Every active project carries two identities. A PID is a construction schedule — what gets built, and when. An FMS ID is a budget line — where the money comes from. They are not the same thing, and they do not line up one-for-one. This is a map of how they connect, and of how $158 billion is distributed across them.
Phase, forecast completion, delay. Read for anything time-related. 3,003 active schedules this period.
Commitments, spend, budget change. Read for anything dollar-related. 3,238 funding lines tie to a live schedule.
Across the 3,003 PIDs and 3,238 budget lines active in period 202601, there are 3,389 schedule↔budget links. The majority are clean 1:1 pairs. But a meaningful minority fan out — roughly 7% of schedules draw on several budgets, and about 2% of budgets bankroll many schedules. Whenever an ID resolves to multiple counterparts, all of them count; none is silently dropped.
Share of each side resolving to exactly one counterpart, period 202601.
Hover any node to trace its links. Use the filters to isolate the three kinds of connection. The diagram is schematic — proportions of each pattern are faithful to the data; node counts in the fans are illustrative of the real extremes.
Distribution of budget-line counts per schedule.
Distribution of schedule counts per budget line.
The extremes are programmatic. On the budget side, a handful of NYPD city-wide lines (ADA compliance, general police facilities) each bankroll a dozen-plus separate site schedules. On the schedule side, complex projects are stitched together from several distinct funding sources — and Parks' citywide reconstruction programs now lead that pattern. Tangled PIDs also tend to run larger: a median $18M versus $5M for single-budget schedules.
Thirteen managing agencies execute the 3,003 active schedules. Decomposing the fan-out by executor reveals three distinct behaviors. Parks (DPR) is the largest source of split funding: its citywide reconstruction programs — play areas, fencing, synthetic turf — are each a single schedule drawing on a dozen-plus site budget lines (one, PID 2911, spans 14). The construction managers — DDC and EDC — split for a different reason, stitching one schedule from many funding sources on behalf of other agencies. NYPD does the reverse: a few city-wide budget lines bankroll dozens of precinct sites (shared budgets). The remaining agencies run an essentially perfect one-to-one shop.
Horizontal: share of an agency's schedules funded by multiple budgets. Vertical: share of its budget lines shared across multiple schedules. Bubble area ∝ number of schedules. Hover any bubble for detail.
Every agency's schedules, divided into single-budget (1:1) and multi-budget. The trailing tag shows its budget-sharing rate (1 line → many schedules).
Budget lines sorted into size bands at the (managing agency × FMS ID) grain. Toggle the view and watch the distribution invert: by count the portfolio is a sea of small lines; by dollars it is a handful of giants. This is the single most important thing to understand about the capital budget.
Cumulative share of budget lines (smallest → largest) against cumulative share of dollars. The further the curve bows from the dashed line of equality, the more concentrated the portfolio.
are under $25M — yet they account for just 16% of all committed dollars.
sit in just 33 mega-lines over $500M — six-tenths of one percent of all budget lines.
across 5,529 budget lines active in the portfolio this reporting period.