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“The Mamdani administration has an historic opportunity to shift how we value and manage our shared spaces. Now is the time to launch a public realm agenda for the city that centers events, programming, and activation.”
In four months, New York City will host eight matches in the 2026 World Cup, welcoming fans from across the world. Across the five boroughs, the city will host events in public spaces, from concerts, parades, block parties, and amateur sports, to celebrate this occasion, for residents and visitors alike.
However, for these public spaces, the World Cup is every day, as we collectively host over 60,000 events a year across the city that range from a poetry reading in a plaza, a salsa class in a park, all the way up to large music festivals.
The Mamdani administration has an historic opportunity to shift how we value and manage our shared spaces. Now is the time to launch a public realm agenda for the city that centers events, programming, and activation. With the World Cup mere weeks away, this administration should consider ways to support the World Cup Czar’s mandate and reduce bureaucracy in our public spaces, for the games and beyond.
The heart of New York City is in our public spaces. The five boroughs are made up of more than 30,000 acres of parkland, 70 public plazas, 595 privately-owned public spaces, and hundreds of open streets. Increasingly, New Yorkers are measuring their city not by the skyline, but what happens on our streets, in our parks, and right outside our stoops. The people putting on these events are everyday residents, local organizations, and community groups.
Yet making these things come to life has become increasingly difficult and inconsistent, especially for smaller organizations without significant resources. A maze of red-tape—onerous permitting and insurance requirements, outdated technology platforms, unclear application processes—is limiting the full expression of our public life. In some cases, several city agencies are required to sign off on one event, months in advance, each with their own particular process.
Public space should be simple and fun to use, not a special privilege only available to those with institutional power. Research clearly shows the economic, social, and health benefits of events in our neighborhoods; public events connect us to our neighbors, raise prosperity in the right ways, and improve our emotional and physical health.
Thankfully, in a time with significant budgetary challenges on the horizon and a number of other important investment needs, like childcare and affordable housing, doing so will not add a significant burden to the city’s budget. These changes are about unlocking the power and creativity of New York. Many could even create new revenue streams, make it easier to find public events, and support local entrepreneurship.
This should start by creating a new centralized office for public space programming by integrating the role of the Office of the Public Realm with the current functions of the Mayor’s Office of Citywide Event Coordination and Management (CECM) and the Street Activity Permit Office (SAPO), creating a strengthened center for public realm management and strategy. This new office would not replace the work of the many wonderful agencies that lead our public space, but it would create a forum for coordination, citywide contracts, and strategic thinking.
But new administration structures can only go so far, and should be paired with a number of important improvements to our permitting process. This includes a new tiered-based structure for applicants, which could create clear standards for everyone, and concessions for small events like a Zumba class that shouldn’t be subject to the same insurance and fee structures. NYC Parks already uses a similar framework, which could be extended to events in all public spaces. Similarly, a seasonal activation permit could give trusted partners, like a local cultural organization, the ability to activate public spaces over a certain season, much like the NYC Green Market hosts regular farmers’ markets.
Technology improvements—some big, some small—could dramatically improve these processes. The existing E-Apply software, for example, is dated and difficult to navigate, especially in a world where we can order a ride, meal, or class at the click of a button in an app. A one-stop shop for public events, integrating data from all agencies would answer so many questions that staff spend hundreds of hours addressing. And a centralized database of all public spaces could form the foundation for a future-facing platform that integrates applications, review, advertising, and evaluation in one holistic system.
By cutting red tape, modernizing our systems, and investing in the people who bring public space to life, the Mamdani Administration can unlock a more vibrant, equitable, and connected city, one where a great idea for neighborhood event doesn’t die in the permitting queue, but transforms streets, parks, and plazas into stages that uplift the joy of everyday life.
Matthew Clarke is the executive director of the Design Trust for Public Space.