1-01(e)).

Cost Analysis: The process of examining the reasonableness of a vendor’s price by evaluation of the separate cost elements and proposed profit in part on the basis of cost data supplied and certified by the vendor. Cost analysis is used on contract actions (including change orders) where price cannot be determined as fair and reasonable by using price analysis alone. (9 RCNY § 1-01(e)).

Demonstration Project: A short-term, carefully planned, pilot exercise designed to test and evaluate the feasibility and application of an innovative product, approach or technology not currently used by the City. Demonstration projects may be proposed for goods, services or construction. They allow the City to observe and analyze effectiveness and efficiency without a large commitment of resources. (9 RCNY § 3-11(a)).

Emergency: An unforeseen danger to life, safety, property, or a necessary service. (9 RCNY § 1-01(e)).

Emergency Procurement: Method of procurement for goods when there is an unforeseen danger to life, safety, property, or a necessary service, the existence of which creates an immediate and serious need for goods, services, or construction that cannot be met through normal procurement methods. (9 RCNY § 3-06(a)).

Emerging Business Enterprise (EBE): A business enterprise authorized to do business in this state, including sole proprietorships, partnerships and corporations, in which such individuals have demonstrated that they are socially and economically disadvantaged. (NYC Charter § 1304 (6)(c)).

Encumbrance: An action to set aside or reserve all, or a portion, of an appropriation of funds for the payment of future expenses such as payments for the receipt of goods, services or construction pursuant to a contract or agreement.  (NYS Office of the State Comptroller Guide to Financial Operations Chapter XI.2.C.).

Expense Contract (budget, or funding): An expense contract is sourced with funding from the expense budget that has the explicit function of funding present City operations.

Fiscal Year: Unless otherwise indicated, the word “year” as it related to terms of contracts shall mean the City’s fiscal year. (9 RCNY § 1-01(e)). For the purpose of this Report, the fiscal year covered is Fiscal Year 2022which runs from July 1, 2021 through June 30, 2022.

FMS: An acronym stands for Financial Management System. (9 RCNY § 1-01(e)).

Franchise: A grant by an agency of a right to occupy or use the inalienable property of the City to provide a public service. (NYC § 362(b)).

Franchise and Concession Review Committee (FCRC): The FCRC consists of six members: the Mayor who serves as chair, the director of the Office of Management and Budget (OMB), the Corporation Counsel, the Comptroller and one additional appointee of the Mayor. The FCRC is primarily responsible for the establishment of rules for the granting of concessions to ensure a competitive and fair process. Each member of the FCRC is entitled to one vote, with the exception of the borough president who collectively share a single vote. Franchises require at least five votes to be approved whereas applicable concession awards typically require four votes. (NYC Charter § 373).

Goods: All personal property, including but not limited to equipment, materials, printing, and insurance, excluding land or a permanent interest in land. (9 RCNY § 1-01(e)).

Government-to-Government Procurement: Purchases made when it is in the City’s best interest to procure from another governmental entity goods, services, construction, or construction-related services where the accepted price, terms and conditions are achieved through negotiation between the agency and the governmental entity. (9 RCNY § 3-13(a)).

Grant: A cash transfer made by a government entity to another government entity, a quasi-public entity, a private organization, or an individual, for use by the recipient in accomplishing objectives established by the recipient. A grant is permissible only to accomplish a public purpose authorized by federal, state, or City law. A grant may be conditional, although awarded without other consideration. Federal and state grants are identified specifically by formula or specific allocations in law or in the annual operating budget act, bond authorizations, or other acts of Congress or the state legislature. Grants can be distinguished from procurement contacts, which call for the vendor to produce specific end products or to deliver specific goods or services. While there are requirements under a grant that result in an executed agreement between the grantor and grantee, this document is not a contract for services. (9 RCNY § 1-01(e)).

HHS (Health and Human Services) Accelerator: HHS Accelerator is an office that facilities the central management of the procurement process for client services vendors and contractual by creating and maintaining a web-based document vault for client services vendors; creating and maintaining a centralized, electronic and web accessible categorization system of services provided for all City agencies; prequalifying client services providers; and managing procurements for client services. (9 RCNY § 1-01(e)).

Human/Client Services: Programs contracted for by the City of New York on behalf of third-party clients, including programs to provide social services, health or medical services, housing and shelter assistance services, legal services, employment assistance services, and vocational, educational, or recreational programs. Agencies whose mission involves the award and administration of such contracts, or provisions of the same or similar services by agency staff are sometimes known as “Human Services agencies.” Examples of human services include but are not limited to: day care, foster care, mental health treatment, operation of senior centers, home care, employment training, homeless assistance, preventive services, health maintenance organizations, and youth services. (9 RCNY § 1-01(e)).

IFB: An acronym that stands for Invitation for Bids. (9 RCNY § 1-01(e)).

Information Technology: Systems or components thereof including, but not limited to, hardware, software, firmware, and telecommunications that integrate and process data; and services including, but not limited to, planning, consulting, project managing, developing requirements definitions, analyzing, designing, programming, testing, training, implementing, as well as conversion capacity management and quality assurance for the purpose of using, creating, maintaining, operating, or repairing computer systems or networks or computer systems or components thereof. (9 RCNY § 1-01(e)).

Innovative Procurement: Prospective procurement method that tests and evaluates the feasibility and application of procurement methods not currently used by the City or provided for under the PPB rules. (9 RCNY § 3-12 (a)).

Intergovernmental Purchase: The issuance of a purchase order or contract to procure goods, services, or construction through the United States General Services Administration, any other federal agency, the New York State Office of General Services, any other state agency or in cooperation with another public agency subject to the rules set forth under the PPB rules. (9 RCNY § 1-01(e)).

Investigative or Confidential Services: Services provided by law enforcement, scientific, and/or legal consultants, or other experts or professionals that are necessary in connection with an official matter within the scope of the acquiring agency’s authority and that directly or indirectly relate to a pending or contemplated case, trial, litigation, or confidential or sensitive investigation or negotiation for which such services of the nature and kind envisioned herein are ordinarily used. (9 RCNY § 1-01(e)).

Line-Item Appropriation: Method of procurement in which contract awards are made from line items appropriations and/or discretionary funds to community-based not-for-profit organizations or other public service organizations identified by elected City officials other than the Mayor and the Comptroller. Public officials that are able to designate awards for discretionary funding include the Public Advocate, individual members of the City Council, the City Council Speaker, and the Borough Presidents. These contract awards are typically designated by an elected official and are then administered and processed by a Mayoral agency. (9 RCNY § 1-02(e)).

Master Service Agreement: A Master Agreement (or Multiple Award Task Order Contract) may be awarded for standard services or multiple award purchase order contracts for goods upon a determination by the ACCO that it is in the best interest of the City to award multiple contracts for goods or standard services to multiple contractors and to allocate work among such contractors through a task order or purchase order system. Master Service Agreements can be awarded through either CSBs or CSPs. Once a master contract is set up, individual task orders are issued for the specific amount of the goods and or services. Task orders are typically assigned by rotation though they can also be awarded through a mini-bid or competition. These types of contracts (typically for standard services) are commonly set up by DCAS and can be utilized by other City agencies. (9 RCNY §§ 3-02(t), (j)).

Micropurchases: Procurements of which the value is $20,000 or less where no competition is required except that in making purchases below the limit, contracting officers shall ensure that the noncompetitive price is reasonable and that purchases are distributed appropriately among responsible vendors, including M/WBE vendors. (9 RCNY§ 3-08(c)(1)(ii)).

M/WBE: An acronym that stands for Minority and/or Women-owned Business Enterprise; a business authorized to do business in the state, including sole proprietorships, partnerships, and corporations, in which (i) at least fifty-one percent of the ownership interest is held by United States citizens or permanent resident aliens who are (a) either minority group members or (b) women, (ii) the ownership interest of such person is real, substantial, and continuing, and (iii) such persons have and exercise the authority to control independently the day to day business decisions of the enterprise. (9 RCNY § 1-01(e)).

Negotiated Acquisition: A method of source selection under which procurements can be made through negotiation due to circumstances and subject to conditions, as specified in these rules, in which it is not practicable and/or advantageous to the City to make the procurement through competitive sealed bidding or competitive sealed proposals. The use of negotiated acquisition requires CCPO approval. (9 RCNY § 1-01(e)).

Negotiated Acquisition Extension: A form of contract extension in which an existing contract regardless of the original procurement method, can be extended one or more times beyond the now permissible cumulative twelve-month limit, provided that the vendor’s performance is satisfactory or that any deficiencies have been or are addressed or are effectively addressed through a corrective action plan, and the extension(s) is for the minimum time necessary to meet the need. (9 RCNY § 3-04(b)(2)(iii)).

PASSPort: A computerized Citywide system providing new comprehensive contract management information and historical data migrated from VENDEX.

Person: Any business, individual, partnership, corporation, union, firm, company, committee, club, other organization, governmental body, or group of individuals. (9 RCNY § 1-01(e)).

Prequalification: The screening of potential vendors in which a purchaser may consider factors such as financial capability, reputation, and management in order to develop a list of prospective vendors qualified to be sent invitations to bid or requests for proposals. (9 RCNY § 1-01(e)).

Procurement: Buying, purchasing, renting, leasing, or otherwise acquiring any goods, services, or construction. It also includes all functions that pertain to the obtaining of any good, service, or construction, including planning, description of requirements, solicitation and selection of sources, preparation and award of contract, and all phases of contract administration, including receipt and acceptance, evaluation of performance, and final payment. (9 RCNY § 1-01(e)).

Procurement Policy Board (PPB): The PPB is the governing entity responsible for the promulgation of the City’s procurement rules. Members of the PPB set forth rules that include but are not limited to: the use of different types of procurements, how bids and proposals may be solicited, the award and administration of contracts and the resolving of contract disputes. The PPB consists of five members, three of whom are appointed by the Mayor and two of whom are appointed by the Comptroller. The PPB is required to assess and review its rules, policies and procedures annually and report to the Mayor, Comptroller and City Council on recommendations to make procurement more efficient. (NYC Charter § 311).

Professional Services: Services other than human/client services that require specialized skills and the exercise of judgment, including but not limited to: (i) accountants, (ii) lawyers, (iii) doctors, (iv) computer programmers and consultants, (v) architectural and engineering services, and (vi) construction management services. (9 RCNY §1-01(e)).

Proposer: A person submitting a proposal in response to a Request for Proposal. (9 RCNY § 1-01(e)).

Protest: A complaint about a governmental action or decision concerning procurement brought by an interested party to the appropriate administrative section with the intention of achieving a remedial result. (9 RCNY § 1-01(e)).

Purchase Order: An official document of the City directing the vendor to perform. A purchase order formalizes a purchase transaction with a vendor for purchases generally at or below the small purchase limits unless the purchase order is placed against an existing contract. (9 RCNY § 1-01(e)).

Registration: The process through which the Comptroller (1) encumbers funds to insure that monies are available to pay vendors upon the satisfactory completion of contract work; (2) maintains a registry of City contracts and agreements; (3) presents objections, if, in the Comptroller’s judgment, there is sufficient reason to believe that there is possible corruption in the letting of the contract or that the proposed contractor is involved in corrupt activity, and (4) tracks City expenditures and revenues associated with those contracts and agreements. No contract or agreement (including agreements memorializing the terms of franchises, revocable consents or concession) will be executed pursuant to the NYC City Charter or other law shall be implemented until (1) a copy has been filed with the comptroller and (2) either the comptroller has registered it or thirty days have elapsed from the date of filing, whichever is sooner. Registration authority for contracts, franchises and concessions are derived from the NYC City Charter. (9 RCNY § 1-01(e); NYC City Charter §§ 328, 375).

Renewals: Re-registration of previous contracts with the same vendor, with substantially unchanged terms and conditions, but possibly revised quantities, lists or schedules or items to be supplied. (9 RCNY §4-04(a)).

Required Method/Preferred Source: Method of procurement in which the PPB rules do not apply to procurements to the extent that a source of funds outside the City of New York, a Federal or State statute or rule, the terms of a court order or consent decree, or other applicable law expressly authorizes or requires otherwise. (9 RCNY § 1-02 (d)(1)).

Required Authorized Source: Method of procurement in which the source selection requirements of the PPB rules do not apply to procurements where a source of funds outside the City of New York, a Federal or State statute or rule, the terms of a court order or consent decree, or other applicable law expressly authorizes or requires that a procurement be made from a specified source.  (9 RCNY § 1-02 (d)(2)).

Requirement Contract: Contract for standard services or multiple award purchase order contracts for goods that are awarded when it is determined by the ACCO that it is in the best interests of the City to award multiple contracts for goods or standard services to multiple contractors and to allocate work among such contractors through a task order or purchase order system. (9 RCNY § 3-02(t)(1)).

Responsible Bidder or Proposer: A vendor who has the capability in all respects to perform in full the contract requirements, and the business integrity and reliability that will assure good faith performance. (9 RCNY § 1-01(e)).

Responsive Bidder or Proposer: A vendor whose bid or proposal conforms to the terms set out by the City in the solicitation. (9 RCNY § 1-01(e)).

Revocable Consent: A grant of a right, revocable at will, (1) to any person to construct and use for private use pipes, conduits and tunnels under, railroad tracks upon, and connecting bridges over inalienable property, (2) to an owner of real property or, with the consent of the owner, to a tenant of real property to use adjacent inalienable property, or (3) to a public service corporation for facilities ancillary to, but not within a franchise granted prior to July 1, 1990. (NYC Charter § 362 (d)).

RFP: An acronym that stands for Request for Proposals. All documents, whether attached or incorporated by reference, used for soliciting competitive proposals. (9 RCNY § 1-01(e)).

Service Contract: A contract that calls for a vendor’s time and effort rather than for delivery of goods and construction. The term as defined here does not include employment agreements or collective bargaining agreements. (9 RCNY § 1-01(e)).

Small Purchases: Any procurement at or below the small purchase limit. The small purchase limit is currently set as $100,000. (9 RCNY §§ 1-01(e), 3-08(a)).

Sole Source: An award of a contract for a good, service, or construction to the only source for the required good, service, or construction. (9 RCNY § 1-01(e)).

Special Case: A situation in which it is either not practicable or not advantageous to the City to use competitive sealed bidding as defined in § 312 of the NYC Charter. (9 RCNY § 1-01(e)).

Solicitation: The process of notifying prospective vendors that a governmental body wishes to receive bids or proposals for furnishing goods, services, or construction. The process may consist of public advertising, mailing invitations for bids or requests for proposals, posting notices, telephone or facsimile messages to prospective vendors, or all of these. (9 RCNY § 1-01(e)).

Subscription: A method of transaction in which there is a subscription or continuing need to renew including electronic subscriptions, for magazines and periodicals, orders for books and “off-the-shelf” training videotapes, and attendance at standard commercially available training seminars. (9 RCNY § 1-02(f)(5)).

Standard Services: Services other than professional services and human/client services such as custodial services, security guard services, stenography services and office machine repair. (9 RCNY § 1-01(e)).

Task Order: An agreement that defines the requested scope of work and price under the parameters issued via a master services contract. (9 RCNY § 3-02(t)).

Vendor: An actual or potential contractor. (9 RCNY § 1-01(e)).

XI. Appendices

Appendix 1 – Registered Contracts by Group, Industry, Agency Type, and Retroactivity Category[50]

Appendix 2 – Registered Modifications[51]

Appendix 3 – Real Property Transactions

Appendix 4 – Registered Task Orders

Appendix 5A – Purchase Orders

Appendix 5B – Purchase Orders

Appendix 6A – Delivery Orders

Appendix 6B – Delivery Orders

Appendix 7 – New Contract Categories with Corresponding Award Method and Contract Type Codes

Appendix 8 – Award Method Codes

Appendix 9 – Contract Type Codes

Appendix 10 – Agency Codes

Acknowledgements

Dan Roboff, Senior Director of Contract Analytics; James Leidy, Procurement Analyst; and Yifeng Zheng, CUNY Fellow; were the lead authors of this report, with support from Tyler LeViness, Intern; Kerri Nagorski, Director of Procurement Policy and Partnerships; Daphnie Agami, Senior Advisor and Counsel to the Deputy Comptroller; Michael D’Ambrosio, Assistant Comptroller for the Bureau of Contract Administration; and Charlette Hamamgian, Deputy Comptroller, Contracts and Procurement. Design and layout were completed by Archer Hutchinson, Creative Director and Addison Magrath, Graphic Designer

Endnotes

[1] Fiscal Year 25, or FY25, refers to the period between July 1, 2024 through June 30, 2025

[2] NYC Administrative Code §6-116.2(a)

[3] NYC Administrative Code §§6-109, 6-130

[4] NYC Charter §328(a) and §328(d)

[5] PPB Rules §1-01(e)

[6] In certain circumstances, franchises and concessions are also subject to the approval of the Franchise and Concession Review Committee (FCRC). The FCRC is comprised of the following officials or their designees: the Mayor; the Director of the Office of Management and Budget; the Corporation Counsel; the Comptroller; and one additional appointee of the Mayor. The Borough Presidents also serve as members of the FCRC. Each member of the FCRC holds one vote, except for the Borough Presidents, who share one vote, which is determined according to the location of the concession and/or franchise at issue.

[7] Section § 6-116.2 of the New York City Admin Code [Reporting of contracted goods and services; computerized data base.

[8] Tables outlining Contract Types and Award Methods, as well as their corresponding FMS codes, can be found in Section XII – Appendices

[9] The increase in average contract value can be attributed to the registration of three multi-billion-dollar contracts associated with the City’s Burrough Based Jail program: CT1-850-20248809672; CT1-850-20258806440; CT1-850-20248809339. The average contract value would remain largely unchanged from the prior year if not for these three contracts.

[10] The contracts in this Report that are attributed to the NYC Economic Development Corporation (EDC) were registered under the Department of Small Business Services (SBS). EDC is a nonprofit organization incorporated under the Not-for-Profit Corporation Law of the State of New York. SBS contracts with and retains EDC to function as a development consultant and provide economic development-related services on behalf of the City.

[11] The contracts in this Report that are attributed to the New York City Housing Authority (NYCHA) were registered under the Department of Housing Preservation and Development (HPD). NYCHA is a public development corporation that was created in 1935 to provide decent, affordable housing for low- and moderate-income New Yorkers.

[12] For more information, please refer to the NYC BBJ Program Page: https://www.nyc.gov/site/borojails/index.page

[13] A list of agencies with at least one registered contract in FY23, inclusive of FMS code, agency short name, and agency type, can be found in Section XI – appendices

[14] The information in PASSPort public only represents a portion of total city contracts as the data sourced within PASSPort has only been available in the system since January 2020.

[15] The City Record print edition and The City Record Online are produced by the NYC Department of Citywide Administrative Services.

[16] For more information about these contract groups, please refer to the Contract Primer: https://comptroller.nyc.gov/reports/contract-primer/

[17] Note: the value of the Innovative Procurement contracts in FY25 was overwhelmingly driven by contracts for the BBJ program. This program makes use of the “Design-Build” project delivery method, which is intended to expedite the completion of major public works projects. Design Build uses a two-step qualifications-based procurement process to select a single team of designers and builders to support public works projects from start to finish. The use of this method allows City agencies to make a contract award to a single vendor, based on Best Value, that will be responsible for overseeing all phases of the project, including design and construction. By going through a single vendor, Design Build is ultimately intended to reduce costs and expedite project completion while ensuring quality control and compliance. While these contracts were competitively bid, Design-Build is still considered an Innovative Procurement method and is classified into group 2 accordingly. Refer to our Contract Primer for more information about Design Build and Innovative Procurements.

[18] PPB Rules §1-01(e)

[19] 9 RCNY §1-02(e)

[20] Based on data pulled from PASSPort Public in July 2025.

[21] For more information, visit our July 2025 report: https://comptroller.nyc.gov/reports/deja-vu-all-over-again-nycs-over-reliance-on-extension-contracts/

[22] The “other revenue” category in this chart reflects contracts for the management and marketing of recovered metal, auction services, etc.

[23] 9 RCNY §4-02

[24] Modifications associated with Contract types 5 (Construction), 48 (Requirements-Construction and 52 (Requirements-Construction) are considered CCOs.

[25] For more information on Master Agreements (MA1s) and their relationship to Delivery Orders (DO1s), please see our Contract Primer: https://comptroller.nyc.gov/reports/contract-primer/

[26] For the purposes of this report, utilization refers to the Total of all DO1s issued against a parent MA1, divided by that MA1’s current contract value.

[27] PON1s and condemnations were excluded from these totals

[28] For a deep dive explanation of the emergency procurement method, please refer to our November 2023 report “Rethinking Emergency Procurements; A Roadmap to Efficiency and Accountability”: https://comptroller.nyc.gov/reports/rethinking-emergency-procurements/

[29]RCNY §1-01(e)

[30] For more information, please refer to the NYC BBJ Program Page: https://www.nyc.gov/site/borojails/index.page

[31] 9 RCNY §1-01(e)

[32] NYC Charter §823

[33] NYC Charter §329(e)

[34] 9 RCNY §1-01(e)

[35] 9 RCNY §1-01(e)

[36] The bottom five $50 million contracts on this list are part of a larger group of fourteen Multiple Master Award Contracts (MMA1s) that DDC awarded under solicitation 85024P0014, which is for general engineering services and consulting.

[37] 9 RCNY §1-01(e)

[38] The Mayors Office of Criminal Justice was previously housed under Agency Code 2 (Mayoralty). MOCJ began to register its contracts under an independent agency code (128) near the end of FY24.

[39] New York City Charter §385(a)

[40] NYS Education Law §2590-g.

[41] To learn more about the Joint Task Force to Get Nonprofits paid on time, please refer to “A Better Contract for New York”: https://comptroller.nyc.gov/reports/a-better-contract-for-new-york/

Similarly, more information can be found on the Capital Reform Task Force here: https://www.nyc.gov/assets/mocs/downloads/Regulations/legislative-regulatory-reform/CP-Reform-Task-Force.pdf

[42] Executive Order 102 of 2007 required steps to verify prevailing wage payments that are redundant of existing City processes and expectations. It was repealed by Executive Order 35 of 2023 on September 21, 2023. Executive Order 50 was revised to streamline the way the City monitor’s vendor compliance with equal employment opportunity expectations.

[43] NY State Senate Bill 2023- S7383: https://www.nysenate.gov/legislation/bills/2023/S7383/amendment/A

[44]This report relies in an updated methodology from one used in prior Annual Summary Contracts Reports. This year’s analysis excludes DOE purchases under award method 32 (Small Purchase Written), which are actually purchase orders. Through a systems quirk in FMS, DOE purchase orders with values between $20K-$25K are processed under a contractual document label rather than a purchase order label. Due to the high volume of these purchases, and because they are not subject to many of the same requirements as contracts, this report excludes DOE Small Purchase Written records so as not to muddy the picture of Citywide retroactivity rates for contracts.

[45] The City more than doubled the number of NAEs registered in FY25 relative to the prior year. While NEAs can be useful for quickly ensuring continuity of services before a new solicitation can be released, the City’s growing reliance on these contracts also presents risks. For more information on this subject, see our recent report on NAEs via this link: https://comptroller.nyc.gov/reports/deja-vu-all-over-again-nycs-over-reliance-on-extension-contracts/

[46] Corpus funded contracts were excluded from this analysis of retroactive revenue contracts.

[47] The data provided in this section is limited to TOs/CTA1s issued pursuant to master agreements registered using the Transaction Code “MMA1.” It does not include instances where agencies purchase goods using a Direct Order (“DO”) issued through master agreements registered using the Transaction Code “MA1.”

[48] NYC Administrative Code §6-109

[49] See this link for more information: https://comptroller.nyc.gov/newsroom/nyc-comptroller-recovers-640k-in-owed-back-wages-for-office-workers-at-city-medical-facilities/

[50] Per existing security agreements, contract records for DOI, and NYC’s five District Attorney Office are not reflected in this document.

[51] See column U to filter for CCOs

[52] Since the award methods used to enter into Revenue Actions may overlap with the awards methods listed in the other Contract Group, the transactions in Contract Group No. 5 are identified by FMS Transaction Code RCT1. The subcategories denoted in group 5 reflect contract type categories, rather than award methods.