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Deputy Mayor Jobs (NOW HIRING)

City of New York

Chief of Staff

Manhattan, NY · Hybrid

... Deputy Mayor of Community Safety and agency leadership to support the continued development of the Office of Community Safety and its transition into a standalone City agency. - Represent the ...

City of New York

Chief of Staff

Manhattan, NY · Hybrid

... Deputy Mayor of Community Safety and agency leadership to support the continued development of the Office of Community Safety and its transition into a standalone City agency. - Represent the ...

City of New York

Chief of Staff

Manhattan, NY · On-site

$150K/yr

... Deputy Mayor of Community Safety and agency leadership to support the continued development of the Office of Community Safety and its transition into a standalone City agency. -Represent the ...

City of New Haven

Deputy Chief of Staff

New Haven, CT · On-site

$75K - $105K/yr

Serves as mayor's liaison to various groups and institutions including arts, cultural international and special interest groups, associations and/or institutions; attends meetings and events as the ...

City of New York

Deputy Borough Director

Manhattan, NY · On-site

$100K - $125K/yr

The New York City Mayor's Office is responsible for overseeing city services throughout the five ... The Deputy Borough Director will: -Maintain key relationships and track high-level issues in the ...

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Deputy Mayor information

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$31.5K

$57.1K

$84.5K

How much do deputy mayor jobs pay per year?

As of Sep 2, 2026, the average yearly pay for deputy mayor in the United States is $57,103.00, according to ZipRecruiter salary data. Most workers in this role earn between $45,000.00 and $65,500.00 per year, depending on experience, location, and employer.

What are the responsibilities of a deputy mayor?

A Deputy Mayor assists the Mayor in executing municipal duties and often acts as the Mayor's representative when the Mayor is unavailable. Their responsibilities can include overseeing specific departments, managing city projects, coordinating with local agencies, and supporting policy implementation. In some cities, the Deputy Mayor may also step in as acting Mayor in cases of absence or emergency. The specific duties can vary depending on the city's government structure and needs.

What are some typical challenges deputy mayors face when balancing citywide initiatives with local community needs?

Deputy Mayors often encounter the challenge of aligning broad municipal strategies with the unique priorities of individual neighborhoods. This requires effective communication, consensus-building, and adaptability to address diverse stakeholder concerns while advancing citywide goals. Navigating budget constraints, managing cross-departmental collaboration, and responding to urgent local issues are also common. Success in this role hinges on strong leadership, transparency, and the ability to foster trust between city administration and the public.

What are the key skills and qualifications needed to thrive as a deputy mayor, and why are they important?

To thrive as a Deputy Mayor, you need strong leadership abilities, policy expertise, and experience in public administration or related fields, often supported by an advanced degree in public policy, law, or management. Familiarity with municipal governance systems, budgeting software, and public engagement platforms is typically required. Outstanding communication, negotiation, and decision-making skills help foster collaboration among stakeholders and manage complex community issues. These competencies ensure the Deputy Mayor can effectively oversee city operations, implement policies, and serve the public interest.

What is the difference between Deputy Mayor vs City Manager?

AspectDeputy MayorCity Manager
Primary RoleAssists and supports the Mayor in city leadership and policy-makingExecutes city policies, manages daily operations, and oversees city departments
Required CredentialsOften elected or appointed, may require political experienceTypically holds a master's degree in public administration or related field
Work EnvironmentPolitical setting, city hall, public engagementsAdministrative setting, city hall, staff management
Employer & Industry UsageMunicipal government, local governmentMunicipal government, local government

The Deputy Mayor primarily supports the Mayor in political and community roles, while the City Manager handles the administrative and operational functions of the city. Both roles are essential in local government but serve different functions within the city’s leadership structure.

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Deputy Mayor jobs near you
Infographic showing various Deputy Mayor job openings in the United States as of August 2026, with employment types broken down into 95% Full Time, 4% Part Time, and 1% Contract. Highlights an 93% Physical, 2% Hybrid, and 5% Remote job distribution, with an average salary of $57,103 per year, or $27.5 per hour.

Commission on Out of School Time Grants and Youth Outcomes

Mayor's Office of Talent and Appointments

Washington, DC • On-site

Full-time

Re-posted 3 days ago

Job description

TOTAL PUBLIC MEMBERS: 8
APPOINTMENT TYPE: Appointed by the Mayor with the advice and consent of Council
TERM LENGTH (YEARS): 3 years
RESIDENCY: Must be a resident of the District of Columbia
PAID BOARD: No (all roles are voluntary)
DESCRIPTION
The purpose of the Out of School Time Grants and Youth Outcomes to develop a District-wide strategy for equitable access to out-of-school-time programs and to facilitate interagency planning and coordination for out-of-school-time programs and funding. The duties of the Commission shall be as follows:
  1. Set the goals and scope of an annual, community-wide needs assessment, which the Office shall conduct, to identify and prioritize needs for out-of-school-time programs and establish targets for out-of-school-time funding.
  2. Draft and approve a strategic plan for out-of-school-time programs and funding ("strategic plan") in the District that encourages interagency and community coordination and promotes equitable access for youth and families to high-quality youth development programs. (B) The strategic plan shall draw on the data gathered and analyzed by the Office, including the annual community-wide needs assessment, to identify and resolve gaps in the distribution of out-of-school-time programs and funding, with a particular emphasis on at risk students, geographic distribution of out-of-school-time programs and funding, and program quality.
  3. Review, on a regular basis, the efforts of the Office to fulfill the goals and priorities of the strategic plan.
  4. Review, on a regular basis, the efforts of other relevant District agencies to cooperate in achieving the strategic plan, including review of the allocation of out-of-school-time funding in school budgets, to the extent such data is available, and how such allocation aligns with the need.
  5. Identify areas for improved collaboration, problem-solving, and cooperation among District agencies regarding out-of-school-time programs and funding.
  6. Inform and approve plans for assessing the quality of out-of-school-time programs developed by the Office.

COMMISSION MEMBERSHIP
The Commission shall consist of 21 members who represent key community stakeholder constituencies or are District agency administrative heads or their designees, including:
  • The Director of the Office of Out of School Time Grants and Youth Outcomes
  • The Deputy Mayor for Education;
  • The State Superintendent of Education
  • The Chancellor of the District of Columbia Public Schools
  • The Executive Director of the Public Charter School Board
  • The Director of the Department of Parks and Recreation
  • The Chairperson of the Council committee with jurisdiction over matters related to public education
  • At least 8 nongovernmental members.
Non-governmental members shall comprise a majority of the Commission.
QUALIFICATIONS
Nongovernmental members of the Commission shall be representative of the District's various geographic neighborhoods and stakeholder constituencies, including consumers and providers of youth development programs, organizations that advocate for the needs of youth, and District higher education, philanthropic, workforce development, and cultural institutions; provided, that, at the time of appointment:
  • At least one member is a consumer of youth development programs in the District; and
  • At least 2 members are representatives of organizations providing youth development programs in the District.

TIME COMMITMENT
The Board meets every other month, with a break for summer.
If you are interested in an appointment to this board, please complete the appointment application and attach the required documentation. All applicants will receive an email confirming their application was received. Applications will be screened as they are received. Candidates deemed most suited based on the application will be contacted to schedule further discussion.

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