NYC Community Development Block Grant-Disaster Recovery Action Plan A

The City of New York
COMMUNITY DEVELOPMENT BLOCK GRANTDISASTER RECOVERY
PARTIAL ACTION PLAN A

For CDBG-DR Funds Disaster Relief Appropriations Act of 2013 (Public Law 113-2, January 29, 2013)
I.
II. V.
III. IV. VI.
Executive Summary .................................................................................................................................................................... 1 Introduction ................................................................................................................................................................................... 3
Overall Storm Impact and Response ................................................................................................................................. 10
Funding Justifications .............................................................................................................................................................. 30 Federal, State, Local, Non-profit, and Individual Sources of Funding to be Leveraged ................................ 32 CDBG-DR Program Allocations ............................................................................................................................................ 35
VII. Housing .......................................................................................................................................................................................... 36 Needs Assessment ..................................................................................................................................................................... 36
Housing Goals.............................................................................................................................................................................. 47 Housing Programs ..................................................................................................................................................................... 48 NYC Houses Rehabilitation (Core Paths) ............................................................................................................. 50 NYC Houses Rehabilitation (Additional Paths) ................................................................................................. 54
VIII. Business ......................................................................................................................................................................................... 68 Needs Assessment ..................................................................................................................................................................... 68
Multi-family Building Rehabilitation ..................................................................................................................... 63 Public Housing Rehabilitation and Resilience ................................................................................................... 66
Economic Goals .......................................................................................................................................................................... 75
Business Programs.................................................................................................................................................................... 76
Business Loan and Grant Program ......................................................................................................................... 76
Business Resiliency Investment Program ........................................................................................................... 78
IX.
Needs Assessment ..................................................................................................................................................................... 87
Infrastructure and Other City Services ............................................................................................................................. 87
Neighborhood Game Changer Investment Competition ............................................................................... 79
Infrastructure and Building Resiliency Technologies Competitions........................................................ 84
Infrastructure Goals .............................................................................................................................................................. 100
Infrastructure and Other City Services Programs ..................................................................................................... 100 Debris Removal/Clearance ..................................................................................................................................... 107
Public Services ............................................................................................................................................................. 100
Code Enforcement ...................................................................................................................................................... 109
Emergency Demolition ............................................................................................................................................. 106
Rehabilitation / Reconstruction of Public Facilities .................................................................................... 110
Construction / Reconstruction of Water/Sewer Lines or Systems........................................................ 115
X.
XI.
Resilience Investments ........................................................................................................................................................ 121 Citywide Administration and Planning ......................................................................................................................... 123
Construction / Reconstruction of Streets ......................................................................................................... 116 Rehabilitation / Reconstruction of Other Non-Residential Structures ................................................ 118
XII.
XIII. Other Program Criteria ........................................................................................................................................................ 131 Monitoring ................................................................................................................................................................................. 132 Duplication of Benefits ......................................................................................................................................................... 134 Compliance ................................................................................................................................................................................ 131
Administration......................................................................................................................................................................... 124
Planning ...................................................................................................................................................................................... 123
Long-Term Recovery Planning ......................................................................................................................................... 125
Program Income...................................................................................................................................................................... 136
Capacity Building .................................................................................................................................................................... 138
XIV. Appendices ................................................................................................................................................................................ 142 Appendix B: Damaged New York City Housing Authority (NYCHA) Properties .......................................... 164 Appendix C: Borough Inundation Area Charts ........................................................................................................... 168 Certifications ............................................................................................................................................................................ 193 Appendix A: Damaged City-Owned and Leased Facilities ................................................................................... 142
Citizen Participation Plan.................................................................................................................................................... 139
Action Plan Amendments .................................................................................................................................................... 141
XV.
I.
EXECUTIVE SUMMARY
Hurricane Sandy hit New York City on October 29, 2012. Over the course of 48 hours, wind, rain, and water had destroyed approximately 300 homes, left hundreds of thousands of New Yorkers without power, damaged critical public and private infrastructure, and left many New Yorkers vulnerable to limited access to food, healthcare, and other critical lifesaving functions. The City of New Yorks immediate preparation and response to Hurricane Sandy was one of the largest mobilizations of City services in the Citys history.
The months since Hurricane Sandy have demonstrated the dedication of the Citys workforce and the perseverance of New Yorkers to recover and rebuild. The Community Development Block Grant (CDBG) program provides communities with resources to address a wide range of community development needs; the programs outlined in this Action Plan describe how New York City will use its first allocation to support recovery from Hurricane Sandy and to build resilience to the challenges of climate change. The programs in this Action Plan include programs to build and support housing, businesses, resiliency, and New York City infrastructure and other city services. Table: Summary of programs and allocations in the New York City Community Development Block GrantDisaster Recovery Action Plan PROGRAM CDBG-DR Allocations ($ in millions) Housing Programs NYC Houses Rehabilitation $720 $350 $120
Multi-family Building Rehabilitation Business Programs
Public Housing Rehabilitation and Resilience Business Loan and Grant Program
$250 $325 $80
Business Resiliency Investment Program
Neighborhood Game Changer Investment Competition Infrastructure and Other City Services Public Services
$100 $100
Infrastructure and Building Resiliency Technologies Competitions
$400 $358 $23
$45
Emergency Demolition
Debris Removal / Clearance

New York City CDBG-DR Action Plan
$4
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Code Enforcement Resilience
Rehabilitation / Reconstruction of Public Facilities Resiliency Investments* Planning
$327 $327 Up to 15% $1,772
$14
$1
Citywide Administration and Planning:
TOTAL
Administration
Up to 5%
This Action Plan will be available for public comment in a variety of languages and formats. The City encourages all New Yorkers and interested parties to visit NYC.gov or to call 311 to comment on this plan.
*The activities for Resiliency Investments will be identified in a future Partial Action Plan.
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II.
INTRODUCTION
With more than 520 miles of waterfront and 375,000 people in the highest risk areas for flooding, New York City is one of the cities most susceptible to hurricanes and coastal storms in the country. Hurricane Sandy, which hit New York City on October 29, 2012, was unlike any storm in the Citys long recorded history and followed a century in which sea levels have risen by more than one foot. The power and strength with which the storm hit and the destruction it left in its wake resulted from a worst-case scenario combination of weather patterns: Sandys arrival coincided with a full moon that gave rise to astronomical high tides approximately 5% higher than normal; a rare leftward hook that changed the course of the storm and put NYC in its northwest quadrant which has the strongest winds. These factors led to the massive storm surge that hit many waterfront neighborhoodsfrom the Rockaways, to Midland Beach and other communities on Staten Islands East and South shores, to Coney Island, Hamilton Beach, Gerritsen Beach, Orchard Beach, and the South Street Seaport in Lower Manhattan. Water levels at the Battery reached an unprecedented 14 feet a scenario that the Federal Emergency Management Agency (FEMA) estimated had a less than 1% chance of happening in any given year. Tragically, 43 New Yorkers lost their lives in the storm.
After the storm arrived, the New York City Police Department (NYPD) Special Operations division rescued more than 1,200 people, with likely many more unreported rescues by other divisions, and the Fire Department of New York (FDNY) rescued at least another 500 New Yorkers. Power outages beginning approximately 8:00 PM on Monday, October 29 disrupted other aspects of maintaining public safety. In response, the City sourced approximately 500 light towers to place in affected communities. The NYPD also provided traffic management and intersection control in some areas without signals. The City also deployed as many generators as it could source to meet a demand that exceeded the number of requests from any other incident. Prioritizing placement to locations that asked for generators to protect life and safety, the City worked with FEMA and the US Army Corps of Engineers (USACE) to deploy approximately 230 generators to hospitals, nursing homes, large multi-family buildings, and the New York City Housing Authority (NYCHA) developments in the days following the storm. The City worked closely with Con Edison and the Long Island Power Authority (LIPA) to monitor power restoration, which was largely restored to Manhattan south of 39th Street by November 3, approximately five days after the storm.
Starting several days before the storm, Mayor Bloomberg convened daily executive-level briefings at City Hall and New York Citys Office of Emergency Management (OEM) Headquarters in Brooklyn to receive detailed information from City Commissioners and senior staff, the National Weather Service, and partners such as the Metropolitan Transportation Authority (MTA) and the New York State Department of Health (NYS DOH). These briefings, along with worsening weather forecasts, led OEM to activate the Emergency Operations Center (EOC), which became the nerve center for all decision-making and storm response management and centralized active preparations for the storm across City agencies and relevant partners. Based on the storms trajectory and strength, the City opened the Logistics Center (LC) to provide various supplies and equipment; the Healthcare Evacuation Center (HEC) to prepare for the possible evacuation of healthcare facilities; and deployed the Emergency Supply Stockpile (ESS) to ready the schools within the Citys shelter system. The decision with the most significant repercussionswhether to issue a mandatory evacuationresulted from updated storm surge predictions from the National Weather Service (NWS) on the morning of October 28.
To provide New Yorkers with a safe place to evacuate, the City opened the first tier of evacuation shelters enough for up to 71,000 peoplethe morning of Sunday, October 28, with enough time to allow people to collect their belongings and travel inland while it was safe to do so, and before the MTA shut down the subway and bus system. The City also opened eight Special Medical Needs shelters (SMNS) staffed with medical professionals and administration from the Citys Health and Hospitals Corporation (HHC), mental health professionals from the Citys Department of Health and Mental Hygiene (DOHMH), medical
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volunteers from the Citys Medical Reserve Corps, and federal Disaster Medical Assistance Teams (DMATs) comprised of 25 doctors, nurses, mental health professionals, and clinical personnel. The Citys Medical Reserve Corps, a group of medical professional volunteers organized and managed by DOHMH also worked more than 18,000 hours over the course of the storm.
After the storm, New Yorkers ability to live and work in the Citys building stock was compromised in two ways: through immediate damage from storm surge and wind and through outages from damage to power, gas, and water networks. The restoration of homes and commercial buildings required City agencies, utility companies, and private property owners to work together to assess the needs of each property and sequence the work, including dewatering, structural assessment, and generator installation, to ensure everyones safety and as efficient a use of resources as possible. Saltwater inundation of building systems was particularly destructiveNYCHA sourced temporary boilers from as far away as Texas in order to restore heat and hot water to all occupied buildings by November 18. The Citys Department of Environmental Protection (DEP) and the its Department of Transportation (DOT) pumped out many of their own facilities, including wastewater treatment plants, and worked closely with USACE and the Navy to pump out the Battery Park Underpass and the West Street Underpass. The Army Corps also assisted in major tunnel and subway pumping operations for the MTA and Port Authority, and many of the critical parts of the Citys transportation network came back online in record time. The Citys and MTAs extensive preparations leading up to the storm, including shutting down the subway system to move trains and equipment to higher ground and placing sandbags at vulnerable assets, allowed the Citys transportation and wastewater systems to endure the storm with far less damage than otherwise would have been the case.
On Wednesday, October 31, the Citys Department of Buildings (DOB) began conducting damage assessments of residential and commercial buildings in inundated areas. The first set of assessments called windshield assessments provided a rough overview of flooding damage and provided the baseline from which DOB made building-specific assessments, categorizing each as green, yellow or red safe, use caution, or structurally unsound. DOB followed the windshield, or rapid assessments, with detailed assessments of all red- and yellow-tagged properties and conducted extensive outreach to homeowners, architects, and contractors. Many homes were reclassified from red or yellow to yellow or green as property owners made repairs. The Mayors Fund to Advance New York City 1 sponsored local cleanup teams from the Doe Fund and the Center for Employment Opportunities, two local non-profits that provide training and employment to underemployed New Yorkers. Hurricane Sandy completely destroyed approximately 300 homes across Brooklyn, Queens, and Staten Island, and damaged thousands more, creating a need for many New Yorkers to seek temporary housing or immediate home repairs. For those evacuees who remained in emergency shelters but were unable to return to their homes, the City entered into agreements with hotels to provide alternative stable, short-term evacuation sheltering. The Office of Housing Recovery created the Hotel Operations Desk, staffed with personnel from the Citys Department of Housing Preservation and Development (HPD), Department of Homeless Services (DHS), and the Mayors Office to reserve hotel rooms and place families into them. DHS transitioned remaining evacuees from shelters to hotels beginning November 12, with additional incoming referrals from the National Guards door-to-door outreach program and from non-profit providers at public evacuation shelters through November 19. DHS providers delivered on-site case management services at the hotels to connect evacuees to city or federal benefits and work with households to develop a longer-term plan for permanent housing.
1 The Mayors Fund to Advance New York City is a 501(c)(3) non-profit organization, which is supporting immediate needs as well as long-term restoration efforts in the wake of Hurricane Sandy.
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On the principle that the best temporary housing is permanent housing, the City worked with FEMA to develop and implement the federal Sheltering and Temporary Essential Power (STEP) program as NYC Rapid Repairs, a free program to restore power, heat, and hot water to private homes. Rapid Repairs is the first program of its kind in the country and will have repaired more than 11,700 homes representing more than 20,000 units when it concludes by the beginning of April 2013. At the peak of the program in January, Rapid Repairs completed work on more than 200 homes per day with labor from more than 2,300 skilled workers in a single day working under 10 prime contractors.
After the demand for generators in the interest in life and safety was met, the next highest priority for building systems restoration was NYCHA: approximately 80,000 residents in over 400 buildings were affected by loss of power, heat, or hot water. NYCHA staff worked to restore at least temporary services as quickly as possible, though many buildings subjected to salt water and sand required a significant amount of work to bring them even to this standard. The City also worked with the owners of large multi-family buildings in the HPD portfolio and used contact information from tax records and water accounts to reach out to building owners to work with them and hold them responsible for restoring habitability. Sandy triggered one of the most severe fuel shortages in the Citys history by damaging energy infrastructure along the regional supply chain, including fuel terminals, pipelines, and gas stations. City agencies had prepared for this possibility by fueling vehicles and generators before the storm, but the enormous scale of the cleanup and recovery operation required more fuel than the maximum capacity of the Citys fuel sites. Beginning Sunday November 4, the City worked with the National Guard to set up a fueling operation at Floyd Bennett Field for City vehicles, para-transit vehicles, and other first responders and critical recovery-related personnel. Along with two satellite locations at Fort Wadsworth in Staten Island and Orchard Beach in the Bronx, more than 22,000 emergency and essential vehicles filled up through this partnership with the National Guard. First responders, including private ambulances, also had the option to fuel at 10 NYPD-managed Hess locations throughout the City.
Sandy generated an estimated over 700,000 tons of storm debris, including construction and demolition debris, sand, concrete, and more than 27,000 tons of wood debris from nearly 20,000 downed trees and limbs; clearing this debris from the public right of way and from storm-damaged homes removes obstacles and hazards from roads and allows residents to safely and quickly dispose of wet and damaged housing materials. The City activated its Debris Removal Task Force (DRTF) to coordinate the collection and removal of debris from the Citys rights of way to seven NYS Department of Environmental Conservation (DEC)-licensed Temporary Storage Sites (TSSs), including Floyd Bennett Field and Jacob Riis Park, both part of the National Parks Services Gateway National Recreation Area in Jamaica Bay. Five of the temporary storage sites closed by November 19 and two remained open longer to receive remaining debris, including from Rapid Repairs. From the Temporary Storage Sites, the Citys Department of Sanitation (DSNY) and contractors hired through the Army Corps of Engineers transported the debris out of the City for permanent disposal. DEP monitored debris piles in the Rockaways and Staten Island for asbestos and all samples met the clearance criteria established for asbestos abatements conducted indoors. Major damage to waterfront and coastal infrastructure, including beaches, boardwalks, and waterfront structures will require extensive repair and New York Citys beaches lost more than three million cubic yards of sand, including 1.5 million cubic yards on the Rockaway Peninsula alone. Widespread coastal flooding also damaged 10,000 recreational boats and 100,000 personal vehicles, many of which were carried by floodwaters onto streets, sidewalks, and other peoples private property. Although the City regularly tows vehicles for parking violations, the scale of the post-Sandy tow operations outstripped the Citys towing capabilities. Within two weeks following the storm, the City executed a contract to tow and store damaged cars and boats, located paved storage areas tolerant of leaking fluids without leading to environmental contamination, and created a process for the public to locate and reclaim their property. In total, the City towed approximately 3,400 cars and 135 boats.
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Sandy left thousands of New Yorkers without the ability to prepare hot food and closed supermarkets throughout entire communities. On Thursday, November 1, the City and the National Guard set up a major food and water distribution operation based at Floyd Bennett Field that served 17 community food distribution points on City-owned land that ultimately gave out more than 2.1 million Meals Ready to Eat, or MREs, and more than 925,000 bottles of water. In addition to major distribution point in communities, the City, along with the National Guard and volunteers through NYC Service, worked with NYCHA and our human services agencies to identify homebound populations and deliver food, water, and other goods directly to residents in single and multi-family homes, as well as high-density, multi-family dwellings. In addition to emergency food distribution, several City agencies provided relief by extending existing services, the Citys Department of Education (DOE) received approval from the U.S. Department of Agriculture (USDA) to provide free school lunches to all public school students during the month of November and December, and for menu flexibility, and to provide free lunches in Sandy-impacted districts through March. New York Citys Human Resources Administration (HRA) obtained a federal waiver to replace 50% of the October Supplemental Nutrition Assistance Program (SNAP) grant for 311,000 households in 82 zip codes at an average benefit of $140, totaling more than $43 million, and processed applications manually where there were no working computers or internet connection. More than 107,000 households received these replacement benefits, totaling more than $23 million (average benefit $219.) HRA also increased its support of Emergency Food Assistance Providers, delivering about 535,000 pounds of food to food pantries that serve affected neighborhoods.
The City opened Disaster Assistance Service Centers or DASCs in the hardest hit areas of the City Coney Island, the Rockaways, Staten Island, and Breezy Point on Friday, November 2, just four days after the storm. As client needs became clearer as time passed, on November 13, Mayor Bloomberg opened the first of a total of seven Restoration Centers, one-stop-shops for City, State, and Federal resources for those most impacted by the storm. Restoration Centers served more than 30,000 clients from opening on November 13 to the closing of the last three centers in Coney Island, Arverne, and Staten Island on February 23. Restoration Centers served personal households and businesses as clients with a focus on financial assistance, housing, and reconstruction. In the financial assistance category, HRA registered new clients for SNAP, the Citys Department of Consumer Affairs (DCA) scheduled appointments at its Financial Empowerment Centers, and the Citys Department of Small Business Services (SBS) referred clients to the Workforce1 Career Centers and business owners to its Business Solutions Centers and helped with applications to the Hurricane Sandy Relief Fund. Housing resources included short-, medium-, and longterm solutions that ranged from hotel placements and emergency transfer vouchers for Section 8 residents to registration with the HPD Housing Recovery Portal, which connects households that need shelter to available rental units in the HPD portfolio. Homeowners accessed information about building cleanup, demolition, debris removal, and reconstruction, as well as guidance on mold removal and how to hire reputable and licensed contractors. Rapid Repairs, the Citys free program to restore temporary heat, hot water, and power to homes was one of the most requested services and enrolled more than 17,000 homeowners across all methods of registration, although the number to visits to each service varied across Restoration Centers based on neighborhood characteristics.
Distribution sites and Restoration Centers met the needs of many New Yorkers, including those with disabilities, but for people who were unable to leave their homes, the City launched a door-to-door outreach program on November 9; from November 9 through November 15 the US Department of Health and Human Services (HHS), FEMA, and the National Guard knocked on doors in high-rise buildings in the Rockaways and on Coney Island. Along with a NYCHA program to provide medical care in Red Hook on November 13, the teams canvassed more than 42,000 people and provided food and water to 1,700 residents, prescriptions for 335 people, and evacuated 44 for medical reasons. A second major wave of door-to-door outreach began on November 26 to visit residents of severely damaged single-family homes and multiple-unit dwellings with six or fewer stories in affected areas of Brooklyn, Queens, and Staten Island. On December 8, the outreach operation expanded to include all single-family homes and buildings
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with fewer than six stories in affected neighborhoods, or approximately 140,000 households, in order to check on overall resident wellness, distribute supplies, provide information about available resources and Restoration Centers, make client referrals to medical teams, and identify homes for Rapid Repairs.
To provide basic primary care in affected communities, the City brought temporary mobile healthcare services to areas with extensive power outages and incorporated health referrals in door-to-door outreach. Eleven mobile medical vans offered basic primary care and prescriptions to adults and children in rotating areas in the Rockaways, Brooklyn, and Staten Island based on community needs; these vans served on average more than 40 visits each day. By January 14 more than 600 people had received medical care from the National Guard at their homes and another 1,100 received follow-up care from the Visiting Nurse Service.
In addition to providing a safe home for New Yorkers to return to, food and water, convenient enrollment for City services, and medical care, the City launched a suite of programs, including financial assistance and the coordination of in-kind donations, to help businesses recover from both physical damage and losses from extended closures. To focus resources and identify neighborhood-specific needs, Mayor Bloomberg announced the creation of five Business Recovery Zones (BRZs) on December 5 with designated leaders to organize City resources and provide a central point of contact for businesses and agencies. In total, there are approximately 13,200 businesses in the Business Recovery Zones with more than 143,000 employees. Mayor Bloomberg also announced the creation of the Recovery Business Acceleration Team, modeled after the Citys New Business Acceleration Team, to streamline and expedite City agency processes to re-open at the same time. The SBS Business Outreach Teams Emergency Response Unit also visited severely impacted areas in order to assess damages and work with individual business owners to expedite re-inspections, application, and permit processes necessary to re-open; replace lost or damaged City permits or paperwork; work with the New York State Insurance Department to resolve issues; and connect businesses to free legal services and tax abatements for reconstruction, utility rebates, and other incentives. In the form of financial assistance, the Citys Emergency Loan Fund and matching grant program provided businesses that experienced direct damage through flooding or power outages with up to $25,000 through a low-interest loan (interest and payment free for the first six months) and up to $10,000 in a matching grant to cover working capital, repairs and equipment replacement. The $25.5 million loan and grant funds included contributions from the New York City Economic Development Corporation (NYCEDC), Goldman Sachs, and the New York Bankers Association, the Mayors Fund to Advance New York City, and the Partnership for New York City. The City, through the New York City Industrial Development Authority (IDA) also issued emergency sales tax letters to waive up to $100,000 in New York City and New York State sales taxes for up to 250 businesses on materials purchased for recovery efforts. NYC Business Solutions, a division of SBS, offers technical assistance to accessing federal loan applications as a part of their normal expertise. For displaced businesses that could not return to their previous office space, NYCEDC secured more than 300,000 square feet of additional temporary office space across the five boroughs, as well as donated services. The months since Hurricane Sandy have demonstrated the dedication of the Citys workforce and the perseverance of New Yorkers to recover and rebuild. The Community Development Block Grant (CDBG) program provides communities impacted by disasters with resources to address a wide range of disasterrelated needs; allocations provide funding to develop viable communities, particularly for low- and moderate-income persons, through decent housing, a suitable living environment, and opportunities to expand economic opportunities. The programs outlined in this Action Plan and that are in the design phase for future CDBG-DR allocations will support New York Citys recovery. On October 28, 2013, President Obama signed an emergency declaration for the States of New York and New Jersey. The declaration meant that state and local governments could receive federal assistance for
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the costs of evacuation, sheltering, and other measures. On January 29, 2013, President Obama signed into law the Disaster Relief Appropriations Act, 2013 (Public Law 113-2), which included $16 billion in CDBGDR funds for necessary expenses related to disaster relief, long-term recovery, restoration of infrastructure and housing, and economic revitalization in the most impacted and distressed areas resulting fromHurricane Sandy and other eligible events in calendar years 2011, 2012, and 2013. The U.S. Department of Housing and Urban Development (HUD), which administers CDBG-DR funds, was ordered to disburse at least 33% within the 60 days following the laws enactment; the remainder to be released at a later date. The Act also requires grantees to submit a plan to the HUD Secretary detailing the proposed use of all funds, including criteria for eligibility and how the use of these funds will address longterm recovery and restoration of infrastructure and housing and economic revitalization in the most impacted and distressed areas. The Citys initial allocation of CDBG-DR funds is $1,772,820,000. The Citys Partial Action Plans detail how the City intends to use the first allocation to fulfill unmet funding needs, which exceed the initial allocation. As a result, this allocation will not allow the City to respond to every homeowner or business that was affected by Sandy; it is instead the Citys intention to design and implement programs that will address the greatest needs in each of the programmatic areas outlined below. The Citys Partial Action Plans will also describe how it will leverage other funding sources to address areas of unmet needs. The programs in the Citys Partial Action Plans are the product of significant stakeholder outreach to ensure that they meet the Citys most crucial needs and reflect the characteristics of neighborhoods and businesses throughout the five boroughs. In addition to working with local elected officials, the Citys Housing agenciesthe New York City Housing Authority (NYCHA); the Department of Housing Preservation and Development (HPD); the Housing Development Corporation (HDC); the Mayors Office of Housing Recovery Operations (HRO), which was created by Mayor Bloomberg through an Executive Order to address Sandy-related housing needs; and the Department of Environmental Protection (DEP) partnered on a comprehensive outreach plan to gather feedback from affected communities and elected officials and leverage existing community connections. The housing team consulted and partnered extensively with NYCHA. The outreach efforts included:
The Special Initiative on Rebuilding and Resiliency (SIRR), responsible for developing a plan to make New York City more resilient to the impacts of climate change, has also undertaken a massive effort to increase the resiliency of the hardest hit areas. Scheduled to present recommendations to Mayor Bloomberg in May 2013, SIRR has held more than two dozen group and one-on-one briefings for more than 60 elected officials, met with more than 100 community-based organizations, and hosted ten public meetings in impacted areas to solicit input on resiliency priorities.
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Touring affected neighborhoods with local residents; Engaging in small group conversations with elected officials, community stakeholders, and constituents; Hosting housing forums in each impacted area of the City to provide information to residents about the rebuilding process, zoning ordinances, FEMA assistance, financial resources, and to capture resident feedback, needs, and concerns; Presenting to community board and civic association meetings; Collaborating with housing non-profit partners to distribute information and administer tenant needs assessment surveys; and Convening a working group with banks and other housing and financial industry partners.
The infrastructure programs in the Citys Partial Action Plans also reflect coordination with the Citys state and federal partners, such as the U.S. Army Corps of Engineers, FEMA, the New York State Department of Environmental Conservation, and the New York State Division of Homeland Security and Emergency Services to restore the Citys beaches. The City will continue to perform such outreach for all future CDBGDR projects.
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III.
OVERALL STORM IMPACT AND RESPONSE
The Selected Housing Characteristics, Land Use, and Demographics and Housing Profile charts that follow the maps are based on the Operational Inundation Area on a citywide basis. For charts depicting this information on a borough basis, please see Appendix C. This information has been and will continue to be used to inform planning decisions for the Citys long-term recovery. Citywide Inundation Area
The Hurricane Sandy Operational Inundation Area, which consists of areas in New York City that the Federal Emergency Management Agency (FEMA) determined were inundated with flood waters, encompassed areas well beyond the pre-storm flood zones identified by FEMA. The disparity was particularly pronounced in the areas in the southern half of New York City subject to Atlantic Ocean wave action. The Inundation Area includes the full range of land uses in the City, from homes to commercial office towers. This section contains maps showing the Inundation Area for each borough and a description of the Inundation Area on a citywide basis, as well as an assessment of conditions by borough. Each borough map depicts the Operational Inundation Area with its 2010 census tracts indicated.
In New York City, no one racial group comprises more than half the total population. New York Citys population is 33.3% White non-Hispanic, 22.8% Black non-Hispanic, 28.6% Hispanic origin, and 12.6% Asian non-Hispanic. In addition, approximately 2% of the New York Citys population is multi-racial nonHispanic. Within the Inundation Area, approximately 45.5% are White non-Hispanic, 22.3% Black nonHispanic, 20.6% Hispanic, and 9.4% Asian non-Hispanic, respectively. Slightly more than 1.5% are multiracial non-Hispanic. The mean household size in the Inundation Area is 2.41, slightly less than the mean household size citywide (2.57). With respect to age, approximately 26% of the persons within the Inundation Area are young adults, ages 18-34, the highest percentage of all age intervals. The elderly (age 65 and over) comprised 14.5% of the population within the Inundation Area, a full two percentage points higher than the Citys elderly population overall.
In terms of percentage within a specific borough, Staten Island, which has the smallest portion of the Citys overall population, had the highest percentage of its residents impacted (approximately 16.0% of all Staten Islanders. Manhattan had 14.5% of its residents impacted, Brooklyn 12.4%, Queens 8.4%, and the Bronx 3%, respectively).
Hurricane Sandy impacted a broad cross-section of New Yorkers. According to 2010 Census data, approximately 10.3% of the New York Citys population resided in the Inundation Area (846,056 persons). The impact varied across geography. In terms of absolute population, Brooklyn had the highest number of persons impacted (310,227), followed by Manhattan (230,742), Queens (188,444), Staten Island (75,651), and the Bronx (40,992), respectively.
People with disabilities were also negatively impacted by Hurricane Sandy. The U.S. Census Bureaus 20092011 American Community Survey (ACS) data indicates that approximately 11% of the population within the Inundation Area are persons with a disability living in a non-institutional setting. This is one percentage point higher than the Citys total population of people with disabilities in non-institutional settings.
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In terms of poverty, 2006-2010 ACS data indicate that 19.1% of New Yorkers are below the poverty line, and 5.1% are considered near poor. Within the Inundation Area, poverty is slightly less pronounced than New York City as a whole, but nonetheless significant: approximately 17% of persons within the areas are below the poverty line, and 4.7% are considered near poor. According to 2006-2010 ACS data, the total number of housing units (vacant and occupied) in New York City is 3,371,062. The total number of occupied units is 3,109,784. Approximately 335,300 (10.7%) of these occupied units are within the Inundation Area.
The vast majority of the Citys stock (87.2%) was built prior to the 1980 census, which was the last decennial census before the Building Code was amended in 1983 to include flood-resistant construction (87.2%). Of the housing stock within the Inundation Area, 80% was constructed prior to 1980. Among renter-occupied units within the Inundation Area, 10.2% of renters have a cost burden between 30 to 34.9% of their household income. Slightly more than 37% of renters have a cost burden greater than 35% of their household income. Bronx
Within the Inundation Area, 36.4% of housing units are in multi-family elevator buildings, which is 4.4 percentage points higher than for the City overall. One- and two-family buildings contain a higher percentage of housing units impacted than their percentage of the Citys total housing stock (29% versus 24.4%, respectively).
Of the 3,371,062 housing units in the City, the majority of units are within multi-family buildings (three or more units within the structure). Approximately 1,080,400 units are in multi-family elevator buildings, and approximately 828,700 units are located in multi-family walk-up buildings, respectively. These two types of structures contain approximately 32% and 24.6% of the housing units within the City, respectively. Oneand two-family buildings, which constitute the majority of owner-occupied housing, contain 24.4% of the housing units citywide (822,717). Mixed-use residential/commercial buildings accounted for 18% of the housing units (606,838 units).
In terms of tenure, owner-occupied units constitute 34.4% of all occupied units within the Inundation Area (115,195 units). This is 3.4 percentage points higher than the percentage of owner-occupied units within New York City overall.
The Inundation Area in the Bronx includes portions of major industrial areas, including Port Morris and Hunts Point along the East River, Zerega along Westchester Creek, and Eastchester along the Hutchinson River. It also includes low-density residential communities in the Soundview, Throgs Neck, and Country Club neighborhoods. A majority of the Bronxs residents are Hispanic (53.5%). Approximately 27% are Black non-Hispanic, and approximately 11% are White non-Hispanic. Within the boroughs Inundation Area, no one racial group comprises more than half of the impacted population. Hispanics account for 34.4%, White non-Hispanics 34.7%, and Black non-Hispanic 26.8%, respectively.
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Of the approximately 1,385,100 persons who reside in the Bronx, just 3% were located within the Inundation Area (approximately 41,000 persons).
The mean household size within the Bronxs Inundation Area is 2.45, slightly less than the boroughs mean household size of 2.77.
Approximately 14% of the Bronxs population are people with disabilities living in a non-institutional setting. Within the boroughs Inundation Area, people with disabilities constitute approximately 15% of its impacted population. In terms of poverty, 2006-2010 ACS data indicates that 28.4% of Bronx residents are below the poverty line. Within the boroughs Inundation Area, the percentage of persons below the poverty line is approximately 19%. The percentage of persons considered near poor is also lower in its Inundation Area than for the borough as a whole (4.9% versus 6.7%, respectively).
With respect to age, approximately 31% of the persons within the Bronxs Inundation Area are young adults, ages 18-34, the highest percentage of all age intervals. The elderly (age 65 and over) comprised 13.7% of the population within the boroughs Inundation Area which is approximately three (3) percentage points higher than the boroughs overall elderly population.
According to 2006-2010 ACS data the total number of housing units (vacant and occupied) in the Bronx is approximately 511,900. The total number of occupied units is approximately 483,450. Approximately 11,400 (2%) of these occupied units are within the boroughs Inundation Area. In terms of tenure, owner-occupied units constitute less than 20% of the housing units within the borough overall. However, in the Bronxs Inundation Area, 45.7% of the housing units are owner-occupied. Of the approximately 511,900 housing units in the Bronx, approximately two-thirds are within multi-family buildings. Approximately 18% are in mixed-use residential/commercial buildings, and approximately 15% are in one- and two-family buildings.
Within the Bronxs Inundation Area, 44% of the housing units are in one- and two-family buildings. Approximately 21% are in mixed-use residential/commercial buildings, and approximately 35% are multifamily buildings. A significant percentage of the boroughs housing stock is pre-1980 construction (approximately 90%). Of the housing stock within its Inundation Area, approximately 74% were constructed prior to 1980.
Brooklyn
Among households within the Bronxs Inundation Area that rent, 7.5% of renters have a cost burden of 30% to 34.9% of their household income. Approximately 45% of renters have a cost burden greater than 35% of their household income.
Beginning with Community District 1 in Greenpoint/Williamsburg, the Inundation Area encompasses largely industrial areas along the south side of Newtown Creek and the English Kills, a Federally-designated Superfund site, as well as the East River waterfront, largely rezoned in the past decade to permit mid- to high-rise residential redevelopment. Moving south along the East River, the Inundation Area includes the Brooklyn Navy Yard industrial and business park and the mixed residential and commercial DUMBO area, dominated by converted industrial loft buildings. Beyond Brooklyn Heights, the Inundation Area includes the Red Hook container port and the mixed-use neighborhood of Red Hook, including older residential buildings, converted industrial lofts, the Red Hook public housing development, and commercial and industrial businesses. It also includes the mixed-use areas along the Gowanus Canal, a FederallyNew York City CDBG-DR Action Plan P a g e | 12
designated Superfund site. South of the Gowanus Canal, the Inundation Area includes portions of the Sunset Park industrial area.
Due to changes in topography, the Inundation Area is limited in extent until it reaches the low-lying areas of southern Brooklyn. There, it includes all of the beachfront neighborhoods of Coney Island, Brighton Beach, and Manhattan Beach. These include the low-density Seagate neighborhood to the west; the Coney Island neighborhood dominated by high-rise public housing as well as other publicly-assisted housing, with the beach, New York Aquarium, minor league baseball stadium and amusements to the south; and the medium-density Brighton Beach neighborhood and the mainly low-density Manhattan Beach neighborhood, including Kingsborough Community College to the east. Also inundated were portions of the Gravesend and Sheepshead Bay neighborhoods, including commercial and low- to mid-density residential areas, the Coney Island subway yards, and Coney Island Hospital.
Moving east from Sheepshead Bay, the Brooklyn shoreline is dominated by finger inlets adjacent to lowdensity residential communities that were inundated. These include Gerritsen Beach, Mill Island, Bergen Beach, Paerdegat Basin, and portions of Canarsie. The borough of Brooklyn had the highest total number of residents impacted by the storm (310,227 persons). This represents 12.4% of the boroughs total population. Similar to New York City as a whole, no one racial group comprises more than half the boroughs total population. Brooklyns population is 35.7% White non-Hispanic, 31.9% Black non-Hispanic, 19.8% Hispanic origin, and 10.4% Asian non-Hispanic. In addition, 1.6% of the boroughs population is multiracial non-Hispanic. Within the boroughs Inundation Area, White non-Hispanic represented the majority of persons impacted with 53.6%. As a result, the percent of Black non-Hispanic and Hispanic persons within impacted areas (20.7% and 13.6%) is less than the boroughs overall population in the Inundated Area. The percent of Asian non-Hispanic within the boroughs Inundation Area is the same as the percentage of the boroughs overall population with 10.4%. The mean household size within the Inundation Area is 2.48, slightly less than the boroughs mean household size (2.69). With respect to age, approximately 23% of the persons within Brooklyns Inundation Area are young adults, ages 18-34, the highest percentage of all age intervals. The elderly (age 65 and over) comprised 16.4% of the population within the boroughs Inundation Area. This is approximately five percentage points higher than the boroughs elderly population and approximately two percentage points higher than the elderly population within the Inundation Area citywide.
In terms of poverty, 2006-2010 ACS data indicates that 28.4% of Brooklyn residents are below the poverty line, and 6.7% are considered near poor. Within the Inundation Area, the percentage of persons below the poverty line is significantly less (18.7%). The percentage of persons considered near poor is 4.9%.
Hurricane Sandy also negatively impacted people with disabilities. The 2009-2011 ACS data indicates that approximately 13% of the population within the boroughs Inundation Area are persons with a disability living in a non-institutional setting. This is three percentage points higher than Brooklyns total population of people with disabilities in non-institutional settings.
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According to 2006-2010 ACS data the total number of housing units (vacant and occupied) in Brooklyn is 1,000,293. The total number of occupied units is 916,856. Approximately 122,600 (13.4%) of these occupied units are within the boroughs Inundation Area.
Within its Inundation Area, 37.5% of the housing units are in multi-family elevator buildings, which is 9.3 percentage points higher than for the borough. One- and two-family buildings represented a higher percentage of housing units impacted than its percentage of Brooklyns total housing stock (32.6% versus 25.5%, respectively). In terms of year the structures were built, a significant percentage of Brooklyns housing stock is pre-1980 construction (89.2%). Of the housing stock within its Inundation Area, 88.9% were constructed prior to 1980. Among households within the boroughs Inundation Area that rent, 10.5% of renters who reported that they pay rent have a cost burden between 30 to 34.9% of their household income. Slightly less than 41% of these renters have a cost burden greater than 35% of their household income. Manhattan
Of the 1,000,293 housing units in Brooklyn, the majority of units are within multi-family buildings (three or more units within the structure). Approximately 282,000 units are in multi-family elevator buildings, and approximately 336,300 units are located in multi-family walk-up buildings, respectively. These two types of structures contain approximately 28.2% and 33.6% of the housing units within the City, respectively. One- and two-family buildings contain 25.5% of the boroughs housing units (254,672). Units in mixed-use residential/commercial buildings accounted for approximately 12% of the housing units (approximately 118,900 units).
In terms of tenure, owner-occupied units constitute 37.5% of all occupied units within the Inundation Area (45,992 units). This is approximately ten percentage points higher than the percentage of owner-occupied units within the borough (27.7%).
In Community District 1 in Lower Manhattan, the Inundation Area includes the Water Street corridor, an important high-rise office district, as well as upland areas that include a mix of commercial office and residential uses and the historic South Street Seaport district. On the west side of Lower Manhattan, the Inundation Area runs along the Route 9A corridor and includes mixed-use areas including portions of TriBeCa, the West Village, and Chelsea. Along the East Side, the Inundation Area includes residential portions of the East Village, Con Edison facilities, and north of 14th Street, the mid-rise residential developments of Stuyvesant Town and Peter Cooper Village. North of 23rd Street, the Inundation Area includes the important medical corridor that contains the Veterans Administration, Bellevue, and NYU Langone hospitals. To the north, the Inundation Area includes residential portions of East Harlem and areas of northern Manhattan including the Dyckman Houses public housing development and the 207th Street subway yards. Within the borough the impact of the storm varied by race and ethnicity. Approximately 30.8% of persons residing in Manhattans Inundation Area are Hispanic, approximately 5 percentage points higher than the percentage of Hispanics living within the borough. In addition, Black non-Hispanic persons constituted
According to 2010 Census data, there are 1,585,873 persons living in Manhattan. Slightly more than 14% reside in the Inundation Area (230,742 persons).
According to 2009-2011 ACS data, persons with a disability living in a non-institutional setting represented approximately 10% of the population within the boroughs Inundation Area.
With respect to age, approximately 31% of the persons within Manhattans Inundation Area are young adults, age 18-34, the highest percentage of all age intervals. The elderly (age 65 and over) comprised 13.5% of the population within the boroughs Inundation Area. This is the same percentage of elderly persons within the borough overall.
The mean household size within Manhattans Inundation Area is approximately two persons per household (2.09 persons), which is similar to the boroughs small household size (1.99 persons).
17.4% of the persons residing in its Inundation Area, 4.5 percentage points higher than the percentage of Black non-Hispanics within the borough. Asian non-Hispanic persons are 12.7 percent of the impacted population, slightly higher than its borough percentage (11.2%). In contrast, 36.6% of persons within the Inundation Area are White non-Hispanic, approximately 12 percentage points lower than the percentage of White non-Hispanics within Manhattan.
For Manhattan residents for whom poverty status was determined, a greater percentage of persons living below the poverty line lived within the boroughs Inundation Area (21.8%) than within the borough overall (17.8%), based on 2006-2010 ACS data. The percentage of persons considered near poor is also higher in the Inundation Area (5.4% versus 4.3%, respectively). According to 2006-2010 ACS data the total number of housing units (vacant and occupied) in Manhattan is approximately 847,000. The total number of occupied units is 763,846. Approximately 105,800 (13.9%) of these occupied units are within the boroughs Inundation Area.
In terms of tenure, renter-occupied units constitute approximately 85% of all occupied units within its Inundation Area (89,632 units).
A majority of Manhattan is zoned for higher density. Of its 847,000 housing units, the majority of units are within multi-family buildings (approximately 506,100 units). Approximately 42% of these units are in multi-family elevator buildings. Units in mixed-use residential/commercial buildings accounted for approximately 321,900 housing units, or 38% of the boroughs housing stock. Approximately 14% of Manhattans occupied housing units are within its Inundation Area, with approximately 46% of these units in multi-family elevator buildings (53,555 units). Approximately 48,800 housing units are in mixed-use residential/commercial buildings.
A significant percentage of Manhattans housing stock is pre-1980 construction (84%). However, of the housing stock within its Inundation Area, the percentage constructed prior to 1980 is approximately 75%. Among households within the boroughs Inundation Area that rent, 10% of renters who reported that they pay rent have a cost burden between 30 - 34.9% of their household income. Approximately 33% of renters impacted have a cost burden greater than 35% of their household income. Queens
The Queens Inundation Area has two distinct components: a northern area along the East River and a southern area bordering Jamaica Bay and the Atlantic Ocean. Beginning at Community District 2 in the north, the Inundation Area includes the industrial northern shore of Newtown Creek and areas bordering
the Dutch Kills in Maspeth and Long Island City. Moving north along the East River, the Inundation Area includes the Queens West development in Long Island City and the peninsula that includes the Astoria Houses public housing development.
Moving east of the Robert F. Kennedy Bridge, the Inundation Area includes the northern Astoria waterfront dominated by power generating facilities and LaGuardia Airport. It also includes much of Flushing Meadows-Corona Park, Citi Field, two subway yards, and the Willets Point industrial area. Farther to the east, it includes much of the College Point industrial park and shoreline areas of low-density residential communities including College Point, Whitestone, Douglaston, and Little Neck. In the south, the Inundation Area includes most of the Rockaway peninsula, lying between the Atlantic Ocean and Jamaica Bay. Beginning in the west, the peninsula includes the Breezy Point cooperative, comprised of individual homes with private streets. To the east are the low-density communities of Neponsit and Belle Harbor. Moving farther east, the peninsula is served by the subway and is more developed. Rockaway Park and Rockaway Beach have commercial areas oriented to local residents and summer visitors. Residential areas are a mix of single-family homes and multi-family housing. The eastern portion of the peninsula includes several public housing developments and other high-rise publiclyassisted housing. As in Brooklyn, the Queens perimeter of Jamaica Bay is low-density. It includes the residential communities of Howard Beach, Old Howard Beach, and Hamilton Beach. To the east are John F. Kennedy International Airport and the communities of Brookville and Rosedale, bordering Nassau County. Within Jamaica Bay is the low-density residential community of Broad Channel. Of the 2,230,722 persons who reside in Queens, approximately 188,400 reside in its Inundation Area.
Within the boroughs Inundation Area, White non-Hispanics and Black non-Hispanics were disproportionally impacted. 73% of the population within the Queens Inundation Area is either White nonHispanic or Black non-Hispanic (36.7% and 36.3%, respectively). In contrast, only 6.6% of the population within the boroughs Inundation Area is Asian non-Hispanic. Hispanics constitute approximately 18% of the population within these areas. The mean household size for Queens is 2.82 persons per household, which is the highest average for all of the five boroughs. Within its Inundation Area the mean household size is 2.64 persons. With respect to age, approximately 24% of the persons within Queens Inundation Area are young adults, ages 18-34, the highest percentage of all age intervals. The elderly (age 65 and over) comprised 13.8% of the population within the boroughs Inundation Area, which is one percent point higher than the boroughs overall elderly population.
The boroughs racial and ethnic composition is diverse. White non-Hispanic and Hispanic are 27.6% and 27.5% of the Queens population, respectively. Black non-Hispanic persons constitute 17.7% of its population. Approximately 23% of the boroughs population is Asian non-Hispanic. Queens Asian nonHispanic population is also the largest Asian non-Hispanic population for any of the five boroughs in terms of both persons and percentage.
According to data based on the 2009-2011 ACS, 10.6% of the population within Queens impacted areas are persons with a disability, approximately one percentage point higher than the boroughs total population of people with disabilities living in non-institutional settings.
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In terms of poverty, 2006-2010 ACS data indicate that 13% of Queens' residents are below the poverty line. Within the boroughs Inundation Area, the percentage of persons below the poverty line is higher at 15.3%. The percentage of people considered near poor within its impacted areas is relatively the same as the percentage for the borough as a whole (4.1% and 4.7%, respectively).
According to 2006-2010 ACS data, the total number of housing units (vacant and occupied) in Queens is approximately 835,100. The total number of occupied units is approximately 780,100. Approximately 68,850 (8.8%) of these occupied units are within the boroughs Inundation Area. In terms of tenure, renter-occupied units comprise 57% and owner-occupied units comprise 43% of all occupied units within the borough. Within Queens Inundation Area, the percentages are 55.3% and 44.7%, respectively.
One- and two-family buildings, which constitute the majority of owner-occupied housing, contain 41.9% of the boroughs housing units (349,800). Units in mixed-use residential/commercial buildings account for 8.5% of Queens housing units (approximately 71,000 units). In contrast, units within one- and two-family buildings represent a higher percentage of housing units impacted relative to its percentage of Queens total housing stock (45.7% versus 41.9%, respectively). 13% of impacted units are located within multi-family walk-up buildings. Within Queens Inundation Area, 33.2% of the housing units are in multi-family elevator buildings, which is approximately eight percentage points lower than for the borough overall.
Of the approximately 835,100 housing units in Queens, approximately 49.1% are within multi-family buildings. Approximately 209,900 units are in multi-family elevator buildings, and approximately 200,200 units are located in multi-family walk-up buildings, respectively.
Among households within the boroughs Inundation Area that rent, 10.4% of renters who reported that they pay rent have a cost burden between 30-34.9% of their household income. In addition, the percentage of Queens renters within the Inundation Area who have a cost burden greater than 35% of their household income is 38.7%. Staten Island Beginning at the St. George Ferry Terminal and moving south, the Inundation Area includes the Bay Street Landing mid-rise residential development and the vacant former Navy base on the Stapleton waterfront. South of the Verrazano-Narrows Bridge, the Inundation Area encompasses large areas of one- and twofamily homes in the communities of South Beach, Midland Beach, New Dorp Beach, and Oakwood Beach. Farther south, it includes Great Kills harbor, an area dominated by marinas, and portions of the waterfront developed with single-family homes. On the West Shore of Staten Island, the Inundation Area includes vacant land, natural areas, and parks, as well as some industrial businesses and the New York Container Terminal at Howland Hook. On the North Shore, the Inundation Area includes the waterfront, which is largely industrial or vacant, as well as portions of upland low-density residential communities.
A significant percentage of Queens housing stock is pre-1980 construction (approximately 90%). Of the housing stock within its Inundation Area, approximately 79% was constructed prior to 1980.
The majority of Staten Island residents are White non-Hispanic (64%). Hispanics constitute 17.3% of the boroughs population. Black non-Hispanic and Asian non-Hispanic are 9.5% and 7.4%, respectively. Similarly, within the boroughs Inundation Area, 67.6% of those impacted are White non-Hispanic and 17.6% Hispanic, respectively. The percentage of Black non-Hispanic persons within the Inundation Area is 6.6%. With respect to age, approximately 23% of the persons within the boroughs Inundation Area are young adults, ages 18-34, the highest percentage of all age intervals. The elderly (age 65 and over) comprised 11.8% of the population within Staten Islands Inundation Area. The mean household size within Staten Islands Inundation Area and for the borough overall is 2.78.
Staten Islands population is 468,730 based on the 2010 Census. The total number of Staten Islanders within the boroughs Inundation Area is 75,651, or 16.1% of its total population. As stated previously, this represents the highest percentage of people impacted relative to the boroughs overall population.
According to 2009-2011 ASC data, persons with a disability living in a non-institutional setting represented 9.9% of the population within the boroughs Inundation Area. This is slightly higher than the percentage of Staten Islands total population of people with disabilities living in non-institutional settings (9.6%). In terms of poverty, 2006-2010 ACS data indicates that 10.3% of Staten Island residents are below the poverty line. Within the boroughs Inundation Area, the percentage of persons below the poverty line is lower at 9%. However, the percentage of persons considered near poor is higher in its Inundation Area than for the borough as a whole (4.5% versus 3.4%, respectively).
According to 2006-2010 ACS data the total number of housing units on Staten Island is 176,656 (vacant and occupied). The total number of occupied units is approximately 165,500. Approximately 26,600 (16.1%) of these occupied units are within the boroughs Inundation Area.
In terms of tenure, approximately two-thirds of Staten Islands occupied units are owner-occupied. Within its Inundation Area, owner-occupied units were 63.8% of the units impacted. A majority of Staten Island is zoned for low density. Of its 176,656 housing units the majority of units are one- and two-family buildings (137,610 units or approximately 77.9%). Approximately 14,800 units are in multi-family elevator buildings, and approximately 19,700 units are located in multi-family walk-up buildings (8.4% and 11.1%, respectively). Regarding the units located in the boroughs Inundation Area, the percentage of units within a particular type of structure reflected Staten Islands overall housing profile. Slightly more than 78% of the impacted units are in one- and two-family buildings (22,375 units). Multi-family elevator buildings accounted for 9.6% (2,732 units) and multi-family walk-up buildings 8.8% (2,516) of the units, respectively.
Approximately 63% of Staten Islands housing stock was constructed prior to 1980. Within its Inundation Area, the percentage is 56.7%. Among households within the boroughs Inundation Area that rent, 54% of renters who reported that they pay rent have a cost burden. 10% report that they pay between 30-34.9% of their household income and 44% report that they pay more than 35% of their household income.
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Demographic and Housing Profile Hurricane Sandy Operational Inundation Area* New York City, 2010 Census
Population Under 5 years 5 to 17 years 18 to 34 years 35 to 44 years 45 to 54 years 55 to 64 years 65 years and over
In Households In Group Quarters
Number 846,056 48,062 120,952 219,249 115,599 117,511 102,051 122,632 809,249 36,807 36,807 23,914 12,888 84 9,481 1,461 12,893 3,624 0 9,269
Inundation Area
Percent 100.0 5.7 14.3 25.9 13.7 13.9 12.1 14.5 95.6 4.4
New York City
Number 8,175,133 517,724 1,250,387 2,261,789 1,154,687 1,107,376 890,012 993,158 7,989,603 185,530 185,530 70,041 18,056 2,107 45,516 4,362 115,489 51,101 60 64,328
Total
Percent 100.0 6.3 15.3 27.7 14.1 13.5 10.9 12.1 97.7 2.3
Housing Units Occupied Housing Units Occupied Housing Units Renter Occupied Owner Occupied
In Group Quarters Institutionalized Correctional Facilities for Adults Juvenile Facilities Nursing Facilities Other Institutionalized Non-institutionalized College/University Housing Military Quarters Other Non-institutionalized
369,907 335,327 335,327 220,135 115,192
100.0 65.0 35.0 0.2 25.8 4.0 35.0 9.8 0.0 25.2 100.0 90.7 100.0 65.6 34.4 2.41
3,371,062 3,109,784 3,109,784 2,146,892 962,892
100.0 37.8 9.7 1.1 24.5 2.4 62.2 27.5 0.0 34.7 100.0 92.2 100.0 69.0 31.0 2.57
*The Operational Inundation Area consists of areas in New York City that FEMA determined were inundated with flood waters.
Average Household Size
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Note: While population data were available for the Hurricane Operational Inundation Area, disability data were only available for a larger area that included all Public Use Microdata Areas (PUMAs) intersecting the Hurricane Operational Inundation Area. The percent distributions for the disability data were applied to the total civilian noninstitutionalized population in the Operational Inundation Area for each respective PUMA to produce a set of estimates. PUMA estimates were summed up to the borough level. These borough estimates were then summed to produce a set of citywide values. It should also be noted that the civilian non-institutionalized population for each borough was determined by taking the ratio of the civilian non-institutionalized population to the overall population, according to the 2009-2011 American Community Survey, and applying it to the overall population according to the 2010 Census. For consistency of comparison, the same process was used to produce overall city and borough estimates.
Civilian Non-institutionalized Population with a Disability Census 2010 Summary Files and American Community Survey 2009-2011 Estimates Hurricane Operational Inundation Area in New York City* New York City Inundation Area Total Number Percent Number Total civilian non-institutionalized population 836,990 100.0 8,106,684 With a disability 95,541 11.4 830,972 Bronx Inundation Area Total Number Percent Number Total civilian non-institutionalized population 39,727 100.0 1,360,310 With a disability 5,865 14.8 185,967 Brooklyn Inundation Area Total Number Percent Number Total civilian non-institutionalized population 308,785 100.0 2,492,534 With a disability 39,536 12.8 236,290 Manhattan Inundation Area Total Number Percent Number Total civilian non-institutionalized population 228,945 100.0 1,574,487 With a disability 23,198 10.1 153,877 Queens Inundation Area Total Number Percent Number Total civilian non-institutionalized population 184,864 100.0 2,215,874 With a disability 19,536 10.6 210,192 Staten Island Inundation Area Total Number Percent Number Total civilian non-institutionalized population 74,668 100.0 463,479 With a disability 7,406 9.9 44,646
Percent 100.0 10.3 Percent 100.0 13.7 Percent 100.0 9.5 Percent 100.0 9.8 Percent 100.0 9.5 Percent 100.0 9.6
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Ratio of Income to Poverty Level in the Past 12 Months for Persons for Whom Poverty Status is Determined Census 2010 Summary Files and American Community Survey 2006-2010 Estimates Hurricane Operational Inundation Area in New York City*
Persons for whom poverty status is determined Under 1.00 (Below poverty threshold) Under .50 (Extreme poverty) .50 to .99 1.00 to 1.24 (Near poor) 1.25 to 1.49 1.50 to 1.84 1.85 to 1.99 2.00 and over
New York City Inundation Area Total Estimate Percent Estimate Percent 8,041,580 832,735 100.0 100.0 1,537,289 144,035 17.3 19.1 61,069 679,880 7.3 8.5 82,966 857,409 10.0 10.7 39,276 412,961 4.7 5.1 39,357 402,813 4.7 5.0 46,730 522,361 5.6 6.5 19,652 212,097 2.4 2.6 543,685 4,954,060 65.3 61.6
Note: While population data were available for the Hurricane Operational Inundation Area, poverty data were only available for a larger area that included all census tracts intersecting the Hurricane Operational Inundation Area. The percent distributions for the poverty data were applied to the population for whom poverty was determined (the poverty universe) in the Operational Inundation Area for each respective census tract to produce a set of estimates. Census tract estimates were summed up to the borough level. These borough estimates were then summed to produce a set of citywide values. It should also be noted that the poverty universe for each borough was determined by taking the ratio of the poverty universe to the overall population, according to the 2006-2010 American Community Survey, and applying it to the overall population according to the 2010 Census. For consistency of comparison, the same process was used to produce overall city and borough estimates.
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Land Use One & Two Family Buildings Multi-Family Walk-Up Buildings Multi-Family Elevator Buildings Mixed Residential and Commercial Buildings Commercial and Office Buildings Industrial and Manufacturing Transportation and Utility Public Facilities and Institutions Open Space and Outdoor Recreation Parking Facilities Vacant Land No Data
Total Lots (BBL) Number Percent 102,790 100.0% 69,281 67.4% 8,825 8.6% 893 0.9% 3,089 3.0% 2,709 2.6% 2,685 2.6% 1,587 1.5% 1,046 1.0% 1,553 1.5% 1,775 1.7% 8,049 7.8% 1,298 1.3%
Total Building Area (sq. ft.) Number Percent 812,894,840 100.0% 133,031,679 16.4% 46,270,792 5.7% 150,764,892 18.5% 92,463,298 11.4% 110,608,568 13.6% 87,220,805 10.7% 54,624,859 6.7% 99,174,877 12.2% 26,977,620 3.3% 7,462,622 0.9% 13,107 0.0% 4,281,721 0.5%
New York City Inundation Area Total Residential Area (sq. ft.) Number Percent 410,606,050 100.0% 133,022,220 32.4% 45,936,551 11.2% 146,688,453 35.7% 78,594,913 19.1% 537,758 0.1% 204,184 0.0% 52,067 0.0% 5,504,647 1.3% 47,930 0.0% 0.0% 4,587 0.0% 12,740 0.0% New York City
Total Residential Units Number Percent 401,440 100.0% 101,969 25.4% 52,625 13.1% 154,316 38.4% 89,369 22.3% 707 0.2% 293 0.1% 31 0.0% 1,914 0.5% 17 0.0% 0.0% 0.0% 199 0.0%
Total Residential Buildings Number Percent 100,994 100.0% 82,264 81.5% 12,550 12.4% 1,650 1.6% 4,065 4.0% 213 0.2% 100 0.1% 42 0.0% 83 0.1% 17 0.0% 0.0% 0.0% 10 0.0% Total Residential Buildings Number Percent 917,916 100.0% 677,317 73.8% 164,141 17.9% 15,383 1.7% 56,549 6.2% 2,199 0.2% 720 0.1% 222 0.0% 1,312 0.1% 32 0.0% 14 0.0% 0.0% 27 0.0%
Land Use One & Two Family Buildings Multi-Family Walk-Up Buildings Multi-Family Elevator Buildings Mixed Residential and Commercial Buildings Commercial and Office Buildings Industrial and Manufacturing Transportation and Utility Public Facilities and Institutions Open Space and Outdoor Recreation Parking Facilities Vacant Land No Data
Total Lots (BBL) Number Percent 858,968 100.0% 563,788 65.6% 129,807 15.1% 11,658 1.4% 48,479 5.6% 24,338 2.8% 12,153 1.4% 6,617 0.8% 11,959 1.4% 4,897 0.6% 11,499 1.3% 29,628 3.4% 4,145 0.5%
Total Building Area (sq. ft.) Number Percent 5,384,064,839 100.0% 1,107,942,751 20.6% 733,071,747 13.6% 1,085,937,630 20.2% 716,367,625 13.3% 763,448,885 14.2% 263,088,198 4.9% 75,442,694 1.4% 559,598,872 10.4% 38,007,145 0.7% 35,373,545 0.7% 364,374 0.0% 5,421,373 0.1%
Total Residential Area (sq. ft.) Number Percent 3,481,433,365 100.0% 1,107,886,836 31.8% 728,670,636 20.9% 1,052,655,082 30.2% 563,365,287 16.2% 5,095,359 0.1% 2,139,665 0.1% 252,679 0.0% 20,183,750 0.6% 935,964 0.0% 68,467 0.0% 121,599 0.0% 58,041 0.0%
Total Residential Units Number Percent 3,424,836 100.0% 814,770 23.8% 838,882 24.5% 1,109,550 32.4% 628,303 18.3% 7,122 0.2% 2,129 0.1% 203 0.0% 23,503 0.7% 41 0.0% 94 0.0% 14 0.0% 225 0.0%
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Selected Housing Characteristics Census 2010 Summary Files and American Community Survey 2006-2010 Estimates Hurricane Operational Impact Area in New York City* UNITS IN STRUCTURE (PLUTO distribution applied to 2010 Census control) Total housing units One & Two Family Buildings Multi-Family Walk-Up Buildings Multi-Family Elevator Buildings Mixed Residential and Commercial Buildings Other
New York City Inundation Area Total Estimate Percent Estimate Percent 369,907 107,133 53,073 134,683 72,197 2,822 369,907 39,715 12,789 21,190 31,367 77,869 55,544 24,823 39,107 37,118 11,823 12,457 3,234 2,871 369,907 22,632 29,785 84,072 96,792 61,961 35,165 15,959 9,309 14,230 335,327 170,701 109,404 42,535 12,687 15,584 100.0 29.0 14.3 36.4 19.5 0.8 100.0 10.7 3.5 5.7 8.5 21.1 15.0 6.7 10.6 10.0 3.2 3.4 0.9 0.8 100.0 6.1 8.1 22.7 26.2 16.8 9.5 4.3 2.5 3.8 100.0 50.9 32.6 12.7 3.8 4.6 3,371,062 822,717 828,722 1,080,418 606,838 32,368 3,371,062 227,866 81,110 122,847 184,761 400,374 381,862 216,145 476,732 700,590 287,255 210,162 62,829 18,530 3,371,062 204,957 232,076 833,525 840,265 565,197 333,449 145,998 83,473 132,121 3,109,784 1,704,988 975,973 335,915 92,908 157,721
YEAR STRUCTURE BUILT (PLUTO distribution applied to 2010 Census control) Total housing units Built 2000 or later Built 1990 to 1999 Built 1980 to 1989 Built 1970 to 1979 Built 1960 to 1969 Built 1950 to 1959 Built 1940 to 1949 Built 1930 to 1939 Built 1920 to 1929 Built 1910 to 1919 Built 1900 to 1909 Built Before 1900 Unknown ROOMS (ACS distribution applied to 2010 Census control) Total housing units 1 room 2 rooms 3 rooms 4 rooms 5 rooms 6 rooms 7 rooms 8 rooms 9 rooms or more
100.0 24.4 24.6 32.0 18.0 1.0 100.0 6.8 2.4 3.6 5.5 11.9 11.3 6.4 14.1 20.8 8.5 6.2 1.9 0.5 100.0 6.1 6.9 24.7 24.9 16.8 9.9 4.3 2.5 3.9 100.0 54.8 31.4 10.8 3.0 5.1
VEHICLES AVAILABLE (ACS distribution applied to 2010 Census control) Occupied housing units No vehicles available 1 vehicle available 2 vehicles available 3 or more vehicles available TELEPHONE SERVICE (ACS distribution applied to 2010 Census control) No telephone service available (excluding cell phones)
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HOUSE HEATING FUEL (ACS distribution applied to 2010 Census control) Occupied housing units Utility gas Bottled, tank, or LP gas Electricity Fuel oil, kerosene, etc. Coal or coke Wood Solar energy Other fuel No fuel used VALUE (ACS distribution applied to 2010 Census control) Owner-occupied units Less than $50,000 $50,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 to $299,999 $300,000 to $499,999 $500,000 to $999,999 $1,000,000 or more
New York City Inundation Area Total Estimate Percent Estimate Percent 335,327 201,646 4,231 39,691 78,650 282 238 302 5,419 4,866 115,192 3,763 2,034 2,541 4,219 9,615 35,323 47,414 10,282 214,741 5,821 16,076 18,786 32,986 33,769 52,184 55,120 5,394 100.0 60.1 1.3 11.8 23.5 0.1 0.1 0.1 1.6 1.5 100.0 3.3 1.8 2.2 3.7 8.3 30.7 41.2 8.9 100.0 2.7 7.5 8.7 15.4 15.7 24.3 25.7 3,109,784 1,683,818 44,974 258,890 1,048,618 2,630 1,821 790 36,993 31,250 962,892 23,593 22,852 22,185 33,125 77,914 282,048 393,911 107,264 2,091,175 39,111 98,747 132,189 260,064 398,756 674,842 487,465 55,717
100.0 54.1 1.4 8.3 33.7 0.1 0.1 0.0 1.2 1.0 100.0 2.5 2.4 2.3 3.4 8.1 29.3 40.9 11.1 100.0 1.9 4.7 6.3 12.4 19.1 32.3 23.3 100.0 14.4 11.6 11.6 11.0 9.0 42.4
GROSS RENT (ACS distribution applied to 2010 Census control) Occupied units paying rent Less than $200 $200 to $299 $300 to $499 $500 to $749 $750 to $999 $1,000 to $1,499 $1,500 or more No rent paid
GROSS RENT AS A PERCENTAGE OF HOUSEHOLD INCOME (GRAPI) (ACS distribution applied to 2010 Census control) Occupied units paying rent (excluding units where GRAPI cannot be computed) 210,504 100.0 2,048,952 Less than 15.0 percent 34,768 16.5 294,824 15.0 to 19.9 percent 25,135 11.9 237,920 20.0 to 24.9 percent 25,042 11.9 238,490 25.0 to 29.9 percent 25,319 12.0 225,497 30.0 to 34.9 percent 21,416 10.2 184,014 35.0 percent or more 78,823 37.4 868,208 Not computed 9,631 97,940
Note: While general housing data were available for the Hurricane Operational Inundation Area, more detailed housing data were only available for a larger area that included all census tracts intersecting the Hurricane Operational Inundation Area. The percent distributions for the detailed housing data were applied to the general housing data (housing units, occupied housing units, owner occupied housing units, and renter occupied housing units) in the Operational Inundation Area for each respective census tract to produce a set of estimates. Census tract estimates were summed up to the borough level. These borough estimates were then summed to produce a set of citywide values. For consistency of comparison, the same process was used to produce overall city and borough estimates.
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IV.
FUNDING JUSTIFICATIONS
New York City plans to spend its initial allocation of $1.77 billion of CDBG-DR funds to address the most urgent housing, business and infrastructure needs in the neighborhoods hardest hit by Hurricane Sandy through several new programs, which fall into three categories of immediate need (housing recovery, business recovery, and infrastructure and other City costs) and one program under development (longterm resilience).
Housing Recovery $720 Million
The Citys new programs are described below. Please note that the amounts indicated for each of the programs include amounts which are uncertain as of this time that will be used for planning and grant administrative purposes up to, but not exceeding, 15% ($265.9 million) and 5% ($88.6 million) in total, respectively.
Of the $720 million allocated for housing assistance, the City allocated $600 million to fund a permanent housing recovery program that will address more than 40% of the $1.4 billion identified as the unmet need for single-family and multi-family homeowners and landlords. Within this program, the City has further broken down funding into allocations for different types of assistance to address the distinct needs of homes, multi-family buildings, and public housing as follows:
This breakdown follows the overall gross need breakdown (60% vs. 40%) when grouped as NYC Houses and multi-family buildings (5+ units).
$350 million to provide for the rehabilitation of NYC houses, which includes single-family homes (1-2 units) that are either occupied by the homeowner or year-round tenants, or 3-4 unit buildings that are owner-occupied; and $250 million to provide for the rehabilitation of multi-family buildings (5+ units) and 3-4 unit properties that are not owner-occupied.
The City allocated the remaining $120 million to NYCHA for targeted efforts to strengthen resilience to future floods. This allocation provides for an immediate need to ensure NYCHA can move forward with a program for these critical resilience efforts. All NYCHA damaged properties are eligible for FEMA Public Assistance that covers all rehabilitations and a significant portion of resilience costs. However, to complete additional rehabilitation work and provide resiliency to the more at-risk non-damaged properties, NYCHA is required to directly pay for costs that are not paid by FEMA or insurance. The following sections provide descriptions of how the City's programs and related paths for assistance will use these allocated funds. The City also identifies how future funding allocations will potentially be used, including the articulation of potential housing programs not funded by the first round of NYCs CDBGDR funding allocation.
Business Recovery / Infrastructure Resilience $325 Million
Business Resiliency Investments: $100 million to provide grants to companies for physical investments to improve resiliency to severe weather. The program is anticipated to fund between 50-75%, up to $2 million, of the cost of specified physical improvements that will improve an estimated $13 million square feet of commercial space.
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Infrastructure and Other City Services - $400 Million
Loans and Grants: $80 million to provide loans and grants to as many as 750 businesses. This program will provide expedited low-interest loans of up to $150,000 on similar terms to the Citys existing emergency loan program; provide expedited grants of up to $60,000 to affected businesses; and select Community Development Finance Institutions to administer additional loan and grant programs through a competitive process. The City may, at its discretion, provide loans of up to $1 million and grants of up to $100,000 to businesses that can demonstrate significant additional damage. Businesses that can demonstrate extreme hardship may be eligible to receive, at the Citys discretion, a grant without receiving a loan. Neighborhood Game-Changer Investment Competition: $100 million to jump-start economic activity in the five Business Recovery Zones by allocating, through Race-to-the-Top-style competitions, grants to the most innovative and effective investment ideas for spurring long-term economic growth. Possible ideas could include attraction of growing companies and/or companies of significant size, attraction of companies that serve the needs of underserved populations, including those with disabilities, or other transformative investments in key corridors. Infrastructure and Building Resiliency Technologies Competitions: $45 million to allocate, through Race-to-the-Top-style competitions, grants to the most innovative and cost-effective measures to improve building and infrastructure resiliency. Grants will be allocated a two-track program to identify technologies and measures that improve the resiliency of (1) critical infrastructure networks and (2) building systems.
As previously mentioned, the City estimates a remaining unmet need for direct City agency costs of more than $1.2 billion. In this Action Plan, the City is dedicating an allocation of $400 million to this area, one third of its total unmet need. Of this, $358 million has been allocated for other City costs including public service activities that assisted the public during and after the storm. Additionally, $4 million has been allocated for emergency demolition, $23 million has been allocated for debris removal and clearance, and $1 million has been allocated for code enforcement. Further, $14 million has been allocated for rehabilitation and reconstruction of public facilities. The City plans to use CDBG-DR funds to leverage the non-federal share of FEMA Public Assistance disaster grants. The City is prioritizing its funds to address its public hospitals and schools and for the restoration of its beaches. These facilities, and the additional programs identified, have been prioritized both for the speed with which funds can be expended as well as for their direct benefit to low- and moderate-income persons. This will enable the City to expend funds within two years, which was a requirement of the appropriation.
The City expects to employ a range of mitigation measures as it restores and rehabilitates structures. These measures include raising boilers and electrical systems above the Advisory Base Flood Elevation levels. Additional mitigation needs will be determined on a site-specific basis. Resilience - $327 Million
The SIRR report to be delivered in May is expected to identify a variety of specific unmet resiliency needs that will be eligible for and dependent upon federal funding sources, including CDBG-DR funds. The Citys request for any such CDBG-DR funds will be the subject of a future Partial Action Plan, including the costs of further studies, pilot programs, and implementation activities, as well as administrative costs (within the 5% allowance) associated with planning and development on the part of involved agencies, including but not limited to the Department of City Planning the New York City Economic Development Corporation, and the Mayors Office of Long-Term Planning and Sustainability.
V.
FEDERAL, STATE, LOCAL, NON-PROFIT, AND INDIVIDUAL SOURCES OF FUNDING TO BE LEVERAGED

The CDBG-DR allocation of $1,772,820,000 will be leveraged by numerous other sources of federal, state, local, and private funding.
The allocation of these combined funds will result in a more comprehensive and effective recovery effort by: 1) ensuring that a wide and diverse range of recovery needs are met; 2) assuring flexibility to address short-term and long-term recovery needs; 3) enabling communities to meet needs that would not likely be addressed by other funding sources; and 4) assisting communities to better position themselves to meet their post-disaster recovery needs.
In addition to Federal sources and private insurance payouts, the private sector both philanthropic and for-profit - has a role in providing financial resources to New Yorkers impacted by Hurricane Sandy. Since the storm, the Mayors Fund to Advance New York City has been a critical support in the relief and recovery efforts. The goal of these privately-funded programs is to leverage flexible capital to begin to address immediate unmet housing needs while the CDBG-DR programs are put in place. A few of the housingrelated programs are as follows:
The CDBG-DR Housing allocation of $720,000,000 will be leveraged against numerous other sources of federal, state, local and private funding, including proceeds from FEMA (Individual Assistance and Hazard Mitigation Program), SBA Disaster Loans, National Flood Insurance Program payouts, private insurance payouts, and other Disaster Relief Appropriation funds. In compliance with program guidelines and regulations, CDBG-DR Housing funding has been allocated toward recovery efforts in the most impacted and distressed areas of the City of New York to support unmet needs not funded by these sources.
Neighborhood Recovery Fund and Counseling: The Center for New York City Neighborhoods (CNYCN), through support from the Mayors Fund and Goldman Sachs Gives, deployed $1.4 million in new funding to help affected homeowners. The Mayors Fund funded a network of housing counselors and legal services professionals to help home owners secure resources and relief from FEMA insurance providers, and other public and private programs. Goldman Sachs supported a complimentary Neighborhood Recovery Fund (NRF), an emergency grant program that provides direct financial assistance with unmet needs to homeowners impacted by the storm and is already oversubscribed. Mold Removal and Safe Practices Training: The mold program is supported by more than $13 million in private funds from the Mayors Fund, the American Red Cross, and the Robin Hood Foundation. The goal of the program is to remove mold in approximately 2,000 homes in the hardest hit areas. The work is administered by Neighborhood Revitalization NYC, an affiliate of the Local Initiatives Support Corporation (LISC), a community development notforprofit corporation with 30 years of experience working in New York City. In addition to the direct mold treatment program, the Mayors Fund to Advance New York City is sponsoring awareness and safe practices workshops on mold led by a consortium of university partners, which include free supplies. The workshops are scheduled in targeted locations, including NYCHA campuses, with the help of City and community partners. Non-profit Rebuilding Consortium (in development): The City is working to leverage private resources and harness the work of voluntary agencies to begin making rehabilitations to homes in advance of the formal launch of the CDBGDR program. The Mayors Fund to Advance New York
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HPD loan programs almost always seek to leverage private investment to combine with subsidy. The City will continue this practice with CDBG-DR recovery loans, beginning with programs launched immediately after the storm: Emergency Loan Program: Neighborhood Housing Services (NHS), through its Emergency Loan Program, provides owner occupants of 1-4 unit homes loans and grants to repair water mains, boilers, sewer lines, sidewalk violations, roofs, plumbing, electrical problems, and to eliminate conditions dangerous to health and safety. The maximum loan amount is $10,000, with low interest rates and a maximum term of 5 years. NHS also operates the Landlord One emergency loan program for small property owners, corporations, non-profit owners, investors, corporations and owner occupants of 5- to 20- unit residential and mixed-use buildings in the five boroughs of NYC. The maximum loan amount is $25,000, which is available in increments of $10,000, $15,000, $20,000, and $25,000. The funds can be used to replace building wide systems, eliminate code violations, upgrade vacant apartments, eliminate dangerous health and safety conditions, and make other essential rehabilitations. Storm Recovery Loan Program: HPD, in partnership with the Community Preservation Corporation and Citi Community Capital, created the Storm Recovery Loan Program to provide loans to rehabilitate multi-family (5 or more units) damaged by Sandy. HPD provides City Capital or Federal funds at 1% interest. Combined with CPC conventional financing, the blended financing cost is significantly below market. The funds may be used for moderate or substantial rehabilitation of multiple dwellings damaged by the storm. Uses include refinancing of existing debt or repairing damage and mitigating future storm impacts.
City, in partnership with HRO and other agencies, is in the process of creating a Non-profit Repairs Consortium (the Consortium) that will select, fund, and oversee a set of non-profits to scale their rehabilitation work and serve more homes; coordinate their efforts to ensure rehabilitations to a targeted group of homes; streamline interaction between organizations; leverage City programs and use private dollars to rehabilitate homes in advance of the launch of the public sector CDBG-DR program.
Through CDBG-DR funded recovery loans HPD will be serving a diverse universe of building types, heavily concentrated in specific geographic areas, which limits its ability to extrapolate leverage projections based on past lending history. At this point, HPD tentatively projects that it will generate about $25 in private investment for every $100 of subsidy invested. That leverage estimate is subject to change, but HPD remains committed to a lending model that blends private capital with subsidy. NYC Service is the Citys agency that leads targeted volunteer opportunities and initiatives. Since the storm, NYC Service, the FEMA Volunteerism staff and the housing agencies have leveraged support and work from the volunteer community and served as a point of interface for coordination with the Citys recovery efforts. NYCEDC will leverage other funding sources in a number of ways. The existing loan and grant program leveraged funds from private investors with funds from Goldman Sachs and 23 additional banks. We will seek to replicate these results in the expanded program, but may elect not to do so. In the loan and grant program that will seek additional administrators, one of the selection criteria will be the administrators ability to leverage other funding sources. Based on NYCEDCs experience with the Cap Access loan guaranty program, NYCEDC estimates that it may be able to leverage funds up to five times. In addition,
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one of the selection criteria for choosing proposals in the Neighborhood Game Changers program will be the ability of the respondent to leverage private investment. The CDBG-DR allocation of $400 million for Infrastructure and Other City Services will be leveraged against supplemental sources of federal funds allocated toward recovery, including FEMA (Public Assistance Program and Hazard Mitigation Program), the Army Corps of Engineers, Federal Highway Administration, SBA Disaster Loans, and National Flood Insurance Program payouts. The CDBG-DR allocation of $327 million for Resilience will be leveraged against and dependent upon a variety of other funding sources. The Special Initiative for Rebuilding and Resiliency (SIRR) report is expected to be delivered in May. It is anticipated that this report will identify specific needs and additional funding sources.
In compliance with program guidelines and regulations, CDBG-DR funding has been allocated toward recovery efforts in the most impacted and distressed areas of the City of New York to support unmet needs not funded by these sources. The allocation of these combined funds will result in a more comprehensive and effective recovery effort by: 1) ensuring that a wide and diverse range of recovery needs are met; 2) assuring flexibility to address short-term and long-term recovery needs; 3) enabling communities to meet needs that would not likely be addressed by other funding sources; and 4) assisting communities to better position themselves to meet their post-disaster recovery needs.
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VI.
CDBG-DR PROGRAM ALLOCATIONS

CDBG-DR Allocations PROGRAM HOUSING PROGRAMS: NYC Houses Rehabilitation Multi-family Building Rehabilitation BUSINESS PROGRAMS: Business Loan and Grant Program Business Resiliency Investment Program ($ in millions) $720 $350 $120 $325 $100 $100 $80 $250 % of Funds Expected to Benefit Low/Mod Persons 67% 55% 100% 67% Total Funds Expected to Benefit Low/Mod Persons ($ in millions) $481 $193 $168 $120 $90 $40 $50 $0 $0 $340 $304 $0 $0
Public Housing Rehabilitation and Resilience
28% 50% 50% 0% 0% 85% 85% 100% 0% 0%
Neighborhood Game Changer Investment Competition Infrastructure and Building Resiliency Technologies Competitions INFRASTRUCTURE AND OTHER CITY SERVICES: Public Services Emergency Demolition Code Enforcement RESILIENCE: Resiliency Investments* CITYWIDE ADMINISTRATION AND PLANNING: Planning TOTAL Administration
$45
$400 $358 $4 $1
Debris Removal / Clearance Rehabilitation / Reconstruction of Public Facilities
$23 $14 $327 $327 Up to 15%
$23 $13 $167 $167
90% 51%
51% 0% 60.8% 0%
Up to 5%
$0 $1,078 $0
$1,772
*The activities for Resiliency Investments will be identified in a future Partial Action Plan.
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VII. HOUSING
Needs Assessment
Impact to the Citys Housing Stock To understand the significant damage Hurricane Sandy caused to New York City's housing stock and the need for temporary and permanent housing, the City analyzed field inspections and a variety of data sources to estimate the number and severity of damaged buildings across the five boroughs. These data sources include Department of Buildings (DOB) and Department of Housing Preservation and Development (HPD) inspections, FEMA building inspections, inundation assessments, utility outages, and registrations for the Rapid Repairs program. The City also worked in close partnership and consultation with the New York City Housing Authority (NYCHA) to quantify the storm's impact on its buildings. Public Housing While none of the NYCHA buildings sustained permanent structural damage due to the storm, many buildings' systems essential for supporting the living conditions for tens of thousands of New Yorkers served by NYCHA were significantly impacted.
Housing (excluding public housing)
Over 400 buildings in Brooklyn, Queens, and Manhattan, with 35,000 residential units housing roughly 80,000 residents, were affected significantly by Sandy. Of the over 400 buildings, 402 lost power, and with it, elevator and compactor service. 386 buildings lost heat and hot water. o In Coney Island, 42 buildings home to 8,882 residents were impacted. o In the Rockaways, 60 buildings home to 10,100 residents were impacted. o In Red Hook, 32 buildings home to 6,173 residents were impacted. o In Manhattan, 176 buildings home to 41,513 residents were impacted. NYCHA developments in Coney Island were especially impacted because those buildings sustained substantial sand and saltwater infiltration. The systems damage in other developments was due mostly to flooding. An additional 356 NYCHA buildings at 97 developments in all five boroughs sustained moderate damage, mostly due to wind damage on roofs and facades.
Based on the analyses conducted, the City estimates that more than 63,000 residential units have been impacted by physical damage as a result of Hurricane Sandy. In addition, many thousands of New Yorkers were temporarily displaced from their homes due to power outages or other service interruptions. The housing team is continuously coordinating with and gathering information from the Department of Homeless Services (DHS) and its social service providers supporting the New Yorkers who are sheltering in hotels run by FEMA and the City. The New York City Housing Recovery Portal website is a resource that allows residents impacted by the storm to register with the City and be referred to vacant affordable housing or, depending on eligibility, a NYCHA unit. This portal provides the City with further information about impacted residents with housing needs, including accessible housing for people with disabilities. However, given the dynamic nature of post-disaster housing, there is no accurate way to definitively quantify the number of families displaced at any given time.
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The Citys analysis shows that there are three main categories of housing damage, excluding NYCHA housing stock described above. This analysis excludes the Public Housing stock, which was discussed previously in this Plan:
New York Citys Response to Housing Impact
Severe damage (Reconstruction required): More than 300 buildings (more than 900 units) were destroyed or became structurally unsound. More than 95% of these buildings are one- or two-family homes. Major damage: Approximately 1,700 buildings (more than 20,000 units) suffered major damage, of which approximately 1,400 are one- or two-family homes. Major damage typically corresponds to flooding of basements and ground floor living spaces. Moderate damage: Approximately 16,000 buildings (more than 42,000 units) suffered moderate damage, of which approximately 15,000 are one- or two-family homes. Moderate damage typically corresponds to basement flooding with little or no impact to ground floor living spaces.
Department of Environmental Protection (DEP) NYC Rapid Repairs Typically after a disaster of Hurricane Sandys magnitude, families are forced to re-locate for extended periods of time to shelters and other forms of temporary housing, which delays the real recovery that begins when families return to their homes. Founded on the premise that the best temporary shelter is permanent shelter, the City implemented the Rapid Repairs program, which restores the basic services that families need to return home. Rapid Repairs is New York Citys implementation of FEMAs Sheltering and Temporary Essential Power (STEP) program, created to address the unique housing challenges created by Hurricane Sandy. STEP funds emergency residential essential and necessary repairs such as restoration of temporary electricity, heat and hot water so that residents can remain in their homes while permanent repair work continues.
As of March 17, 2013, repair work in 11,774 buildings has been completed; work in 20,257 residential units has been completed; with less than 10 homes to repair, the program is essentially complete.
DEP administers the Rapid Repairs program, which was first announced on November 9, 2012. Through Rapid Repairs the first program of its kind the City has deployed dozens of contractors and thousands of skilled construction workers to make emergency repairs, free of charge, on residential properties affected by Hurricane Sandy. The assistance provided through Rapid Repairs does not impact the assistance that families are eligible to receive through FEMAs Individual Assistance program. All work is supervised by the City and compliant with the relevant safety and building codes. Rapid Repairs has also provided significant construction opportunity for the Citys Minority- and WomenOwned Business Enterprises (M/WBEs). Rapid Repairs employs 10 prime contractors and approximately 185 subcontractors, including 37 M/WBEs. Rapid Repairs also provided priority assistance to people with disabilities by installing ramps so people can gain access into homes.
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NYC Department of Housing Preservation and Development (HPD) HPD, in conjunction with the Housing Development Corporation (HDC) and other key partners, has designed and implemented a number of housing and neighborhood relief and recovery programs to help stabilize those whose housing was impacted by Sandy. HPD specifically led five key work streams to address immediate relief and response efforts: Field Operations HPD staff immediately started working in the affected neighborhoods, bringing relief to residents whose homes and buildings required services.
Financial Sector
Inspections and Emergency Repairs and Demolitions - HPD attempted more than 9,100 inspections at approximately 6,000 properties affected by Sandy and notices were mailed to the owners of these properties. HPD has also assisted agency partners and private owners with finding resources to restore essential services. HPD is responsible for the demolition of approximately 400 affected structures, and is conducting emergency repair work in affected multi-unit properties where owners are not participating in Rapid Repairs. In addition, HPD has conducted community outreach in several affected areas. Approximately 900 survey visits to buildings were conducted and approximately 1,150 calls and 5,000 robo-calls were made to owners. A special e-mail address ([email protected]) was created for owners who have property damage resulting from Sandy that would result in a Housing Code violation under normal circumstances. As of January 25, 2013, approximately 200 HPD staff members had been working overtime on critical Sandy-related recovery efforts in partnership with the Federal Emergency Management Agency (FEMA) and other City agencies. HPD staff members have been assigned to the three areas below: o Housing Recovery Link Desk / Hotel Operations: perform intake, data management, and technical assistance; assist 311 callers with registering online and addresses caller issues; liaise with FEMA, HPDs Code Division, and other City agencies. o Restoration Centers: assist residents with registration for the Rapid Repairs program, conduct follow-ups, and coordinate services with contractors; help residents connect to City services including interim housing; assist homeowners with HPD mortgages or liens who need insurance / FEMA checks endorsed. o Rapid Repairs: assist contractors in assessing properties for repairs.
HPD convened banks and other housing and financial industry partners to develop new loan and grant programs. These proposals build on existing expertise and programs in both the private and public sector and on lessons learned from past disasters. The working groups discussions both drive immediate storm response, and shape plans for use of CDBG-DR funds.
HPDs website includes information for property owners on how to apply for loan and grant programs: http://www.nyc.gov/html/hpd/html/home/hurricane-sandy.shtml Storm Recovery Loan Program: HPD and the Community Preservation Corporation provide loans to rehabilitate multi-family buildings (five or more units) damaged by Hurricane Sandy. HPD provides city capital or federal funds at 1% interest. Combined with CPC conventional financing, the blended financing cost is significantly below market. The funds may be used for moderate or substantial
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Developer Coordination and Housing Match Program
rehabilitation of multiple dwellings damaged by the storm. Uses include refinancing of existing debt or repairing damage and mitigating future storm impacts. Emergency Loan Program: Neighborhood Housing Services (NHS) provides loans and grants to owner-occupants of one- to four-unit homes for the repair of water mains, boilers, sewer lines, sidewalk violations, roofs, plumbing, and electrical problems and to eliminate conditions dangerous to health and safety. The maximum loan amount is $10,000, with low interest rates and a maximum term of five years. Landlord One: NHS operates an emergency loan program for small property owners, corporations, non-profit owners, investors, corporations, and owner-occupants of 5-20 unit residential and mixeduse buildings. The maximum loan amount is $25,000, which is available in increments of $10,000, $15,000, $20,000, and $25,000. The funds can be used to replace building-wide systems, eliminate code violations, upgrade vacant apartments, eliminate dangerous health and safety conditions and make other essential repairs.
HPD, in conjunction with HDC, the US Department of Housing and Urban Development (HUD), and the New York State Department of Housing and Community Renewal (DHCR), began working with development partners at the NYS Association for Affordable Housing, the Real Estate Board of New York, and the Rent Stabilization Association to identify vacant apartments at different levels of affordability and make them available to affected New Yorkers.
The New York City Housing Recovery Portal website was launched in December 2012 for NYC residents displaced by Hurricane Sandy. Households could register with HPD, which sought to identify alternative housing options for that household. As of March 2013, 1,831 accounts had been created and 1,687 registrations had been completed. Income-eligible New Yorkers may also have been referred to public housing vacancies within NYCHA.
Non-Profit Coordination
In addition to the portal, HPD explored other housing options including a Section 8 Housing Choice Voucher pilot program. The pilot program would provide approximately 150 Housing Choice Vouchers to displaced New Yorkers affected by Hurricane Sandy who meet eligibility requirements.
HPD, in partnership with the Citizens Housing and Planning Council (CHPC), collaborated with established non-profit organizations to assist affected residents and rehabilitate damaged housing. Canvassing: HPD convened non-profits including CHPC, Local Initiatives Support Corporation (LISC), Mutual Housing Association of New York (MHANY), Center for NYC Neighborhoods (CNYCN), and others to develop and administer tenant needs assessment surveys. Staff developed and distributed fact sheets on humanitarian resources (Restoration Centers, warming centers, food distribution, Rapid Repairs, FEMA registration, etc.). Proposal development: HPD reviewed, developed, and aligned multiple recovery initiatives proposed to the Mayors Fund by groups such as Enterprise, LISC, Habitat, Restored Homes, and CNYCN. Communications: HPD sent periodic e-mail blasts to non-profit partners providing updates on City initiatives and resources and coordinated briefings and structured feedback between non-profits and City agencies (HPD, Mayors Office of Housing Recovery Operations [HRO], and HDC).
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Department of Homeless Services (DHS) DHS played a major role in the evacuation process and continues to provide services to those impacted by Hurricane Sandy through the programs listed below: Emergency Shelter DHS provided managerial oversight of the emergency storm sheltering operations via the Unified Operations and Resource Center (UORC). UORC uses a unified command structure where multiple agencies work to coordinate and assist shelter staff on a tactical level. Sixteen key agencies provided staff to the UORC; DHS employees made up the largest percentage of workers. At the same time that DHS staffed the UORC, closed evacuation sites and opened new ones, the Agency prepared to close its homeless shelters located in Evacuation Zone A to protect shelter residents. The closing and opening of shelters was manageable because of immense preparation and planning for such an emergency. Notwithstanding the magnitude and devastation of Hurricane Sandy, DHS continued to meet its mandate to shelter all eligible New Yorkers and manage a homeless shelter program totaling approximately 48,000 individuals (single adults and families).
DHS deployed staff to various sites, resulting in overtime costs in three main areas of service to the public: sheltering families and single adults (who were no longer able to stay in their homes) in evacuation centers; setting up and staffing evacuation centers and providing equipment, volunteers, supplies, etc.; and setting up and staffing the Unified Operations and Resource Center (UORC), which supports tactical management of shelter operations by filling resource requests and resolving problems at individual shelter system facilities. Single Adults and Adult Families DHS Adult Services took all steps necessary to preserve the continuity of services to the City's homeless. Five single adult shelters located in low lying areas were evacuated which required the relocation of approximately 1,350 clients and the City's intake operations for single men and adult families (families with no minor children). Clients were moved into reserved emergency beds, a proposed shelter facility or absorbed into existing vacancies in the system. Clients were moved with their shelter staff and every effort was made to minimize the disruption of services.
With respect to the Manhattan-based co-located intake operations for Adult Services, they were relocated according to the Agency's Continuity of Operations Plan to locations designated for back-up intake operations. Single men were directed to Brooklyn and adult families to Queens. The public was notified of the relocations through 311 and the Agency continued to accept applications and place clients in accordance with all applicable laws and regulations. With respect to street homelessness, the City's outreach teams ramped up their operations to offer services to at risk street homeless individuals during and after the storm. Many of them, some displaced by the storm, ended up in evacuation centers where they were engaged by shelter and outreach staff and where possible, connected with appropriate shelter and outreach services. The relocated shelters and their capacities is as follows: 1. McGuiness: 200 2. Huntington: 18
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3. Borden: 240 4. Turning Point: 37 5. 30th Street: 850. City Hotel Program The provision of services in the City Hotel Program was originally administered through the American Red Cross. Later, DHS began to work with local, community-based experts to provide services to evacuees in hotels. BASICS, BRC, Project Hospitality, Samaritan Village Inc., and SCO Family Services continue to provide services to approximately 970 displaced households across 50 different locations as of March, 2013. Organizations are providing case management services and connecting evacuees to any City or federal benefits for which they may be eligible and are also helping with housing plans including collaborating with FEMA to ensure that all eligible evacuees have registered with appropriate programs. Homebase The role of Homebase at the Restoration centers was to provide information on temporary housing options and, when available, immediate hotel / apartment placement. Individuals displaced by the storm were counseled by Homebase staff at Restoration Centers beginning on November 15, 2012. Providers included the Archdiocese of New York, BronxWorks, CAMBA, Catholic Charities of Queens, HELP USA, and Palladian.. By November 29, 2012, Homebase sites were making hotel placements with the Hotel Operations Desk. In addition to making emergency shelter placements, Homebase assisted consumers with navigating the array of benefits and assistance available to them. Of those served, 33% were referred to FEMA 24% were referred to HRA 36% were assisted with the HPD Housing Recovery portal673 since the portal was opened on December 7 16% were referred to NYCHA
Relocation Services
DHS and the Mayors Fund to Advance New York City were responsible for moving furniture donated to affected residents who relocated into permanent housing in NYCHA apartments. Providing Adequate Housing for All Income Groups NYCHA, HPD, HDCHRO, and the Department of Environmental Protection (DEP), which administers the Rapid Repairs Program, are active partners in developing the housing element of this Action Plan. To identify and address the needs of housing across all income groups and housing types impacted by Hurricane Sandy, the team has actively engaged community stakeholders to gather input on how to serve the range of household types affected by the storm. These agencies have worked collaboratively to address many of the housing needs in developing programs to be leveraged with CDBG-DR allocation. As demonstrated in the Impact and Unmet Needs section of the Action Plan, there are substantially greater needs than there are resources to address them.
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City leadership established a foundation for recovery that focuses on resiliency. They have made the difficult decision to enforce the requirement for Hurricane Sandy impacted New Yorkers to reconstruct to a higher standard than was in place before the storm. As evidenced by the impacts on properties that were built after floodplain management requirements became law, buildings with materials and methods targeted to be disaster resistant were measurably less impacted than those built prior to the requirements. The Mayors Special Initiative for Rebuilding and Resiliency (SIRR) was formed specifically to focus on making New York more resilient to the risks of climate change. Disaster-resistant measures have been incorporated into all housing programs. Different activities will emphasize the needs of different income groups. Homeless Population
The Department of Homeless Services (DHS) provides programs and services to prevent homelessness and provides shelter to homeless families and single adults when prevention is not possible. DHS services include transitional housing, outreach and drop-in services, community based prevention and placement in permanent housing.
DHS took all steps necessary to preserve the continuity of services to the Citys homeless during and after Hurricane Sandy, including evacuating several of their facilities and relocating shelter clients to areas outside of the flood zone. With respect to street homelessness, the Citys outreach teams ramped up their operations to offer services to at risk street homeless individuals during and after the storm. Many of them, some displaced by the storm, ended up in evacuation centers where they were engaged by shelter and outreach staff and, where possible, connected with appropriate services.
Hurricane Sandy damaged several shelters, including the Bellevue Mens Shelter, which also happens to be the Citys largest single adult shelter with 850 beds and is the sole intake point for single adults and adult families entering the system. DHS is continuing to assess the damage from the storm and look toward the future at what can be done to be better prepared for a future event. These efforts are part of the Special Initiative for Rebuilding and Resiliency (SIRR) and include moving sensitive equipment to higher ground at facilities that are vulnerable to flooding, and possibly relocating facilities that are in flood zones. Low-Income Population
Based on the census data for the most impacted zip codes, more than 50% of the households in the impacted area are likely to have incomes at or below 80% of the area median. The City has been very focused on serving their needs. Low-income households disproportionately are in need of immediate relocation assistance; the housing team is working with approximately 1,300 displaced families who are at or below 50% of area median income. To the extent possible these households will be placed in NYCHA public housing units or using HPD Section 8 vouchers, but the City anticipates that approximately 600 households will not be served by these options. These families would typically access Disaster Housing Assistance Program (DHAP) vouchers, but the program is not yet established for residents affected by Hurricane Sandy. Through the multi-family building program allocation in this Action Plan HDP will deliver an Interim Payment Assistance Program.
Going forward, NYCHA rehabilitation, reconstruction, and new construction activities will serve lowincome households. HPD and HDC anticipate that the bulk of the multi-family lending will benefit persons of low income, particularly those living in previously assisted housing, including Supportive Housing. Moderate- and Middle-Income Population Particularly in a high-cost city like New York, and in the wake of a devastating natural disaster like Hurricane Sandy, moderate- and middle-income households are also in need of assistance. The NYC Houses program is designed to focus on the homes most in need of rehabilitation, although owner incomes may be as high as 165% of area median. Multi-family buildings with higher income tenants will also be eligible for assistance if owners can demonstrate that other resources such as insurance and United States Small Business Administration (SBA) loans were insufficient to meet needs. Remaining Unmet Housing Needs Assessing the Demand To structure a program that addresses the unmet needs of NYCHA, single-family and multi-family properties, the housing team coupled outreach efforts with a detailed assessment of damage at the building level. This allowed the City to understand the demand for housing repairs in monetary terms and related support to families. To estimate the demand for housing rehabilitation, the City defined the full cost to complete the work to rehabilitate or rebuild in a more resilient and sustainable way. The City focused on the "cost to complete" rather than any measure of the "market value" of a property. This anchored the Citys approach around an end goal of completing rehabilitations to buildings, rather than on estimating need based on the value of the property or other figures, an approach that risks an inability to secure funding to complete rehabilitations. NYCHA employed a rational methodology that pulled from numerous existing data sources and involved several sets of experts and interviews with individuals working on the ground. NYCHA performed additional analyses to estimate the cost to comply with sustainability and green building standards and for construction methods to address increased resiliency to future storms. NYCHA continues to refine large-scale assessments of its infrastructure to determine the full cost of the storm and to inform decisions about how NYCHA can more strategically procure, locate, and protect important equipment. Mandatory Rehabilitation - Cost to Reconstruct or Rehabilitate Damaged Buildings Public Housing To date, the storm has resulted in approximately $130 million of expenditures in NYCHA housing related to the immediate response efforts including: dewatering efforts, mobile boilers, emergency electrical restorations, debris removal, clean up, and operating expenses such as emergency overtime.
Beyond those immediate costs, more than $410 million is needed for permanent rehabilitations and resiliency measures associated with replacement of damaged infrastructure, including replacement of mechanical and electrical systems.
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In addition, NYCHA will need $35 million to deliver disaster programs through CDBG-DR and FEMA funding. This will include technical expertise, project management, accounting, information technology and audit support. Housing (excluding public housing) By matching estimates for the distribution of types of damage with estimates for the cost to reconstruct or rehabilitate, we have concluded that the likely overall cost to reconstruct or rehabilitate destroyed, major, or moderately damaged buildings is estimated at $2.7 billion. Approximately $400 million is needed to reconstruct destroyed or structurally unsound units. The cost to reconstruct is estimated at $470,000 per single-family home (1-2 units) and $1.6 million per multi-family building (3 or more units). Approximately $1 billion is needed to rehabilitate buildings with major damage, based on an estimated rehabilitation cost of approximately $135,000 per single-family home (1-2 units) and up to $3 million, on average, per multi-family building (3 or more units). Rehabilitation will include fixing boilers not addressed with permanent fixes by the Rapid Repairs program, cooling systems, electrical systems, basements and ground floor living space, as well as resiliency requirements in order to meet building codes. This cost includes resilience measures of approximately $400 million to protect homes from future flood damage. The resilience cost estimates are based on preliminary high-level measures that may vary for each building. $1.3 billion is needed to rehabilitate buildings with less severe damage. The estimated cost is approximately $55,000 per single-family home (1-2 units) and up to $2.5 million, on average, per multi-family building (3 or more units).
The total cost is approximately $1.7 billion to reconstruct single-family homes (1-2 units) and approximately $1 billion for multi-family buildings (3 or more units). Resilience and Rehabilitation of Damaged Buildings Public Housing
In addition to the initial resiliency measures described above, NYCHA will proactively seek measures to further strengthen all of its impacted properties. These measures are intended to minimize the damage caused by future storms or minimize the direct impact to thousands of residents. These measures will include:
$250 million to improve resiliency by adding permanent emergency generators at critical NYCHA buildings. Improving the resiliency of the electrical systems is one of the most critical places to begin resiliency work, as these systems are necessary for many other critical services. Permanent emergency generators do not currently exist at any NYCHA residential property. If added, these generators could provide backup power to critical systems such as elevators, boilers, emergency lighting, and critical life support systems. $120 million to enhance 60 Community Centers in damaged buildings located in Evacuation Zone A to enable them to serve as warming centers, information distribution sites, local command centers, phone charging stations, or emergency shelters in future storms.
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$50 million to increase the resilience of NYCHAs Emergency Operations Center (EOC) given that the current EOC, which is currently in Evacuation Zone A, experienced flooding and suffered damage during Sandy.
Resiliency measures for buildings with moderate damage would require an additional approximately $2.5 billion to mitigate the future risk of flood damage. These resiliency measures are assumed not to be required by code as rehabilitation for moderate damage is unlikely to trigger the mandatory resilience measures required when addressing substantial damage (i.e., the law requires that resilience measures be incorporated when undertaking rehabilitation that will cost greater than 50% of a building's pre-storm market value). Substantial Damage is defined as when the cost of restoring the structure to its beforedamaged condition would equal or exceed 50% of the market value of the structure before the damage occurred. This is the threshold at which rehabilitation work includes mandatory mitigation. Nevertheless, if rehabilitation is undertaken for a building, it is responsible policy to consider the inclusion of mitigation measures that will better protect properties from future damage. Approximately $2 billion of these costs are attributed to single-family homes (1-2 units) with moderate damage and approximately $500 million are for multi-family building (3 or more units), based on preliminary estimates for likely standard resilience measures. Without implementing these resilience measures, homeowners and landlords will likely face significant increases in flood insurance premiums, and neighborhoods will likely suffer declines in property values and risks of abandonment and blight. Note that resiliency measures for homes requiring reconstruction or major rehabilitation is included in the estimates of the costs to rehabilitate, as these will likely trigger the substantial damage threshold which requires reconstructing to code for flood mitigation (i.e., elevating the home or undertaking other measures).
In addition, New York City has a relatively old housing stock, and we anticipate that many of the buildings with storm damage will also have other rehabilitation needs unrelated to the storm. Addressing the building needs holistically ensures that these properties will function as high quality accessible and affordable housing stock to meet post-disaster needs and population demands. Resilience for Non-Damaged Buildings Public Housing
NYCHA will look beyond the infrastructure that was directly impacted by the storm and proactively seek measures to further strengthen all of its properties. The revised preliminary FEMA Advisory Base Flood Elevation (ABFE) Maps have nearly doubled the number of NYC buildings located in the 100-year flood zone, placing twice as many NYCHA buildings in Flood Zone A as there were pre-storm. Those additional buildings are just as vulnerable to future storm damage as those that were directly impacted. Subject to funding availability, these additional measures would include: $620 million to implement basic resiliency and mitigation measures (i.e. raised boilers and electrical switch gear) to all buildings in the new flood zone as new ABFE Maps have nearly doubled the overall number of NYCHA buildings in Evacuation Zone A.
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$60 million to enhance 30 Community Centers in non-damaged buildings located in Zone A to enable them to be able to serve as warming centers, information distribution sites, local command centers, phone charging stations, or emergency shelters in future storms.
Another approximately $9 billion will address resilience measures for undamaged buildings located in the flood zones (Flood A or V zone) designated by the National Flood Insurance Programs Flood Insurance Rate Maps. These buildings will otherwise face an increase in flood insurance costs. Determining Unmet Housing Needs To understand the unmet need to be addressed by City programs, the City built upon the above estimates of the demand (or required funding) for Sandy-related reconstruction, rehabilitation, and mitigation by estimating the "supply" of funding already available to meet these needs. Many city, state, and federal programs have funded some of the need for homeowners and landlords to undertake rebuilding and rehabilitation measures. The City will use CDBG-DR funding to complement and build upon such sources. For unmet need, the City subtracted the estimated funds authorized or received thus far from these programs, as well as privately-funded programs, from demand estimates. While the calculation of unmet needs is similar, the City has addressed Public Housing separately because these buildings are owned and managed by the government and therefore qualify for a different type of assistance from FEMA, but the calculation of unmet need is similar. Public Housing Unmet Need As publicly-owned properties, NYCHA facilities are eligible for FEMA's Public Assistance Program. Mandatory rehabilitation, and a significant portion of the resilience improvement measures necessary for damaged buildings, should be covered by a combination of the National Flood Insurance Program (NFIP), existing commercial policies, and FEMA's Public Assistance Program, less the non-Federal cost share.
Potential available funding to address NYCHA's needs is approximately $515 million to $530 million (depending on local cost share percentage). There is a gap in funding some of the mandatory rehabilitation, essentially driven by the local cost share portion of FEMA, estimated at 25% of the FEMA Public Assistance. NYCHA is also left with a significant gap in resilience and rehabilitation efforts for damaged buildings. Finally, no funding has been identified for the resiliency efforts in undamaged, but vulnerable buildings.
NYCHA could receive approximately $440 million in insurance proceeds via both NFIP and commercial insurance policies. FEMA Public Assistance funds will cover between 75% and 90% of the remaining costs associated with rehabilitations, replacements, and mitigation. Funding has not yet been allocated towards the Hazard Mitigation Grant Program, a FEMA program that awards grants for resilience measures that can meet a cost-benefit hurdle, as New York State has not yet released guidelines. NYCHA will aggressively pursue that funding upon release of the guidelines; however, at this time it cannot assume any revenue from this source for the calculation of unmet need.
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The non-federal cost share, which is the percentage of FEMA Public Assistance that the local government must contribute, will be covered by a different portion of CDBG-DR funds allocated to the City, under Other Agency Costs. These costs are detailed in a later section of this Partial Action Plan. Housing (excluding public housing) Unmet Need Of the $2.7 billion required to rebuild and rehabilitate non-NYCHA buildings, approximately$1.3 billion is anticipated to be funded by existing or identified programs and financial resources, leaving $1.4 billion in unmet need for rehabilitation and reconstruction costs. Existing or identified funding resources include: $250 million portion of Rapid Repairs completed and planned that is deemed 'permanent.' $450 million of expected insurance payouts (preliminary, top-down estimate). While the estimate includes the projected payout for all open claims, the number is subject to change as the data is updated over time Approximately $250 million of FEMA funds disbursed for permanent housing assistance to individuals. Estimates exclude any rental assistance given or projected to be disbursed from the overall housing assistance. Approximately $300 million from SBA loans authorized for building rehabilitation and reconstruction. Approximately $25 million from the NYS Homeownership Repair and Rebuilding Fund / Empire State Fund. More than $13 million of private funding, provided by the Mayors Fund to Advance New York City, the American Red Cross, and the Robin Food Foundation, was allocated to the mold remediation program. Other private assistance resources are being identified based on need.
Housing Goals
The City's housing recovery programs are designed to meet the unmet needs described above and help people affected of Hurricane Sandy including homeowners and tenants of rental properties achieve permanent, sustainable housing solutions that allow them to remain in New York City and, where possible, return to their neighborhoods. The objectives of the programs include: 2. 1. Help people affected by Sandy directly by replacing and rehabilitating housing units, including identifying opportunities for mitigation enhancement measures; Help people affected by Sandy by improving the resilience of their housing units while restoring their buildings/residences; Support resilience improvements to reduce risk and strengthen neighborhoods in flood zones; and Leverage philanthropic investments to address immediate gaps with flexible capital and maximize CDBG-DR dollars at scale.
3.
4.
To pursue these objectives, the City has built a program that incorporates lessons from past disasters; builds upon stakeholder input from agencies and relevant organizations across the city, state, and national
levels; and, leverages the experience of locally-based organizations to ensure the diverse needs and particular contexts of NYC's affected residents are addressed.
Current economic challenges have been taken into account and the City aims to leverage private sector and other funding where possible. Our focus is to provide assistance to affected New Yorkers quickly while ensuring accountability and proper use of funds. We have also accounted for the complexities faced by affected residents working through the assistance process and therefore embedded quality customer service and counseling options to help people understand their options and the impacts (financial and otherwise) of their decisions.
The City's strategy will balance speedy response with adequate planning, support equity, and take into account the distinct needs of different communities and abilities of those community members. For program operations, the City will maximize private and non-profit sector expertise and the deep experience of the housing infrastructure in NYC while putting appropriate accountability and oversight mechanisms in place.
Housing Programs
Overview Based on lessons learned from past disasters, the City will have a single program with several permanent housing recovery paths that maximize coordination across agencies. In this way, the City's program will leverage scale, where possible, while providing solutions tailored for the different needs of homeowners or landlords in need of assistance (e.g., by geography, building type and size). Specifically, the City will have the following core paths to provide assistance to those who suffered damage from Sandy:
NYC Houses Rehabilitation Grants for reconstruction or rehabilitation of homes that have been destroyed or damaged by Sandy. Assistance will incorporate resilience measures for homes that are destroyed or have substantial damage, as defined by the Department of Buildings. Multi-family Building Rehabilitation Grants, low interest loans, and/or credit support for rebuilding or rehabilitation of multi-family rental buildings that have suffered damage. Rebuilding or rehabilitation will incorporate resilience measures for those multi-family buildings that have been destroyed or have suffered major damage.
Definitions, eligibility requirements, and other specifics for each of these paths are described below. The City will prioritize core program paths, provide additional program paths as rehabilitation and redevelopment options such as a buyout for single-family homes through the State and funds permitting may acquisition for redevelopment and will consider further program activities described in this Action Plan to enhance investment in impacted areas listed, subject to sufficient funds. Additional funding may be used to support resilience measures for homes or multi-family buildings that suffered less severe damage and for undamaged properties within the FEMA Special Flood Hazard Areas (Zones A and V). More detail on these other types of assistance is provided in later sections. Temporary relocation of tenants is a standard component of existing HPD rehab loan programs. Tenants always have the right to return. The City will leverage this policy for the housing CDBG-DR funded loans.
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Summary of Program Priorities The initial funding will allow the City to serve a segment of its targeted population, as follows:
These priorities will be addressed through the various paths described below. These program paths will share unified program elements: Coordinated program administration Coordinated outreach and branding Common intake and processing staff and procedures Aggregated monitoring and reporting Geographic areas to be served
NYC Houses: With the initial $350 million for houses, the City will prioritize assistance for those with the most severe damage and owners with the highest level of financial need. Accordingly, the Citys first priority will be to assist up to 1,000 units of low-, moderate- and middle-income homeowners whose primary residences or rental properties with year-round tenants were destroyed or had major damage. The City will also assist up to 8,300 low-, moderate-, and middleincome households whose primary residences experienced moderate damage. Multi-family buildings: The city will invest an initial $250 million in its multi-family housing stock both affordable and market rate, capitalizing on the strong HPD and HDC institutional infrastructure. Through this first round of funding, the City will rehabilitate and enhance the resiliency of approximately 13,000 units of housing for low-, moderate-, and middle-income New Yorkers.
Coordinated outreach and branding
The City's housing recovery program will have a common outreach strategy, executed by the various participating City Housing agencies through a coordinated approach. This outreach will be supported by the Mayor's Office and other relevant City agencies and initiatives and will coordinate with the State outreach activities whenever appropriate. The City will also leverage the broad network of community service and volunteer organizations with well-established ties to our communities. Common intake and processing staff and procedures The program will have a single branding that will be leveraged in all its communication and outreach activities.
A single City program management entity will oversee intake and processing of all applications before applicants are connected directly with a specific program path and oversight agency. Program path decisions will be based on building type and an assessment of damage and financial need that will take place as part of the intake process. Existing affordable housing developments that have been previously assisted by HPD and/or HDC may be routed through separate intake procedures. Geographic area to be served The program will cover areas in all of the five boroughs of New York City that were affected by Hurricane Sandy.
Program Administration For non-public housing, the City's permanent housing recovery program will be led by the City's agencies responsible housing preservation, rehabilitation and development, capital construction, and environmental protection for all building types (except public housing). These agencies include the Mayors Office of Housing Recovery Operations (HRO), HPD, HDC, and DEP.
The City will structure the program to distribute work among these agencies along operational lines. Each agency will augment its capacity with contracted support as necessary. A combination of agencies including HRO, HPD, HDC and DEP will lead the NYC Houses Rehabilitation, with a dedicated team of City staff responsible for overall program administration. HPD will be the lead agency for administering multi-family rehabilitation assistance.
Of the funds allocated for housing recovery assistance, 5% of allocations for the Housing program will be set aside for program administration, with an additional amount of funds that may be used for planning activities (recognizing that planning activity funds cannot exceed 15% of the funds allocated for this activity).
To support completion of the work in an efficient and effective manner, the team will use the Citys procurement procedures to leverage the expertise and capabilities of private non-profits, community based organizations, community development financial institutions, and contractor and consultant support.
Examples of administration activities include: general management, oversight and coordination; providing local officials and citizens with information about the CDBG-DR program (e.g., through preparation of reports and other HUD-required documents); Fair Housing activities; and submission of applications for Federal programs. Examples of planning activities include: community development plans (including the Action Plan); functional plans for housing such as land use and urban environmental design; policy planning, management and capacity building activities; and other plans and studies (e.g., small area and neighborhood plans).
NYC Houses Rehabilitation (Core Paths)
PROGRAM OBJECTIVE AND DESCRIPTION: Under this program, the City will offer three core paths to provide
different assistance types for owners of homes that fall into one of the following three categories: Reconstruction: Residential property that has been destroyed or is more expensive to rehabilitate than to reconstruct; Major rehabilitation: Residential property that is not destroyed but has substantial damage as assessed by the Department of Buildings; and Rehabilitation: Residential property that was damaged by Sandy, but is not destroyed and does not have substantial damage as determined by the Department of Buildings.
For these purposes, the City defines homes as single-family homes with 1 2 units that are either owneroccupied or occupied by a year-round tenant. This category also includes 3 4 unit buildings occupied by
the owner. Note that under the specific Notice for this disaster, CDBG-DR funds can only be used for primary residences, not second or vacation homes.
The property owner will receive access to a restricted grant upon signing an assistance agreement. A restricted grant is funding to specifically support rehabilitation efforts as described above and that will impose requirements on the property in order to meet program priorities and prevent fraud, waste, and abuse. Payments in the amount of the grant will go directly to a pool of qualified contractors managed as part of the Citys programming. Direct payment to contractors will help ensure compliance with program priorities, prevent fraud, waste and abuse, and allow for scale. Restrictions on grants and direct payment procedures are based on lessons learned from previous disaster recovery programs. In accordance with the standard practice at HPD, the City's residential programs will require that all rehabilitation, reconstruction, and new construction work adhere to the Enterprise Green Communities Standard. For rehabilitation work that cannot meet the Enterprise Green Communities Standard, the City will follow the guidelines specified in the HUD CPD Green Building Checklist.
Requirements associated with the restricted grant may include the following conditions:
For all program paths, the support will be limited to needs unmet by other disaster recovery assistance. For purposes of program calculations, the unmet need is defined as the estimated cost to rehabilitate less any other assistance received or available for the same purpose (e.g., insurance, SBA loans, other federal assistance).
In certain circumstances and with very clearly-defined restrictions, the program may allow owners to choose their own contractors to reconstruct and rehabilitate residential properties in a custom manner. The program would pay these contractors directly. An owner would have to contribute a substantial amount relative to the overall cost to complete and make a commitment to achieve rehabilitation within a specified timeframe, adhering to standards determined by the City.
The City will consider mechanisms to enforce the assistance agreement, such as an enforcement mortgage. The dollar amount associated with the restriction will be prorated based on the years met within the restricted period.
1. Maintained Ownership: The property owner must maintain ownership of the home for a period of up to five years, starting at the date of completion of construction. The restricted period will decrease in cases where the estimated cost to rehabilitation is limited. 2. Flood Insurance: The property owner must maintain flood insurance in an amount not less than the amount of the assistance, up to the National Flood Insurance Program (NFIP) maximum.
Funds received and spent on rehabilitation or reconstruction efforts in line with program parameters should reduce the unmet need. Funds received and not yet spent on rehabilitation or reconstruction efforts will be pooled with the assistance provided through the program and disbursed to support the rehabilitation or reconstruction efforts in line with the program parameters. In instances where any funds already received and earmarked for housing rehabilitation or replacement have not been used for their intended purpose, the City will not replace that amount with grant funding. However, recognizing that the homeowner may thus require more funding to complete rehabilitation, the City may offer assistance such as no-interest loans, with restrictions
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Reimbursement for work that has been completed with private resources will not be permissible under this program. However, in extremely limited circumstances and specifically for high-need families, the City may be able to use additional funding to support these homeowners with assistance for other eligible Sandy-related work such as resilience measures, where consistent with Duplication of Benefits requirements. Replacement Housing, Construction of New Housing.
placed on the property, to meet objectives in a manner consistent with Duplication of Benefits requirements.
HUD ELIGIBILITY CATEGORY: Rehabilitation/Reconstruction of Residential Structures, Construction of New ELIGIBILITY CRITERIA: Owners of single-family (1-2 unit) homes in New York City who are legally present
in the US and had their home impacted by Hurricane Sandy are eligible for assistance. This program category will also include 3-4 unit buildings that are owner-occupied. Landlord-owned buildings that are 3-4 units will be addressed by multi-family building rehabilitation assistance described below. There is no income limitation regarding eligibility; however, assistance will be prioritized based on income and level of damage. The program will prioritize those with lower incomes and more significant damage. Priorities are addressed below in Program Priorities."
All residential buildings which act as a primary residence (whether owner-occupied, or renter-occupied year-round) and were impacted by damage from Hurricane Sandy will be eligible. Second homes as defined by IRS Publication 936 are not eligible for assistance.
Homes that have suffered substantial damage will also qualify for assistance to mitigate against future losses to comply with local building and zoning code as adjusted to address future flood risk. Homes with less severe damage may be eligible for assistance for resilience measures, funds permitting. The City is considering the viability of a more generally available mitigation program through funding mechanisms such as the Hazard Mitigation Grant Program, pending policy guidelines that will be put out by New York State. However, preliminary estimates suggest that available funding sources are far from adequate to support mitigation for homes beyond those that were the most severely impacted, with levels of damage requiring mitigation. As described below, the City will consider funding discretionary resilience for this category of properties if sufficient funding is made available. Some private associations may find that rehabilitation of their infrastructure is essential to the rebuilding of housing. In these cases, the infrastructure rehabilitation may be eligible for assistance. program priorities have been established. These priorities allow the program to assist New Yorkers with the greatest need based on level of damage and area median-income (AMI). Income bands are based on the Citys standard housing programmatic framework.
PROGRAM PRIORITIES: In order to address the greatest need with the limited amount of funding available,
Eligible applications will be reviewed to establish priority groups. The priority groups are divided into a relationship of highest level of damage coupled with area median-income of the primary occupant(s). For the purposes of determining priority in the case of a single-family home (1-2 units) the income category of the entire building will be determined by the occupant with the lowest income. Priority 1: Destroyed or severely damaged properties with owners / tenants at or below 165% of AMI;
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standards as predetermined by the program administration team. The maximum scope of work, with associated maximum unit pricing, will be defined during intake through the program and its administrative entities. Payments in the amount of the grant will go directly to the contractors. The City may consider replacing grants with low interest loans or placing other limits on assistance for higher-income applicants pending availability of future funds. The scope of work will be defined as follows: Reconstruction: Assistance may consist of a choice among a set of pre-designed model homes whose size and features are determined based on a combination of the household size and the prestorm square footage. Pre-designed model homes may be utilized to boost the speed of construction and contain costs. The program will seek to offer designs appropriate to the neighborhood character to meet the needs and preferences of households. The City may permit custom construction in limited cases if an owner agrees to contribute a substantial amount relative to the overall cost to complete and makes a commitment to achieve reconstruction within a timeframe and adhering to standards determined by the city. Assistance for homeowners willing to contribute personal funds towards reconstruction will be capped (i.e., limited to a percentage of the eligible grant amount for building a pre-designed model home). Major Rehabilitation: The level of assistance will be based on the cost to rehabilitate the property according to preset maximum unit pricing, using standard specifications for materials and level of quality as determined by private architects, engineers, and building contractors working with the Housing Recovery program. It will NOT be based on "in-kind" replacement. Subject to adherence to program timeline and processes, the property owner and the contractor can agree to minor modifications in the selection of fixtures and products, as long as these modifications do not impact the unmet need or the time to complete rehabilitation work. The property owner will also receive assistance based on the cost to add required resilience measures according to preset unit pricing. In cases where the rehabilitation may lead to the temporary displacement of the occupant, relocation and interim housing assistance may be provided through the program Moderate Rehabilitation: the level of assistance will be based on the cost to rehabilitate the property according to preset maximum unit pricing, using standard specifications for materials and level of quality as determined by private architects, engineers, and building contractors working with the Housing Recovery program. It will NOT be based on "in-kind" replacement.
GRANT/LOAN SIZE LIMIT: For each path, the level of the support will be limited based on rehabilitation
Priority 2: Major-moderate damaged properties with owners / tenants at or below 80% of AMI; Priority 3: Major-moderate damage properties with whose owners / tenants between 80%-165% of AMI; Priority 4: All homes with damage whose owners / tenants have an income of more than 165% of AMI.
serve a total of approximately 1,000 units of low-, moderate-, and/or middle-income homeowners whose primary residences or rental properties with year-round tenants were destroyed or had major damage. In addition, the City plans to provide assistance to up to 8,300 low-, moderate-, and middle-income households whose primary residences experienced moderate damage. Given subsequent additional funding, this assistance would serve up to an additional 13,000 units of this type of housing.
PROJECTED ACCOMPLISHMENTS: Through this initial funding for assistance for NYC Houses, the City plans to
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urgent need and those who have low- to moderate-income. All beneficiaries demonstrate an urgent need, as they live within a Presidentially-declared disaster zone. We expect that approximately 55% of funding for NYC Houses will be directed to Low/Moderate income households. This calculation is based on the selfreported income of damaged households who registered for FEMA assistance. 22% of funding is expected to be directed to extremely low income households, with less than 30% AMI, and another 33% of funding is expected to be directed to low income households, with income above 30% AMI but below 80% AMI. Further, within the pools of homeowners needing reconstruction, major rehabilitation, and moderate rehabilitation, each is expected to see greater than 50% of funding directed to Low/Moderate Income households.
NATIONAL OBJECTIVE: The program serves populations that meet two National Objectives: those with an
PERFORMANCE SCHEDULE: The City of New York will begin preliminary outreach to homeowners during the
Action Plan review process and anticipates that intake and processing will being in the spring of 2013. However, each situation will need to be individually scoped and addressed, which means that the rehabilitation work will likely start in the summer of 2013. The City expects the work to continue well into 2014 and potentially 2015 for the major reconstruction situations. Example of performance benchmarks may include: Number of applications received (% of target) Number of applications processed (% of received) Number of applications approved (% of processed) Value of grants awarded (% of total available) Average value of grants awarded Percent spent on LMI buildings and housing units Number of households assisted Number of buildings and housing units assisted Number of buildings and housing units with resilience assistance
NYC Houses Rehabilitation (Additional Paths)

For owners, these programs will be second priority options for owners to Core Paths for this funding allocation. Buyouts The City believes that buyouts can be an important component of an overall housing mitigation and resilience strategy in selected areas, alongside the resilience measures outlined elsewhere in this proposed Action Plan. The City has developed a set of risk-based criteria that would make areas eligible for buyouts in New York City, and will work closely with New York State on advancing the program included in their Action Plan in targeted areas that meet these criteria. As a result, the City does not currently need to allocate any of its CDBG-DR funding for buyouts. Applicants interested in pursuing this option and who own property in the targeted areas will be referred to the State program through the Citys intake process. These applicants would be required to demonstrate that they will achieve a sustainable permanent housing
solution (i.e., have options and financial ability to sustain themselves in a new permanent housing solution). Other additional paths In addition to the core paths (rehabilitation and reconstruction assistance) described thus far, the City will provide other paths for assistance to owners of NYC Houses. These paths will be for limited assistance and targeted for specific areas to address clustered areas of damage with redevelopment that strengthens these communities against future risks or for, in very limited cases, owners seeking to undertake further resiliency measures and face a significant cost burden. Acquisition for Redevelopment The City will consider funding to acquire properties for the redevelopment of a home or cluster of homes in ways that mitigate future risks. For example, the City could acquire homes or empty lots in an area where other homeowners have damaged properties but want to stay, then support a broader redevelopment effort there. Different from buyouts, these acquisitions would be made at prices based on post-Sandy fair market values. Such potential "smart" redevelopment would likely be limited to areas specifically targeted for this purpose by the City and community, and may include funding for relocation (e.g., moving costs, temporary housing assistance) and homeownership assistance (e.g., mortgage assistance).
Similar to buyouts, households that voluntarily take advantage of this path would be required to demonstrate that they will achieve a sustainable permanent housing solution. In cases where this is lacking, the City will consider providing interim assistance toward such a housing solution as part of an overall plan for "smart redevelopment." This interim assistance will include limited rental assistance or homeownership assistance.
Strategic Redevelopment In targeted areas, the City also intends to support redevelopment strategies for units or areas in which participating property owners request and envision a new density, structural, or design model, and organize around a specific solution. In these cases, there is not necessarily a change in landownership and all owners must voluntarily participate in the program.
Additional Cost Assistance: In extremely limited cases, where owners can justify and document the level of property damages directly related to Hurricane Sandy, and show that federal resources have otherwise been leveraged and that prior personal funds have been expended to rehabilitate these eligible property damages, the City will consider supplemental emergency payments for specific future activities to be undertaken related to the property, such as resilience measures or improvements to the structure. These cases would be limited households that have a high level of financial need and be means tested. In cases where new program-funded rehabilitation and resilience measures are performed, payments will be provided to offset additional cost burdens such as Flood Insurance and, in extremely limited and time-specific instances, mortgage assistance. For example, interim assistance payments, if initiated, may be made in conjunction with a rehabilitation or reconstruction program during which a property is uninhabitable as described in 78 FR 43, p. 14345. These payments are subject to availability of funding and will not be considered until after higher priority needs, as described in this plan, have been addressed. Rental Assistance for Extremely Low Income Households: The City will use CDBG-DR to create a rental subsidy program to serve households displaced by Hurricane Sandy. The City will assist
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HPD successfully created a rental subsidy program from HOME funding to meet emergency rental assistance needs in the past, which was also based on the Section 8 model.
households in finding apartments in the existing affordable housing portfolio. Clients will sign leases directly with the property owners, and will be responsible for paying up to 30% of income in rent. The City will use CDBG-DR to cover the gap between the contract rent and tenant share. We will also use CDBG-DR to cover first and last months rent to facilitate lease up as smoothly as possible. To the extent practical, the program will be modeled to follow the regulations and procedures of Section 8 (units must pass Housing Quality Standards, etc.).
Rent subsidies will be limited to 24 months. The City will work with clients during that period to identify housing options that may be sustainable without subsidy, or, when available, to transition the households to HPD Section 8.
ELIGIBILITY CRITERIA: Eligibility will be limited to households which meet the following criteria:
Have incomes at or below 50% of Area Median Income; Have not been offered placements in either Public Housing or through Section 8
Housing Assistance Program (DHAP), if created by FEMA/HUD. The CDBG-DR rental assistance program would complement DHAP in two ways. First, it can bridge DHAP funding availability, both before DHAP dollars are available and after DHAP expires. Second, incentives such as first/last months rent may help to draw landlords to DHAP, which could otherwise have limited landlord participation. In order to implement this rent subsidy program, we will ask HUD to waive the rule that limits income support payments to 90 days. The City will also seek a waiver to allow rental assistance for households not participating in a rehabilitation loan program. Although CDBG-DR funded rental assistance may bridge to DHAP or other rental subsidies, tenants may not receive more than one rental subsidy simultaneously.
OTHER FUNDING SOURCES: This rental subsidy program could operate in conjunction with a Disaster
Eligibility for FEMA Rental Assistance or the FEMA/HUD DHAP program is not a prerequisite for eligibility for Rental Assistance for Extremely Low Income Households.
HPD anticipates launching the rental subsidy program as soon as the above waivers are approved. Once CDBG-DR funds are available, we will reimburse costs retroactively.
PROGRAM ADMINISTRATION: The NYC Department of Housing Preservation and Development will be
responsible for ensuring compliance with the following regulations:
NATIONAL OBJECTIVE: The Rental Assistance for Extremely Low Income Households program will be limited to households which meet the Low/Moderate Income Housing national objective.
Duplication of benefits: following the established City procedure for checking insurance, FEMA, SBA payments and other sources, and documenting that no duplication of benefits has occurred. Income certification: collecting an affidavit from each household attesting to household size and income.
Subject to availability of additional CDBG-DR funds to meet NYC's highest priorities for recovery NYC will also choose to undertake further recovery-related activities to address the remaining highest-priority unmet needs and fund efforts for post-Sandy resilience and redevelopment of damaged areas. Such activities would include, but are not limited to: Discretionary resilience measures: Funding for homeowners in areas at risk of future damage, but who did not suffer enough damage from Hurricane Sandy to require resilience measures in their reconstruction / rehabilitation. Potential funds used for this purpose would extend to homes which were not damaged, but are now facing higher insurance premiums due to the new ABFE's and flood maps. Investment incentives: Funding for incentives to enhance investment in impacted neighborhoods. This potential funding would be used to encourage homeowners in these neighborhoods to purchase nearby lots, and encourage residents from other neighborhoods to purchase homes in an impacted neighborhood. It would also be used for targeted redevelopment of severely impacted neighborhoods. Such investment incentives might take various forms, such as down-payment or closing cost assistance. Essential infrastructure: Funding for infrastructure which is owned by private associations yet is essential to the rehabilitation or reconstruction of housing stock in a neighborhood.
HUD ELIGIBILITY CATEGORY: Rehabilitation/Reconstruction of Residential Structures, Construction of New

Typical Flow for NYC Houses Rehabilitation Homeowner Intake and Case Management Upon approval of this program, the City intends to undertake a broad three-pronged outreach strategy, building on efforts to date.
Replacement Housing, Construction of New Housing, Acquisition (Buyout of Residential Properties), Acquisition of Property for Replacement Housing.
The 'Housing Recovery Specialist' will also assign an assessment expert to visit the homeowner's property to assess the cost to complete rehabilitation. This expert will make an appointment with the homeowner to visit the property after registration is complete. The expert will document the required scope of work, type
The homeowner will then provide all required documentation to the 'Housing Recovery Specialist' to answer questions. The 'Housing Recovery Specialist" may also recommend partners that can provide an applicant technical counseling (legal, home finance, etc.).
Owners of properties damaged by Sandy are expected to register either online, via phone or by coming to any of the Housing Recovery Program designated locations. Once registered, they would be assigned a 'Housing Recovery Specialist' who will accompany the homeowner throughout the process.
Internet and media campaign to describe program parameters, announce program intake and provide guidance on how to apply Community outreach in neighborhoods that sustained damage, continuing to leverage public officials, not-for profit and local community groups Direct community-based meetings, discussions and forums to provide further guidance and capture feedback from impacted neighborhoods
of damage, property size, and calculate estimated costs for use by the program in determining the amount and type of assistance required. Financial and Eligibility Review The homeowner documentations will be thoroughly reviewed by a dedicated team that will perform the following reviews:
Examples of criteria for which documentation may be required include:
Validate homeowner and property eligibility and determine their priority; Conduct all compliance and duplication of benefit reviews and analyses; Determine all activities required to finalize financial review (for example, determining follow-up required with SBA, Mortgage Servicer, etc.)
Determination of Unmet Need and Rehabilitation Path
The financial and eligibility review team will then share the results of their review with the 'Housing Recovery Specialist'.
Ownership (e.g., deed, mortgage documents) Citizenship / legal situation (e.g., passport, I-9 form) Residence of owner / tenant (where applicable) (e.g., utility bills) Level of available assistance, incremental to the City's Housing Recovery Program (e.g., letters from insurance providers, FEMA grant documentation, SBA loan documentation) Income (e.g., affidavits, tax forms)
The 'Housing Recovery Specialist' will meet in person with the homeowner to describe the options and next steps. The 'Housing Recovery Specialist' will then transition the homeowner to the appropriate path and ensure a first contact has been made with the customer service representative associated with that path. Ongoing Homeowner Point of Contact
The 'Housing Recovery Specialist' will receive the cost to complete estimate from the assessment expert as well as the financial review file, documenting all resources and assistance already received by the homeowner. Based on these two inputs, the 'Housing Recovery Specialist' will determine the unmet need and will work with the homeowner to determine the most appropriate path for the property. For example, it might be determined by the 'Housing Recovery Specialist', with approval from program management, that reconstructing a property that requires major rehabilitation is more cost effective that rehabilitating it and increasing its resilience.
Each path will provide specific 'customer service' and housing counseling to the homeowner throughout the rehabilitation / reconstruction process. However, the initial 'Housing Recovery Specialist' will remain an available homeowner point of contact throughout the entire process, allowing for continuity of service. Examples of Expected Typical Scenarios
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The four following examples illustrate how single-family homeowners might receive assistance via the NYC Houses Rehabilitation path. These examples are not comprehensive but are instead meant to provide illustrative experiences for homeowners.
Example 1: Rebuild, with insurance and other funding already received
Example 1: A property needing reconstruction, for which funding (e.g., insurance) has already been received and set aside for its intended purpose Example 2: A property needing major rehabilitation for which no additional resources have been identified Example 3: A property needing moderate rehabilitation, for which enough additional resources have been identified that the unmet need is relatively small Example 4: A property needing reconstruction, where the homeowner has significant SBA loan funding available
Mrs. Smiths 1,800-square-foot, 2-bedroom, 2-bathroom home was destroyed by Hurricane Sandy. Her insurance company provided her $150,000 in funding, of which $110,000 was provided for the purpose of rebuilding her home.
After hearing about the City's assistance options at a neighborhood information session, Mrs. Smith registers for NYC Houses Rehabilitation assistance. She is immediately assigned a Housing Recovery Specialist and an assessment expert. She meets with the Housing Recovery Specialist to submit the documents which she needs to provide. After making an appointment, the assessment expert visits her home to estimate the required scope of work and potential costs.
The assessment and Mrs. Smith's documents form a complete application package, which is then reviewed by the financial review and eligibility team. The team determines that Mrs. Smith will receive a restricted grant of up to $50,000 to fill her unmet need (based on the total $200,000 construction costs minus $150,000 in combined funding already received for the purpose of rebuilding her home). The Housing Recovery Specialist then meets with Mrs. Smith again, describes to her the details of her assistance offer, including the size of the grant along with associated restrictions. The Housing Recovery Specialist also explains any alternative options available (e.g., buyout from New York State).
The documents Mrs. Smith provides demonstrate that she fulfills the eligibility requirements to receive assistance under the program. She has received $31,900 from FEMA $20,000 of this was intended for the rebuild of her home (the remaining $11,900 was intended for rental assistance). She also received $20,000 from a New York State philanthropic fund. She has not used any of this money, nor the $110,000 she received from her flood insurance company for rebuilding. The site visit results in an assessment confirming that the home was destroyed, and indicating that there are no special considerations resulting from the land or parcel conditions of the property. Based on the size of Mrs. Smith's household and the pre-storm square footage of her home, the assessment expert estimates that it would cost approximately $200,000 to build a pre-designed model home for Mrs. Smith at the new advisory base flood elevation that incorporates the most current building codes.
The Housing Recovery Specialist may also preview a sample of potential designs for model homes that Mrs. Smith may choose from. If Mrs. Smith is not comfortable with deciding on her assistance path, the Housing Recovery Specialist can refer her to outside counseling for financial or legal guidance (e.g., financial
analysis of each option, including the possible costs of relocating and the fair market value of similar homes in her area).
Mrs. Smith decides to rebuild, utilizing the restricted grant program. Her $150,000 in received funding is placed into escrow, along with the City's grant funding, for use in the rebuild. The Housing Recovery Specialist refers her file to the rebuild path for assistance and arranges a first meeting with the designated general contractor (GC).
Mrs. Smith and the designated contractor would then finalize the agreement for assistance and select an appropriate model home, including some options for customization (e.g., paint color, window design). Over the course of construction, construction supervisors will help ensure work is being done on time and to quality standards. The City will make direct payments to the contractor. The Housing Recovery Specialist will continue to check in with Mrs. Smith as the construction continues to ensure that she is satisfied with the assistance she has received. Example 2: Major Rehabilitation, with insurance, but no other prior funding received Mr. Jones 2-bedroom, 1,200-square-foot bungalow-style home sustained substantial damage from flood waters during Hurricane Sandy. Mr. Jones, who has a mortgage on his home, has flood insurance. After hearing about the City's options for assistance on the radio, Mr. Jones registers for NYC Houses Rehabilitation assistance. He is immediately assigned a Housing Recovery Specialist and an assessment expert. He meets with the Housing Recovery Specialist to submit the documents which he needs to provide. After making an appointment, the assessment expert visits his home to estimate the required scope of work and potential costs.
Together the assessment and Mr. Jones' documents form a complete application package, which is then reviewed by the financial review and eligibility team. The team determines that Mr. Jones will receive a restricted grant of up to $75,000 to fill his unmet need (based on the total $125,000 construction costs minus the $50,000 already received for the purpose of rehabilitating his home). The Housing Recovery Specialist then meets with Mr. Jones again, and describes to him the details of his assistance offer, including
The documents Mr. Jones provides demonstrate that he is eligible for assistance under the program. He has received $10,000 from FEMA, all of which was intended for the rehabilitation of his home, and none of which has been spent. He has also received $5,000 from philanthropic organizations, but it was for heating oil, not for rehabilitation. His insurance company has decided to award him $70,000, though only $40,000 of this award was intended for rehabilitation of his home. Finally, NYC's Rapid Repairs program completed $15,000 worth of work on his home. The site visit results in an assessment estimating that it would cost $75,000 to rehabilitate Mr. Jones' home, which is more than half of the estimated $130,000 market value of the structure, thereby confirming that the home is "substantially damaged". Though the expert determines the scope of work does not require complex rehabilitation, this level of damage requires the home to be rehabilitated in compliance with current building codes and elevated above the floodplain. The assessment expert estimates that to do so would cost an additional $50,000, for a total rehabilitation cost of $125,000. The assessor also estimates that it would cost more than $125,000 to demolish the existing structure and build a new home in its stead, thereby ruling out the option for assistance to rebuild instead of rehabilitate Mr. Jones' home.
the size of the grant along with associated restrictions. The Housing Recovery Specialist also explains any alternative options available (e.g., buyout from New York State). If Mr. Jones is not comfortable with deciding on his assistance path, the Housing Recovery Specialist can refer him to outside counseling for financial or legal guidance (e.g., financial analysis of each option, including the possible costs of relocating and the fair market value of similar homes in his area).
Mr. Jones decides to accept rehabilitation assistance using the restricted grant program. His $50,000 in received funding is placed into escrow for use in the rebuild, along with the City's $75,000 grant. Given that the assessment has determined the rehabilitation effort required is not complex (compared to a rebuild), the Housing Recovery Specialist refers Mr. Jones' file to the moderate rehabilitation path for assistance, rather than the major rehabilitation path. The coordinator arranges a first meeting with the designated general contractor (the team managing the moderate rehabilitation path assigns the GC). Mr. Jones and the designated contractor then finalize the agreement on the rehabilitation and resilience strategies and options, including any available options for customization (e.g., cabinet design), and the rehabilitation and resilience begin. Over the course of construction, construction supervisors will help ensure work is being done on time and to quality standards. The City will make direct payments to the contractor. The Housing Recovery Specialist will continue to check in with Mr. Jones as the construction continues to ensure that he is satisfied with the assistance she has received. Example 3: Moderate Rehabilitation, relatively low amount of unmet need Ms. Garcias attached home sustained some water damage and flooding during Hurricane Sandy. Though the property was not previously in a flood hazard zone, Ms. Garcia did have flood insurance, and received an award in the amount of $20,000. She also received FEMA IA assistance in the amount of $5,000. Ms. Garcia did not sign up for NYC's Rapid Repairs program as her home was considered livable.
After reading about the City's assistance options on the internet, Ms. Garcia registers for NYC Houses Rehabilitation assistance. She is immediately assigned a Housing Recovery Specialist and an assessment expert. She meets with the Housing Recovery Specialist to submit the documents which she needs to provide. After making an appointment, the assessment expert visits her home to estimate the required scope of work and potential costs. The documents Ms. Garcia provides demonstrate that she is eligible for assistance under the program. She has received $5,000 from FEMA, all of which was intended for the rehabilitation of her home, and none of which has been spent. She expects to receive $20,000 from her insurance company, but only $10,000 of this money is intended for rehabilitation purposes.
The site visit results in an assessment estimating that it would cost $18,000 to repair Ms. Garcia's home. Given that this is not greater than 50% of the value of the structure, Ms. Garcia is not required to elevate her home above the new advisory base flood elevation. The Housing Recovery Specialist tells Mrs. Garcia that the City is considering the viability of other programs intended to support resilience measures such as elevation and that the state may be obtaining funding for a program that could support mitigation, however preliminary estimates indicate that there is not sufficient funding sources available at this time to elevate homes that are not considered substantially damaged.
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Together the assessment and Ms. Garcia's documents form a complete application package, which is then reviewed by the financial review and eligibility team. The team determines that Ms. Garcia will receive a restricted grant of up to $3,000 to fill her unmet need (based on the total $18,000 construction costs minus $15,000 already received for the same purpose). The Housing Recovery Specialist then meets with Ms. Garcia again, and describes to her the details of her assistance offer. These include the size of the grant along with associated restrictions, the list of prequalified contractors she may choose from, and any alternative options which are available. If Ms. Garcia is not comfortable with making the choice, the Housing Recovery Specialist can refer her to outside counseling for financial or legal guidance.
Ms. Garcia decides to accept rehabilitation using the restricted grant program. The Housing Recovery Specialist refers her file for assistance via the moderate rehabilitation path and arranges to have a construction supervisor assigned to her case. The Housing Recovery Specialist also provides Ms. Garcia with information on how to submit her invoice for payment once the work has been completed.
After the work is complete, Ms. Garcia submits her invoice for payment. The construction supervisor will be responsible to visit Ms. Garcia's home once to confirm that the work which the contractor invoiced has been completed, and then authorizes payment to that contractor. The Housing Recovery Specialists will remain available as a point of contact for Ms. Garcia to ensure that she is satisfied with the assistance she has received. Example 4: Rebuild, with significant SBA loan funding available
Mr. Lees 4-bedroom, 2,500-square-foot home was destroyed by Hurricane Sandy. Mr. Lee had recently paid off his mortgage, and he had let his flood insurance lapse. He has received some assistance from FEMA IA and New York State. He also applied for a Small Business Administration (SBA) disaster loan.
After reading about the City's assistance options in the newspaper, Mr. Lee registers for NYC Houses Rehabilitation assistance. He is immediately assigned a Housing Recovery Specialist and an assessment expert. He meets with the Housing Recovery Specialist to submit the documents which he needs to provide, and the assessment expert visits his home. The documents Mr. Lee provides demonstrate that he is eligible for assistance under the program. He has received $31,900 from FEMA, with $20,000 of this intended for the rebuild of his home. He also received $20,000 from New York State philanthropic funds. Finally, he has been approved for the maximum $200,000 from SBA for a low-interest disaster loan. He has not yet used any of this money available to him.
Together the assessment and Mr. Lee's documents form a complete application package, which is then reviewed by the financial review and eligibility team. The team determines that Mr. Lee is eligible to receive a restricted grant of up to $60,000 to fill his unmet need (based on the total $300,000 construction costs minus $240,000 funding already received for the same purpose). They refer the case to SBA for an increase in the loan size. SBA agrees with the assessment of the size of the unmet need, but declines to
The site visit results in an assessment confirming that the home was destroyed, and indicating that there are no special considerations resulting from the land or parcel conditions of the property. Based on the size of Mr. Lee's household and the pre-storm square footage of his home, the assessment expert estimates that it would cost $300,000 to build a pre-designed model home for Mr. Lee at the new advisory base flood elevation and incorporating the most current building codes.
increase the size of the loan. At this point, the financial and eligibility review team confirm that Mr. Lee will receive an offer for a restricted grant of up to $60,000.
Mr. Lee decides to rebuild utilizing the restricted grant program, and selects the designated contractor. His $240,000 in received funding is placed into escrow along with the grant for use in the rebuild. The Housing Recovery Specialist refers his file to the rebuild path for assistance and arranges a first meeting with the designated general contractor (the team managing the rebuild assistance path assigns the GC).
The Housing Recovery Specialist then meets with Mr. Lee again, and describes to him the details of his assistance offer. These include the size of the grant along with associated restrictions, some potential designs for modular homes he may choose, and any alternative options which are available (e.g., buyout from New York State, custom design, etc.). Due to his particular situation, the Housing Recovery Specialist may also present Mr. Lee with the option of choosing not to use the predesigned model homes, and instead supervising his own custom rebuild with either his designated contractor or a contractor of his choosing. If Mr. Lee is not comfortable with making any of these choices, the Housing Recovery Specialist can refer him to outside counseling for financial or legal assistance (i.e., financial analysis of each option, including the possible costs of relocating and the market value of similar homes in his area).
Mr. Lee and the designated contractor would then finalize the agreement for assistance and select an appropriate model home, including some options for customization (e.g., paint color, window design). Over the course of construction, construction supervisors will help ensure work is being done on time and to quality standards. The City will make direct payments to the contractor. And the Housing Recovery Specialist will continue to check in with Mr. Lee as the construction continues to ensure that he is satisfied with the assistance he has received.
Multi-family Building Rehabilitation

Overview The City will allocate $250M out of the initial CDBG-DR allocation for rehabilitation loans for multi-family (5 units or more) housing. This category will also include 3-4 unit, non-owner occupied buildings.
Funds will be used throughout the impacted zone, and will serve a wide range of housing types, including market-rate properties, HUD-assisted properties such as developments with section 202 or 236 contracts, permanent housing for the homeless, and private market units receiving project-based assistance or with tenants that participate in the Section 8 Housing Choice Voucher Program. HPD will prioritize loans that assist vulnerable populations such as the pre-storm homeless. This includes restoration of existing supportive housing properties, and where viable, conversion of damaged class B properties to supportive housing. The CDBG-DR funds will be conveyed as low- or no-interest loans, which may be forgiven depending on property specific circumstances, or as restricted grants. CDBG-DR funds can be used to reconstruct/rehabilitate property damaged by Hurricane Sandy, and to implement resiliency measures. On a case by case basis, the City will also consider scopes of work that include non-storm related elements. Non-storm related scope items will be approved only when the work
is necessary to maintain the property as a viable housing resource in a storm impacted community. All work must meet Enterprise Green Communities standards for environmentally sustainable construction. Lending Options The City will employ three different mechanisms for making CDBG-DR funded rehabilitation loans.
The share of funds channeled through each lending mechanism will vary depending on the level of interest and need seen in different segments of the housing market.
1. Direct lending: The City will lend funds directly to owners of impacted buildings. The City will use CDBG-DR to expand three extremely successful, existing loan programs the Article 8A loan program, the Participation Loan Program (PLP), and the Supportive Housing Loan Program to meet the needs of buildings damaged during Sandy. Article 8A loans are public money only, and will serve buildings without capacity to absorb additional debt, while PLP loans blend private and public money to serve properties that can support debt service payments. The Supportive Housing Loan Program finances housing for special needs populations that includes on-site social services. In most cases, these programs will be used to serve buildings with more than 40 units, and which are not currently subject to affordability requirements. 2. Bank-originated lending: The City will use a Request for Proposals (RFP) process to identify a number of banks which will make loans to buildings of less than 20 units. The City will do lump sum draw-downs in accordance with CFR 570.513, and deposit funds with these banks. Banks will provide low-cost construction loans to finance rehabilitation, and CDBG-DR funds will be used for permanent financing. CDBG-DR funds may be combined with refinancing if restructuring of debt is necessary to ensure that the property remains a viable affordable housing resource for the impacted community. 3. Housing Development Corporation (HDC) lending: A portion of the CDBG-DR funds will be lent through HDC, a New York State public benefit corporation that finances multi-family affordable housing in New York City. HDC will use CDBG-DR funds to make direct loans to impacted affordable housing developments in the HPD and HDC asset management portfolios. All asset management properties should meet the low-/moderate-income threshold. HDC can also use CDBG-DR funds for credit support to facilitate private lending to impacted buildings, and as collateral to back a larger loan fund for properties doing resiliency and energy retrofit work.
In some cases, building owners may have self-funded emergency stabilization needs in the immediate aftermath of the storm. If the owner can document that building conditions represented an urgent threat to health and safety, meets all CDBG eligibility requirements, and that he/she received no other financial assistance (FEMA, SBA, insurance, charitable gifts) to pay for this work, CDBG-DR funds may be used to cover these costs. It is expected that very few buildings will qualify for this assistance.
In other instances, owners have self-funded rehabilitation work to address immediate needs after the storm that were critical to restoring habitability, but which do not meet the definition of emergency stabilization described above. In limited cases, where this has created financial hardships which jeopardize the owner's ability to make mortgage payments, HPD may use CDBG-DR funds to make loan payments for up to 12 months. Mortgage assistance will only be available to owners who are also receiving CDBG-DR funds to do additional rehab work to address unmet needs.
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In addition to the funding mechanisms described above, the City will consider funding to acquire properties for the redevelopment of a building or cluster of buildings in ways that mitigate future risks. For example, the City could acquire buildings or empty lots in an area where other owners have damaged properties but want to stay, and then support a broader redevelopment effort. These acquisitions would be made at prices based on post-Sandy fair market values. Such potential "smart" redevelopment would likely be limited to areas specifically targeted for this purpose by the city and community, and may include funding for relocation (e.g., moving costs, temporary housing assistance) of tenants as necessary. Regulatory Compliance The originating lender (The City or the bank) will be responsible for ensuring compliance with the following regulations:
The City will be responsible for ensuring compliance with the following:
Duplication of benefits: following the established City procedure for checking insurance, FEMA, SBA and other sources, and documenting that no duplication of benefits has occurred. Income certification: collecting an affidavit from each household attesting to household size and income. Environmental review: all projects must go through National Environmental Policy Act (NEPA) review. Davis Bacon: all contractors will have to submit payroll records to HPD for review. Any contractor not paying prevailing wages will have funds withheld, will be required to reimburse workers, and will potentially be subject to additional penalties.
ELIGIBILITY CRITERIA:

This program will also include funding for City staff working on loan programs. Eligible titles include, but are not limited to, project managers to review loan underwriting, environmental review experts, labor monitors, construction/engineering staff, and attorneys. Owners of rental properties, co-ops, and condos with five (5) units or more. Owners of 3-4 unit buildings that are not owner occupied.
All multi-family buildings, rentals, cooperatives or condominiums, located in the five boroughs of New York City and who have suffered damage from Hurricane Sandy will qualify for assistance to rebuild, rehabilitate and, in the case of buildings with substantial damage, mitigate against future losses to comply with local building and zoning code as adjusted to address future flood risk. Also, some private associations may find that rehabilitation of their infrastructure is essential to the rebuilding of housing. In these cases, the infrastructure rehabilitation may be eligible for assistance.
PROGRAM PRIORITIES:

Properties requiring loans to restore basic habitability Significantly damaged buildings with basic services restored but in need of major rehabilitation Buildings serving the most at-risk demographic populations
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and resiliency scope items. Exceptions may be granted as determined by the City program management. However, we anticipate that the average loan will be substantially smaller, approximately $20,000/unit.
GRANT/LOAN SIZE LIMIT: Loans will be capped at $200,000 on a unit basis, including both rehabilitation
NATIONAL OBJECTIVE: Most of the multi-family rehabilitation loan program will meet the Low/Moderate Income Housing national objective. HPD, HDC, and financial institutions will attempt to collect income certifications from all tenants in buildings receiving CDBG-DR funded loans, but also anticipate that some buildings with largely higher income tenants will require assistance. In aggregate, we anticipate that approximately 67% of the 13,000 units will serve low- and moderate-income households.
If a property requires rehabilitation financing, but cannot meet the Low/Moderate Income Housing national objective, it will qualify as Urgent Need.
PROJECTED ACCOMPLISHMENTS: Approximately 13,000 units, including market-rate properties, HUDassisted properties such as developments with 202 or 236 contracts, permanent housing for the homeless and private market units receiving project-based assistance or with tenants that participate in the Section 8 Housing Choice Voucher Program.
PERFORMANCE SCHEDULE: New York City agencies will begin preliminary outreach to property owners during the Action Plan review process and anticipates that lending will begin in the summer of 2013. However, each project will need to be individually scoped and designed, and will require permits and in some cases zoning review. As a result, rehabilitation work will likely start fall 2013. In HPDs experience, large scale rehabilitation projects require an 18-24 month construction period (after the pre-development phase just described). In the course of construction, HPD typically holds back a portion of loan funds, as well as after construction is substantially complete as a tool to ensure that compliance requirements, such as filing of all Davis Bacon paperwork, Fair Housing requirements, etc. are met.
As a result, expenditures may lag construction. While the City will make every effort to ensure a speedy and effective program delivery, it is likely that we may need to seek an extension of the 24 month expenditure period.
Public Housing Rehabilitation and Resilience

Overview Under this program, improvements will be made to the Citys public housing infrastructure. These improvements are intended to make direct rehabilitation, replacement of critical systems and building infrastructure as well as installing new measures that will restore buildings systems and services to prestorm conditions, strengthening the buildings by making the new systems more resilient, and further promoting the preservation of the public housing asset with the implementation of sustainable designs. The program elements have been designed to address the diverse building infrastructure in NYCHAs current portfolio.
The City will allocate $120 million to design and construct improvements to public housing directly impacted by Hurricane Sandy. The first phase of this program is to install permanent emergency
generators at 100 of NYCHAs most vulnerable buildings that were impacted. Accordingly, a portion of this allocation will be used as the non-federal share for FEMA Public Assistance projects. In addition, NYCHA is considering other efforts that include:
Improving resiliency by adding permanent emergency generators at the remaining critical NYCHA buildings in Zone A will cost an additional $130 million and may be funded from future CDBG-DR tranches. Strengthening emergency response and preparedness for future floods with initiatives such as a new Emergency Operations Center, a standard Incident Command Structure (ICS) based system, and rehabilitating a total of 90 Community Centers located in Zone A. Increasing the resilience to mitigate future flood risk at NYCHA developments by implementing basic resiliency and mitigation measures (i.e. raised boilers and electrical switch gear) to all buildings in the new Zone A.
ELIGIBILITY CRITERIA: With a wide variety of building types in all five boroughs and a program with PROGRAM PRIORITIES: Each eligible property will be carefully assessed according to the program priorities. Criteria that will be considered for selection of properties include: level of building damage, number of residents, resident population (e.g. seniors, vulnerable populations), whether or not it is a high rise building, services potentially impacted, and location of critical equipment. Priority would be given to the most vulnerable of NYCHAs residences such as senior buildings, 504 apartments, buildings with life sustaining equipment, community/senior centers, etc.
all residents of a building. For example, permanent emergency backup generators to power critical building systems will provide residents safe egress via elevators, enhance resident safety by providing emergency lighting and allow for sheltering to remain in place by ensuring domestic water, heat and hot water can continue to be delivered. multiple priorities, threshold and other criteria for determining eligible properties may vary slightly. However, all NYCHA buildings that have been impacted by damage from Hurricane Sandy, are located within the flood zone or are otherwise vulnerable to future storms, in all five boroughs, may be eligible.
NATIONAL OBJECTIVE: Funding for restoration and resiliency will provide direct and long lasting benefits to
PROJECTED ACCOMPLISHMENTS: The program as a whole could have an impact on 300,000 NYCHA residents
rehabilitation and resiliency needs at each of the impacted NYCHA developments. It is anticipated that most resiliency measures will be implemented together with required rehabilitation work, with construction at some developments projected to begin as early as Spring 2013. Construction developments with more complex improvements could take more than a year to complete.
PERFORMANCE SCHEDULE: NYCHA is currently preparing proposed design documents to address the
in nearly 180,000 units, benefits will be realized by approximately 80,000 residents who were significantly impacted by the storm. The first phase of this program is focused on 100 buildings with a population of approximately 20,000 residents.
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VIII. BUSINESS
Needs Assessment
Impact to the Citys Economy Hurricane Sandys impairment of the citys economy falls into two categories. The first is the economic activity that was interrupted or irrevocably lost due to the storm. This includes activities such as cancelled tourist visits, business loss due to shuttered offices, and wages not paid to workers who could not commute into the affected region. The second is the outright damage to residential housing, buildings, businesses and public infrastructure, which can be viewed as a reduction in the citys wealth and stock of productive resources. Disruption of Citys Economy In NYC, record-breaking storm surges hit Lower Manhattan and the coastal areas of Staten Island, Queens, and Brooklyn, damaging transportation, energy distribution, and telecommunications infrastructure, which led to sustained disruptions to businesses and their employees. The primary economic indicator of Sandys impact is the weekly initial jobless claims data for New York State. Jobless claims jumped by about 44,000 claims in the week following the storm. Moodys Analytics estimates that in November, about 20,000 jobs were lost in the five boroughs of NYC, primarily in leisure and hospitality, local government, and education and healthcare.
Soon after Sandy moved out of the area, Moodys Analytics published initial estimates of lost output for the affected region, which stretched from Washington, DC to Bridgeport, CT. The estimates were derived from Moodys regional economic models and assumptions regarding the scope and duration of the disruption. Furthermore, their analysis took into account historical patterns noted in previous disasters; while most sectors are harmed, activity in others such as the construction and manufacturing sectors is actually enhanced. Moodys provided net estimates of base losses which account for both of these effects. From these base estimates, Moodys then scaled their values by the IMPLAN sector multipliers to include the additional impacts that losses would inflict on other parts of the economy. Their total net loss figure was $19.9 billion for the impacted region.
These aggregate estimates (by sector) were broken down to the five boroughs of New York OMB using Moodys Analytics county-level GDP estimates and then allocated to wage and business losses. Using this methodology, total losses in NYC economic activity is estimated to be $5.7 billion. Of this $5.7 billion, $2.4 billion is in the form of lost wage earnings, while $2.0 billion is due to lost business activity. The remaining losses were allocated to All Other. Additional details are shown in the table titled, Sectoral Table of Economic Losses below. NYC OMB had to make certain assumptions to distribute the losses between wages and business surplus. The wage portion (49%) was estimated from OMBs economic model of the City and represents the total wage earnings in NYC in 2011 as a share of Gross City Product. The business share (40%) was derived from the 2010 Gross Operating Surplus for NY State as a share of NY GDP. At the end of January 2013, Moodys published an update to their original estimates. These new results increased the total net economic losses to the affected region to $25 billion. In addition, they provided a breakdown of losses by region, and ascribe $10.3 billion of this loss to New York City alone, significantly
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higher than the original $5.7 billion estimate produced by OMB. However, the data that will best measure Sandys toll on area payrolls is the Quarterly Census of Employment and Wages (QCEW) published by the U.S. Bureau of Labor. The QCEW is the most comprehensive labor survey data and covers about 98% of all jobs. Because it is only available after a six month lag, the fourth quarter 2012 data is unavailable at this time. Table: Sectoral Breakdown of Economic Losses
Net Losses Including Multiplier Effects ($ billions) Wage Net Losses NYC Share Income for Region of Losses Losses 7.00 4.60 0.90 1.80 0.20 0.50 0.70 0.85 0.85 17.4 20.00 2.60 1.99 1.31 0.26 0.51 0.06 0.14 0.20 0.24 0.24 0.74 5.67 4.9 0.98 0.64 0.13 0.25 0.03 0.07 0.10 0.12 0.12 2.4
Sector Finance & Insurance Information
Business Losses 0.78 0.52 0.10 0.20 0.02 0.06 0.08 0.10 0.10 2.0
All Other Losses 0.22 0.14 0.03 0.06 0.01 0.02 0.02 0.03 0.03 0.5
Prof. & Business Services Leisure & Hospitality Retail Trade Health Other Services
Transportation & Utilities Private Total Government Total Education
The economic losses initially estimated by NYC OMB derived from Moodys analysis resulted in a preliminary estimate that tax revenue would decline by approximately $250 million. However, recent tax collections data suggest that this estimate should be revised downward to approximately $160 million as there is little evidence that sales and hotel tax revenue were negatively impacted by the storm. Damage to City Businesses In addition to lost output, the City experienced significant outright damage to its wealth and stock of productive resources, including billions of dollars in damages to businesses. Hurricane Sandy imposed significant commercial damages to neighborhoods across all five boroughs. Approximately 23,400 businesses and an associated 245,000 employees were located in flood impacted areas and faced extensive damages from loss of inventory, ruined equipment, and damage to the interiors of their space and/or structural and extensive damage to their building systems. Approximately 65% of these flood-impacted businesses were located in five neighborhoods: Lower Manhattan, the Brooklyn-Queens Waterfront, Southern Brooklyn, South Queens, and Staten Island. According to a survey done by the Department of Small Business Services, as of March 2013 nearly 20% of impacted businesses remain closed.
Impacts varied by neighborhood. Lower Manhattan, which is the fourth largest business district in the country and saw its residential population double to 45,000 residents between 2000 and 2010, experienced significant damage to large utilities and flooding in high-rise commercial and residential buildings. Along the Brooklyn-Queens Waterfront, large scale industrial businesses including port facilities and warehouses were heavily impacted, whereas Southern Brooklyns small businesses and nearby destination/tourist attractions experienced severe damaged. In South Queens and Staten Island, most of the impacted businesses serve the local residential population and seasonal visitors in low density neighborhoods. Map: Neighborhood Economic Impacts from Hurricane Sandy
Note: Based on Hoovers data for businesses located in areas with any level of inundation.
However, key similarities exist across these neighborhoods: nearly 95% of impacted businesses were small-and-medium enterprises (SMEs), employing 50 people or less, and the businesses were primarily concentrated in retail and service sectors. For these SMEs, storm damage was significant; survey reports suggest retail stores experienced thousands of dollars in lost sales for each day they remained closed and experienced equipment and inventory damage losses in the hundreds of dollars per square foot. For a small 1,000 square foot retail business that remained closed for two weeks, this would mean damages of at least $100,000, before accounting for the impact of a reduced customer base in some residential neighborhoods.
In total, across all industries, the Citys initial estimate of private commercial direct losses was $3.4 billion. This figure was calculated using New York Citys share of the upper range of overall insured losses from Sandy as estimated by multiple insurance and risk management companies based on data from prior storms, together with industry ratios of insured-to-uninsured and commercial-to-residential losses. Based on these ratios, the City estimated that between 1.9 billion to $2.4 billion of commercial losses were uninsured. While SME commercial impacts were far reaching, the Citys industrial sector, much of which is concentrated along the Brooklyn Queens Waterfront suffered some of the largest direct losses from the storm, primarily from the destruction of high-value equipment and inventory. Nearly 7,000 industrial businesses were impacted and reports from wholesale/retail trade, transportation, utilities, construction, and manufacturing firms place direct damages in the tens to hundreds of millions of dollars. Additional losses have accrued from supply chain disruptions and delivery delays. Table 2: Summary of Business Impacts by Industry
NUMBER OF BUSINESSES IMPACTED BY INDUSTRY (NAICS Codes in Parentheses) # of INDUSTRY % of Total SERVICES 14,163 60% Information (51) 886 Professional, Scientific, and Technical Services (54) 3,932 Management of Companies and Enterprises (55) 79 Administrative and Support and Waste Management and 2,781 Remediation Services (56) Educational Services (61) 447 Health Care and Social Assistance (62) 2,202 Arts, Entertainment, and Recreation (71) 621 Accommodation and Food Services (72) 1,084 Other Services (except Public Administration) (81) 2,131 FIRE 2,315 10% Finance and Insurance (52) 1,196 Real Estate and Rental and Leasing (53) 1,119 TRADE 3,672 16% Retail Trade (44-45) 2,339 Wholesale Trade (42) 1,333 MANUFACTURING (31-33) TRANSPORTATION & UTILITIES (48-49, 22) CONSTRUCTION (23) TOTAL PRIVATE 796 1,066 1,417 23,429 3% 5% 6% 100%
Source: Hoovers Listing Data for flood-impacted businesses. Impacted businesses based on Hoover's business data for businesses that were located in areas with any level of inundation, Mayors Analytics Team.
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New York Citys Response to Economic Impact In recognition of Sandys severe impact on small businesses, Mayor Bloomberg announced the creation of Business Recovery Zones on December 5, 2012. The Zones include Lower Manhattan/South Street Seaport; Brooklyn Harbor Waterfront/Newtown Creek (DUMBO, Greenpoint/Newtown Creek, Red Hook, Gowanus, Sunset Park); South Brooklyn (Coney Island, Brighton Beach, Manhattan Beach, Sheepshead Bay, Gerritsen Beach); South Queens (Howard Beach and The Rockaways); and the South Shore of Staten Island. Business Recovery Zone leaders were assigned to each area to identify neighborhood-specific needs; coordinate action plans and follow-up; organize City resources; and provide a central point of contact for businesses and agencies. Captains of each area convened local steering committees of elected officials, community organizations, non-profit organizations, Local Development Corporations, Business Improvement Districts, small business owners, and other community representatives, to help find and implement solutions in each impacted Zone. The Mayor also announced the creation of the Recovery Business Acceleration Team: modeled after the Citys New Business Acceleration Team, which helps businesses open faster by streamlining and expediting City agency processes, a Restoration Business Acceleration Team was tasked with helping to expedite inspections and allow businesses to re-open their doors faster. NYC Department of Small Business Services (SBS) After the storm, with the help of community-based organizations, SBS was able to determine the extent of the damage and quickly distribute information on available local/federal recovery resources. SBS Business Outreach Emergency Response Unit worked closely with NYCs Office of Emergency Management to respond to immediate business issues including power restoration and large debris removal. In partnership with City Hall and NYCEDC, SBS quickly set up five informational meetings one in each borough to speak about available services and to distribute emergency loan applications. Dozens of other outreach events took place across the City. Materials on recovery programs were made available in English, Spanish, Mandarin, and Russian, and were also available both online and in print. Between October 29 and February 28, SBS handled 1,037 storm-related phone inquiries transferred from 311.
SBS seven NYC Business Solution Centers and eight Industrial Service Providers informed impacted businesses about available recovery resources and packaged emergency loan applications. As of February 28, 2013, these centers helped 2,356 clients with storm-related issues. SBS has worked closely with SBA, which co-located two of its Disaster Recovery Centers with the NYC Business Solutions Centers in Brooklyn and Lower Manhattan. Displaced Worker Assistance In November, New York State received a grant for $27.7 million in Federal National Emergency Grant (NEG) funds to assist with recovery. The grant provides resources to hire temporary workers to clean up communities impacted by the storm and to provide information and services to impacted individuals and businesses to help them get back on their feet. The grant is aimed at employing individuals who lost their job as a direct result of Sandy or who are long-term unemployed.
New York City received $11.3 million to administer the program. SBS managed several large events where hundreds of candidates were interviewed and hired. SBS worked with the NYC Department of Parks and Recreation (DPR) to hire nearly 800 workers to clean up beaches and repair playgrounds in the Rockaways, Coney Island, Red Hook, and Staten Island. SBS is now working with DPR on a second project to hire 200 young adults (18-24) to help restore a variety of parks and beaches around Jamaica Bay. SBS also worked
with NYCHA to hire more than 400 NYCHA residents to clean up public housing developments and to collect information from impacted tenants about their needs. SBS has also worked with DSNY to hire additional Job Training Participants (JTPs). SBS has also hired several employees to assist in outreach efforts. In total, more than 1,100 individuals have been hired to date. Even where businesses are reopening in impacted areas, pedestrian traffic is much lower than normal. SBS is combating this drop-off in foot traffic with marketing campaigns to attract visitors back to the hardest-hit areas. The campaigns highlight individual businesses and appeal to New Yorkers sense of solidarity with owners who have fought to stay in their communities. Support NYC Small Business Campaign
In partnership with the City Council, the Mayors Office of Media and Entertainment and NYC & Co, SBS launched an ad campaign called Support NYC Small Business. The campaign highlights open businesses and their recovery stories and features them on radio, in bus shelters, and in print. These ads have been featured in major publications like the New York Daily News and the New York Post. The campaign also includes a Support NYC Small Business website with an interactive map that currently features over 1,300 businesses that have reopened after the storm. New Yorkers have consulted the website more than 20,000 times. SBS has also worked with 1010 WINS to highlight businesses in an Open for Business campaign a daily segment on a reopened business. Segments have been done on businesses across all impacted areas. Small Business Assistance Grants
In late January, as part of the Citys effort to rebuild neighborhoods, SBS began providing Small Business Assistance Grants to businesses that have reopened but need help repairing or replacing items necessary for full recovery. SBS partnered with Barclays, Citi, and UBS to create a $1 million fund for these grants. Businesses can apply for grants of up to $5,000 for structural repairs, equipment repairs, or to purchase replacement equipment. As of March 4, 645 businesses have applied for a Small Business Assistance Grant and 51 have been approved. Insurance Assistance Through a partnership with the New York State Department of Financial Services (DFS), SBS is helping businesses receive assistance with insurance issues, including denial of coverage or unsatisfactory service. In the immediate aftermath of the storm, SBS referred more than 41 businesses to the State. SBS outreach partnership with the State continues. Insurance workshops will take place in each impacted zone for companies still dealing with insurance issues and will include specialists to assist businesses looking to negotiate with their insurance providers. NYC Economic Development Corporation (NYCEDC) Neighborhood Canvassing
NYCEDC worked quickly to assess the damage done to the commercial corridors in New York City, immediately deploying neighborhood captains and beginning the process of formulating short- and longterm recovery plans. Neighborhood captains evaluated conditions, gathered economic data, documented damage, assisted impacted businesses, and coordinated with local business and non-profit organizations. The captains led teams collecting business surveys and helped organize business information sessions in the impacted areas. This work focused on commercial corridors in eight neighborhoods and resulted in the
November 2012 joint NYCEDC / SBS report Hurricane Sandy: An Assessment of Impacted Commercial Corridors and Recommendations for Revitalization. The communities covered in the report were later organized as five BRZs. This collective work was instrumental in identifying challenges and opportunities that informed the Business Recovery Zones (BRZ) and Special Initiative for Rebuilding and Resiliency (SIRR) efforts that followed. NYCEDC launched a loan and grant fund to address the immediate business needs of SMEs in the days following the storm. A $20 million loan fund was created with funds provided by NYCEDC and Goldman Sachs and 23 other commercial banks. The Mayors Fund to Advance New York City and the Partnership for NYC also provided $5.5 million for a matching grant program. The program offered maximum loans of $25,000 with matching grants of up to $10,000. Thus far, nearly 550 businesses have been assisted with loans and/or grants. The average loan size is $22,803, and 85% of loans received have been for the maximum amount. Based on the current rate of applications and approvals, the loan fund is expected to be exhausted early in the second quarter of 2013. The New York City Industrial Development Agency (NYCIDA) provided emergency assistance to SMEs by establishing the Hurricane Emergency Sales Tax Exemption Program ("HESTEP"), to provide sales tax exemptions in an amount not to exceed $100,000 for each affected company on purchases of building, construction, and renovation materials; machinery and equipment; and other items of personal property and related services to such businesses. The program is limited to 250 applicants and the deadline to apply for the assistance is April 1, 2013. Thus far, 79 businesses have been approved to obtain the necessary paperwork to obtain the sales tax exemptions. NYCEDC partnered with the commercial real estate and development community to make temporary office and industrial space available at no rent to businesses displaced by Hurricane Sandy. Within three days after the storm, NYCEDC began advertising donated space on the NYCEDC website, detailing all necessary information about donated space in an easily accessible online location. As of February 2013, NYCEDC had secured more than 300,000 square feet of space for displaced businesses. Through this program, more than 45 companies with 680 employees, including those with disabilities, were able to move into temporary space and get back to work. Remaining Unmet Economic Needs According to the revised Moodys figures, the region suffered total net economic losses of $25 billion, which included direct private losses. Using a combination of insured loss estimates from multiple insurance and risk management companies and estimates of past storm ratios of insured-to-uninsured losses, initial cost estimates following Hurricane Sandy placed private direct losses, both commercial and residential at $8.6 billion, $3.8 billion of which was insured and $4.8 billion of which was uninsured. Internal analysis based on industry sources estimated the commercial share of private uninsured losses to range from 40 to 50% or from $1.9 to $2.4 billion. While NYCEDC and SBS acted quickly to make capital available to impacted businesses immediately following the storm, it is clear that there is a significant unmet commercial need, Space Matching Hurricane Emergency Sales Tax Exemption Program Loan and Grant Program
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especially amongst the significant amount of business owners, small and medium sized enterprises and industrial companies, that lacked business continuity or flood insurance to help weather the storm. Additionally, approximately 23,400 businesses were located in Inundation Areas, many outside FEMAs 100-year flood zone. The revised preliminary FEMA Advisory Base Flood Elevation (ABFE) Maps have nearly doubled the number of NYC buildings located in the 100-year flood zone, suggesting that approximately 71,000 buildings could be at risk for wave action or flooding in future storms. Sea level rise will further expand vulnerable areas, and unchecked storm surges in the future could cause damage equal to or greater than Hurricane Sandy.
Based on the determination of applying the unmet needs formula and the available data to date, the City of New York had incurred $10.3 billion in business and economic losses. After subtracting the insured losses of $4.1 billion and the loans provided by the SBA of $478.8 million, the City of New York is left with an unmet business and economic need of $5.7 billion. Of the 22,042 applications received by SBA thus far, 8,218 have been approved. The City anticipates that this unmet need will continue to grow as additional details and data is available and updated insurance, SBA and other subsidy data becomes available. Table 3: Small Business Administration Disaster Loan Applications
County Bronx Kings New York Queens Richmond Total: Applications Received 272 6,974 880 9,424 4,492 22,042 Applications Approved 71 2,285 137 3,680 2,045 8,218 Amount Approved $1,837,700 $106,257,900 $4,084,000 $239,093,200 $127,549,200 $478,822,000
Economic Goals
Job creation is one of the most important catalysts to establishing a sustainable long term recovery. To that end, the City of New York is placing specific emphasis on assisting and helping small businesses recover quickly and efficiently. The City is focusing its efforts on getting businesses reopened and allowing businesses to be able to sustain current employment levels as well as hire new staff. The City of New York will employ additional strategies to sustain, attract and recruit new businesses and capital to areas most impacted by the storm. In addition, the City will create an environment to foster new technologies to encourage both existing and new businesses to deploy mitigation measures to minimize the impact of future disasters and catastrophes. Economic objectives include: 1. Help small and medium-sized businesses recover and rebuild resiliently, while minimizing their reliance on high-interest debt. 2. Anchor new or existing industry clusters and catalyze significant long-term economic growth in the five BRZs and adjacent impacted areas.
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Private capital is best leveraged with public investment to create public-private partnerships in order to foster economic and social economic empowerment with low and moderate income communities. The CDBG-DR program will provide resources to further the long term recovery effort in neighborhoods throughout the communities whose businesses and overall quality of life have been negatively impacted. Also, stabilization of businesses and their employee base will lessen the relocation of residents seeking job opportunities in other parts of the city.
3. Protect businesses in vulnerable floodplain areas of the City by incentivizing proactive investments in resiliency measures. 4. Improve building and infrastructure resiliency through competitions that identify and deploy the most promising and cost effective technologies.
Business Programs Business Loan and Grant Program

AND DESCRIPTION: Nearly 95% of impacted businesses were small-and-medium enterprises (SMEs), employing 50 people or less, and were primarily concentrated in retail and service sectors. For these SMEs, storm damage was significant; survey reports suggest retail stores experienced thousands of dollars of lost sales for each day closed and estimated equipment and inventory damage losses in the hundreds of dollars per square foot. In response, the New York City Economic Development Corporation (NYCEDC) launched a loan and grant fund to address immediate business needs in the days following the storm. A $20 million loan fund was created with funds provided by NYCEDC and Goldman Sachs as well as 23 other commercial banks. The Mayors Fund to Advance New York City and the Partnership for NYC also provided $5.5 million for a matching grant program. The program offered maximum loans of $25,000 with matching grants of up to $10,000. From data collected through on-theground canvassing and surveying of applicants, it is clear that the need far surpasses the funds that are currently available. While this program was able to quickly respond to the immediate needs of businesses, it was always anticipated that this program would be insufficient given the vast extent of damage and losses incurred by small businesses. Based on the current rates of application and approval, the funds will be exhausted in early 2013. The significant damage sustained by these SMEs, many of which did not carry flood insurance, as well as the strong response to the existing program, demonstrates the overwhelming need for a significantly larger and more generous loan and grant program to directly assist businesses with working capital requirements, incurred losses, and other recovery and rebuilding efforts.
PROGRAM OBJECTIVE
Experience with the existing program indicates that, while it has provided an important service to affected small businesses, additional funding is needed to both increase the number of businesses that can be served by the program and increase the size of the loans and grants that are provided. These programs will impact businesses that are currently in need of low- or no-interest, direct investment.
The program would have two components that would A) contribute to expanding the current program, which may undergo minor changes if necessary, and B) launch a competitive RFP that would seek one or more additional administrators and creative solutions to strengthen the small business loan and grant offerings, in order to more effectively reach markets and communities that may be underserved by the current program. Businesses that can demonstrate extreme hardship may be eligible to receive, at the Citys discretion, a grant without receiving a loan.
HUD ELIGIBILITY CATEGORY: Economic Development or Recovery Activity that Creates / Retains Jobs
Moderate-Income Area CDBG-DR Allocation: $80 Million
NATIONAL OBJECTIVE: Urgent Need; Low- and Moderate-Income Job Creation/Retention; and Low- and PROJECTED ACCOMPLISHMENTS: At least 750 businesses assisted and approximately 7,500 jobs retained.
least one more Community Development Financial Institution (CDFI) or other entity may be chosen to administer the program as well.
PROGRAM ADMINISTRATION: The administrator of the current program may continue in this capacity, but at ELIGIBLE APPLICANTS / PROPERTIES: Borrowers shall be credit-worthy small businesses, as defined by the
ELIGIBILITY CRITERIA: Businesses must demonstrate loss or damage as a result of the storm, be located GRANT/LOAN SIZE LIMIT: Much of the current program will likely remain consistent, but loans of up to
Applicants that demonstrate significant need exceeding the resources described above may, on a discretionary basis as determined by NYCEDC and the City, be eligible for loans up to $1,000,000 and grants up to $100,000. within an impacted area, and exhibit ability to repay loans. It is anticipated that this program will provide funds to eligible borrowers on a first-come, first-served basis.
Small Business Administration, that experienced business loss, damage, or interruption as a result of the storm and demonstrate an ability to repay the loan. In the event that NYCEDC receives applications from businesses larger than the SBA definitions, NYCEDC may apply for a waiver of this requirement.
$150,000 would be made available to borrowers demonstrating an ability to repay the loan, with matching grants of up to $60,000. Existing borrowers would have the opportunity to increase loan size within the parameters of eligibility as well.
PROGRAM PRIORITIES: It is anticipated that this program will provide funds to eligible borrowers that
boroughs would be eligible.
GEOGRAPHIC AREA
demonstrate need on a first-come, first-served basis.

TO BE
SERVED: Areas impacted by flooding or power outages throughout the five
PROGRAM START AND END DATES: Funds will initially be disbursed in Summer 2013 and the program will OTHER FUNDING SOURCES: As mentioned previously, businesses will be required to apply for a Disaster
expire when funds are exhausted. Loan from SBA before receiving CDBG-DR assistance. SBA assistance received for the purpose of providing compensation for economic losses arising from Hurricane Sandy will be deducted from grants provided through this program.
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Business Resiliency Investment Program

PROGRAM OBJECTIVE AND DESCRIPTION: During the recent storm, approximately 23,400 businesses were
located in the Inundation Area, many in areas that were outside FEMAs 100-year flood zone. The revised preliminary FEMA Advisory Base Flood Elevation (ABFE) Maps have nearly doubled the number of NYC buildings located in the 100-year flood zone, suggesting approximately 71,000 buildings could be at risk for wave action or flooding in future storms. Sea level rise will further expand vulnerable areas, and unchecked storm surges in the future could cause damage equal to or greater than Hurricane Sandy.
Post-storm analysis has identified several strategies that can dramatically reduce the impact of future storms. The program will incentivize businesses to make these investments now by reimbursing a portion of the costs. Elevation of critical building systems Dry flood-proofing of ground floor Wet flood-proofing of certain uses
CDBG-DR funds will be used to provide funds to companies for physical investments to improve resiliency to severe weather. By helping businesses make long-term, strategic improvements to property, buildings and infrastructure, we reduce the future cost and impact of weather.
While the storm resulted in direct physical impacts in certain areas, it may also affect the commercial viability of business districts within all vulnerable areas. For example, businesses located in the 100-year floodplain may now consider moving out of the floodplain, and businesses that previously considered locating in the floodplain may no longer be willing to do so. As such, citywide resiliency investments made as a result of this program will help to preserve the commercial viability of these districts, many of which employ low-income workers.
HUD ELIGIBILITY CATEGORY: Economic Development or Recovery Activity that Creates / Retains Jobs
Moderate-Income Area CDBG-DR Allocation: $100 million.
The program is anticipated to fund between 50-75%, up to $2 million, of the cost of specified physical improvements that increase the resiliency of buildings or businesses to future storms. Above that amount, reimbursements or additional grants will be at NYCEDCs discretion.
NATIONAL OBJECTIVE: Urgent Need; Low- and Moderate-Income Job Creation/Retention; and Low- and
PROGRAM ADMINISTRATION: NYCEDC will provide general administration of the program. administrator for this program will be selected by competitive RFP.
following:
PROJECTED ACCOMPLISHMENTS: Up to 13 million square feet of commercial space that was impacted by Sandy or is otherwise currently at risk will be made significantly more resilient.
An
ELIGIBLE APPLICANTS / PROPERTIES: It is currently anticipated that eligibility would be based on the
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In the event that NYCEDC receives applications from businesses larger than the SBA definitions, NYCEDC may apply for a waiver of this requirement.
Small businesses as defined by the Small Business Administration Businesses must undertake one or more of the prescribed resiliency measures Only commercial space is eligible Businesses must be located within FEMAs advisory 100-year floodplain Properties worth more than a threshold amount per square foot will be ineligible for this program Demonstrate maximum impact to low- and moderate-income communities or employees
ELIGIBILITY CRITERIA: Only commercial space within FEMAs advisory 100-year floodplain will be eligible. PROGRAM PRIORITIES: Although it is anticipated that funds would be disbursed on a first-come, first-served GEOGRAPHIC AREA TO BE SERVED: Businesses within FEMAs advisory 100-year floodplain. PROGRAM START
disbursed
AND
Resiliency measures will be pre-approved, with the ability to additionally approve measures at NYCEDCs discretion. It is anticipated that priority will be given to businesses that were impacted by Sandy and that can demonstrate maximum impact to low- and moderate-income communities or employees.
basis, NYCEDC reserves the right to prioritize if demand exceeds the program size, and to ensure that a mix of large and small, and industrial and non-industrial businesses are served.
END DATES: Program will launch in Summer 2013 and last until all funds are
OTHER FUNDING SOURCES: TBD
Neighborhood Game Changer Investment Competition

PROGRAM OBJECTIVE AND DESCRIPTION: As a result of Hurricane Sandy, entire neighborhoods experienced
widespread damage, closure of businesses, and loss of jobs. The neighborhoods most severely impacted are the East Shore/South Shore of Staten Island, Lower Manhattan, Southern Brooklyn, the BrooklynQueens Waterfront, and South Queens. Businesses within these neighborhoods employ more than 143,000 individuals, and many experienced damage from flooding, high winds, and/or fire that has forced them to close on a temporary or permanent basis. Unfortunately, many of these neighborhoods already faced economic challenges, and the sudden increase of vacancies and decreased demand for services due to nearby residential displacement could severely hamper future growth and potentially reverse the revitalization that has occurred in recent years without immediate and meaningful investment in revitalization. The goal of this competition is to identify and fund projects or programs that will anchor new or existing industry clusters and catalyze significant long-term economic growth in each of the targeted neighborhoods. Recipients would demonstrate an ability to generate full-time jobs and bring permanent investment to target areas, leverage public funds to attract private investment, and develop hard and soft infrastructure to increase resiliency.
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Through a Request for Proposals, NYCEDC will harness the best ideas from public and private individuals and organizations to restore neighborhood vitality and economic strength. It is anticipated that because each neighborhood faces specific challenges, the winning idea(s) for each neighborhood will be tailored to those needs. The targeted neighborhoods are: East Shore/South Shore of Staten Island: The East and South Shores of Staten Island include multiple residential neighborhoods, totaling nearly 70,000 residents. Out of the approximately 58 million built square feet in the areas, approximately 75% of that space is residential. 1-2 family homes make up 95% of the East and South Shore housing stock and 84% of the East and South Shore housing units. As with Staten Island as a whole, the percentage of homeowners for both areas is higher than the City average (53%).
Though both areas have densities well-below City averages, prior to Sandy, the East and South Shores were each growing steadily. From 2000-2010 the total population of these areas grew by 11%.
While most businesses in the area are under five employees (78%), more than half of the areas employees work for larger businesses (> 100 employees) such as the Staten Island University Hospital. The retail and service sectors (which include healthcare) are both major employers. Public beaches, the 2.5-mile FDR boardwalk, and portions of the Gateway National Recreation Area serve as attractions to the area, especially during the summer months. With the exception of Hylan Boulevard, the area is comprised of small business commercial corridors primarily serving the local residential population and additional Staten Island residents during warm weather months. Hylan Boulevard is an auto-oriented retail strip that serves as the primary commercial corridor.
Development in the East and South Shores has occurred within and adjacent to historic marshlands and wetlands, creating risks. During Sandy, the combination of increased population and inherent vulnerability proved particularly potent. With only 13% of all buildings in the Citys inundation zones, the East and South Shores accounted for 52% of all NYC tagged buildings, 31% of all NYC red-tagged buildings, and 40% of all recommended NYC post-storm demolitions. A majority of the Citys storm-related deaths occurred on Staten Island. More than 25,000 housing units were located in areas that experienced inundation, with impacted businesses employing more than 9,400 people. 1- to 2-family homes, many not built for year-round occupancy, sustained the heaviest damage. The damage is especially concentrated near the beaches, resulting in significant harm to retail and commercial structures and public infrastructure. Local retail corridors serving and relying on residents experienced damage and market loss, with many businesses still closed (e.g., Midland Ave., with 51 of 72 retailers closed as of February 2013). Businesses experienced significant loss of equipment as well as damage to interiors and to building systems. Lack of customer base going forward (due to widespread residential destruction) will become the greatest concern as businesses hardest hit are dependent on local residents who themselves are displaced or have restricted funds and mobility.
Lower Manhattan:
Lower Manhattan, roughly the area south of Chambers Street includes the historic financial center, City Hall and City government offices, Battery Park City, and numerous tourist attractions. The area is the nations fourth-largest central business district. Of the 132 million built square feet in Lower Manhattan, about 90
Lower Manhattan in the fall of 2012 had 312,000 workers and an office vacancy rate of 9.3%. The local economy includes a strong governmental presence but over the past decade has been diversifying from a heavy dependence on finance, insurance, and real estate to include other areas such as technology, media, legal services, and architecture. Lower Manhattan includes regional attractions like the National September 11 Memorial & Museum, the Statue of Liberty, the New York Stock Exchange, the Brooklyn Bridge, and the South Street Seaport. Over the past decade, tourism has expanded with an increase in the number of hotel rooms. Lower Manhattan saw more than 11.5 million visitors in 2012.
million sq. ft. is commercial. Over the past decade Lower Manhattan has also grown as a residential neighborhood with more than 45,000 residents in 2010.
Lower Manhattan has experienced two major economic shocks (9/11 and the Great Recession (2008/2009)) in the last decade prior to Sandy. After 9/11, vacancy rates increased and asking rents decreased in the area. These rents began recovering just as the Great Recession occurred, causing a similar trend. While the World Trade Center and immediate blocks surrounding it will represent new construction, most of the commercial office stock in Lower Manhattan is significantly older with the largest percentage of buildings built pre-1950 in the U.S. As Lower Manhattan recovered from its second major setback in a decade, Sandy created one more challenge. Sandy caused inundation in Lower Manhattan that affected nearly 35% of the office space, 30% of retail businesses, and 20% of the residential units7. While no buildings were destroyed in Lower Manhattan, inundation caused significant damage to building systems in the area. Southern Brooklyn:
Southern Brooklyn consists of seven neighborhoods including, Sea Gate, Coney Island, Brighton Beach, Manhattan Beach, Gravesend, Sheepshead Bay, and Gerritsen Beach. Much of the area is built on barrier islands, on historic marshland, or over urbanized natural creeks and inlets. The area is home to approximately 200,000 residents and hosts a diverse mix of incomes, ethnic enclaves, varying housing stock, and disparate socioeconomics. The area is largely residential, with some key neighborhood commercial corridors, key destination attractions, and large institutional presences. Density is concentrated in Brighton Beach, Sheepshead Bay, Coney Island, and Gravesend, with the remaining neighborhoods of much lower density and mostly single-family homes. The area features a concentration of vulnerable populations and building stock, including more than 18,000 residents in public housing, more than 8,200 units of Mitchell-Lama housing, and more than 500 nursing home beds. The area features an oceanfront coastline and a 3-mile boardwalk as well as inlets and bays including Coney Island Creek, Sheepshead Bay, and Gerritsen Inlet.
There are more than 5,000 businesses in Southern Brooklyn, the majority of which are small, with fewer than five employees. Nevertheless, of the approximately 26,000 employees in the area, one-third works at one of 30 businesses that employ more than 100 employees. The most significant sectors in the local economy are in servicesparticularly healthcare and business servicesand in retailincluding amusement attractions and other entertainment. The largest employer in the area is Coney Island Hospital, a NYC Health and Hospitals Corporation facility with more than 3,000 employees.
Southern Brooklyn emerged in the early 20th century as a bustling waterfront escape from the City, featuring unique attractions, a wide variety of leisure activities, and a beautiful south-facing beach. Mirroring citywide trends during the period, the area neighborhoods experienced decline beginning
primarily in the 1960s, including the severe contraction of the amusement area, shifting demographics including population decrease, and an uptick in crime and social ills. Since the 1990s, Southern Brooklyn has witnessed a renaissance in some neighborhoods, such as Brighton Beach where a fast-growing immigrant population has turned the area into a bustling enclave. In Coney Island, recent major investments by the City, including the development of new amusement parks and a comprehensive rezoning, have ushered in increased visitation at the historic amusement area and have set a road-map for future neighborhood growth and economic recovery.
Hurricane Sandy had a dramatic impact on Southern Brooklyn, inundating more than 3,800 acres of inland property, wreaking havoc along the oceanfront, and flooding neighborhoods through inlets, bays, and creeks. At the peak of the storm, the ocean met the bay in many locations, and as much as 350,000 tons of sand was displaced from the Coney Island/Brighton Beach coastline, which itself was raised in the 90s by the Army Corps of Engineers to provide wave attenuation protection and was largely successful during the storm. Nevertheless, in areas where coastal protections were inadequate, some structures suffered direct wave impacts, and generally without exception all buildings experienced debilitating flooding that impacted building systems and ground floor uses. In the days and weeks following the storm, utility outages plagued both single-family buildings and multi-family high rises, with significant temporary displacement of local residents. Nearly all ground floor spaces in the area experienced flood damage of 3 to 8 feet of water, and as of five months after the storm as many as 30% of businesses in some neighborhoods are still closed. The amusement area and attractions were greatly impacted, with significant damage to the New York Aquarium, the amusement parks, and the Brooklyn Cyclones stadium, but all are currently working towards full restoration of their facilities and each plan to move forward with pre-storm expansion and enhancement plans. The Brooklyn/Queens Waterfront: The Brooklyn/Queens Waterfront, which stretches from Sunset Park to Long Island City, and inland along the Gowanus Canal and Newtown Creek, is a compilation of eight distinct and diverse neighborhoods. In total, the Waterfront is home to nearly 100,000 residents. The waterfront is characterized by diversity: of people, buildings, and commerce. Neighborhoods range from some of the citys most low-income, such as Red Hook with a 32% unemployment rate, to the Citys wealthiest, such as DUMBO with only an 8% unemployment rate. 48% of residential units are multi-family walk-ups, but every other type of housing is present, including multi-family elevator buildings, mixed-use buildings, and 1-2 family homes. Nearly half of all businesses on the waterfront are industrial businesses.
Hurricane Sandy resulted in significant damage to the waterfront. The damage was primarily caused by still water flooding, not waves, which resulted in basement and ground floor flooding and loss of power, but not completely destroyed buildings. Key highlight include: significant losses to industrial businesses, which often keep their valuable equipment on the ground floor, and major impacts to the residents of NYCHAs Red Hook Houses who were without power, heat, and running water for 1-3 weeks following the storm. On a positive note, new waterfront residential developments fared quite well. There have been numerous, significant investments along the Waterfront in the past several years, including a rezoning of Long Island City, Williamsburg and Greenpoint. These efforts will continue with the full confidence of the City. New developments include Hunters Point South in Long Island City, and Greenpoint Landing in Greenpoint.
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South Queens: South Queens encompasses 17 neighborhoods spanning Howard Beach, Hamilton Beach, Broad Channel and the Rockaway Peninsula. The area is mostly residential, made up of older, 1-2 family homes. Density is concentrated in Rockaway and Far Rockaway although all neighborhoods are less densely populated than average for New York City. The area includes the wetland estuary of Jamaica Bay and miles of beaches on the Peninsula. There are around 1,300 businesses in South Queens, the majority of which are small, with fewer than five employees. Larger businesses typically provide healthcare services and include nursing homes, St. Johns hospital, or adult care facilities.
Sandy inundated the entire area of South Queens, with the exception of the center portion of Far Rockaway. In addition to extensive flooding, parts of the area were exposed to direct wave action which caused severe damage and destruction to many communities. A few areas were also hit by fires, most severely in Breezy Point where 126 homes burned down and another 22 were seriously damaged. For the entire area, of all damaged buildings (destroyed or tagged yellow or red by DOB), 68% were destroyed or deemed unsafe to enter (red). Around 2,275 businesses were impacted. On the Peninsula, a commercial strip along B.129 was destroyed, more than 50 businesses experienced severe loss from fire and flooding on Rockaway Beach Boulevard from B.116-B.100 and more than 40 businesses on B. 116 were seriously flooded. 2-4 businesses were destroyed in Breezy Point and all were affected in Broad Channel. About 100 businesses along Cross Bay Boulevard in Howard Beach were also impacted. Far Rockaways main commercial corridor on Mott Avenue experienced less impactful physical damage, but like the rest of the Peninsula the long term power outages led to economic loss. Five months following Sandy, businesses remain closed and of those open, many are struggling to rebuild.
HUD ELIGIBILITY CATEGORY: Economic Development or Recovery Activity that Creates / Retains Jobs CDBG-DR ALLOCATION: $100 million
Moderate-Income Area
NATIONAL OBJECTIVE: Urgent Need; Low- and Moderate-Income Job Creation/Retention; and Low- and PROJECTED ACCOMPLISHMENTS: Identification and implementation of significant new investments intended PROGRAM ADMINISTRATION: NYCEDC will administer the RFP release and selection process, with
to accelerate economic recovery in the five most impacted areas of New York City. administration of winning proposals to be determined.
ELIGIBLE APPLICANTS / PROPERTIES: Those proposals able to demonstrate the above mentioned impact on at least one of the impacted neighborhoods. NYCEDC may seek a waiver of the small business requirement.
ELIGIBILITY CRITERIA: Ability to demonstrate the above mentioned impact on at least one of the impacted
neighborhoods. Proposals should include a plan to create new jobs, demonstrate significant investment on the part of the respondent, be permanent in nature, and primarily impact a neighborhood that experienced severe damage as a result of Hurricane Sandy. The winning ventures should generate meaningful economic growth both directly, through new job creation, and indirectly, by anchoring new or existing industry clusters and catalyzing significant secondary benefits to the local economy.
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GRANT/LOAN SIZE LIMIT: Up to $20 million

the stated program goals and feasibility. described above. administration
PROGRAM PRIORITIES: Priority will be given to those proposals best able to demonstrate an ability to meet GEOGRAPHIC AREA TO BE SERVED: The five neighborhoods that experienced significant storm damage, as PROGRAM START AND END DATES: March 2013 through December 2013 for RFP process; TBD for program OTHER FUNDING SOURCES: TBD
Infrastructure and Building Resiliency Technologies Competitions

PROGRAM OBJECTIVE
AND DESCRIPTION: Hurricane Sandy exposed significant vulnerabilities to critical infrastructure networks and building systems. Affected NYC infrastructure included, but was not limited to: Electric power (more than 800,000 customers lost power due to transmission substation failure, overhead line damage and customer equipment flooding); Liquid fuels (supply chains disrupted on multiple levels, resulting in a three-week citywide gas shortage); and Telecommunications networks (power outages and flooding resulted in outages leaving thousands without landline, cable, and mobile service).
If the winning submission is a utility then NYCEDC may apply for a waiver of the prohibition on assistance to utilities. The revised preliminary FEMA Advisory Base Flood Elevation (ABFE) Maps have nearly doubled the number of NYC buildings located in the 100-year flood zone, suggesting approximately 71,000 buildings could be at risk for wave action or flooding in future storms. Sea level rise will further expand vulnerable areas, and unchecked storm surges in the future could cause damage equal to or greater than Hurricane Sandy.
CDBG-DR funds will be used to improve building and infrastructure resiliency through competitions that identify and deploy the most promising and cost-effective technologies. Addressing these vulnerabilities will require investment in technologies to prepare critical networks and building systems for future risks. Post-storm analysis identified priority areas to prepare for the future, but sourcing specific, cost-effective, innovative technologies remains difficult. The goal of this competition is to competitively allocate funds to identify and deploy the most promising technologies that improve the resiliency of NYC's buildings and critical networks. Proposals submitted under the competitions will be selected via a competitive process. NYCEDC in coordination with the Mayors Office of Long-Term Planning and Sustainability may convene a technical advisory panel of industry experts and key stakeholders to evaluate proposals submitted under the
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competition tracks. The proposal evaluation process may take the form of several rounds to ultimately select and award grants to the most potentially impactful and cost-effective solutions.
HUD ELIGIBILITY CATEGORY: Economic Development or Recovery Activity that Creates / Retains Jobs NATIONAL OBJECTIVE: Urgent Need CDBG-DR ALLOCATION: $45 million
implemented in order to aid impacted and at-risk businesses and networks.
PROJECTED ACCOMPLISHMENTS: Innovative, impactful, and cost-effective solutions will be identified and PROGRAM ADMINISTRATION: NYCEDC in coordination with the Mayors Office of Long-Term Planning and
Sustainability will procure a partner with sufficient technical expertise to advise on the design and implementation of a two-track program that includes competitions to identify technologies and measures that improve the resiliency of (1) critical infrastructure networks and (2) building systems. The competitions will outline current solutions, challenging industry to provide better and/or cheaper alternatives. Program tracks include:
NYCEDC and the Mayors Office may convene a technical advisory panel of industry experts and key stakeholders to evaluate proposals submitted under the competition tracks and may award grants to the most potentially impactful and cost-effective solutions.
1. Critical Infrastructure Resiliency Competition: grants to measures that increase resiliency of critical infrastructure networks, including power, liquid fuel, other energy (steam and natural gas) and telecommunications. 2. Building Resiliency Technologies Competition: grants to technologies that buildings can adopt to make their building systems more resilient.
ELIGIBLE APPLICANTS / PROPERTIES: Entities that demonstrate the ability to successfully implement ELIGIBILITY CRITERIA: TBD
proposed projects using impactful and cost-effective resiliency measures.
GRANT/LOAN SIZE LIMIT: While NYCEDC intends to competitively award the $45 million grant to multiple PROGRAM PRIORITIES: Proposals may be judged by a combination of NYCEDC and the Mayors Office GEOGRAPHIC AREA(S) TO BE SERVED: Citywide
proposals under each competition track, award amounts will be based upon the proposal-specific proven financial need.
employees and a technical advisory panel of industry experts to evaluate proposals, prioritizing based on technical potential and cost-effectiveness.
PROGRAM START AND END DATES: Key program milestones and timing may include:
NYCEDC to release solicitation and procure a technical consultant (Q2 2013)
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OTHER FUNDING SOURCES: TBD
NYCEDC to launch program and solicit proposals under two competition tracks, anticipated shortly after HUD approval. Select proposals and award grants (Q3 / Q4 2013)
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IX.
INFRASTRUCTURE AND OTHER CITY SERVICES

Needs Assessment
City Services: Storm Preparation and Emergency Response The City undertook a massive preparation effort several days before Hurricane Sandy made landfall. The Citys Office of Emergency Management (OEM) began tracking the storm that would eventually develop into Hurricane Sandy on Saturday, October 20. On October 25, the forecast showed that Sandy might hit the Northeast, OEM activated the Citys Coastal Storm Plan (CSP), which is a series of plans that guide the City's response to and recovery from the hazards that hurricanes bring. These plans included storm tracking and decision-making, evacuation, sheltering, logistics, public information, and recovery, outlining a coordinated citywide response to any coastal storm event. On October 26, the City activated OEMs Emergency Operation Center (EOC), which was the hub of the Citys storm preparations and immediate response efforts. Storm Preparation Once the CSP and EOC were activated, City agencies began transitioning to emergency operations, which included testing and fueling generators; taking inventory of critical supplies; and securing and relocating vehicles and other equipment out of flood zones. Additionally, each of the eleven hospitals within the Citys Health and Hospitals Corporation (HHC) and the HHC central offices activated command centers that were fully staffed until several days after the storm. Also on October 26, OEM activated the Citys Advanced Warning System (AWS), which pushes targeted emergency information to warn the most vulnerable populations, such as the elderly and people with disabilities, 24 to 48 hours in advance of an impending emergency. OEM sent 16 AWS messages before, during, and after the storm.
The Citys Department of Environmental Protection (DEP) activated all applicable emergency storm preparedness procedures several days in advance of Sandys landfall. This included inspecting and cleaning catch basins in flood-prone areas to ensure optimal drainage during the storm. DEP created comprehensive staffing plans to ensure effective and continuous operations both during and after Hurricane Sandy. Where possible, staff and equipment located in low lying Zone A areas were moved to designated alternate operating facilities to minimize disruption in operations. This included relocating DEPs Emergency Communication Center, a critical operation during emergency events. DEP Distribution Operations personnel checked all critical structures and appurtenances to ensure uninterrupted operation of the water distribution system. Facilities personnel also undertook significant measures to minimize damage and disruptions to operations by securing items that could become comprised due to heavy winds, topping off chemical and fuel supplies, inspecting critical equipment for operational purposes, and rescheduling deliveries before the storm. DEP sandbagged wastewater treatment plants and pumping stations; fueled emergency generators; tied down loose equipment and suspended construction activities; scheduled staff for double shifts; pre-positioned mobile pumping equipment; made arrangement with contractors to provide as-needed services; and preformed training drills on power-down, evacuation and sheltering procedures in the event that a facility would flood. Throughout the storm, all wastewater treatment plants were fully staffed with personnel working twenty-four-seven.
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As part of the Coastal Storm Plan, the City activated its Unified Operations Resource Center (UORC) on October 27, which coordinates operations of the Citys emergency shelters. The UORC is staffed by 16 different City agencies, but is primarily made up of employees from the Department of Homeless Services (DHS). City employees who are designated as evacuation shelter staff reported to their respective shelters at 8am on Saturday, October 27. These shelters and evacuation centers were located in Department of Education (DOE) and City University of New York (CUNY) public school buildings. DOE provided custodial staffing, food supplies, and food service workers to run the shelters. Eight of the shelters were special medical need shelters that would serve residents with certain medical conditions. In conjunction, OEM began mobilizing the Citys emergency shelter supply stockpile, which consists of more than 5,700 pallets of medical supplies, personal care items, cots, blankets, food, and water, baby and pet supplies. The shelters began accepting voluntary evacuees on Sunday, October 28. However, as weather models showed that the City would likely sustain a more direct impact than previously predicted, the Mayor ordered a mandatory evacuation order for Zone A at 11a.m. Residents were ordered to evacuate to shelters by 7 p.m., at which time MTA and subway service was suspended. The City utilized 200 DOE school buses to evacuate New York City Housing Authority (NYCHA) residents prior to NYCHA powering down elevators in its developments. By 9 p.m. Sunday, October 28, MTA bus and subway service was essentially shut down. Throughout this event, the City focused on ensuring that the public had the most up-to-date information. The Office of the Mayor coordinated efforts to inform the public, which included press conferences that were carried by major television and radio networks and were streamed on www.nyc.gov, YouTube, and other social media platforms; alerts sent through the Citys NotifyNYC system; and through the Commercial Mobile Alert System (CMAS), which sent a text message to all City cellular phones notifying them of the evacuation order.
As the storm approached, the Citys uniformed services drastically increased staffing levels. The NYPD switched its tours to 12-hour shifts and pre-positioned flat-bottom boats in the most vulnerable neighborhoods. Officers canvassed Zone A areas with bullhorns from marked NYPD vehicles flashing their lights and alerting residents about the mandatory evacuation order. NYPD officers drove MTA buses and provided transport to anyone who still had not evacuated. These operations continued until it was no longer safe for first responders or anyone to be on the roads. The NYPD also relocated the Citys homeless individuals to shelters that were out of harms way.
The FDNY also increased its operations in Zone A, adding a fifth firefighter to forty engine companies and placing five additional chiefs in service. The Department activated their Incident Management Team (IMT); pre-positioned marine skiffs (hurricane boats) in the Rockaways, Bronx, and Staten Island; deployed all seven brush-fire units to assist EMS response in Zone A; and deployed eight inflatable swift-water rescue boats with teams throughout the City. EMS operations had 100% staffing in all five divisions, including more than 100 additional ambulances. In total, FDNY had more than 600 additional personnel, both firefighters and EMS, working during the height of the storm. In addition to being fully staffed and working significant overtime, the Citys Emergency 911 and Informational 311 systems brought on additional, temporary call takers in anticipation of unprecedented call volume. The staffing levels proved to be invaluable, as call volume increased sharply. During the storm the 911 system reached its highest hourly call-volume ever which peaked at 20,000 calls per hour. On October 29, 2012, 911 received over 100,000 calls more than September 11, 2001, and the 2003 blackout. For 311, which is administered by the City Department of Information Technology and
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Additionally, City agency staff took measures to protect City-owned property and equipment, which included, but were not limited to securing windows; sandbagging buildings; removing loose items from facility exteriors; fueling generators; moving generators to higher ground, etc. Certain agencies required more extreme measures. For example, HHC safely discharged patients where possible, and one hospital in a primary flood zone transferred ventilator-dependent patients to other facilities. The Citys Department of Transportation (DOT) took measures to protect the Staten Island Ferry fleet by either moving boats to dry docks or fully staffing the vessels throughout the storm to prevent damage. Emergency Response The unprecedented storm surge generated by Hurricane Sandy caused catastrophic damage to the citys coastal neighborhoods and substantial damage across a wide area of the interior, from Staten Island to the Rockaways, to the Bronx. Uniformed services switched to search and rescue operations as the NYPD, FDNY and EMS services rescued stranded civilians who did not evacuate flood zones. Firefighters used the prepositioned swift-water boats to rescue more than 500 individuals trapped by rising waters across Brooklyn, Queens, and Staten Island. There were a total of 94 fires the night of Hurricane Sandy, with the most devastating in Breezy Point destroying 126 homes and damaging 22 more. Additionally, all of the agencies worked with the Department of Buildings (DOB) and OEM to secure a collapsed crane on West 57th Street in Manhattan and evacuate the surrounding area. The storm surge also required the evacuation of Coney Island Hospital on Tuesday, October 30, 2012 and Bellevue Hospital on Wednesday, October 31, 2012. Several hundred patients, including many who were critically ill and more than 15 neo-natal intensive care babies were delivered safely and without incident to caregivers at HHC facilities and other hospitals. EMS also assisted with the evacuation of NYU Langone Medical Center.
Telecommunications (DoITT), call volumes increased prior to the storm as residents inquired about evacuation zone lookups and Sandy-related transit information. During and following the storm, call volume reached more than 274,000 calls per day, four times greater than the 2012 daily average.
Many agencies, primarily DEP and DOT, began water removal operations from their facilities as soon as it was safe to do so. Agencies worked closely with the Army Corps of Engineers and the Navy to pump out the Battery Park underpass and West Street underpass. DEP provided assistance with removing flood water citywide by lending out crews and industrial pumps. Of the Citys 14 wastewater treatment plants, 13 came back online in record time and were treating 99% of the City's wastewater within days of the storm. The Rockaway Wastewater Treatment Plant came back online about a week later.
Following the storm, FDNY operations set up command posts in each of the hardest hit areas of Brooklyn, Queens, and Staten Island as bases from which to coordinate with other agencies and muster additional resources. The NYPD set up more than 500 light towers throughout the City and provided increased deployments to all five boroughs of the City, with larger deployments concentrated in Lower Manhattan, where power was out below 34th Street, and the hardest hit shore areas of Brooklyn, Staten Island, and Queens. Officers assisted with the distribution of necessities such as food and water to New Yorkers who lost their homes and personal property; enforcement activities including residential and commercial antilooting patrols, focusing on key neighborhoods around the City that were without power; and performing neighborhood patrols and door-to-door checks on residents in the public housing facilities which lost water and electricity. Housing officers distributed food, water, blankets and transported vulnerable residents to medical care, particularly senior citizens.
During the massive loss of power across the five boroughs, NYPD Traffic Enforcement Agents and DSNY employees directed traffic at hundreds of intersections. Additionally, throughout the citywide gasoline shortage, officers were posted at open gas stations throughout the city. The Department of Citywide Administrative Services (DCAS), partnering with OEM, FEMA, and the Army Corps of Engineers, helped acquire many different types of supplies, including light towers, generators, portable toilets, pharmaceuticals, and bottled water to support emergency operations citywide. Generators and boilers were deployed to critical facilities such as nursing homes, hospitals, multi-unit housing, NYCHA developments, etc. Additionally, DCAS Fleet Services coordinated the delivery of fuel to City entities and emergency fueling operations for City, State, and essential emergency response vehicles at Floyd Bennett Field in Brooklyn, Fort Wadsworth in Staten Island, and Orchard Beach in the Bronx.
The Department of Buildings (DOB) began conducting assessments of damaged properties on October 31. Buildings were tagged as red (seriously damaged and unsafe to enter or occupy), yellow (damaged with specific entry and restricted use), or green (no apparent structural hazards and no restrictions on use). Restoration of Services Nearly every City agency participated in recovery efforts. For example, during and immediately after the storm, Correction Officers provided security at relief stations, transported relief workers, and delivered food provisions and other emergency relief supplies. Correctional facility inmates also laundered clothes for thousands of New York City families temporarily residing in shelters after the storm.
DoITT required employees to work overtime to ensure adequate on-site coverage for technology and telecom problems. DoITT also procured emergency mobile equipment and devices, including pictometry for surveying damage. Many City agencies offices were damaged in the storm. In order to ensure that City government entities could return to serving the needs of the citizens as quickly as possible, the Department of Citywide Administrative Services (DCAS) identified alternative temporary space or relocated City staff from damaged offices. DoITT secured equipment, such as routers and computers to replace items lost in the storm and provided desktop support, mobile communications services, and data analytics.
In the immediate aftermath of Sandy, many of the Citys recreational facilities were transformed into recovery centers. The East 54th Street Recreation Center in Turtle Bay provided recreation and shower facilities to children under the care of the Administration for Children Services (ACS) from the Lower East Side. The Sunset Park Recreation Center offered shower facilities to displaced New Yorkers from Red Hook. In Crown Heights, the St. Johns Recreation Center was able to offer recreational opportunities and shower facilities for children and their families being sheltered at P.S. 249. The Asser Levy Recreation Center in Kips Bay served as an alternative location for New Yorkers to cast their votes on Election Day.
Limited critical care services were opened at Bellevue Hospital in the middle of December and at Coney Island Hospital in the beginning of January. Coney Island Hospital began to accept inpatients in the middle of January and began offering limited ambulance-related emergency services in late February. However, the hospital will not be able to restore fully all services until late May. Bellevue fully re-opened on February 7 and resumed its Level I Trauma Center status.
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Throughout New York City, DEP flushed more than 37 miles of sewers. Contractor crews inspected approximately 51 miles of sewers in the Rockaways and cleaned more than eight miles of sewers in Brooklyn, Queens, and Staten Island. Approximately 450 cubic yards of debris was removed, nearly 85% of which was removed from Queens. DEP conducted a major cleanup effort at Jefferson Creek in Staten Island to restore the natural drainage. Two weeks after the storm, flusher trucks had cleaned nearly 10,000 linear feet of sewer lines and crews had removed almost 1,000 cubic yards of debris from Jefferson Creek. Emergency Supply Distribution Immediately following the storm, the City opened food, water, and emergency supply distribution sites in the hardest hit areas in order to protect the health and safety of the population in the hardest hit communities. The sites were staffed by City employees, volunteers, the Salvation Army and National Guard. From Thursday, November 1st through Monday, November 26, a wide assortment of urgently needed supplies were provided, including more than 2 million meals, water and other beverages, infant care items, garments, batteries, and cleaning and personal hygiene supplies.
DEPs Bureau of Water and Sewer Operations immediately responded to water and sewer complaints following the storm. Within a few days of the storm, DEP inspected approximately 1,000 catch basins, and cleaned more than one third of those. Through the month of November, staff continued to inspect and clean catch basins citywide. More than 6,100 were inspected and more than 3,600 were cleaned as part of response operations. DEP crews conducted detailed visual surveys of all DEP assets in the Rockaways and along the coastline of Queens. Because of these surveys, DEP was able to repair approximately 900 hydrants citywide.
Restoration Centers
As part of the Support to Residents in Their Homes (SRITH) operation, the Fire Department Incident Management Team, working with the Office of Emergency Management and the Department of Health, sent teams of National Guard troops, FEMA personnel, and AmeriCorps volunteers door-to-door in affected areas of the City to check on the health and well-being of residents in buildings without heat and/or power.
In order to assist the hardest hit communities to begin recovery efforts, between November 13, 2012 and February 23, 2013, the City operated NYC Restore, a comprehensive effort to connect residents and businesses impacted by Hurricane Sandy with financial, health, environmental, nutritional, and residential services, as well as Federal Emergency Management Administration (FEMA) reimbursement processing. The initiative consisted of seven NYC Restoration Centers, wheelchair accessible, offices located in the communities that were hardest hit to provide long-term assistance to New Yorkers, and brought together information and referrals for all of the City government services available in the aftermath of the storm. Food Distribution In the weeks immediately following the disaster, the Human Resources Administration (HRA) provided funding of approximately $4.8 million to distribute more than 720,000 prepared meals at eight sites in the most heavily damaged neighborhoods during November of 2012. HRAs Emergency Food Assistance Program (EFAP) partnered with the Food Bank for New York City to provide an increase in emergency food deliveries to residents in storm affected areas.
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Debris Removal The strong winds, heavy rains, and storm surge also resulted in the accumulation of debris on streets, sidewalks, and other public facilities. The debris was composed of woody material, sand, stones, street and building/household wreckage, and other objects deposited by the storm surge and wind. Hurricane Sandy generated more than 700,000 tons of debris in New York City. To tackle the massive amount of debris, the Office of the Mayor immediately stood up the Debris Removal Task Force (DRTF) to coordinate debris removal in order to ensure safe passage for emergency vehicles, open traffic flow, and to create a safe and clean environment to allow for rebuilding. The DRTF comprised over 25 City, State and Federal agencies, including the Office of Emergency Management, Department of Sanitation, Department of Parks and Recreation, New York State Department of Environmental Conservation, Federal Emergency Management Agency, U.S. Army Corps of Engineers and the Environmental Protection Agency.
Most of the clearance work was done by the Department of Sanitation (DSNY), whose employees worked constantly 24 hours a day, 7 days a week, in twelve-hour shifts that lasted from the end of Hurricane Sandy through the beginning of December in the Citys impacted communities to ensure that all storm-related debris was picked up expeditiously. Tree debris was so prevalent that the Office of Emergency Management (OEM) convened a special multi-agency task force, which responded to more than 20,000 street tree-related emergencies received through 311 and the Department of Parks and Recreation. DEP personnel conducted asbestos air monitoring and hazardous materials inspections in order to ensure the proper disposal of all debris. Also, sand needed to be collected and sifted to remove debris before it could be returned to beaches. City Response for Special Needs Populations The City made every effort to inform special needs populations of the potential dangers of Hurricane Sandy. The Advanced Warning System (AWS) warned vulnerable populations of Sandys threat several days before the storm made landfall. OEM sent Sandy-related AWS messages before, during, and after the storm. The City used American Sign Language (ASL) interpreters at every press conference and encouraged television networks to provide closed captioning during mayoral briefings. Department for the Aging (DFTA) The Department for the Aging (DFTA) was in constant contact with all senior service providers that had communication capability before, during, and after the storm to field questions, provide information on resources, direct requests for emergency services/assistance, disseminate information on the Citys restoration efforts, coordinate donations, and respond to all storm-related needs. Daily updates were provided to Mayors Office and uploaded to the Citys website for several weeks after the storm.
The Case Management Agencies contacted their clients in preparation for the storm, as well as during and following the storm. There were 14,995 contacts made between Friday, October 26 and Friday, November 2 to clients. Clients were referred for emergency care as needed. DFTA staff at the NYC OEM Emergency Operations Center also helped coordinate evacuations, requests for supplies from senior housing residences, and search for missing seniors. DFTA also coordinated canvassing efforts with the National Guard and provided home delivered meals and other services when they were requested. In partnership with Citymeals-on-Wheels (CMOW), all 23 home delivered meal programs delivered meals to their clients. Between October 26, 2013 and November 17,
2012, DFTA and CMOWs home-delivered meals program delivered 363,945 meals, serving more than 15,000 clients. More than 15,000 meals were delivered daily. Providers mobilized volunteers to continue deliveries of meals and emergency food packs, often using creative solutions to fuel their delivery vehicles. During the first week, 201 centers were able to re-open by November 2; the rest followed as power was restored in the boroughs. More than 250 DFTA senior centers provided needed meals, support services, and operated as warming centers, some for extended hours and on weekends, in the months following the storm. A few remain closed due to more severe facility damage. All 13 home care agencies stayed in touch with 2,575 clients when aides could not make visits.
DFTA also provided additional miscellaneous assistance such as disseminating information on the FEMA reimbursement process for non-profit organizations; working with NYC OEM and utility companies to restore power in senior residential buildings sponsored by a DFTA-contracted service provider in Far Rockaway and Brooklyn; coordinating delivery of 1,500 space heaters donated by National Grid for older residents who had power but no heat; staffing shelters and DFTA programs that were under-staffed; and volunteering at the FEMA Disaster Assistance Centers. Human Resources Administration (HRA) Home Care Services Program
Prior to Hurricane Sandy, Home Care (CASA) offices contacted all 2,967 clients in Zone A. CASA case managers informed clients of the evacuation order, provided them with information regarding the evacuation shelters, and discussed other options with them.
On November 3-4, 2012, CASA staff and first responders visited 51 previously unaccounted for clients in Far Rockaway. Home Care assisted in the evacuation of one client and provided food, water, and blankets to those who refused to evacuate. Home Care also provided food, water, and blankets to other (non-HRA Home Care clients). Far Rockaway residents who were in the immediate vicinity of the clients whom were visited. Home Care contacted 1,515 clients who were high risk (i.e., 56 hours and higher of home care service) following the storm to check on their status. Adult Protective Services (APS) staff made nearly 5,000 phone calls and more than 500 visits to clients in Flood Zone A, Coney Island, and the Rockaways both before and immediately after the storm. Before the storm, APS focused on assisting clients in evacuating to shelters and hospitals. APS used NYC EMS and HRA staff psychiatrists for assessments in cases where it was unclear if clients had the mental capacity to make appropriate decisions regarding evacuation. In the aftermath of the storm, the HIV/AIDS Services Administration (HASA) worked to confirm the wellbeing of 393 clients residing in Zone A who were considered at risk due to medical limitations. HASA staff members, along with HRA police, also made home visits in Far Rockaway to check on clients whom they were unable to contact via telephone and those who had been contacted but were particularly frail. In HIV/AIDS Services Administration Adult Protective Services
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Immediately following the storm, HASA clients requests for emergency housing increased approximately 60% because clients were displaced by the storm. During the first two weeks following the hurricane, HASA placed 354 clients who were temporarily or permanently made homeless by the storm into emergency housing programs. Supplemental Nutrition Assistance Program (SNAP) After the hurricane, HRA was able to issue special SNAP benefits to assist existing SNAP recipients and other low-income New Yorkers with the purchase of food. Along with New York State, HRA secured a waiver to provide certain benefits and to permit SNAP recipients to use their benefits to purchase hot/prepared foods through November 30, 2012. The combination of special SNAP programs provided additional benefits totaling more than $72 million to households that were impacted by the storm: In the first week of November, 311,445 households residing in 82 of the most highly impacted zip codes received an automatic replacement benefit of 50% of their October SNAP grant, under a special USDA waiver. More than 107,000 households applied in person through the beginning of November 2012 and also received SNAP replacement benefits. Some of these were people who did not get the automatic replacement and some were those who had already received the replacement but were eligible for additional benefits. Under the USDAs Disaster Supplemental Nutrition Assistance Program (D-SNAP), more than 31,000 households in 10 of the most highly affected areas received a special allotment of SNAP benefits equal to the maximum grant for households of that size. Medicaid HRA Medicaid offices were open in all five boroughs and the Medicaid Help Line was also operational immediately after the storm. The Medicaid Program relocated staff from flood damaged offices to other locations so that operations could proceed normally. In addition, the Medicaid Program worked with the NYS Department of Health to implement program-easing measures to avoid case closings and lapses in coverage, including: A two month extension of Medicaid coverage for cases due to expire in November or December. Cancellation of closings in process. Suspension of closing transactions for failure to renew or failure to respond to a request for additional information. A seven day increase in the amount of time allowed to respond to a request for information at new application. A thirty day extension of current authorization for personal care services, including CD PAP services, for those due to expire during the state of emergency. An extended of the period of acceptance of physician orders for personal care services authorizations from thirty days to sixty days from the date of examination. Mayors Office for People with Disabilities (MOPD) People with disabilities faced unique difficulties as a result of Hurricane Sandy, particularly if they lived within Zone A and faced mandatory evacuation. Those who lost power in other zones faced their own
November 2012, HASA staff, alone or partnering with other agencies including FEMA and the NYPD, successfully contacted all 393 clients and made more than 350 home visits.
challenges, including being trapped in their apartments with no elevator access; being unable to power life sustaining equipment; and dealing with shortages of food, durable medical equipment, and medication. In particular, those in need of dialysis found it very difficult to get treatment because sites were closed and transportation was not available.
MOPD undertook several initiatives to assist such populations, which included: Visiting shelters and evacuation centers to determine accessibility and informing shelter staff how to work with people with disabilities; Helping to coordinate effective Mayoral press conference communication for those who are Deaf and Hard-of-Hearing through the use of a real-time ASL interpreter; Having staff onsite at the OEM Emergency Operations Center taking calls and participating in meetings; Forwarding constituent calls directly to cell phones of staff to ensure calls would be answered; Coordination of food delivery to those in need by working directly with Citymeals-on-Wheels; Working directly with City agencies, including FDNY, to help remove those trapped in their apartments; Providing up-to-date information about the storm on our website on a 24/7 basis; Keeping a direct line of communication open with members of the disabled community to address specific and general problems; Taking part in daily meetings with representatives of groups that represent people with disabilities, OEM, and FEMA to address needs and concerns; Working directly with DCAS so that Access-a-Ride vehicles were given priority to fuel their vehicles; Working with local non-profits to supply mobility devices to those whose equipment was destroyed by the storm; Working with local non-profits to set up temporary clothing distribution centers that employed people with disabilities; Working with FEMA to identify the percentage of accessible temporary housing for people with disabilities; and Visiting NYC Restoration Centers to ensure that they were accessible and that staff were aware of the needs of people with disabilities. The direct impact of Hurricane Sandy on the City extends beyond the immediate storm preparation and emergency response. As explained above, the City provided a tremendous amount of recovery and restoration services. In addition, the Citys infrastructure (buildings, roads and streets, water and sewer systems, parks and recreational facilities, etc.) suffered extensive damage. An unmet needs analysis for the total cost of the storm response, recovery, and damaged City infrastructure is addressed in the Infrastructure and Other City Services section.
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Impact to the Citys Infrastructure As discussed in the Impact Assessment section, Hurricane Sandy caused damage to City infrastructure and facilities. Damaged facilities that provide essential services such as police stations, fire stations, sanitation garages, and educational facilities were among those hardest hit. Despite efforts to protect City-owned infrastructure, facilities, and other assets, damage to such property was extensive. The estimated impact to City facilities is $3.1 billion.
The New York City Police Department (NYPD) sustained storm related damage to more than 20 of their facilities. Damaged facilities include station houses, warehouse/storage facilities, boat docks, tow pounds, an aircraft hangar and the Departments firing range and bomb squad training buildings. Seventy-one school buildings sustained damage from Hurricane Sandy. Damages to these school buildings included severe salt-water flooding, destroyed boilers and oil tanks, damaged electrical and computer/phone cabling and equipment, oil spills and resulting contamination, new sink holes, roof leaks, wrecked gym and auditorium flooring. Extensive upgrades are required to bring buildings back to their pre-storm condition, including the replacement of temporary boilers with permanent systems. The City had damage to approximately 400 Parks sites, in addition to the displacement of more than 3 million cubic yards of sand from the Citys beaches.
The NYC Heath and Hospitals Corporation had ten large hospitals damaged, including extensive damage to Bellevue Hospital Center, Coney Island Hospital, and Coler-Goldwater Memorial Hospital. HHC also experienced damage to five smaller healthcare facilities as well as to one of its administrative office spaces. Two hospitals and one community clinic were evacuated and displaced. Temporary administrative offices also had to be leased, built-out and supplied with computers and telephones.
Twenty-nine Fire Department facilities were damaged due to the storm; this includes 16 Firehouses, 6 EMS stations, 5 Marine facilities and 2 support facilities (Paidge Avenue and Fort Totten). There was widespread damage to apparatus doors (after being hit by a high quantity of seawater), basements (which filled to the top with water), electrical and heating systems (including pipes), and various structural aspects. Marine facilities suffered damage to piers, piles, electrical systems and transformers, as well as the wave attenuator at Marine 9, which is intended to reduce wave height in order to provide safe berthing for vessels. FDNY also suffered losses of information technology equipment, communications networks and infrastructure, fire apparatus, and ambulances. The Department of Sanitation (DSNY) sustained damage at 61 of its facilities throughout the City, and needed to evacuate 14 of its facilities; it also suffered damage to its vehicle fleet including 9 light/medium duty vehicles and 34 heavy duty vehicles that require repairs after being damaged by salt water. DSNY also manages the former Fresh Kills landfill which sustained damage to its pollution control infrastructure.
The Department of Correction (DOC) sustained damage along the northern shoreline of Rikers Island, losing an estimated four acres of land. All trailers located along the eroded north shore will need to be replaced and relocated. One jails roof was significantly damaged. The electrical substation for the Citys only jail barge, located in the Hunts Point section of the Bronx, will now need to be raised to meet FEMAs floodplain standards.
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The Department of Transportation (DOT) determined that hundreds of lane miles of streets will require resurfacing and/or full reconstruction due to storm damage. Street lights, traffic signals, and underground wiring were damaged by floodwaters, and in some cases, backed up sewage. High wind speeds further caused extensive damage to the existing street fixtures and traffic equipment. Floodwaters severely damaged the Battery Park and West Street underpasses in Lower Manhattan, and repairs are also necessary for 20 moveable bridges. The mechanical and electrical systems at the Whitehall (Manhattan) and St. George (Staten Island) Ferry Terminals incurred significant damages. In addition, ferry piers and other ferry facilities suffered damage. Finally, the Departments administrative offices were flooded and contents, including technological equipment, were irreparably lost.
The New York City Department of Environmental Protection ensured that the Citys drinking water remained safe during and after the storm despite the fact that all of the Citys water pollution control plants (WPCPs) experienced some degree of damage as a result of Hurricane Sandy. Power was lost at many facilities that compose Citys drinking water supply system, including a dam and several reservoir control stations. Power was lost at a number of water supply shafts, and fencing and security equipment was lost at several facilities. In addition a replacement water tunnel project between Brooklyn and Staten Island has been delayed due to damage caused by the storm, and critical equipment as several landfills was damaged. The City also suffered damage to its extensive array of public cultural institutions including museums, the Aquarium, public libraries, the Brooklyn Navy Yard (a thriving small-business industrial park), historic buildings on Governors Island, and facilities of new public space development along the Brooklyn waterfront. New York Citys Response to Infrastructure Impact
Ten of the Citys 14 Wastewater Treatment Plants were adversely affected by Hurricane Sandy. Rockaway, the smallest wastewater facility by capacity, was the most severely affected. Most of the damage was to electrical systems including substations, motors, control panels, junction boxes and instrumentation. Power outages required many DEP facilities to operate on their emergency generators for up to two weeks. Of the 96 DEP pumping stations, 42 were impacted by the storm.
Health and Hospitals Corporation (HHC)
The Citys survey of the damage inflicted on infrastructure and the restoration thereof is ongoing and involves virtually every City agency. In conjunction with FEMAs Public Assistance Program, the City is identifying and assessing damaged sites to develop cost estimates that quantify the scope of work and financial commitment required for the necessary capital infrastructure projects. A few of the most urgent issues that agencies must address are discussed below.
The unanticipated record level storm surge produced by Hurricane Sandy required the evacuation of Coney Island Hospital on Tuesday, October 30, 2012 and Bellevue Hospital on Wednesday, October 31, 2012. Additionally, the Coler campus of the Coler-Goldwater Specialty Hospital and Nursing Facility on Roosevelt Island was severely flooded, lost electricity and steam, and was forced to rely on generators as well as temporary boilers. Though Bellevue Hospital has fully reopened and Coney Island Hospital has reopened with limited services, HHC will further develop damage descriptions and scopes of work and conduct extensive repairs over the next several months in order to fully restore the medical and health facilities
listed prior. After further developing damage descriptions and scopes of work, HHC will be conducting extensive repairs over the next several months in order to fully restore medical and health facilities. Department of Education (DOE) / School Construction Authority (SCA) The School Construction Authority returned 48 schools in more than 30 buildings to operation by removing debris, installing temporary boilers, performing environmental remediation, pumping out millions of gallons of water and making other necessary repairs. The schools that were closed displaced 75,000 students who could not attend their assigned school building once school resumed after the storm. These students had to attend schools far from their homes and were taught in overcrowded public assembly spaces like gyms, auditoriums, and cafeterias in undamaged buildings that had to be shared with the students who regularly attended those school buildings. Additional repair and restoration efforts are on-going and necessary to return all school facilities to their pre-disaster capacity and function. Department of Parks and Recreation (DPR) After the storm, DPR staff went to work inspecting almost 2,000 parks and playgrounds to assess damage, clean and remove debris and quickly re-open as many sites as possible to the public. The Departments assessments of parks, playgrounds, recreational centers and other facilities citywide after Hurricane Sandy revealed significant storm-related damage. Significant efforts are being made to restore the recreational facilities, beaches and coastline areas. Department of Transportation (DOT) DOTs personnel quickly mobilized on numerous fronts to address damage from Hurricane Sandy. DOT bridge engineers inspected, cleared, and reopened the four East River bridges by 10 a.m. the day after the storm. With assistance from Army Corps of Engineers and DEP, DOT reopened all City-managed tunnels, with some 15 million gallons of water pumped from the Battery Park Underpass alone. DOT reopened long sections of the FDR Drive within 24 hours, restoring this vital north-south link. The crews of the Staten Island Ferry prevented damage to six ferryboats during the storm by manning them with 90 ship-board crew and another 60 on the docks to prevent the boats from striking slips and each other. DOT restored Staten Island Ferry service within 72 hours of the end of the storm. On New Yorks streets, DOTs crews assisted the Department of Sanitation to remove approximately 157,000 tons of debris. Crews inspected all storm-damaged streets and 2,525 acres of highway roadsides, removing more than 9,503 tons of downed trees and limbs, inspected 23,205 complaints of sidewalk damage, and repaired more than 6,000 traffic signals and signs damaged during the storm. Data pertaining to damaged streets was incorporated into a map portal to facilitate communication with other City and State agencies, Federal funding partners, as well as the general public. Analysis of Unmet City Infrastructure and City Services Needs Early estimates of the Citys emergency response public services, debris removal expenses, and costs to repair and rebuild damaged City Infrastructure are more than $4.5 billion. This early estimate is comprised of $1.4 billion dollars for the costs of emergency response (protecting health and safety and assistance to special needs populations), debris removal. and more than $3.1 billion in estimated costs to the City for repairing and rebuilding damaged City infrastructure. The City will use CDBG-DR funding to leverage other funding sources for the costs of emergency response, debris removal, and repairing and rebuilding damaged City infrastructure. The federal funding sources leveraged will be largely FEMA disaster public
assistance, among other Federal funding sources (FHWA and USACE). However, after accounting for other federal sources and mitigation activities, the City estimates a remaining unmet need for the Citys emergency response public services, debris removal, costs to repair and rebuild damaged City Infrastructure at more than $1.2 billion. In this first allocation of CDBG-DR funds, the City is dedicating $400 million, one-third of its total unmet need. In addition, the City is allocation $28 million for emergency demolition, debris removal, and code enforcement. Further, the City has allocated $14 million of this first allocation of CDBG-DR funds for repairing and rebuilding damaged City infrastructure. These activities have been broken out as programs per the HUD CDBG-DR program requirements. (See the CDBG-DR Program Description section for more information.)
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Infrastructure Goals
The severe destruction and flooding brought on by Hurricane Sandy caused significant damage to the infrastructure systems and key public facilities within the City of New York. Roads, bridges, drainage systems, utility infrastructure, schools, hospitals and park sites sustained damage throughout the City, causing the loss of critical services to homes and businesses and the creation of severe hardships, inefficiencies, and decreased performance and operating capacities. New York City is committed to addressing these needs and securing the health and stability of local communities and economies by helping to provide these essential services needed to attract and retain businesses as well as residents. Infrastructure objectives include: 1. Rebuild, repair, and replace health and hospital facilities damaged in the impacted areas enabling the affected communities access to medical attention 2. Remove and dispose of all storm related debris that impacted a communitys public health, safety, and threat to life and property 3. Repair and upgrade existing City water, storm water, and sewer systems for impacted residents returning to their neighborhoods, including addressing all storm related damage to roads and streets in order to restore public use expeditiously in those areas most impacted 4. Ensure the school facilities and other public facilities such as fire, police and other critical infrastructure damaged in the impacted areas are restored 5. Restore parks and recreational facilities in order for impacted communities to resume activities
As part of this infrastructure work, the City will evaluate project design elements, such as elevating building systems equipment, and will apply these design elements, as applicable, to storm water management practices, flood mitigation measures, utility and infrastructure improvements, and other projects designed to enhance preparedness for potential future disasters.
Infrastructure and Other City Services Programs Public Services

PROGRAM OBJECTIVE
AND DESCRIPTION: The City mobilized its vast workforce to provide various Public Services before, during, and following Hurricane Sandy to protect communities and to provide for the health, safety, and welfare of City residents. Detailed below are the services for which CDBG-DR funds will be used to leverage other federal funding sources, primarily FEMA Public Assistance. These costs were incurred prior to the preparation of this Action Plan. Although the City incurred significant costs to prepare for the storm, the City will only use CDBG-DR funds to reimburse costs incurred from the date of the storm in accordance with the CDBG-DR rules. CDBG-DR rules also limit expenditures for Public Services to 15% of the grant. However, due to the significant unmet need in this category, the City has budgeted $358 million for these costs, which is approximately 21% of the grant. Accordingly, the City will be pursuing a waiver of this limitation.
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Emergency Services To provide immediate protection of health and safety for communities endangered by the storm surge, high winds, damaged infrastructure, and debris-clogged transportation systems, emergency services included, but were not limited to, activities from the following City agencies:
Department of Information Technology and Telecommunications (DoITT): The Citys public information hotline provides the public with quick, easy access to all New York City government services and information while maintaining the highest possible level of customer service. This telephone, text, and web service is essential during emergencies, as it absorbs the important, yet non-emergency, calls that would otherwise overwhelm 911. DoITT retained additional call taking services for 311 in anticipation of a spike in call volume during and after the storm. Call volume did indeed increase steeply; at the post-Sandy peak, daily call volume reached 274,000 calls, four times greater than the 2012 daily average. Storm-related 311 calls immediately before and during the storm tended to be inquiries on such topics as evacuation zone lookups and Sandy-related transit information. Post-storm, 311 calls concentrated on damages, such as requests for removal of large branches or trees; reports of power outages and sewer backups; and other hazardous location or situation reports, as well as information requests related to the storm and transit.
Department of Education (DOE): City schools re-opened on Monday, November 5, 2012, but 48 schools in more than 30 buildings were not able to open due to storm damage. Several other buildings did not reopen because they had been used as shelters during the previous week and the citizens housed there on an emergency basis could not be re-located to their homes in a timely fashion. Approximately 75,000 students and thousands of school staff were displaced. Students were forced to attend schools far from their homes and were taught in overcrowded public assembly spaces such as gyms, auditoriums, and cafeterias in undamaged buildings that had to be shared with other schools. As an example, one schools students and staff had to travel 17 miles via shuttle buses to attend classes in another building. The Department of Education arranged for students at damaged schools to attend classes at alternate locations and provided transportation assistance to affected families and staff. Assistance included shuttle buses, MetroCards, and reimbursement for car service.
Office of Emergency Management (OEM): As the coordinating agency in the Citys emergency response, OEM played a key role throughout preparations, during the storm itself and in the immediate aftermath. The agency incurred expenses related to supporting central operations at the Emergency Operations Center (EOC), logistics support citywide, and evacuation support (including the provision of buses and ambulances). OEM also played a major role in the implementation of the Citys Emergency Shelter System and incurred significant expenses in the deployment of the Emergency Shelter Stockpile (ESS) along with their role as shelter support while the shelter system was activated. OEM assisted on a citywide level with the provision of trailers, janitorial services, portable toilet facilities, and with Logistics Staging Area operations at Citifield. Other storm-related work done by OEM included wellness checks, provision of pumps and sandbags for the dewatering effort, debris management and GIS mapping support.
DoITT also required employees to work overtime to ensure adequate on-site coverage for technology and telecom problems, and procured emergency mobile equipment and devices, pictometry for surveying damage and other equipment, such as routers and computers, to replace items lost in the storm. Since the storm passed, DoITT has also provided desktop support, mobile communications services, and data analytics for the Citys Recovery Office.
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Department of Citywide Administrative Services (DCAS): During and after the storm, DCAS provided critical support for the recovery efforts citywide. Its purchasing staff, partnering with OEM, helped acquire many different types of supplies, including light towers, generators, portable toilets, pharmaceuticals and bottled water to support emergency operations citywide. Additionally, its Fleet Services coordinated delivery of fuel to City entities and the fueling operations at Floyd Bennett Field which provided fuel to City, State and essential emergency response vehicles. DCAS also identified alternative temporary space or relocated City staff from offices damaged by the storm in order to ensure that City government entities could serve the needs of the citizens of NYC. Additionally, hotel rooms for temporary shelter of displaced persons were procured through DCAS, although this program was coordinated by the recovery office. New York City Police Department (NYPD): The NYPDs citywide uniform and civilian deployment levels significantly increased by extending daily tours of duty from eight to 12 hours per day. The NYPD provided increased deployments to all five boroughs of New York City with larger deployments concentrated in Lower Manhattan, and the shore areas of Brooklyn, Staten Island, and Queens.
Uniform and civilian personnel coordinated and performed all types of rescue and security operations in areas that were affected to save lives and property prior to, during and after the storm. Emergency response activities included but are not limited to the following examples:
Preparation measures such as testing and fueling generators and relocating and securing Department assets such as aircraft, boats and vehicles. Emergency response measures included:
Fire Department (FDNY including EMS): The Fire Department doubled staffing levels for Fire and EMS at the 911 Dispatch Center to handle the surge in 911 calls, as well as the Departments Operations Center. EMS staffed all operational ambulances and EMS conditions cars (used by EMS officers), which in addition to responding to emergencies, assisted with the evacuation of NYU Langone Medical Center.
Evacuation of citizens who reside in Zone A; Search and rescue of stranded civilians who did not evacuate flood zones; Assisting in relocating the Citys homeless to shelters; Distribution of life-saving equipment such as food and water to residents who lost their homes and personal property; Enforcement activities including residential and commercial anti-looting patrols, focusing on key neighborhoods around the City that were without power; Assisting in debris removal by moving fallen trees, pumping water from flooded tunnels and other flooded areas, Regulating traffic, and monitoring citywide gas distribution; During the citywide gas shortage officers were posted at open gas stations throughout the City; Neighborhood patrols and door-to-door checks on residents in the public housing facilities which lost water and electricity; Housing officers distributed food, water, blankets and transported residents to medical care, particularly senior citizens; Police Communication Technicians worked significant overtime to ensure adequate coverage for the Citys Emergency 911 system handling unprecedented call volume; and Traffic Enforcement Agents worked overtime to direct traffic in the neighborhoods without power throughout the duration of the power loss.
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During the storm, fire companies added a fifth Firefighter to 40 Engine Companies in Zone A, activated the Fire Incident Management Team, deployed all seven brush-fire units to assist EMS response in Zone A and deployed eight swift-water rescue boat teams throughout the City. Despite deploying an additional 500 firefighters, the number of units available to respond to emergencies dropped from the average level of 90% to 9%. There were a total of 94 fires the night of Hurricane Sandy; the most devastating in Breezy Point destroyed 126 homes and damaged 22 more. Department of Environmental Protection (DEP): Hurricane Sandy had an enormous impact on the Citys water and sewer infrastructure. DEP staff pumped approximately 50 million gallons of water and removed thousands of trees as a part of their response efforts. In addition, DEP performed air quality monitoring, hazardous material inspections and fire hydrant repair across the city to ensure public safety. Health and Hospitals Corporation (HHC): Each of the HHC hospitals and the Corporation central offices staffed and maintained command centers through the storm and until after the subsequent noreaster. Moreover, HHC provided staff and supplies to New York Citys Special Medical Needs Shelters.
As mentioned earlier, the damage, flooding, and power disruptions resulting from Hurricane Sandy forced to evacuate and temporarily close two of the Citys public hospital facilities, Bellevue Hospital (a crucial level-one trauma center) and Coney Island Hospital, and to divert patients from the Coler-Goldwater Specialty Hospital and Nursing Facility. These closures, as well as damage to other HHC facilities, forced the displacement of hospital medical and support staff. After the evacuations, Coney Island Hospital and Bellevue worked to reopen rapidly, and there was a four month process to fully restore services at Bellevue and partially restore services at Coney Island Hospital. During that four month period, inpatient (and most of the outpatient) services were not being provided at these hospitals. Medical employees were redeployed throughout HHC in order to avoid staff attrition which would have delayed the eventual reopening. In addition, non-medical staff were maintained to assist with the response and recovery of the closed facilities. Further, other expenses, such as contract payments to affiliated medical schools that provide physicians services such as New York University Medical School and Mount Sinai, continued. Most of these costs were not supported by additional revenue in the facilities to which they were redeployed, since patients were largely redirected to non-HHC facilities such as Beth Israel. Therefore the closed hospitals were cut off from Medicaid, Medicare, and commercial insurance. If necessary, the City will seek a waiver to recover these expenses incurred to maintain operational readiness.
Storm Recovery Services
The recovery efforts of several City agencies were centralized at the City's Restoration Centers. Recovery assistance mobilization included personnel; security; translation and sign language services; and set-up and lighting costs. In order to assist the hardest hit communities to begin recovery efforts, between November 13, 2012 and February 23, 2013, the City operated NYC Restore, a comprehensive effort to connect residents and businesses impacted by Hurricane Sandy with financial, health, environmental, nutritional and residential services, as well as Federal Emergency Management Administration (FEMA) reimbursement processing. The initiative consisted of seven NYC Restoration Centers, accessible, neighborhood offices located in the communities that were hardest hit to provide long-term assistance to New Yorkers. The centers were
Restoration Centers
located in Far Rockaway, Gravesend, Coney Island, Staten Island, Red Hook, Breezy Point, and Throgs NeckPelham Bay. The Restoration Centers brought together information and referrals for all of the City government services available in the aftermath of the storm. FEMA staff was onsite to perform benefits intake as well as provide ongoing management and updates of applicants FEMA cases. NYC Restore also partnered with non-profit community-based organizations including SCO Family Services, Metropolitan Council on Jewish Poverty, Catholic Charities of Brooklyn & Queens, Jewish Board of Children & Family Services, Catholic Charities Community Services Staten Island, FEGS, Good Shepherd Services, Red Hook Initiative, Shorefront Y and BronxWorks to provide wrap-around support services. Each center coordinated local resources to accommodate the specific needs of the communities where they were located. Staff from HRA connected impacted New Yorkers with benefit information such as Medicaid, Supplemental Nutrition Assistance Program (SNAP), and temporary cash assistance. Additionally, the Centers made available information regarding financial and rebuilding assistance to residents whose homes were destroyed or severely damaged. The Department of Small Business Services also provided information and assistance on loans and reimbursements to small business owners. Other onsite New York City agencies included the New York City Department of Health and Mental Hygiene, Administration for Childrens Services, Department of Consumer Affairs, Department of Housing Preservation and Development, and Department for the Aging. While operational, Restoration Centers received more than 34,000 visits from people impacted by Sandy. More than 7,400 visits were for information and assistance related to the Medicaid and Supplemental Nutrition Assistance (SNAP) Programs administered by the Human Resources Administration (HRA).
Public Information Services: Prior to the storm, the City increased the capacity of its 311 information system to handle the increased volume of calls. The City also took measures to ensure that 311 would be operational throughout and after the storm. The costs associated with the increased services include increased personnel and generators. Staten Island Fast Ferry Service: Between November 26, 2012 and January 21, 2013, the NYC Department of Transportation operated a temporary fast ferry service in conjunction with New York Water Taxi. The service was provided to ease the commute of Staten Island's South Shore residents, whose travel times to work increased drastically due to damage to the Staten Island Rapid Transit (SIRT) system and the Hugh L. Carey (Brooklyn Battery) Tunnel. Department of Homeless Services (DHS): DHS played a major role in the evacuation process and continues to provide services to those impacted by Hurricane Sandy through the programs listed below: DHS provided managerial oversight of the emergency storm sheltering operations via the Unified Operations and Resource Center (UORC). UORC uses a unified command structure where multiple agencies work to coordinate and assist shelter staff on a tactical level. Sixteen key agencies provide staff to the UORC; DHS employees made up the largest percentage of workers in the UORC. At the same time that DHS staffed the UORC, closed evacuation sites and opened new ones, the Agency prepared to close its homeless shelters located in Zone A to protect shelter residents. DHS deployed staff to various sites, resulting in overtime costs in three main areas of service to the public, sheltering families and single adult in evacuation center who were no longer able to stay in their homes, Setting up and staffing Evacuation Centers and providing equipment, volunteers, supplies, etc., and setting up and staffing the Unified Operations and Resource Center (UORC), which supports tactical management
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of shelter operations by filling resource requests and resolving problems at individual shelter system facilities.
City Hotel Program: The provision of services in the City Hotel Program was originally administered through the Red Cross. Later, DHS began to work with local, community-based experts to provide services to evacuees in hotels. BASICS, BRC, Project Hospitality, Samaritan Village Inc., and SCO Family Services continue to provide services to approximately 970 displaced households across 50 different locations. Organizations are providing case management services and connecting evacuees to any city or federal benefits for which they may be eligible and helping with housing plans including collaborating with FEMA to ensure that all eligible evacuees have registered with appropriate programs. Homebase: Those displaced by the storm were counseled by Homebase staff at Restoration Centers beginning on November 15, 2012. The role of Homebase at the Restoration centers was to provide information on temporary housing options and, when available, immediate hotel / apartment placement. Providers, included the Archdiocese of New York, BronxWorks, CAMBA, Catholic Charities of Queens, HELP USA, and Palladian. By November 29th, Homebase sites were making hotel placements with the Hotel Operations Desk.
Homebase assisted consumers with navigating the array of benefits and assistance available to them. Among the most common service partner referrals given to evacuees, 33% were referred to FEMA, 24% were referred to HRA, 36% were referred to HPD, and 16% were referred to NYCHA. Individuals may have been referred to more than one organization. Relocation Services: DHS was given the role of managing the moving of furniture donated to affected residents who are relocating into permanent housing in NYCHA apartments. The cost of these moves is currently being paid by DHS as other funding sources are being researched.
HUD ELIGIBILITY CATEGORY: Public Services CDBG-DR ALLOCATION: $358 Million

Persons.
NATIONAL OBJECTIVE: Urgent Need; Low- and Moderate-Income Area; and Low- and Moderate-Income PROJECTED ACCOMPLISHMENTS: 8.2 Million Persons Served
Education, Department of Information Technology and Telecommunications, Department of Citywide Administrative Services, New York City Police Department, Fire Department, Department of Sanitation, Department of Environmental Protection, Health and Hospitals Corporation, Department of Correction, The Board of Elections, Department for the Aging, Human Resources Administration, Department of Homeless Services, and Department of Transportation.
PROGRAM ADMINISTRATION: Office of Emergency Management, Office of the Mayor, Department of
ELIGIBLE APPLICANTS / PROPERTIES: All members of the public impacted by Hurricane Sandy. ELIGIBILITY CRITERIA: N/A
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GRANT/LOAN SIZE LIMIT: N/A
PROGRAM PRIORITIES: To provide for the health, safety, and welfare of City residents. GEOGRAPHIC AREA TO BE SERVED: Citywide PROGRAM START AND END DATES: October 27, 2012 June 30, 2015 OTHER FUNDING SOURCES: FEMA Public Assistance
Emergency Demolition
PROGRAM OBJECTIVE
AND DESCRIPTION: Nearly 400 structures throughout the City were so severely damaged by the storm that they posed a threat to the health and safety of the surrounding communities. The Department of Housing Preservation and Development demolished those sites for which the Department of Buildings issued an Emergency Declaration (order to demolish). The City will use CDBG-DR funds as the part of the non-federal share for all demolition activities utilizing FEMA Public Assistance. Accordingly, the City will be adopting FEMAs environmental reviews for all such projects. Some of these costs were incurred prior to the preparation of this Action Plan.
HUD ELIGIBILITY CATEGORY: Clearance and Demolition NATIONAL OBJECTIVE: Slum and Blight Spot CDBG-DR ALLOCATION: $4 Million
Buildings
PROJECTED ACCOMPLISHMENTS: 400 Demolitions
PROGRAM ADMINISTRATION: Department of Housing Preservation and Development; Department of ELIGIBLE APPLICANTS / PROPERTIES: Properties for which the NYC Department of Buildings issued an ELIGIBILITY CRITERIA: N/A
Emergency Declaration, which indicates that the building is an imminent threat to the publics health and safety and must be demolished.
PROGRAM PRIORITIES: Properties were assessed for structural integrity. GEOGRAPHIC AREA TO BE SERVED: Staten Island, Brooklyn, and Queens. PROGRAM START AND END DATES: January-April, 2013
OTHER FUNDING SOURCES: Army Corps of Engineers, FEMA Public Assistance

Debris Removal/Clearance
PROGRAM OBJECTIVE AND DESCRIPTION: Leverage FEMA funding for CDBG-DR-eligible debris removal and
Storm Debris: The strong winds, heavy rains, and storm surge resulted in the accumulation of debris on streets, sidewalks, and other public facilities. The debris was composed of woody material, sand, stones, street and building/household wreckage, and other objects deposited by the storm surge and wind. It hampered vehicular rights-of-way and posed an immediate threat to the publics health and safety. The Department of Sanitation (DSNY), in coordination with the Department of Parks and Recreation (DPR), the Department of Transportation (DOT), and the Department of Environmental Protection (DEP), has led the Citys efforts to clear the streets in all five boroughs of storm-related debris to ensure safe passage for emergency vehicles, open traffic flow, and create a safe and clean environment to allow for rebuilding. As of late February, DSNY has collected more than 420,000 tons of Hurricane Sandy storm debris and more than 27,000 tons of woody debris throughout the City. This represented a substantial increase in tonnage over typical levels; last year, the Department disposed of 3.269 million tons. Given that the City no longer operates a landfill (the Fresh Kills landfill was closed in 2001), all refuse is exported, resulting in significant additional cost. clearance activities to protect the health and safety of residents, allow for open, safe traffic flow, and provide for economic activity. The Citys debris removal costs, which were incurred prior to the preparation of this Action Plan, include the following activities:
Department employees worked constantly 24 hours a day, 7 days a week, with Sanitation Workers assigned to twelve-hour shifts that lasted from the end of Hurricane Sandy through the beginning of December in the Citys impacted communities to ensure that all storm-related debris was picked up expeditiously. The Department utilized collection trucks, front end loaders and dump trucks to facilitate the removal of storm debris. In addition, Department equipment from other districts was temporarily reassigned to the impacted areas to expedite the removal of the storm debris. The Department also coordinated with the Department of Transportation, the Department of Environmental Protection, and several branches of the military for assistance with debris removal. Extra collection service was provided to New York City Housing Authority sites that had their containerized systems damaged, and the Department also provided collection service to special needs sites that were distributing important supplies and operating as feeding centers. Additionally, public use containers were placed out by the Department in the impacted areas to allow residents in those areas to discard storm-damaged materials. At the height of the storm clean-up, the Department placed out more than 100 containers, with roughly 30 containers remaining on site in early March. DSNYs debris removal operations were coordinated by a temporary, intensive Emergency Response Division (ERD) Operation. The ERD operated citywide, but focused on debris removal in the hardest hit areas, including, but not limited to, Breezy Point and Howard Beach in Queens; Coney Island, Gerritsen Beach, and Red Hook in Brooklyn; Midland Beach, New Dorp Beach, and Tottenville in Staten Island; and Battery Park in Manhattan.
The enormity of the amount of debris, coupled with the Citys desire to remove such debris as quickly as possible, led the City to open seven temporary debris storage and reduction sites for non-wood storm debris. Five of these sites were cleared and closed by November 19th. All subsequent loads of storm debris were delivered to the temporary sites at Riis Park (Brooklyn and Queens) and Father Capodanno Boulevard (Staten Island). As of early March, these sites are still needed for storm debris collection operations. The DEC issued a general permit for operating these temporary sites. The sites were staffed
In addition to establishing the temporary waste sites, the City entered into several emergency contracts for transfer station capacity of construction & demolition (C&D) material. The Department also utilized an existing contract with a C&D transfer station operator for disposal capacity. These contracts were used to deliver storm debris directly from street operations as well as from temporary debris storage sites. The Department also entered into three emergency contracts with operators of putrescible waste transfer stations. These contracts were necessary due to the impact of the storm on our export network, including rail disruptions, transfer trailers having difficulty getting fuel, and the temporary loss of the Covanta wasteto-energy plant, located in New Jersey, which serves Sanitation Districts in Manhattan and Brooklyn. The Department also contracted for piling and hauling equipment/operators through the use of an emergency contract for piling and hauling debris from the affected areas as well as piling and hauling at the temporary debris storage and reduction sites. Sand Debris: In the area surrounding Rockaway Beach in Queens, the Citys Parks Department, working with DSNY and the Economic Development Corporation, gathered sand that was pushed into the streets, much of it mixed with debris, and brought it to Jacob Riis Park, where the Army Corps of Engineers used a sifting machine to separate more than 150,000 cubic yards of sand from debris. This cleaned sand is now being returned to the beach. The Citys agencies also worked to remove sand and other debris from public waterfront properties. A portion of this work had to be done by hand, especially in areas, like playgrounds, where heavy equipment would have damaged benches, fences, and play equipment.
and managed by the Department up until November 9th at which point the sites were taken over by a contractor for the United States Army Corp of Engineers.
During storms of this magnitude, nearly all of DPR is mobilized to respond. The response is led by trained in-house staff, the Climbers & Pruners in the borough Forestry units, supported by a network of Park Supervisors, Associate Park Service Workers, City Park Workers, and other staff including gardeners, construction engineers, Parks Enforcement Patrol officers, and Urban Park Rangers. Central Forestry, Horticulture and Natural Resources also played a key role in organizing contract support, information flow and inspections. In addition to the tireless work of DPR staff, the City had, at peak, 115 additional forestry contract crews working in all five boroughs. The City was also supported by mutual aid crews from State DOT, State DEC, NYC DEP, Delaware County Department of Public Works, the National Forest Service, and the National Guard.
Tree Removal: Sandy was by far the biggest storm in terms of tree damage the City has ever experienced. The Department of Parks and Recreation (DPR) is responsible for tree emergencies on a daily basis, but in major storm events like Sandy, the Office of Emergency Management convenes the Downed Tree Taskforce, consisting of DPR, NYPD, FDNY, DoITT, DSNY, DOT, and representatives from the major utility companies. Following the storm the Taskforce responded to more than 20,000 street tree emergencies received through 311. Approximately 13,000 street trees and 7,000 trees in parks and natural areas were destroyed. The trees, hanging limbs, and woody debris that accumulated on City streets and right-of-ways impeded vehicular traffic and posed an immediate threat to public health and safety. Additional public safety work included removing trees that had fallen on buildings or had become tangled in electrical wires.
HUD ELIGIBILITY CATEGORY: Debris Removal CDBG-DR ALLOCATION: $23 Million

NATIONAL OBJECTIVE: Low- and Moderate-Income Area
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PROJECTED ACCOMPLISHMENTS: 8.2 Million Persons Served
PROGRAM ADMINISTRATION: Department of Sanitation; Department of Transportation; Office of Emergency ELIGIBLE APPLICANTS / PROPERTIES: N/A ELIGIBILITY CRITERIA: N/A GRANT/LOAN SIZE LIMIT: N/A
Management; Department of Parks and Recreation; New York City Police Department; New York Fire Department; Department of Environmental Protection.
PROGRAM PRIORITIES: To clear the streets in all five boroughs of storm-related debris to ensure safe GEOGRAPHIC AREA TO BE SERVED: Citywide
passage for emergency vehicles, open traffic flow, and create a safe and clean environment to allow for rebuilding.
PROGRAM START AND END DATES: October 31, 2012 June 30, 2013
the Department of Sanitation, operating temporary debris storage locations and disposing of waste. USACE costs associated with the debris mission assignment are estimated at near $200 million. Additionally, SBS has worked with DPR to hire temporary workers to assist with clean-up efforts, using Federal National Emergency Grant funds.
OTHER FUNDING SOURCES: United States Army Corps of Engineers (USACE) debris teams have worked with
Code Enforcement
Hurricane Sandys storm surge and high winds, the Department of Buildings sent inspectors into the impacted areas to protect the health and safety of the population by assessing the structural integrity of residential and commercial buildings. The Department placed inspection stickers on inspected properties as follows: GREEN: No restriction. No apparent structural hazard was observed; occupants were not restricted from entering and re-occupying their building. YELLOW: Restricted use. Property is damaged; entry limitations were specified on each posting. Conditions exist at the building that required the owner to make repairs and may restrict the use of the building. RED: Unsafe. Property was seriously damaged and is/was unsafe to enter or occupy; however, a red sticker did not represent an order to demolish.
PROGRAM OBJECTIVE AND DESCRIPTION: In response to the damage caused to privately-owned buildings by
These costs were incurred prior to the preparation of this Action Plan.
HUD ELIGIBILITY CATEGORY: Code Enforcement

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NATIONAL OBJECTIVE: Urgent Need
CDBG-DR ALLOCATION: $1 Million
PROJECTED ACCOMPLISHMENTS: 80,000 buildings were inspected. PROGRAM ADMINISTRATION: Department of Buildings. ELIGIBLE APPLICANTS / PROPERTIES: N/A ELIGIBILITY CRITERIA: N/A GRANT/LOAN SIZE LIMIT: N/A
PROGRAM PRIORITIES: Assess building conditions to ensure the health and safety of the public. GEOGRAPHIC AREA TO BE SERVED: Citywide. PROGRAM START AND END DATES: October 31, 2012 June 30, 2015
Assistance grant. However, the City will use CDBG-DR funds as the non-federal share for these costs.
OTHER FUNDING SOURCES: Code Enforcement activities will be primarily reimbursed by FEMAs Public
Rehabilitation / Reconstruction of Public Facilities

that are operated by many City agencies. The initial estimated impact to City infrastructure and public facilities was $3.1 billion (including costs for damage to water and sewer infrastructure, streets and roads, as well as other non-residential structures). The City will use CDBG-DR funds to leverage other federal funding sources to rehabilitate and reconstruct public facilities. The other federal funding sources CDBGDR funding will leverage include FEMA Public Assistance grants as well as Army Corps of Engineers and Federal Highway Administration funds. Accordingly, the City will be adopting FEMAs environmental reviews (and, where possible, other federal agencies) for all such projects. For a list of sites that were damaged, please see Appendix A and the narratives below. Please note that the City is prioritizing its funds to address its public hospitals and damaged schools as well as for the restoration of its beaches. However, the extremely large additional City infrastructure unmet needs are expected to be rehabilitated pending funding availability in future allocations. Health and Hospitals Corporation (HHC) HHC had ten large hospitals damaged, including extensive damage to three facilities. HHC also experienced damages to five smaller healthcare facilities as well as to one administrative office space. Two hospitals and one community clinic were evacuated and displaced. HHC patients who were impacted had to seek services elsewhere or delay services until HHCs facilities were fully operational.
PROGRAM OBJECTIVE AND DESCRIPTION: Hurricane Sandy impacted a variety of City infrastructure facilities
Bellevue Hospital Center: Bellevue's basement housed the electrical systems, mechanical systems, medical gases, domestic water, pumps, and elevator motors, in addition to other critical services such as labs and mortuary. Accordingly, when the basement flooded, all these systems failed and were heavily damaged. In addition, medical equipment, supplies, and other valuable contents were destroyed.
Department of Education (DOE) / School Construction Authority (SCA)
Coler-Goldwater Memorial Hospital: The flooding that occurred on the Coler campus damaged all of the facility's electrical switchgear and severed it from Con Ed power- the facility continues to operate on generator power. The steam tunnel supplying heat to the facility was also damaged, requiring the use of a temporary boiler until January. Additionally, the flooding in the facility's basement necessitated that major asbestos and mold abatement measures be taken.
Coney Island Hospital: Flood waters washed through the entire first floor of Coney Island Hospital, requiring the removal of saturated sheetrock around the entire perimeter of the first floor and destroying a great deal of equipment. The Emergency Department, imaging, pediatrics, and laboratory services were shut down. Moreover, Coney Island suffered severe damage to its below grade electrical systems, which disabled the rest of the hospital. Ida G. Israel, an offsite ambulatory clinic of Coney Island Hospital, had its building flooded and is irrecoverable.
Seventy-one school buildings sustained damage during Hurricane Sandy. Damages to these school buildings included severe salt-water flooding, destroyed boilers and oil tanks, damaged electrical and computer/phone cabling and equipment, oil spills and resulting contamination, the creation of new sink holes, roof leaks, destroyed gym and auditorium flooring. Extensive long-term repairs are required to bring buildings back to their pre-storm conditions, including the replacement of temporary boilers with permanent HVAC systems. Department of Parks and Recreation (DPR) The Department identified damage to approximately 400 park sites, in addition to the displacement of more than 3 million cubic yards of sand from the Citys beaches. DPR properties in the Rockaways, Coney Island, and the eastern shore of Staten Island suffered the most severe impacts from Hurricane Sandy. In Rockaway Beach, Queens, 37 blocks or nearly 3 miles of boardwalk experienced severe damage. On Staten Island, more than 60 derelict boats that washed up on DPR properties required removal. In Coney Island, Steeplechase Pier sustained considerable damage.
The Department is working to restore sections of the beach and supporting infrastructure across Queens, Brooklyn, and Staten Island, including the replacement of lifeguard stations, accessible comfort stations, installation of wheelchair accessible beach mobi-mats and ADA access ramps by the start of the 2013 beach season (May 24, 2013).
Some examples of planned restoration include new railings, replacement of trees and landscaping, safety surfacing, accessible play equipment, handball/basketball courts, fencing, planting, and general site work to replace the damaged or destroyed elements. DPR is also working to restore and replenish the sand in beaches along the shorelines in Queens, Brooklyn, and Staten Island to their pre-storm conditions. In the short-term, the Department will work with the United States Army Corps of Engineers (USACE) to dredge and replenish more than 3 million cubic yards of sand in Queens and Brooklyn. In addition to the Army Corps work, the Department will create dunes and other protective sand structures in Rockaway Beach, Queens to protect the community from future storm events. In Staten Island, the Parks Department will be
working with FEMA to restore 75,000 cubic yards of sand (USACE does not have jurisdiction in Staten Island for short-term sand replenishment work). In the medium/long term, the Department will work with USACE to develop and implement a more robust defense against future weather events, including the construction of sea walls and dunes. The New York City Police Department (NYPD) The New York City Police Department (NYPD) sustained storm related damage at more than 20 of their 240 facilities. Damaged facilities including station houses, warehouse/storage facilities, boat docks, tow pounds, an aircraft hangar and the Departments firing range and bomb squad training building. Facilities were damaged at a variety of locations throughout the five boroughs including, Randalls Island, Lower Manhattan, Floyd Bennett Field, Red Hook, Brighton Beach and the Brooklyn Navy Yard in South Brooklyn , College Point and Rockaway Beach in Queens, Rodmans Neck in the Bronx and Port Richmond in Staten Island. In many cases damaged facilities required significant de-watering and debris removal before emergency and permanent work repairs could begin. New York Fire Department (FDNY) Twenty-nine Fire Department facilities were damaged due to the storm; this includes 16 Firehouses, 6 EMS stations, 5 Marine facilities and 2 support facilities (Paidge Avenue and Fort Totten). The damaged Firehouses, EMS stations and Fort Totten facilities experienced storm surges ranging from 1-7 feet. There was widespread damage to apparatus doors (after being hit by a high quantity of seawater), basements (which filled to the top with water), electrical and heating systems (including pipes), and various structural aspects of the structures. Marine facilities suffered damage to piers, piles, electrical systems and transformers, as well as the wave attenuator at Marine 9, which is intended to reduce wave height in order to provide safe berthing for vessels.
Department of Sanitation (DSNY)
The Department also suffered losses of information technology equipment, communications networks and infrastructure, firefighting equipment, and ambulances. Communications damages include the loss of 391 street alarm boxes located throughout Staten Island and Queens, as well as damage to the underground cable plant that supports the alarm box network and other Departmental communications networks. Alarm boxes are two way communication devices that allow the public to contact emergency services (Fire, Police, EMS) from street corners. Vehicles determined to be a total loss include 7 ambulances, 8 pumpers, 6 ladders, 5 brush fire units, a HazMat truck and a foam truck, as well as many support vehicles.
DSNY documented damage at 61 of its facilities throughout the City. The Department evacuated 14 of its facilities on or before October 29, 2012 and has since returned to all facilities except the Manhattan Community District 1 Garage. The Garage, located directly across the street from the Hudson River, was damaged beyond repair. Operations have been relocated to other facilities pending the completion of construction on the new Manhattan Community Districts 1, 2, and 5 Garage. Severe damage to the electrical cabling at the Brooklyn Community Districts 1 and 4 Garage, as a result of salt water immersion, has forced the facility to resume only limited operations under temporary generator power pending the completion of electrical repair work currently underway. Operations at Department offices located at 44 Beaver Street in Manhattan were displaced for four months following a complete loss of power to the building. Water entered elevator shafts, air conditioning and ventilation units, and electrical switches and
transformers and also disabled domestic water pumps, the fire safety system, and air compressors. The Department has recently begun the process of resuming operations at 44 Beaver Street. The Department suffered damage to its vehicle fleet including 9 light/medium duty vehicles and 34 heavy duty vehicles that require repairs after being damaged by salt water. In addition, 22 light/medium duty vehicles and 10 heavy duty vehicles were damaged beyond repair.
The Department manages the former Fresh Kills landfill which sustained damage to its leachate collection wells, storm water basins, and outfall pipes; this infrastructure is critical to maintaining environmentally prudent operations at the site. Leachate, water that passes through landfill material, requires treatment before it can be discharged, and this equipment facilitates the required treatment and discharge. The site also sustained damage at its Muldoon Ave. entrance. Department of Correction (DOC) Rikers Island, located at the intersection of the East River and Flushing Bay is home to nine of the Citys twelve open correctional facilities, excluding two hospital prison wards managed by HHC. The facilities on Rikers Island are located at elevations of 15 feet or more and therefore were protected from the storm surge and flooding. One Rikers Island based facility; the Anna M. Kross Center sustained serious roof damage caused by high winds. The storm surge and flooding did significantly impact the north shoreline of the island eroding an estimated four acres of land. Dozens of permanent trailer complexes used as offices for both civilian and uniform staff members are located along the eroded north shore of the island. Four trailers were immediately decommissioned and the balance of the trailer complexes will need to be permanently evacuated before the next hurricane season. Off the island, the Vernon C. Bain Center, the Citys jail barge located in the East River in the Hunts Point section of the Bronx, sustained significant flooding which damaged the land based electrical substation, access road and parking lot. Department of Transportation (DOT) Ferries: The Staten Island Ferry system carries more than 20 million passengers per year and is the only direct connection between Staten Island and the economic center of Lower Manhattan. The mechanical and electrical systems at the Whitehall (Manhattan) and St. George (Staten Island) Ferry Terminals incurred significant damages. This includes the slip motor controllers, relays, contacts, and breakers. Passenger elevators, escalators, freight elevators, shops, and office spaces were flooded. In addition, ferry piers and other ferry facilities suffered millions of dollars in damage, including piers and ferry racks at the St. George Terminal, the Ferry Maintenance Facility on Staten Island, and smaller piers at Wall Street and 34th Street, which are used by privately-operated ferries, and on City Island, which serves a small ferry that transports the indigent dead to Hart Island. Equipment: The Departments headquarters at 55 Water Street in Lower Manhattan suffered heavy flooding and was closed for several weeks in the aftermath of the storm. While 55 Water Street has since reopened, there was extensive equipment damage, which will require full replacement.
The Bureau of Cleaning and Collection Warehouse was flooded, causing damage and destruction of DSNY supplies. Other DSNY facilities sustained damage to their contents and equipment including generators, air compressors, truck lifts, trash pumps, IT and communications equipment, appliances and furniture.
Department of Information Technology and Telecommunications (DoITT)

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As a result of the storm, DoITT had to repair damage at 11 Metrotechs rooftop, as well as damage to the NYC Wireless Network (NYCWiN), a government-dedicated broadband wireless infrastructure created to support public safety and other essential City operations. Also, storm-damaged telephone infrastructure will be replaced with voice over internet protocol (VOIP) systems. Department of Citywide Administrative Services (DCAS) DCAS is the capital budgeting agency for several different City entities, as well as its own portfolio. DCAS has requested funding for two capital projects in relation to Sandy. First, they will purchase a replacement surveillance van on behalf of the Manhattan District Attorney, whose previous van was destroyed by the storm. The other project is to restore a damaged elevator pit and controls at the Red Hook Community Justice Center in Brooklyn. Brooklyn, New York, and Queens Public Library Systems The Brooklyn, New York, and Queens Public Library systems are operated by non-profit organizations whose infrastructure is either owned by the City or the City is legally responsible for repairing. Hurricane Sandy caused damage to six branches of the Queens Borough Public Library System (Arverne, Broad Channel, Peninsula, Seaside, Howard Beach, and Far Rockaway), six branches of the Brooklyn Public Library (Brighton Beach, Coney Island, Gerritsen Beach, Gravesend, Red Hook, and Sheepshead Bay), and one branch of the New York Public Library (Stapleton). The three systems require significant renovation and reconstruction of the affected branches. Cultural Organizations Funded Through Department of Cultural Affairs (DCLA) There are a number of cultural institutions operated by non-profit organizations whose infrastructure is either owned by the City or the City is legally responsible for repairing. A number of these cultural institutions were significantly damaged by Hurricane Sandy, including the New York Aquarium (which is run by the Wildlife Conservation Society), the Police Museum, Snug Harbor Cultural Center, and Staten Island Historical Society. City-owned equipment leased and operated by Coney Island USA, Eyebeam Atelier, and Smack Mellon was also damaged. Two cultural groups that sustained the most significant damage are: 1. The New York Aquarium experienced flooding that filled the lower levels of the facility and damaged the electrical and mechanical equipment that is critical to the life support systems and operations of the facility. In addition, the facility requires extensive repair and reconstruction in order to fully reopen to the public.
HUD ELIGIBILITY CATEGORY: Rehabilitation / Reconstruction of Public Facilities
2. The New York City Police Museum experienced roof damage due to wind, and flooding in its basement and first floor galleries that destroyed the electrical and mechanical equipment as well as exhibition spaces. The landmarked building will require extensive repair instead, including remediation of mold and other potential contaminants, and will fully reopen to the public.
NATIONAL OBJECTIVE: Low- and Moderate-Income Persons; Low- and Moderate-Income Area; Urgent Need
CDBG-DR ALLOCATION: $14 Million

clinics)
PROJECTED ACCOMPLISHMENTS: 95 Public Facilities (14 beaches; 71 schools; and 11 hospitals/health PROGRAM ADMINISTRATION: As the City will be prioritizing rehabilitating its public hospitals, schools, and ELIGIBLE APPLICANTS / PROPERTIES: N/A ELIGIBILITY CRITERIA: N/A GRANT/LOAN SIZE LIMIT: N/A GEOGRAPHIC AREA
TO BE
beaches, this program will be administered by the Health and Hospitals Corporation, Department of Education, School Construction Authority, and Department of Parks and Recreation.
PROGRAM PRIORITIES: The public hospitals, schools, and facilities have been prioritized both for the speed with which funds can be expended as well as for their direct benefit to low- and moderate-income persons. PROGRAM START AND END DATES: October 31, 2013 June 30, 2015
Administration Performance Reports.
SERVED: Citywide; exact locations will be noted in the Citys Quarterly
OTHER FUNDING SOURCES: FEMA Public Assistance, USACE (beach replenishment), Federal Transit
Construction / Reconstruction of Water/Sewer Lines or Systems

PROGRAM OBJECTIVE AND DESCRIPTION: The Department of Environmental Protection (DEP) protects public health and the environment by supplying clean drinking water and collecting and treating wastewater. Throughout the storm, New York City drinking water remained safe despite Hurricane Sandys significant impact on drinking water reservoirs, water mains, Water Pollution Control Plants (WPCPs), wastewater pumping stations, sewers, landfills, and associated facilities. CDBG-DR funds may be used as the part of the non-federal share to repair storm damage and possibly mitigate against future disasters, which will also be funded with FEMA Public Assistance funds. Accordingly, the City will be adopting FEMAs environmental reviews (and possibly other federal agencies) for all such projects. Please note that some of these costs were incurred prior to the preparation of this Action Plan.
DEPs Bureau of Water and Sewer Operations immediately responded to water and sewer complaints following the storm. Within a few days of the storm, DEP inspected approximately 1,000 catch basins, and cleaned more than one third of those. Through the month of November, staff continued to inspect and clean catch basins citywide. More than 6,100 were inspected and more than 3,600 were cleaned as part of response operations. DEP crews conducted detailed visual surveys of all DEP assets in the Rockaways and along the coastline of Queens. Because of these surveys, DEP was able to repair approximately 900 hydrants citywide.
Throughout New York City, DEP flushed more than 37 miles of sewers. Contractor crews inspected approximately 51 miles of sewers in the Rockaways and cleaned more than eight miles of sewers in
Brooklyn, Queens, and Staten Island. Approximately 450 cubic yards of debris was removed, nearly 85% of which was removed from Queens. DEP conducted a major cleanup effort at Jefferson Creek in Staten Island to restore the natural drainage. Two weeks after the storm, flusher trucks had cleaned nearly 10,000 linear feet of sewer lines and crews had removed almost 1,000 cubic yards of debris from Jefferson Creek.
Of the 14 wastewater treatment plants, 10 were adversely affected by Hurricane Sandy. Most of the damage to wastewater facilities was to electrical systems: substations, motors, control panels, junction boxes and instrumentation. Due to utility power outages, many DEP facilities operated on their emergency generators for up to two weeks. Of the 96 DEP pumping stations, 42 were affected during the storm. Approximately half of the pumping stations failed due to damage from floodwaters, and half due to loss of power supply. The large unmet need to reconstruct and rehabilitate the Citys damaged water and wastewater systems are expected to be funded out of future allocations.
HUD ELIGIBILITY CATEGORY: Construction / Reconstruction of Water / Sewer Lines or Systems NATIONAL OBJECTIVE: Low- and Moderate-Income Area & Urgent Need CDBG-DR ALLOCATION: TBD PROJECTED ACCOMPLISHMENTS: 8.2 Million Persons ELIGIBLE APPLICANTS / PROPERTIES: N/A ELIGIBILITY CRITERIA: N/A GRANT/LOAN SIZE LIMIT: N/A
PROGRAM ADMINISTRATION: NYC Department of Environmental Protection
PROGRAM PRIORITIES: To protect public health and the environment by supplying clean drinking water and GEOGRAPHIC AREA TO BE SERVED: Citywide
collecting and treating wastewater.
PROGRAM START AND END DATES: October 30, 2012 June 30, 2015 OTHER FUNDING SOURCES: FEMA Public Assistance
Construction / Reconstruction of Streets

PROGRAM OBJECTIVE AND DESCRIPTION: The City will use CDBG-DR funds to leverage other federal funding sources to rehabilitate and reconstruct public facilities. The other federal funding sources CDBG-DR will leverage include FEMA Public Assistance grants and Federal Highway Administration grants. Accordingly, the City will be adopting FEMAs environmental reviews (and, where possible, other federal agencies) for all such projects. Please note that some of these costs were incurred prior to the preparation of this Action Plan.
Department of Transportation (DOT)
City transportation infrastructure sustained considerable damage as a result of Hurricane Sandy. DOT is responsible for the reconstruction or replacement of critical street and bridge infrastructure and the replacement of street lights, signals, and other traffic equipment.
DOT assessed conditions on all storm-damaged streets in New York City and determined that hundreds of lane miles of streets will require resurfacing and/or full reconstruction. Underground wiring beneath intersections was permeated by saltwater, damaging nearly 4,000 streetlights and 700 traffic signals, primarily in the Rockaways. In some cases, high winds damaged street light poles, bracket assemblies, and wiring. Flooding by saltwater corrodes electrical components, requiring DOT to replace lights, signals, and traffic control devices throughout the impacted parts of the City. Floodwaters also severely damaged the Battery Park and West Street underpasses in Lower Manhattan. While temporary measures have been taken to ensure these throughways are currently open to the public, the electrical systems and other repairs will need to be addressed through permanent repair work. Repairs are also necessary for 15 moveable bridges, primarily on the Harlem River (connecting Manhattan and the Bronx), the Gowanus Canal in Brooklyn, and along Newtown Creek (connecting Brooklyn and Queens). Rising waters destroyed electrical equipment, bridge operator consoles, and some mechanical components. Some bridges sustained damages to warning gates and navigation lights. Other damaged bridges include those along the Belt Parkway (which links southern Brooklyn and Queens with John F. Kennedy Airport), and the FDR Drive (the only highway serving eastern Manhattan central business districts). Department of Design and Construction (DDC) As mentioned earlier, Sandys high winds downed thousands of trees across the City and the storm surge destroyed sidewalks in the Inundation Area. DDC will be managing the replacement of sidewalks and street trees, which also includes the removal of damaged sidewalks, tree removal, and stump grinding.
HUD ELIGIBILITY CATEGORY: Construction / Reconstruction of Streets NATIONAL OBJECTIVE: Urgent Need CDBG-DR ALLOCATION: TBD
PROJECTED ACCOMPLISHMENTS: Damaged lane miles will be resurfaced/reconstructed, and damaged and PROGRAM ADMINISTRATION: NYC Department of Transportation; NYC Department of Design and ELIGIBLE APPLICANTS / PROPERTIES: N/A PROGRAM PRIORITIES: To restore critical City transportation infrastructure to ensure safe passage for the public and emergency vehicles.
destroyed sidewalks will be restored and replaced and trees will be replanted in the impacted areas. Construction.
GEOGRAPHIC AREA TO BE SERVED: Citywide

(FTA); FEMA Public Assistance.
OTHER FUNDING SOURCES: Federal Highway Administration (FHWA); Federal Transit Administration
Rehabilitation / Reconstruction of Other Non-Residential Structures

PROGRAM OBJECTIVE AND DESCRIPTION: The City will use CDBG-DR funds to leverage other federal funding sources to rehabilitate and reconstruct the Citys other non-residential structures. These facilities include City-owned infrastructure managed by non-profit public entities such as the New York City Economic Development Corporation, the Brooklyn Navy Yard Development Corporation, the Trust for Governors Island, and Brooklyn Bridge Park.
NYCEDC is the Citys primary agent for economic development. Acting under annual contracts with the City, NYCEDC is a City-controlled public entity (local development corporation) that serves as the catalyst for promoting economic development and business growth. Its principal mandate is to engage in the public purpose of encouraging investment and attracting, retaining, and creating jobs in New York City. Part of the way that NYCEDC fulfills its mission is through the management of City-owned property and the management of City Capital construction projects. Several of NYCEDCs assets were damaged during the storm. Emergency and Permanent work is categorized into the following groups: Group 1 Maritime and Aviation Assets (includes repairs needed to the Skyport Marina, Downtown Manhattan Heliport, and cruise terminals) Group 2 Homeport in Staten Island (Includes debris removal, pier improvements, shoreline stabilization) Group 3 EDC-Managed NYC Assets (includes debris removal, roof repairs and restoration of building systems) New York City Economic Development Corporation (NYCEDC)
Brooklyn Navy Yard Development Corporation (BNYDC)
The Brooklyn Navy Yard spans nearly 300 acres that contain more than 40 buildings, 3 fully functioning dry docks, 4 active piers, and approximately 4 million square feet of leasable space. The Navy Yard is administered by the non-profit Brooklyn Navy Yard Development Corporation (BNYDC) under a contract with New York City. BNYDC serves as the Citys representative in connection with all industrial, commercial, waterfront, maritime, and other development projects at the Brooklyn Navy Yard. The Navy Yard has more than 250 tenants who cumulatively provide nearly 6,000 jobs, many of which benefit local residents from the neighboring community.
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CDBG-DR funds will be used for rehabilitation and repair of the Brooklyn Navy Yard so that the Yard and its tenants may operate at full capacity and in turn effectively serve as an engine of economic growth and development in the City. Trust for Governors Island (TGI)
Situated directly on the East River and Wallabout Bay waterfronts, the Navy Yard falls within Evacuation Zone A. High winds and heavy flooding damaged buildings, electrical substations, elevators, roads, and waterfront infrastructure; in addition to the Yards security, sprinkler and steam systems.
The City of New York is responsible for Governors Island and created the Trust for Governors Island (TGI), the organization charged with the operations, planning, and redevelopment of the Island. TGI owns 150 acres of land on Governors Island, which is located 800 yards from lower Manhattan. The Island is a cultural historic destination and also houses a New York City public school.
CDBG-DR funds will be used for rehabilitation and repair of Governors Island sites to return it to full functionality. Brooklyn Bridge Park Brooklyn Bridge Park sustained damages to electrical equipment and playground surfaces. Areas where electrical equipment was housed flooded and damaged transformers, switchgears, and other equipment, leaving the Park without lighting. Playground surfaces in two of the Parks four playgrounds buckled from flooding and need to be replaced.
There was substantial flooding on the Island, which resulted in damages to numerous facilities and to the electrical systems and seawall. TGI and the New York Harbor School are both operational but without phone service. Additional assessments of the Islands electrical infrastructure are still ongoing. Necessary work includes removal of debris from the island, repairs to the Islands perimeter fencing and seawall; repairs to the electrical infrastructure; stabilization of historic buildings, repairs to sinkholes, as well as the repair or purchase of major equipment. Repairs are also required to some of TGIs transportation facilities including the Battery Maritime Building, Soissons Dock and some of TGIs lift bridges. It is anticipated that there may be an additional $4 million in necessary replacement to electrical equipment.
HUD ELIGIBILITY CATEGORY: Rehabilitation / Reconstruction of Other Non-Residential Structures NATIONAL OBJECTIVE: Urgent Need CDBG-DR ALLOCATION: TBD
continued occupancy and operation of the critical cultural organizations impacted by the storm.
PROJECTED ACCOMPLISHMENTS: The damaged facilities will be repaired and rehabilitated to enable the
PROGRAM ADMINISTRATION: New York City Economic Development Corporation; Brooklyn Navy Yard Development Corporation; the Trust for Governors Island; Brooklyn Bridge Park; Department of Cultural Affairs.
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Development Corporation, Brooklyn Navy Yard Development Corporation, Trust for Governors Island, and Brooklyn Bridge Park, the Department of Parks and Recreation, and the Department of Cultural Affairs.
ELIGIBLE APPLICANTS / PROPERTIES: Properties owned or managed by the New York City Economic ELIGIBILITY CRITERIA: N/A
GRANT/LOAN SIZE LIMIT: N/A PROGRAM PRIORITIES: N/A GEOGRAPHIC AREA TO BE SERVED: Citywide
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X.
RESILIENCE INVESTMENTS
The destructive impact of Hurricane Sandy serves as a reminder of New York Citys vulnerability to coastal storms a vulnerability that has existed since the Citys creation along the waterfront. Throughout its history, New York has suffered from the impact of hurricanes and other coastal storms, including but not limited to significant storms in 1821, 1938, and 1960. This vulnerability was reflected in the 1983 Flood Insurance Rate Maps (FIRMs) issued by FEMA, which indicate that the 100-year floodplain includes approximately 190,000 jobs, 36,000 buildings, and 374 million square feet of built floor area. However, Sandy demonstrated that these 1983 FIRMs dramatically understate the level of New Yorks vulnerability, as approximately one-third of all red- and yellow-tagged buildings and more than one half of all impacted buildings were outside the 100-year floodplain. FEMAs revised view of New York Citys vulnerability to coastal storms is reflected in the recently-issued Advisory Base Flood Elevation (ABFE) maps, which indicate that the 100-year floodplain now includes approximately 341,000 jobs (up 79% from the 1983 FIRMs), 71,000 buildings (up 97%), and 589 million square feet of floor area (up 57%). Moreover, these ABFEs and the revised FIRMs that will replace them in 2015 reflect current sea levels, and do not take into account future sea level rise that is widely projected by scientists. For example, in 2009, the New York City Panel on Climate Change (NPCC) a body made up of leading climate scientists released a report projecting an estimated increase in New York-area sea levels of 2-5 inches by the mid-2020s and 7-12 inches by the mid-2050s. The NPCC report also included projections associated with a so-called Rapid Ice Melt scenario, which takes into account the potential for a substantial increase in the rate of melting of the Greenland and West Antarctic ice sheets. This scenario envisions sea level rise of 5-10 inches by the mid2020s and 19-29 inches by the mid-2050s. The City currently is working with the NPCC to update these projections on an emergency basis, in order to inform resiliency planning. It is clear, however, that New York Citys vulnerability to sea level rise, coastal storms and other climate change-related impacts (e.g., heat waves, high winds, and increased precipitation) will grow over time, with an associated increase in the vulnerability of New Yorks people, buildings, and infrastructure. In 2007 the City launched PlaNYC, a comprehensive effort to make New York a more sustainable city, under the direction of the newly-created Mayors Office of Long-Term Planning and Sustainability (OLTPS). While PlaNYC and OLTPS seek to reduce New Yorks contribution to global warming, the effort also has included climate resilience activities. For example, prior to Sandy, the City already required a climate risk assessment for major developments in vulnerable areas. As a result, new buildings and infrastructure located in the Sandy inundation area survived with minimal damage, including new high-rise buildings in the Greenpoint-Williamsburg area and low-rise developments such as Arverne-by-the-Sea in the Rockaways. In addition, the Citys $2.4 billion green infrastructure plan uses natural methods of capture rainwater before it can flood communities and overwhelm sewage systems. Resiliency Programs The City intends to dedicate $327 million of this initial allocation of CDBG-DR funds to Resiliency Investments intended to strengthen the Citys infrastructure and built environment to make them more resilient to the impact of climate change, including extreme events such as coastal storms and heat waves, and chronic conditions such as rising sea levels. The Citys request for any such CDBG-DR funds will be the subject of a future Partial Action Plan. Such request is anticipated to include the costs of further studies, pilot programs, and implementation activities, as well as administrative costs (within the 5% allowance)
Efforts to Increase Resiliency
associated with planning and development on the part of involved agencies, including but not limited to the Department of City Planning, the New York City Economic Development Corporation, and the Mayors Office of Long-term Planning and Sustainability. As described separately, in December 2012 the Mayor launched the Special Initiative for Rebuilding and Resiliency (SIRR) to identify a series of specific strategies intended to strengthen the Citys resilience in such areas as transportation, utilities, liquid fuels, water and wastewater, food supply, telecommunications and more. Such investments will be targeted at areas that suffered directly from the impacts of Sandy, as well as other vulnerable neighborhoods (e.g., located in the 100-year floodplain pursuant to FEMA latest maps) that have suffered from the increased perception of risk on the part of current and prospective residents and business owners.
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XI.
CITYWIDE ADMINISTRATION AND PLANNING

Planning
PROGRAM OBJECTIVE AND DESCRIPTION: Immediately following Hurricane Sandy, the Department of City
Planning (DCP) staff worked overtime to perform data and GIS work for the Office of Emergency Management (OEM) and the Office of Housing Recovery Operations. The nature of this work was focused on mitigating the immediate threat and risk to health, life and safety citywide, with a greater emphasis on the communities most severely impacted by the storm. DCP will use CDBG-DR funds for long-term community planning and rebuilding efforts. These funds are intended for use in the following categories: planning, community outreach and implementation of neighborhood recovery strategies; citywide zoning changes, urban design, geographic, demographic and legal support; environmental review of zoning and land use changes; integration of coastal protections into local land use and waterfront planning; and increasing resilience of enclosed industrial facilities. The Mayors Office of Long-Term Planning and Sustainability played a critical role immediately following the storm, working closely with utilities and private customers in assisting with energy system restoration efforts (power, gas, steam and liquid fuel networks), and working on climate analysis and mapping as part of the SIRR-related long-term resilience efforts. In addition, the New York City Economic Development Corporation (NYCEDC) has supported and expects to continue to support the work of the Special Initiative for Rebuilding and Resiliency, as described elsewhere herein. NYCEDC will use CDBG-DR funds for SIRR-related and other long-term community planning and rebuilding efforts working, closely with DCP and other agencies.
HUD ELIGIBILITY CATEGORY: Planning; New York City Economic Development Corporation NATIONAL OBJECTIVE: There is no HUD national objective for Planning activities. CDBG-DR ALLOCATION: Up to 15.0% of the CDBG-DR grant. PROJECTED ACCOMPLISHMENTS: N/A
Development; Office of Housing Recovery Operations; New York City Economic Development Corporation; Mayors Office of Long-Term Planning and Sustainability and the New York City Housing Authority.
PROGRAM ADMINISTRATION: Department of City Planning; Department of Housing Preservation and ELIGIBLE APPLICANTS / PROPERTIES: N/A ELIGIBILITY CRITERIA: N/A GRANT/LOAN SIZE LIMIT: N/A PROGRAM PRIORITIES: N/A GEOGRAPHIC AREA TO BE SERVED: Citywide, with a particular emphasis on storm-impacted areas. PROGRAM START AND END DATES: Duration of the CDBG-DR grant OTHER FUNDING SOURCES: TBD
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Administration
PROGRAM OBJECTIVE AND DESCRIPTION: This function provides administrative and support services for the
Preparation of CDBG-DR Action Plans. Ensuring citizen participation (including publication of public notices). Preparation of the required CDBG-DR quarterly reports. Maintenance of the CDBG-DR website. Preparation and oversight of Environmental Reviews. Monitoring of the expenditures for CDBG-DR programs. Delineation of population groups served by CDBG-DR programs. Liaison function with HUD, FEMA, and other federal departments. Certification and maintenance of the necessary records that demonstrate that federal requirements for environmental review, fair housing, relocation, labor standards, equal opportunity, and citizen participation are met. management and citizen participation necessary to formulate, implement, and evaluate the Citys CDBG-DR Program. These activities have already included and will include in the future:
In order to meet this mandate, as well as to plan effectively the Citys future CDBG-DR effort, a portion of the grant will be used to fund management activities within the Office of Management and Budget, the Department of City Planning, the Housing Recovery Office, the Department of Housing Preservation and Development, the New York City Economic Development Corporation, the New York City Housing Authority, and the Mayors Office. HUD ELIGIBILITY CATEGORY: Administration
NATIONAL OBJECTIVE: There is no HUD national objective for Administration activities. CDBG-DR ALLOCATION: Up to 5.0% of the CDBG-DR grant. PROJECTED ACCOMPLISHMENTS: N/A
Housing Recovery Operations; New York City Economic Development Corporation; the New York City Housing Authority; and the Mayors Office.
PROGRAM ADMINISTRATION: Office of Management and Budget; Department of City Planning; Office of ELIGIBLE APPLICANTS / PROPERTIES : N/A ELIGIBILITY CRITERIA: N/A GRANT/LOAN SIZE LIMIT: N/A PROGRAM PRIORITIES: N/A GEOGRAPHIC AREA TO BE SERVED: N/A OTHER FUNDING SOURCES: TBD
PROGRAM START AND END DATES: Two years
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XII. LONG-TERM RECOVERY PLANNING

Sound, Sustainable Long-Term Recovery Planning The HUD appropriation regulation for the CDBG-Disaster Recovery funds requires New York City to describe how it will promote sound, sustainable long-term planning that is informed by post-disaster evaluation of hazard risk, especially land-use decisions that reflect responsible floodplain management and take into account possible sea level rise.
The objective for long-term recovery planning is to conduct damage assessments, review hazard mitigation plans, prioritize revitalization strategies, create mitigation strategies, encourage revitalization of disasterresistance communities and infrastructure, and strengthen the capacity to support business and economic stability. Principles of Sustainability New York Citys programs and activities will make every attempt to protect people and property from harm and will encourage construction methods that emphasize high quality, durable, energy efficient, and water/mold resistant materials. The City will use code enforcement and hazard mitigation measures accomplish its long-term recovery goals. Prior to the storm, under PlaNYC, New York Citys long-term sustainability plan, the City had identified the need to update flood hazard maps and construction standards in the flood zone. Following Hurricane Sandy, the City has worked with FEMA to release updated Advisory Base Flood Elevation maps for New York City, used emergency powers to expedite the enactment of code and zoning standards to promote construction that is resilient to coastal flooding, and is continuing to take action to implement regulations that enable the construction and retrofitting of flood-resilient buildings on an as-of-right basis. The City has also initiated extensive planning and analysis to identify and pursue further regulatory and programmatic measures to address the unique and unprecedented demands of adapting New York Citys built environment to increasing coastal flood hazards.
New York City is coordinating with other local and regional planning efforts to address long-term recovery. The City of New York solicited feedback from governmental entities, individuals and groups through meetings held across the affected area. All feedback was considered during the preparation of this Action Plan.
Hurricane Sandy highlighted the extent to which New York Citys large, dense, and older building stock was not designed to account for the climate hazards the City faces today and into the future.
FEMA recently released Advisory Base Flood Elevation maps (ABFEs) for New York City, which contain the best currently available information about coastal flood risk and provide guidance on how to rebuild safely. A total of 71,000 homes and commercial buildings, containing almost 600 million square feet of floor area, are now located within the Citys Advisory 1% annual chance flood zone and could be at risk in future storms. This vulnerability will increase as sea levels rise and coastal storms become more intense, as a result of climate change. As part of PlaNYC, New York City is pursuing numerous initiatives to support sustainable development, including land use strategies that promote transit-oriented development and substantial reductions in the
Citys greenhouse gas emissions. In addition, as part of the New York-Connecticut Sustainable Communities consortium, funded through a HUD Sustainable Communities Regional Planning grant, New York City has been leading research on coastal adaptation options for dense urban environments, which pose unique and novel challenges for adaptation. Because much of the transit network serving the City and region is located in or near the coastal area, strategies to support the resilience of existing communities and new transit-oriented development are critical to the City and regions economic future. By advancing strategies to make existing and new buildings more resilient in these dense, urban environments, the City will be supporting key regional planning priorities. There is ample evidence showing that the coastal flood zones and elevations are not static and will continue to shift. Therefore, the City will implement a program to revise flood elevation standards based on observations of and updated projections for sea level rise, and on consideration of how elevation standards can be achieved within the City's characteristic building types while maintaining the vitality of neighborhoods.
Department of City Planning
In order to better inform efforts to address future coastal flood risks, the City is developing maps for planning purposes that reflect future coastal flood risks due to coastal surge and sea level rise. Maps will be developed that illustrate the future 100-year, 500-year and 10-year floodplains for the 2020s and 2050s. These products will be used to inform planning and develop appropriate resilience standards for various categories of buildings and critical infrastructure, such as power and liquid fuels infrastructure.
Prior to Hurricane Sandy, the Department of City Planning had initiated a climate resilience work program to identify resilience strategies at scales both large and small that can be effectively applied within New York Citys dense, built-out environment. Following the storm, these activities are being expedited, expanded, and integrated within the Citys coordinated recovery efforts, to address the challenges of rebuilding and retrofitting to standards that will make the City more resilient to current and future climate hazards.
Citywide planning: The construction of new flood-resilient building and adaptation of existing buildings to increase their flood resilience requires changes to zoning regulations within areas that will be subject to coastal flooding. Approximately 70,000 buildings are situated within FEMAs Advisory 1% chance flood zone, an increase of 100% over the number of buildings within the 1% flood zone on the currently effective Flood Insurance Rate Maps. Emergency Executive Order 230 of 2013 (see Construction Methods) relaxed certain zoning restrictions effective immediately, in order to enable the elevation of buildings above Advisory Base Flood Elevations and the reconstruction of damaged or destroyed buildings provided they comply with the ABFEs. In Spring 2013, DCP will introduce amendments to the Citys Zoning Resolution to make these and other critical near-term citywide changes to facilitate flood-resilient construction and adaptation of existing structures. Further subsequent zoning changes are also anticipated to address more complex regulatory issues with respect to flood protection, and to complement updates to Building Code. These regulatory changes will incorporate urban design analysis to ensure that buildingscale resilience measures and coastal protections are suited to New York Citys dense, urban fabric and support continued economic vitality and quality of life. Community planning: In neighborhoods affected by the storm and by shifts in coastal flood hazards, which necessitate changes to the form of buildings, local planning studies and community outreach will be required to identify and implement land use and zoning changes to facilitate rebuilding and
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Enactment of land use and zoning changes will require analysis of the effects of these changes on the environment under the Citys Environmental Quality Review procedures. Other City activities:
increased resilience. With more than 6,000 city blocks in the operational inundation area, and more than 4,300 blocks within the five areas characterized as experiencing the most severe damage, planning studies will need to be conducted in multiple distinct neighborhoods within these geographies as well as in other vulnerable neighborhoods. Neighborhood studies will take into account current and projected future flood hazards, land use, housing, access to shopping, services, jobs, and transportation, built form and quality of the public realm, economic challenges of rebuilding and flood insurance costs, and other factors. Planning and technical support: DCP provides data analysis and technical support for land use and zoning studies as well as housing recovery and retrofitting initiatives, business assistance and economic recovery efforts. These support activities include mapping and GIS analysis and data support, updates to population estimates for affected areas, and legal, procedural, and other technical support for land use actions.
In order to better inform efforts to address future coastal flood risks, the City is developing maps for planning purposes that reflect future coastal flood risks due to coastal surge and sea level rise. Maps will be developed that illustrate the future 100-year, 500-year and 10-year floodplains for the 2020s and 2050s. These products will be used to inform planning and develop appropriate resilience standards for various categories of buildings and critical infrastructure, such as power and liquid fuels infrastructure. The SIRR report to be delivered in May is expected to identify a variety of specific unmet resiliency needs that will be eligible for and dependent upon federal funding sources, including CDBG-DR funds. The Citys request for any such CDBG-DR funds will be the subject of a future Partial Action Plan. Such request is anticipated to include the costs of further studies, pilot programs, and implementation activities, as well as administrative costs (within the 5% allowance) associated with planning and development on the part of involved agencies, including but not limited to the Department of City Planning and the New York City Economic Development Corporation, and the Mayors Office of Long-Term Planning and Sustainability.
Construction Methods
On January 31, 2013, Mayor Bloomberg issued an emergency executive order (230) to suspend height and other restrictions to allow home and property owners rebuilding after Hurricane Sandy to meet updated flood standards without violating current zoning standards. The City also adopted a new rule to increase the required minimum flood proofing elevation under Building Code so that substantially damaged buildings and other new construction are built to withstand greater flood risk. The measures also should
Since 1983, New York Citys Building Code has contained flood proofing requirements for buildings in FEMA-designated flood hazard areas. A key provision of these requirements is that new or substantially altered buildings must elevate their lowest finished floor, or flood proof up to the Base Flood Elevation indicated on the FEMA flood map. During the storm, buildings constructed to meet code standards fared significantly better than buildings that were built before they were in place, demonstrating the importance of these standards to protect property and other assets from flood risk. Still, Hurricane Sandy brought unprecedented flooding that was several feet higher and extended over a larger area than the base flood elevations estimated by FEMA prior to the storm.
FEMAs Advisory Base Flood Elevation (ABFEs) maps represent the best currently available information on flood hazards and the elevation buildings should meet to be protected from damage. Without the executive order, a number of existing and new buildings would not have been able to be built or elevated to comply with the FEMA-recommended elevations without creating conflicts with current zoning height limits and other requirements. The executive order suspends those limits so that those who need to build now can meet the new advisory elevations. The executive order also enables existing buildings to be reconstructed or retrofitted to meet the new advisory elevations, and new buildings can be built to adhere to these standards as well. The executive order also allows the reconstruction of many destroyed or severely damaged buildings that could not otherwise be rebuilt as they existed before the storm because of inconsistencies with current zoning requirements, provided that these buildings are flood proofed to the new FEMA advisory elevations. This simultaneously promotes higher flood protection standards and swifter rebuilding and recovery in affected neighborhoods. The emergency suspension is necessary for property owners who need to make immediate rebuilding decisions, because the process of changing zoning limits takes many months. The City will proceed to introduce zoning text amendments through the land use review process in the coming months to extend these changes beyond the duration of the emergency period. By allowing large numbers of buildings to be elevated beyond ordinary zoning allowances on an as-of-right basis without the need for case-by-case review, the executive order and upcoming zoning text amendments represent an exceptionally progressive zoning approach to promoting coastal adaptation. The emergency rule also promotes construction to better flood protection standards by increasing the minimum elevation requirements for buildings located in at-risk areas. New construction or buildings with substantial damage in need of repair must protect the structures by building at least one or two feet above the flood elevation previously required in the building code. The added elevation will provide a further margin of safety from potential flood damage, serve to enhance life safety and reduce property loss.
help New Yorkers limit the cost of future Federal flood insurance premiums by better protecting properties in flood-prone areas from risk and damage. The measures followed quickly upon the release of FEMAs Advisory Base Flood Elevation maps, which contain the best currently available information about coastal flood risk and provide guidance on how to rebuild safely. The Mayor first announced the Citys intention to adjust construction requirements upon the availability of new flood data in an address in December.
These measures will also help New Yorkers prepare for and potentially reduce Federal flood insurance premiums. This is particularly important for New Yorkers, because, following the July 2012 Congressional reauthorization of the National Flood Insurance Program, FEMA will be phasing out subsidized premiums, meaning that premiums going forward will be more reflective of the actual risks faced by insured buildings. Therefore, premiums will be lower for buildings that comply with recommended FEMA standards than for buildings that do not. Over the course of the coming months, the City, working with the federal government and others, will be seeking to put in-place programs that may assist property owners with compliance with the new recommended elevations. While the order enables property owners who wish to rebuild now to do so, owners who elect to build at a later date may be able to utilize these additional resources. A copy of the Mayors executive order and rule are available on www.nyc.gov. There are many planning efforts going on in the City in response to the impacts of Hurricane Sandy. These include:
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The Department of Buildings website also contains a page devoted to relevant information related to postSandy information, especially the Guide to Rebuilding After Hurricane Sandy, which outlines procedures and requirements for reconstruction and repair work.
The Building Resiliency Task Force convened in December by the Mayor and City Council Speaker Christine Quinn, charged to review current building codes and operational practices, and to make recommendations on how they could be amended to improve building resiliency and to facilitate recovery. The Task Force is scheduled to release its recommendations by summer 2013; The Housing Recovery Group will conduct analyses of impacted buildings, scale of housing demand, characteristics of clients, available supply for re-housing and promote best practices for retrofitting and rebuilding; and NYC Construction Code Revision: Every three years, the New York City Construction Codes must be updated by the Department of Buildings, based upon the latest version of the International Code Council Codes (I-Codes). We are in the process of amending the NYC Construction Codes utilizing the 2009 I-Codes. It is anticipated that the Local Law of Construction Code revisions will be submitted to the City Council in the first half of 2013.
All new building construction and alteration and/or repairs of existing buildings in NYC are regulated by the 2008 NYC Construction Codes (which include the Administrative, Building, Fuel Gas, Mechanical and Plumbing Codes) or the 1968 Building Code, which emphasize high quality and durability of materials. The NYC Energy Conservation Code ensures that all new construction, alteration and repairs to existing buildings meet prescribed energy efficiency standards.
Appendix G requires that the lowest floor of a building be elevated above the Design Flood Elevation. Additionally all utilities and attended equipment must be elevated above the Design Flood Elevation. Pursuant to the emergency rule by the Commissioner of Buildings, the Design Flood Elevation has been increased to two feet above the Base Flood Elevation for 1 and 2 family dwellings and one foot for most other buildings. Spaces below the lowest floor are required to be constructed of flood resistant materials. These materials by definition can be submerged in water for limited duration without contributing to or promoting the growth of mold.
Construction activities on buildings located within Special Flood Hazard Areas are required to comply with the special provisions of Appendix G of the NYC Building Code (Appendix G). Construction on buildings located in in these areas that have been substantially damaged or totally destroyed (as defined in Appendix G) by Hurricane Sandy must comply with Appendix G as if a new building. Repairs or alterations of existing buildings located in the Special Flood Hazard Areas but not substantially damaged are not required to retrofit and make the building comply fully with the requirements of Appendix G; however such repairs or alterations may not increase the degree of non-compliance.
Future property damage will be minimized by mandatory elevation of structures that are substantially or totally damaged. The Department of Buildings strongly encourages applicants to design buildings to a higher standard than required. Besides decreasing the risk of damage in future storms, owners will also have significant savings on flood insurance premiums for each foot of freeboard (elevation height above the required Base Flood Elevation, or BFE). As mentioned previously, FEMA has already issued advisory maps with new, increased Base Flood Elevation (BFE); it is anticipated that the new final Flood Insurance Rate Maps FIRMS with higher BFEs will be released in the next year.
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Additionally, new building construction is required to completely comply with the New York City Energy Conservation Code (NYCECC) resulting in a new building stock that is energy efficient. It should be noted that alterations, additions and renovations to an existing building, building system(s) or portion thereof must conform to the NYCECC as they relate to new construction without requiring the unaltered portion of the exiting building or building system(s) to comply. In accordance with the standard practice at the Department of Housing Preservation and Development, the City's residential programs will require that all rehabilitation, reconstruction, and new construction work adhere to the Enterprise Green Communities Standard. For rehabilitation work that cannot meet the Enterprise Green Communities Standard, the City will follow the guidelines specified in the HUD CPD Green Building Checklist.
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XIII. OTHER PROGRAM CRITERIA

Compliance
Prior to CDBG-DR grant expenditures, New York City agencies and subrecipients which will operate programs detailed in this and future action plans, together with the City agencies that oversee them (CDBG-DR Agencies), will be required to prepare (for new programs) or update (for expansions of existing programs) program specific written procedures manuals (Compliance Manuals) detailing procedures they will use to ensure compliance with programmatic and financial requirements of CDBG-DR. These will be reviewed for completeness by the CDBG-DR Unit within the New York City Office of Management and Budget (OMB CDBG-DR) and, as appropriate, OMB will approve the manuals or require modifications. CDBG-DR agencies may propose alternate compliance methodologies for approval by the OMB CDBG-DR Unit, where such alternate procedures are expected to be at least equally effective in a more efficient manner. The steps for CDBG-DR agencies to use in developing Compliance Manuals for individual programs are:
Aggregated monitoring and reporting
The compliance checklists and manuals are an integral part of the Citys monitoring process, as discussed below. Checklists/procedures allow for consistency, completeness, and documentation for monitoring activities.
1. Identify eligibility criteria and the point of initial evaluation or intake for each program. 2. Develop checklists/procedures for use in eligibility evaluation or intake, listing all criteria and documentation/certifications necessary to evidence compliance. 3. Determine and develop checklists/procedures for appropriate periodic monitoring procedures (certified status reports, site inspections, beneficiary eligibility recertification, measures to ensure the terms of affordability are being met, etc.). 4. Determine and develop checklists/procedures for appropriate close-out procedures. 5. Identify required record retention policies including what must be maintained (checklists, originals or copies of certifications and other documents, periodic reports), in what form (paper files, electronic files, etc.), short and long term storage location and the Citys five year minimum record retention period for CDBG-DR funding. 6. Prepare written program Compliance Manual; including required use of intake, periodic monitoring, and close-out checklists/procedures and record retention; for prior approval by OMB CDBG-DR, and for use in training and as reference materials for program staff.
The City will otherwise be responsible for ensuring compliance with the following regulations:
Duplication of benefits: following the established City procedure for checking insurance, FEMA, SBA and other sources, and documenting that no duplication of benefits has occurred. Income certification: collecting an affidavit from each household attesting to household size and income.
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Monitoring
Environmental review: all projects must go through reviews required by NEPA and related laws and authorities. Davis-Bacon Labor Standards and the Related Acts as well as other applicable federal regulations. Section 3 of the Housing and Urban Development Act of 1968, 24 CFR 135, for all projects and activities, as described within this Action Plan.
The Citys grant monitoring will use a risk-based approach that will take into consideration the complexity of projects, staff changes, past performances, the level of experience of program managers and administrators, the number of requisitions, a review of progress reports, and in some cases will be tied to the dollar thresholds. The monitoring system will operate on four levels, which together will substantially mitigate the risk of non-compliance including the risks of fraud, waste or abuse in CDBG-DR programs and grant expenditures. 1. CDBG-DR agency-based Monitoring:
After the appropriation of CDBG-DR funds, as a means to continually mitigate and manage risk associated with using CDBG-DR funds, the City will utilize monitoring procedures [following the mandates of the Managing CDBG Guidebook for Grantees and Subrecipients and in accordance with the CPD Monitoring Handbook 6509.2 REV-6]. The goal is to ensure compliance with City, State, and Federal regulations and provide for a centralized review and accountability of the CDBG-DR funds.
As formulated to encompass all compliance requirements and specified in the programs Compliance Manual, CDBG-DR Agencies will utilize the checklists/procedures as an integral part of the monitoring process. Checklists/procedures will be used to carry out and document the existence of these procedures as well as adherence to and fulfillment of the program requirements regarding: a. Initial eligibility assessments/intake procedures, b. Periodic monitoring procedures, and c. Close-out procedures
Additionally, CDBG-DR agencies will provide programmatic and financial reports to OMB CDBG-DR. 2. OMB CDBG-DR Monitoring: Centralized programmatic and financial monitoring of all CDBG-DR grant programs will be carried out by the OMB CDBG-DR unit. This Unit will, for a particular grant or grantee, decide the nature and frequency of the activities using a risk-based approach.
The OMB CDBG-DR Unit will establish periodic reporting requirements for CDBG-DR agencies, and perform desk reviews of submissions. A desk review of documents submitted will be used to identify omissions, anomalies, questionable activities and costs, including those cases where expenditures may not be necessary and reasonable [24 CFR part 225 states that A cost is reasonable if, in its nature and amount, it does not exceed that which would be incurred by a prudent person under the circumstances prevailing at the time the decision was made.] The OMB unit will follow-up on any issues noted in the desk review to obtain adequate explanations and documentation from the CDBG-DR agency, and where appropriate, may refer a specific program to Internal Audit (discussed below).
Additionally, OMB CDBG-DR will prepare and submit all reports required by HUD on CDBG-DR programs such as the Quarterly Performance Reports, and/or coordinate with and review such reports prepared by CDBG-DR Agencies. 3. Internal Audit: A Director of Disaster Recovery Grant Internal Audit (IA Director) will be appointed and will report directly to the Citys Director of Management and Budget, who serves as the Chief Executive Officer for the purpose of CDBG. The IA Director will be responsible for the development and execution of an internal audit program including desk and field audits of CDBG-DR funded programs in all CDBG-DR Agencies, on a rotating basis. The internal audit program and all audit work will be conducted in accordance with accepted internal audit practices. Some or all of the staffing of internal audit may be contracted to one or more outside certified public accounting (CPA) firms with appropriate expertise and experience. A desk audit is a review of documents requested of and submitted by the CDBG-DR Agency, similar to but more complete than, the desk review. All programs will be subjected to at least one desk audit each year as part of the audit plan.
OMB CDBG-DR will also ensure that the City, State and federal program-related time lines and benchmarks are being achieved as projected. If and when it is apparent that an applicants program will not be implemented consistent with the agreement, a request for an extension may be made.
A field audit involves auditors working at program locations and interviewing CDBG-DR Agency staff and reviewing documents for the purpose of documenting and testing internal controls, and for the examination of documentation supporting expenditures for eligibility, allowable expenditures, and compliance with Federal and City laws and regulations applicable to CDBG-DR grant funded expenditures generally and the specific program. As part of this, auditors will judge if costs are necessary and reasonable. Programs will be selected on a rotating basis for field audit based on general risk assessments, results of desk audits and other factors as appropriate. 4. External Financial Reporting and Independent Audit: New York Citys budgeting and its annual external financial reporting are both done in accordance with generally accepted accounting principles applicable to US state and local governments (GAAP), meaning that the City meets the highest standards of financial reporting and an extremely high and rare - standard for budgeting. The Citys GAAP financial statements are audited by an independent CPA firm each year, and an annual Federal Funds Single Audit of all Federal grant expenditures is also conducted by that firm in accordance with US OMB Circular A-133 (including sub-recipient monitoring). Based on its size, the CDBG-DR grants are virtually certain to qualify as a Major Program within the Single Audit, meaning that they will be subject to extensive compliance and internal control testing by the independent auditors and that the auditors will report deficiencies noted, if any, in these programs.
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Duplication of Benefits
The City of New York is creating several disaster recovery programs and must consider whether one program will duplicate assistance provided by another program, even when the secondary program is funded entirely with non-Federal funds. The following Framework provides structure for departments or other organizations implementing disaster recovery programs in determining the amount of CDBG-DR assistance that will not duplicate assistance from other resources. For purposes of this plan, the term City refers to the City of New York and its agencies responsible for delivering CDBG-DR assistance. A. Assessment of need prior to assistance. B. Total assistance available to the person or entity. C. Non-duplicative assistance excluded from final benefit calculation. 1. Funds for a different purpose. 2. Funds for same purpose, different eligible use. 3. Funds not available to the applicant. 4. Private loans. 5. Other assets or lines of credit. D. Calculate CDBG-DR award. E. Unmet need. F. Use of CDBG-DR Funds 1. Use of funds for explicit and eligible purposes. 2. Treatment of SBA Loans. G. Collecting a Duplication of Benefit.
Administrative Procedures for Identifying the Duplication of Benefits 1. For each CDBG-DR disaster recovery funded program, the City will identify potential assistance from insurance, federal and state government, City agencies, and private or non-profit charity organizations (covered assistance) that it reasonably expects to be in a project or to otherwise be received by a beneficiary of CDBG-DR disaster recovery assistance. 2. All applicants for assistance from the Citys CDBG-DR disaster recovery allocation will be required to identify their other sources and amounts of covered assistance (sources and uses), and to certify that the CDBG-DR disaster recovery assistance requested does not duplicate other covered assistance that has been received or is reasonably expected to be received. 3. In any application for CDBG-DR disaster recovery assistance, the City will require beneficiaries to agree to repay any assistance later received for the same purpose as the CDBG-DR disaster recovery funds. 4. In conjunction with its actions to prevent fraud, waste, and abuse, the City will employ data systems and data sharing and data matching to identify duplication of benefits. The City will enter into datasharing agreements with relevant federal and state agencies, and other entities, as appropriate. 5. The City will include duplication of benefits among its review criteria in monitoring for compliance with applicable laws, regulations, and other authorities. Applicable Law and HUD Guidance Public Law 113-2: Disaster Relief Appropriations Act, 2013 (at HR152-34) Signed January 29, 2013 Section 312 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5155), as amended
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Examples of Housing Duplication of Benefit Analysis
44 CFR 206.191 Duplication of Benefit HUD Federal Register Notice, at 76 FR 71060, published November 16, 2011 HUD Federal Register Notice, at 78 FR 14329, dated March 11, 2013 Section 18 of the Small Business Act, as amended (14A U.S.C. 647)
The Owner/Applicant will provide the program information related to funds received and spent as a result of Hurricane Sandy impacts. The City will review all the funds received by the owner and determine which funds are for the same purpose as the assistance the owner is requesting. This is the amount for duplication of benefits calculation.
The owner will provide receipts and sign a statement of how the funds were spent. The statement of how the funds were spent will be divided into categories of 1) Rehabilitation/Reconstruction, 2) Allowed Activities, and 3) Not duplication of benefit expenditures. The statement of funds spent from category 1 is called the Certification of Work Already Completed. The statement of funds spent from category 2 is called the Allowed Activities. Category 3 is not subject to duplication of benefit calculation. This information will be provided to the team conducting Home Evaluations for verification. The Home Evaluator will verify that the repair work documented by the owner is reasonable and completed; at the same time the Home Evaluator will estimate the cost of the work that needs to be completed in order to meet current code.
DOB Example, Not Displaced: Property owner is applying for home rehabilitation assistance from the NYC Houses Program. The owner was able to live in the home while repairing the impacts from Hurricane Sandy. Citys verification of Owner Certification of Work Already Completed: Funds that the owner will provide to complete work: CDBG-DR NYC Houses Program Unmet Need, eligible for assistance Funds received from FEMA, SBA, insurance & others for home Rehabilitation: Initial Cost estimate to rehabilitate home: $180,000 -$100,000 $150,000 $50,000 $30,000
DOB Example, Interim Housing: Property owner is applying for home rehabilitation assistance from the NYC Houses Program. The owner was not able live in the home for a couple months while repairing the impacts from Hurricane Sandy, but has since moved in the completed area. Initial Cost estimate to rehabilitate home: Funds received from FEMA, SBA, insurance & others for home Rehabilitation: Citys verification: Owner Certification of Work Already Completed: $180,000 -$10,000 -$100,000 $40,000
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$150,000
Citys verification: Owner Certification of Allowed Activities: Funds that the owner will provide to complete work:
CDBG-DR NYC Houses Program Unmet Need, eligible for assistance
DOB Example, Spent personal funds: Property owner is applying for home rehabilitation assistance from the NYC Houses Program. The owner was not able to live in the home for a couple months while repairing the impacts from Hurricane Sandy, but has since moved in the completed area. The owner spent more than what they received from FEMA, SBA, insurance and others for repair work. Initial Cost estimate to rehabilitate home: Funds received from FEMA, SBA, insurance & others for home Rehabilitation: Citys verification: Owner Certification of Work Already Completed: $230,000 -$10,000 $0 -$160,000 $70,000 $150,000
$40,000
Citys verification: Owner Certification of Eligible Costs for Interim Housing: Funds that the owner will provide to complete work: CDBG-DR NYC Houses Program Unmet Need, eligible for assistance
DOB Example, Received Additional funds after signing assistance agreement: Property owner is applying for home rehabilitation assistance from the NYC Houses Program. The owner was not able to live in the home for a couple months while repairing the impacts from Hurricane Sandy, but has since moved in the completed area. The owner spent more than what they received from FEMA, SBA, insurance and others for repair work. After signing the assistance agreement, the owner receives an adjusted insurance settlement that must be provided back to the program as reimbursement of assistance, not to exceed the amount of received by CDBG-DR. Initial Cost estimate to rehabilitate home: Funds received from FEMA, SBA, insurance & others for home Rehabilitation: Citys verification: Owner Certification of Work Already Completed: $280,000 -$10,000 $0 -$200,000 $80,000 $150,000
Citys verification: Owner Certification of Eligible Costs for Interim Housing: Funds that the owner will provide to complete work: CDBG-DR Spent to complete work on home CDBG-DR NYC Houses Program Unmet Need, eligible for assistance Owner receives an additional insurance settlement of $100,000, repays CDBG-DR
$80,000 $80,000
Program Income
It is expected that certain CDBG-DR-funded programs will generate income. Any program income earned as a result of CDBG-DR funded activities will be subject to the rules outlined in Federal Register notice 78 FR 14329. In the Notice, HUD provides grantees the option of transferring program income to their annual CDBG-DR entitlement grant (if applicable) or to be used as CDBG-DR funds until grant closeout. The City has opted to return program income received to the CDBG-DR Program in order to further fund disasterrelated activities. Accordingly, program income received before closeout of the CDBG-DR grant will be subject to CDBG-DR requirements and must be used in accordance with the Citys Action Plan for Disaster
Recovery. To the maximum extent feasible, HUD requires that program income shall be used or distributed before additional withdrawals from the U.S. Treasury are made. New York City may enter into sub-recipient agreements with community based not-for-profit organizations to facilitate loan and/or grant making, particularly to homeowners. The City will create monitoring procedures to ensure compliance with state and federal regulations. Sub-recipient agreements will outline all reporting requirements. These will include, but not be limited to Quarterly Progress reports that include Performance Measures and Outcomes; annual audit reports; contractual obligations and minority business enterprise reports; Section 3 reporting requirements; and Labor Standards. Sub-Recipient Agreements
Each sub-recipient will be reviewed at least once annually. Sub-recipients may be subject to more frequent monitoring based on complexity of projects, staff changes, past performance and level of experience of the program managers and administrators, the level of expenditures and the number of requisitions, a review of progress reports, and in some cases, the dollar threshold.
Monitoring can include both desk reviews and on-site visits. During desk reviews, New York City staff will review sub-recipient program policies and implementation plans, financial reports, and reports on clients served. On-site visits will be designed to allow City employees to become more familiar with the operations of the sub-recipient; to conduct a more thorough review of supporting documentation than can be conducted in a desk review; to learn about the sub-recipients programmatic results or problems; and to provide technical assistance for compliance with state and federal regulations specific to the various grants. A site visit may also be conducted for the purpose of investigating a specific problem or issue that was uncovered during a desk review. Sub-recipients will be responsible for ensuring that loans and/or grants made with CDBG-DR funds do not duplicate other benefits. In order to do so, sub-recipients must: Assess the full scope of the recovery need for each beneficiary. Calculate all benefits already received, including FEMA and SBA aid, other local, state, or federal assistance, and charitable grants. Calculate all benefits likely to be received in the future. Collect a signed agreement to repay any assistance later received for the same purpose as the CDBG-DR disaster recovery funds. This agreement shall cover a period of three years, and the subgrantee is responsible for monitoring beneficiaries during that period. Create a system to collect and maintain documentation from beneficiaries documenting use of benefits received, such as receipts for interim rental payments.
Sub-recipient monitoring, including oversight of the duplication of benefits rules, will be conducted by agency program staff, working in conjunction with agency audit liaisons, and the Mayors Office of Management and Budget.
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Capacity Building
The New York City Office of Management and Budget as well as the various agencies that are administering CDBG-DR programs are prepared to provide technical and management assistance to other intergovernmental agencies, sub-grantees and sub-recipients when necessary. The assistance will be provided in the form of training sessions and/or individual meetings specific to the CDBG-DR requirements. Guidance for general requirements will also be covered for those individuals and entities that have no CDBG-DR experience. The City of New York OMB staff has extensive experience in successfully managing the CDBG Entitlement program. The City has been administering the CDBG Entitlement Program for 39 years and the OMB CD Unit collectively has 214 years of experience doing so. Given the depth of experience of the existing staff and the systems in place to track and measure CDBG-DR performance outcomes and compliance requirements, the City of New York staff can adequately ensure that the CDBG-DR program will be managed appropriately. In those areas where the City finds itself to be deficient, it will hire additional staff, seek the assistance of HUDs Technical Assistance Program, and may work with outside professional consultants and other capacity building organizations such as Local Initiatives Support Corporations, the Enterprise Foundation.
The City of New York will also use its monitoring program to assist grant recipients and provide additional technical assistance and capacity building around specific programmatic functions and activities. This will further strengthen the program and assure that guidelines are adhered to, program objectives are met and overall community capacity is increased and sustained throughout the long term recovery process.
Agencies, in conjunction with the New York City Office of Management and Budget, will hold trainings for subrecipients and, as appropriate, other entities participating in loan/grant programs to ensure that they have the capacity to administer CDBG-DR. Agency staff will be available on an ongoing basis to answer question and provide support to subrecipients. For example, the Department of Housing Preservation and Development will train all subrecipient groups on key CDBG-DR regulations, including, but not limited to: Determination of low and moderate-income eligibility; Calculations of duplication of benefit; Identification of properties in the 100-year floodplain; Purchase and maintenance of flood insurance; Compliance with lead-based paint requirements; Mold remediation; and Historic preservation review.
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Citizen Participation Plan

a. Background
The City of New York is the recipient of a Community Development Block Grant-Disaster Recovery Grant (CDBG-DR) in accordance with the Disaster Relief Appropriations Act, 2013 (Public Law 113-2). These funds are being made available to assist disaster recovery efforts in response to Hurricane Sandy. The City of New York has been allocated $1,772,820,000. In order to receive these funds, the City must prepare an Action Plan and submit it to the U.S. Department of Housing and Urban Development (HUD) for approval. The content of the Action Plan and eligible activities are described in the Federal Register dated March 11, 2013 and in the Community Development Block Grant regulations at 24 CFR 570. A requirement of this program is the adoption of a Citizen Participation Plan. The Federal Register contains a list of waivers which permits changes to the City of New Yorks Consolidated Plan Citizen Participation Plan. The following section describes the citizen participation process in conformance with the regulations. b. Public Hearing Unlike the Citizen Participation Plan for the Consolidated Plan process, there is no requirement for a public hearing relative to the CDBG-DR Action Plan. In accordance with CDBG-DR requirements, the City of New York will develop and maintain a comprehensive website regarding all disaster recovery activities assisted with these funds. The City will post the Action Plan on the Citys new CDBG-DR website (https://www.nyc.gov/cdbg) to give citizens an opportunity to read the plan and to submit comment(s). This website will be featured prominently on and easily navigable from the Citys homepage (www.nyc.gov) and on a dedicated Disaster Recovery website. A fourteen (14) day comment period shall be provided for citizens, affected local governments, and other interested parties an opportunity to comment. At the end of the comment period, all comments shall be reviewed and a City response will be incorporated into the document. A summary of the comments and the Citys responses will be submitted to HUD with the Action Plan. A revised Action Plan including the public comments and responses will be posted on the Citys CDBG-DR website. Written comments may be mailed to: Mayors Office of Operations 253 Broadway 10th Floor New York, NY 10007 Comments may be submitted electronically on the Citys CDBG-DR website at http://www.nyc.gov/cdbg. c. Public Notice and Comment Period
Comments may be provided by telephone as well by contacting 311, New York City's main source of government information and non-emergency services. Dial 311 or (212) NEW-YORK (212-639-9675) from outside New York City. Comments must be received no later than April 4, 2013 at 11:59pm (EST).
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Paper copies of Action Plan A are available at the following sites in both English and the languages listed below: Department of City Planning 22 Reade Street Book Store New York, New York, 10007 Manhattan Borough Hall 1 Centre Street, 19th Floor New York, NY 10007 Office of Management and Budget 255 Greenwich Street, 8th Floor New York, New York 10007 Brooklyn Borough Hall 209 Joralemon Street Brooklyn, NY 11201
Bronx Borough Hall 851 Grand Concourse Ste. 301 Bronx, New York 10451
Staten Island Borough Hall 10 Richmond Terrace, Room 120 Borough Hall Staten Island, NY 10301
Queens Borough Hall 120-55 Queens Boulevard Kew Gardens, NY 11424
d. Individuals with Limited English Proficiency (LEP)
Based on LEP data within the impacted areas collected by the City, both the instructions for commenting and access to the plan will be translated in Spanish, Russian, and Chinese (simplified). Comments will be accepted through the online commenting form in English and the three previously mentioned languages. The City will make every possible effort to translate and consider comments submitted in any other language within the timeframe. Hard copies of Action Plan A will be available in large print format (18pt font size) at the locations listed above. The online materials will also be accessible for the visually impaired. For more information on how people with disabilities can access and comment on the Action Plan, dial 311 or, using a TTY or Text Telephone, (212) 504-4115. f. The Final HUD-Approved Action Plan h. Response to Citizen Complaints Following HUD approval of the Action Plan, it will be posted on the Citys CDBG-DR website. Copies of the Final Action Plan will also be made available in the locations listed above. The City of New York shall provide a written response to every complaint relative to the CDBG-DR grant within fifteen (15) working days of receipt if practicable. e. Persons with Disabilities
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i. Performance Review
The requirements for submission of a Performance Evaluation Report (PER) are waived for the CDBG-DR program. As an alternative, the Citys Action Plan must be entered into HUDs Disaster Recovery Grant Reporting (DRGR) system. The City must submit a performance report in a form to be prescribed by HUD no later than thirty days following the end of each quarter, beginning after the first full calendar quarter after grants award and continuing until all funds have been expended. The quarterly reports shall use the DRGR system and be posted on the Citys website within three days of submission.
Action Plan Amendments
In the case of amendments, the City of New York will follow two alternative citizen participation processes. In the cases of a substantial amendment, the same procedures followed for preparation and adoption of the Action Plan shall be followed. A substantial amendment shall be defined as: a change in program benefit, beneficiary or eligibility criteria, the allocation or re-allocation of more than $1 million, or the addition or deletion of an activity. For amendments considered to be non-substantial, the City shall notify HUD, but public comment is not required. Every amendment, substantial or not, shall be numbered sequentially and posted on the website.
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XIV. APPENDICES
Appendix A: Damaged City-Owned and Leased Facilities
PUBLIC SCHOOLS AND DOE FACILITIES Bronx Bronx Leadership Academy II High School - 730 Concourse Village West Herbert H. Lehman High School - 3000 East Tremont Avenue I.S. 117 - 1865 Morris Avenue I.S. 241 - 1595 Bathgate Avenue Morris Academy for Collaborative Studies - 1110 Boston Road P.S. 6 - 1000 East Tremont Avenue P.S. 31 425 Grand Concourse P.S. 56 - 341 East 207th Street P.S. 75 - 984 Faile Street P.S. 86 - 2756 Reservoir Avenue Peace & Diversity Academy - 3441 Steenwick Avenue
Brooklyn
Manhattan
Abraham Lincoln High School - 2800 Ocean Parkway I.S. 98 - 1401 Emmons Avenue I.S. 211 - 1001 East 100th Street I.S. 239 - 2401 Neptune Avenue I.S. 303 - 501 West Avenue International High School - 2630 Benson Avenue John Dewey High School - 50 Avenue X Liberation Diploma Plus High School - 2865 West 19th Street P.S. 15 - 71 Sullivan Street P.S. 90 - 2840 West 12th Street P.S. 134 - 4001 18th Avenue P.S. 188 - 3314 Neptune Avenue P.S. 195 - 131 Irwin Street P.S. 253 - 601 Oceanview Avenue P.S. 254 - 1801 Avenue Y P.S. 276 - 1070 East 83rd Street P.S. 279 - 1070 East 104th Street P.S. 288 - 2950 West 25th Street P.S. 329 - 2929 West 30th Street William E. Grady Vocational High School - 25 Brighton 4th Road Bard High School Early College - 525 East Houston Street
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Queens
P.S. 61 - 610 East 12th Street P.S. 112 - 535 East 119th Street
Staten Island
Academy of Medical Technology - 8-21 Bay 25th Street Beach Channel High School - 100-00 Beach Channel Drive Forest Hills High School - 67-01 110th Street Frederick Douglass Academy VI - 8-21 Bay 25th Street I.S. 53 - 10-45 Nameoke Street J.H.S. 180 - 320 Beach 104th Street Math, Science, Research & Technical High School - 207-01 116th Avenue P.S. 40 - 109-20 Union Hall Street P.S. 42 - 488 Beach 66th Street P.S. 43 - 160 Beach 29th Street / 12 Marvin Street P.S. 47 - 9 Power Road P.S. 78 - 48-09 Center Boulevard P.S. 104 - 26-01 Mott Avenue P.S. 105 - 420 Beach 51st Street P.S. 106 - 180 Beach 35th Street P.S. 114 - 134-01 Cronston Avenue P.S. 146 - 98-01 159th Avenue P.S. 153 - 60-02 60th Lane P.S. 171 - 14-14 29th Avenue P.S. 182 - 153-27 88th Avenue P.S. 183 - 2-45 Beach 79th Street P.S. 195 - 253-50 149th Avenue P.S. 197 - 825 Hicksville Road P.S. 207 - 159-15 88th Street P.S. 215 - 535 Briar Place P.S. 253 - 1307 Central Avenue P.S. 317 - 190 Beach 110th Street P.S. 333 - 3-65 Beach 56th Street P.S. Q256 Special Education - 445 Beach 135th Street Queens Vocational High School - 37-02 47th Avenue Bureau of Supplies - 44-36 Vernon Boulevard DOE Division of School Buildings - 28-11 Queens Plaza North P.S. 38 - 421 Lincoln Avenue Curtis High School - 105 Hamilton Avenue I.S. 2 - 333 Midland Avenue P.S. 52 - 450 Buel Avenue
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WATER, WASTEWATER, AND OTHER DEP FACILITIES Bronx 233rd Street Pumping Station Southbound Bronx River Parkway City Water Tunnel #1 Shaft 7 Conner Street Pumping Station Foot of Conner Street at Eastchester Creek Hillview Reservoir Hunts Point Wastewater Treatment Plant - 1270 Ryawa Avenue Kensico Reservoir Orchard Beach Pumping Station Pelham Bay Landfill - 301 Shore Road Zerega Avenue Pumping Station Zerega Avenue and Castle Hill Avenue
Brooklyn
Manhattan
26th Ward Wastewater Treatment Plant - 122-26 Flatlands Avenue 49th Street Pumping Station - 49th Street & 57th Avenue Bush Terminal Pumping Station - West of 2nd Avenue between 28th & 29th Street Coney Island Wastewater Treatment Plant - 2591 Knapp Street Fountain Avenue Landfill - 950 Fountain Avenue Gowanus Pumping Station - 201 Douglass Street Nevins Street Pumping Station - Nevins Street between Sackett & Degraw Street Newtown Creek Wastewater Treatment Plant - 329 Greenpoint Avenue Owls Head Wastewater Treatment Plant - 6700 Shore Road Pennsylvania Avenue Landfill - 1750 Pennsylvania Avenue Red Hook Wastewater Treatment Plant - 63 Flushing Avenue Second Avenue Pumping Station - Second Avenue & 5th Street Van Brunt Pumping Station - Foot of Van Brunt Street near Read Street City Water Tunnel #1 - Shaft 18 City Water Tunnel #1 - Shaft 21 Manhattan Pumping Station - 184 Avenue D Marble Hill Pumping Station 58 West 225th Street North River Wastewater Treatment Plant - 725 West 135th Street Roosevelt Island North Pumping Station Near Coler-Goldwater Hospital Roosevelt Island South Pumping Station Near Coler-Goldwater Hospital Wards Island Wastewater Treatment Plant - 7 Wards Island
Queens
49th Street Pumping Station Corner of 57th Avenue and 49th Street Bayswater Pumping Station - Norton Basin Bowery Bay Wastewater Treatment Plant - 43-01 Berrian Boulevard
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Staten Island
Broad Channel Pumping Station 20th Avenue between 98th Street & Crossbay Boulevard Doug Bay Pumping Station - 41st Avenue & 233rd Street Howard Beach Pumping Station Southeast Corner of 155th Avenue & 100th Street Jamaica Wastewater Treatment Plant - 150-20 134th Street Little Neck Pump Station 40th Avenue west of 248th Street Nameoke Avenue Pumping Station Southeast Corner of Nameoke & Central Avenue New Douglaston Pumping Station Alley Pond Park North of Long Island Expressway St. Albans Pumping Station Intersection of 177th Street & 112th Avenue Rockaway Wastewater Treatment Plant - 106-21 Beach Channel Drive Roosevelt Island South Pumping Station - Near Goldwater Hospital, Roosevelt Island Rosedale Pumping Station - 149th Street & Brookville Boulevard Seagirt Pumping Station - Seagirt Avenue & 9th Street Tallman Island Wastewater Treatment Plant - 127-01 Powell Cove Boulevard Warnerville Pumping Station Brookville Boulevard & Broadway Cannon Pumping Station - Cannon Avenue between Prices Lane & Glen Street Mason Avenue Pumping Station South of Slater Boulevard Melvin Avenue Pumping Station Brookville Boulevard & Broadway Nautilus Court Pumping Station - Cliff Street & Nautilus Court Oakwood Beach Wastewater Treatment Plant - 751 Mill Road Port Richmond Wastewater Treatment Plant - 1801 Richmond Terrace Richmond Chlorination Water Reservoir South Beach Pumping Station - Father Capodanno & South of Sand Lane
CITY-OWNED DAY CARE CENTERS
Blanche Day Care Center - 44-22 Beach Channel Drive, Queens
CITY-OWNED SENIOR CENTERS Bronx BronxWorks East Concourse Senior Center - 236 East Tremont Avenue Chinese-American Planning Council Project Open Door Senior Citizens Center - 168 Grand Street
Manhattan
Queens
Catholic Charities Diocese of Brooklyn & Queens CCNS Bayside Senior Center - 211-15 Horace Harding Expressway
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Staten Island Friendship/New Dorp - 128 Cedar Grove Avenue
CITY LEASED SENIOR CENTERS Brooklyn JCC of Greater Coney Island, Surf Solomon Service Center 3001 West 37th Street
CITY UNIVERSITY OF NEW YORK FACILITIES Bronx Hostos Community College 475 Grand Concourse Bronx Community College West 181st Street and University Avenue Kingsborough Community College 2001 Oriental Boulevard Borough of Manhattan Community College 199 Chambers Street New Community College 50 West 40th Street
Brooklyn
Manhattan
Queens
LaGuardia Community College 31-10 Thompson Avenue
DEPARTMENT OF PARKS AND RECREATION - PARKS AND PLAYGROUNDS Bronx Barretto Point Park Bicentennial Veterans Park Bronx Park Burns Playground Cedar Playground Classon Point Park Crotona Park: Hylan Park Devoe Park Flynn Playground Fort 4 Playground
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Brooklyn
Franz Sigel Park Hunts Point Riverside Park Jerome Park Mullaly Park North Old Fort Four Park: Washingtons Walk Pelham Bay Park Poe Park Riverdale Park Rosewood Playground Saint James Park Saint Marys Park Seton Park Soundview Park Star and Stripes Playground Strong Street Playground Van Courtlandt Park Waring Playground Williamsbridge Oval
Asser Levy Playground Avenue J Playground Bensonhurst Park Brighton 2nd Playground Carroll Park Coffey Park Commodore Barry Field Coney Island Creek (Six Diamonds) Cypress Hills Playground Dyker Park Fresh Creek Gerritsen Creek Ball Fields Kaiser Park Luna Park Marine Park McCarren Park McGuire Fields Nautilus Playground Nehemiah Playground North Fifth Street Pier Pat Perlatto Playground Poseidon Playground Prospect Park Remsen Playground Shore Parkway
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Manhattan
Surf Playground Taaffe Playground
Queens
Albert Capsuoto Park Baruch Playground Battery Park Carl Schurz Playground Colonel Charles Young Playground Corlears Hook Park Dry Dock Playground East River Esplanade East River Park Fort Tryon Park Fort Washington Park Frederick Douglass Playground Happy Warrior Playground Harlem Lane Playground High Bridge Park Inwood Hill Park Isham Park Jackie Robinson Park James J. Walker Park John Jay Park Lillian Wald Playground M258 East River Playground Manhattan Park Marcus Garvey Park Martin Tanahey Playground Murphys Brothers Playground P.S. 156 Holcombe Rucker Playground Playground 103 Riverside Park Saint Nicholas Park Sakura Park Sherman Creek Park Stanley Isaacs Park Sunken Playground Theodore Roosevelt Park Union Square Park Washington Square Park 587 Memorial Park
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Alley Pond Park Almeda Playground American Ballfields Annadale Playground Arverne Playground Astoria Heights Playground Astoria Park Baisley Pond Park Bayswater Park / Playground Bowne Park Brant Point Wildlife Sanctuary Breininger Park Broad Channel American Park Brookville Park Buz ORourke Playground Conch Playground Crocheron Park: Joe Michaels Mile Cunningham Park Dubois Point Wildlife Sanctuary Evergreen Park Father Francis McGee Playground Flushing Meadows Corona Park Forest Park Fort Totten Park Gene Gray Playground Grassmere Playground Grover Cleveland Park Hallets Cove Playground Hallets Point Park Hammel Playground Hellgate Field Highland Park Hinton Park Hoover-Manton Playground Idlewild Park John Andrews Playground Judge Moses Weinstein Playground Juniper Valley Park Kissena Corridor Park Kissena Park LaGuardia Landing Lights Lefferts Playground Louis Armstrong Playground Macneil Park Martins Field Playground
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Staten Island
McLaughlin Playground Montbellier Park One Room School House Park Overlook Park P.S. 94 Admiral Playground P.S. 214 Colden Playground Patricia Barkley Park Patricia Brackley Park Phil Rizzuto Park Powells Cove Park Ralph DeMarco Park Real Good Park Redfern Playground Rockaway Park Rosemary Playground Roy Wilkins Park Sandpiper Playground Socrates Sculpture Park Springfield Park Sunrise Playground Sy Seplowe Playground Tribute Park Upper Highland Park Wayanda Park Whitey Ford Field Windmuller Park Alice Austin House Arrochar Playground Bayview Terrace Park Blissenbach Marina Buono Beach Cedar Grove Park Clove Lakes Park Conference House Park Davis Playground DeMatti Playground Dongan Playground Faber Park and Pool Franklin D. Roosevelt South Beach Great Kills Park Last Chance Pond Park Lemon Creek Park Lyons Pool Mahoney Playground
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McDonald Playground Midland Field Midland Playground New Dorp Playground Ocean Breeze Park Seaside Wildlife Nature Park Schmul Park Silver Lake Park Tappen Park Tottenville Shore Park Veterans Park Walker Park Willowbrook Park Wolfes Pond Park
DEPARTMENT OF PARKS AND RECREATION FACILITIES Bronx Aqueduct Walk 183rd Street and Kingsbridge Road Hammond Cove Marina 140 Reynolds Avenue Mosholu Parkway Abe Stark Recreation Center Coney Island Boardwalk and West 19th Street Coney Island Steeplechase Plaza Diamond Point Yacht Club Fresh Creek Preserve Greenpoint Kent Street Pier Hudson River Yacht Club Midget Squadron Marina Ocean Parkway Malls Paerdegat Athletic Center 1510 Paerdegat Avenue North Paerdegat Squadron 1350 Paerdegat Avenue North Red Hook Recreation Center 155 Bay Street Sebago Canoe Club Sheepshead Bay Piers 2010 Emmons Avenue
Brooklyn
Manhattan
79th Street Boat Basin Al Smith Recreation Center 80 Catherine Street Asser Levy Recreation Center East 23rd Street and FDR Drive Inwood Hill Park: Nature Center
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Queens
Pier 42 Stuyvesant Square The High Line Tony Dapolito Recreation Center 3 Clarkson Street Veterans Plaza Bayside Marina 28-05 Cross Island Parkway Clearview Golf Course 202-12 Willets Point Boulevard McKenna Triangle Nassau Mall South Olmsted Center Queens Boulevard Mall Southside Burial Ground Worlds Fair Marina 125-00 Northern Boulevard George M. Cromwell Recreation Center Greenbelt Nature Center 700 Rockland Avenue Lemon Creek Fishing Pier: Parking Lot Lemon Creek Marina Lyons Pool New Springville Storehouse Stapleton Esplanade and Bikeway
Staten Island
DEPARTMENT OF PARKS AND RECREATION BEACHES Brooklyn Coney Island Beach Manhattan Beach Shore Front Parkway Beach Howard Beach Rockaway Beach Buono Beach Cedar Grove Beach Crescent Beach
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Queens
Staten Island
Franklin D. Roosevelt South Beach New Dorp Beach Oakwood Beach Midland Beach South Beach
NEW YORK CITY DEPARTMENT OF SANITATION FACILITIES Bronx Bronx Borough Office 800 East 176th Street Sanitation District Garage 850 Zerega Avenue Sanitation District Garage 1635 East 233rd Street
Brooklyn
Manhattan
Greenpoint Warehouse 447 North Henry Street Kent Avenue Salt Dome 652 Kent Avenue Sanitation District Garage 5602 19th Avenue Sanitation District Garage 10502 Avenue D Sanitation District Garage 5100 First Avenue Sanitation District Garage 922 Georgia Avenue Sanitation District Garage 465 Hamilton Avenue Sanitation District Garage 525 Johnson Avenue Sanitation District Garage 2501 Knapp Street Sanitation District Garage 750 Milford Street Sanitation District Garage 2012 Neptune Avenue Sanitation District Garage 1755 Pacific Street Sanitation District Garage 127 Second Avenue Sanitation District Garage 1824 Shore Parkway Sanitation District Garage 93 Van Brunt Street Sanitation District Garage 161 Varick Avenue Sanitation Lot Cleaning Garage 803 Forbell Street Sanitation Marine Transfer Station 550 Hamilton Avenue
26th Street Borough Shop 640 West 26th Street 44 Beaver 44 Beaver Street Sanitation District Garage 297 West Street Sanitation District Garage 2 Bloomfield Street Sanitation District Garage Pier 36, South Street Sanitation District Garage 606 West 30th Street Sanitation District Garage 343 East 99th Street Sanitation District Garage 680 East 132nd Street
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Queens
Sanitation District Garage 110 East 131st Street Sanitation District Garage 301 West 215th Street Sanitation Marine Transfer Station Pier 99, West 59th Street
Staten Island
Queens Borough Repair Shop 52-07 58th Street Salt Dome 80-45 Winchester Boulevard Sanitation Vehicle Repair Shop 52-35 58th Street Sanitation Marine Transfer Station 120-15 31st Avenue Sanitation District Garage 34-28 21st Street Sanitation District Garage 48-01 58th Road Sanitation District Garage 130-23 150th Avenue Sanitation District Garage 51-10 Almeda Avenue Sanitation District Garage 30-19 122nd Street Sanitation District Garage 132-05 Atlantic Avenue Sanitation District Garage 75-05 Douglaston Parkway Sanitation District Garage 153-67 146th Avenue Sanitation District Garage 58-73 53rd Avenue
Fresh Kills Plant 1 2 Muldoon Avenue Sanitation District Garage 2500 Richmond Avenue
NEW YORK CITY FIRE DEPARTMENT FACILITIES Brooklyn EMS Station 32 347 Bond Street EMS Station 43 2601 Ocean Parkway Engine Company 201 5113 Fourth Avenue Engine Company 202 31 Richards Street Engine Company 206 1201 Grand Street Engine Company 245 2929 West 8th Street Engine Company 246 2732 East 11th Street Engine Company 279 252 Lorraine Street Engine Company 309 1851 East 48th Street Engine Company 318 2510 Neptune Avenue Fleet Spare Rigs Firehouse 57 Paidge Avenue Marine Company 3 2001 Oriental Avenue Marine Company 6
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Manhattan EMS Station 4 Pier 36 EMS Station 7 512 West 23rd Street EMS Station 8 435 East 26th Street EMS Station 10 1918 First Avenue Engine Company 4 42 South Street Governors Island Firehouse Governors Island Marine Company 1 West 13th Street Pier
Queens
Staten Island
Engine Company 265 48-06 Rockaway Beach Boulevard Engine Company 266 92-20 Rockaway Beach Boulevard Engine Company 268 257 Beach 116th Street Engine Company 329 402 Beach 169th Street Engine Company 331 158-57 Cross Bay Boulevard Fort Totten Firehouse Engine Company 153 74 Broad Street Marine Company 8 180 Mansion Avenue Marine Company 9 487 Front Street
NEW YORK CITY POLICE DEPARTMENT FACILITIES Bronx Rodmans Neck Bomb Squad and Outdoor Range 1 Rodmans Neck Road
Brooklyn
Manhattan
60th Precinct Stationhouse 2951 West 8th Street Brooklyn North Tow Pound at the Brooklyn Navy Yard Coast Guard Hangar at Floyd Bennett Field Erie Basin Auto Pound 700 Columbia Street Front Street Property Clerk Warehouse 11 Front Street Harbor Charlie Boat Dock 140 58th Street Pier 1 Kingsland Property Clerk Warehouse 540 Kingsland Avenue Mounted Troop E Stationhouse 2815 Brighton 3rd Street Police Service Area 1 Stationhouse 2860 West 23rd Street Transit District 34 Stationhouse 2869 Stillwell Avenue
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Queens
130 Cedar Street Stationhouse 130 Cedar Street Harbor Launch Repair Shop Randalls Island Police Service Area 4 Stationhouse 130 Avenue C One Police Plaza Headquarters 1 Police Plaza Pier 36 Manhattan South Command Stationhouse Pier 76 Mounted Unit Stationhouse / Tow Pound / Service Shop 8 West 38th Street and 12th Avenue
Staten Island
100th Precinct Stationhouse 92-24 Rockaway Beach Boulevard Harbor George Boat Dock 14th Avenue Pearson Place Property Clerk 47-15 Pearson Place Transit District 23 Stationhouse 222 Beach 116th Street
Traffic Division Facility Stationhouse 1893 Richmond Terrace
BUILDINGS FOR THE GENERAL CONDUCT OF GOVERNMENT Bronx Bronx Family / Criminal Courthouse 215 East 161st Street Bronx County Courthouse 851 Grand Concourse Bronx Hall of Justice 265 East 161st Street Housing Courthouse 1118 Grand Concourse Brooklyn Appellate Courthouse 45 Monroe Place Brooklyn Borough Hall 209 Joralemon Street Brooklyn Municipal Building 210 Joralemon Street Brooklyn Supreme Courthouse 360 Adams Street Building 50 334 Furman Street Bush Terminal Administration Building 1 43rd Street DCAS Repair Shop 390 Kent Avenue DEP Building 99 Plymouth Street
Brooklyn
Manhattan
City Hall City Hall Park City Planning 22 Reade Street Civil Courthouse 111 Centre Street Court Square Building 2 Lafayette Street Criminal Courthouse 100 Centre Street
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Queens
DOT Administrative Office 55 Water Street HHC Corporate Offices 160 Water Street Manhattan Municipal Building 1 Centre Street Youth Court 88 Visitation Place DCAS Central Storehouse 66-26 Metropolitan Avenue Long Island City Courthouse 25-10 Court Street Queens Borough Hall 120-55 Queens Boulevard Queens Civil Courthouse 89-17 Sutphin Avenue Queens Criminal Courthouse 125-01 Queens Boulevard Queens Supreme Courthouse 88-11 Sutphin Boulevard Staten Island Borough Hall 10 Richmond Terrace Staten Island Family Court 100 Richmond Terrace
Staten Island
PUBLIC FACILITIES Bronx 1918 Arthur Avenue 355 Food Center Drive 355 Food Center Drive 600 Food Center Drive 600 Hunts Point Avenue Concourse Plaza 198 East 161st Street Fulton Fish Market 800 Food Center Drive Hunts Point Food Distribution Center 410 Halleck Street Kingsbridge Armory 27 West Kingsbridge Road Locusts Point Civil Association 3300 Tierney Place New York City Terminal Market 37 Terminal Market Street St. Francis de Chantal Shelter 190 Hollywood Avenue Yankee Stadium Ferry Landing 345 Adams Street Brooklyn Cruise Terminal 2 Atlantic Basin Bush Terminal Building C 102 41st Avenue Bush Terminal Building G 5102 First Avenue Bush Terminal Building 39 5102 First Avenue Bush Terminal Building 45 5102 First Avenue Bush Terminal Building 57 5102 First Avenue Bush Terminal Building 58 5102 First Avenue
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Brooklyn
Manhattan
Coney Island Amusement Park Ferry Landing 9 Water Street Lowes King Theater 1027 Flatbush Avenue Mill Basin Waterfront Marine Facility Moore McCormick Building 740 3rd Avenue South Brooklyn Marine Terminal Theater for a New Audience 19 Lafayette Avenue
Staten Island
109 South Street 110 Williams Street Battery Maritime Building Clock Tower Building 346 Broadway Downtown Manhattan Heliport East 34th Street Ferry Landing East 34th Street Heliport 499 East 34th Street East 90th Street Ferry Landing 97 East End Avenue East River Ferry Landing 2850 East River Drive Essex Street Building C 116 Delancey Street Excelsior Building 137 Centre Street Harlem Community Justice Center 170 East 121st Street Health Building 125 Worth Street Highline 820 Washington Street Home Life Building 253 Broadway Manhattan Cruise Terminal New Market Building 95 Marginal Street New York City Police Museum 100 Old Slip Pier 11 Ferry Landing Pier 11 South Street Pier 15 East River Pier 16 Museum Pier 35 East River Park and Marine Facility 270 South Street Pier 42 East River Pier 79 Ferry Landing Sky Port Marine Terminal and Airport 2430 FDR Drive East Service Road Stuyvesant Cove Park Sun Building 280 Broadway Tin Building 16 Fulton Street Water Club Restaurant 2850 East River Drive 130 Stuyvesant Place Homeport Building 2 and Pier 455 Front Street Pier 1 at Lighthouse Plaza 15 Bay Street Staten Island Cultural Center Building 11 5 Bay Street
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Staten Island Minor League Stadium 75 Richmond Terrace Staten Island September 11th Memorial 75 Richmond Terrace
SHELTERS Bronx Powers Residence 346 Powers Avenue Prevention Assistance and Temporary Housing 151 East 151st Street
Brooklyn
Manhattan
Auburn Residence 39 Auburn Place Barbra Kleiman Residence 300 Skillman Avenue Kingsboro Homeless Shelter 681 Clarkson Avenue Pamoja House 357 Marcus Garvey Boulevard Bellevue Shelter 500 First Avenue George Daly House 269 East 4th Street LIFE Family Residence 78 Catherine Street Regent Family Residence 2720 Broadway Shwartz Residence 1 Wards Island Urban Family Center 130 Baruch Place Borden Avenue Veterans Residence 2110 Borden Avenue Flatlands Homeless Shelter 108-75 Avenue D Jamaica Family Residence 175-10 88th Avenue
Queens
DEPARTMENT OF CORRECTION FACILITIES Queens Bronx Anna M. Kross Center 1818 Hazen Street Rikers Island, north shoreline Vernon C. Bain Center, 1 Halleck Street
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INDUSTRIAL SITES Brooklyn Brooklyn Army Terminal Brooklyn Navy Yard
HEALTH AND HOSPITALS FACILITIES Bronx Jacobi Medical Center 1401 Pelham Parkway South Coney Island Hospital 2602 Ocean Parkway Ida G. Israel Community Health Center 2201 Neptune Avenue Kings County Hospital 451 Clarkson Avenue
Brooklyn
Manhattan
Queens
Bellevue Hospital 464 First Avenue Coler Hospital 901 Main Street Gouverneur Roberto Clemente Center 540 East 13th Street Harlem Hospital 506 Lenox Avenue Metropolitan Hospital 1902 First Avenue
Elmhurst Hospital 209 Beach 125th Street Queens Hospital 82-68 164th Street
DEPARTMENT OF TRANSPORTATION FACILITIES Bronx 3200 Conner Street Asphalt Plant 448 Hamilton Avenue Pulaski Yard 130 Clay Street Warehouse 75 South Street Workshop 352 Kent Avenue Workshop 372 Kent Avenue
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Brooklyn
Manhattan
140 58th Street 75 20th Street
Queens
Sherman Yard 301 West 203rd Street Workshop 300 West 206th Street Workshop and Yard 301 West 205th Street
Staten Island
Depot North 32-11 Harper Street St. George Ferry Terminal Whitehall Ferry Terminal Warehouse 34 Wave Street 3551 Richmond Terrace
DEPARTMENT OF TRANSPORTATION - BRIDGES Bronx Eastern Boulevard Bridge Hutchinson River Bridge Pelham Bay Bridge Third Avenue Bridge Unionport Bridge Willis Avenue Bridge Belt Parkway Bridge Carroll Street Bridge Grand Street Bridge Greenpoint Avenue Bridge Metropolitan Avenue Bridge Ninth Street Bridge Third Street Bridge Union Street Bridge
Brooklyn
Manhattan
145th Street Bridge 207th Street Bridge

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Queens
Battery and West Street Underpass Broadway Bridge Macombs Dam Bridge Madison Avenue Bridge Pulaski Bridge
CULTURAL FACILITIES Brooklyn Coney Island USA1208 Surf Avenue New York Aquarium602 Surf Avenue Smack Mellon92 Plymouth Street
Manhattan
Eyebeam Atelier540 West 21st Street New York City Police Museum100 Old Slip
Staten Island Snug Harbor Cultural Center and Botanical Gardens914 Richmond Terrace Staten Island Historical Society441 Clarke Avenue
LIBRARIES
Queens Public Library: Arverne312 Beach 54th Street Broad Channel16-26 Cross Bay Boulevard Far Rockaway1637 Central Avenue Howard Beach92-06 156th Avenue Peninsula92-25 Rockaway Beach Boulevard Seaside116-15 Rockaway Beach Boulevard Staten Island Stapleton132 Canal Street
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New York Public Library:
Brooklyn Public Library Broad Channel16-26 Cross Bay Boulevard Far Rockaway1637 Central Bright Beach16 Brighton First Road Coney Island1901 Mermaid Avenue Gerritsen Beach1208 Gerritsen Avenue Gravesend303 Avenue X Red Hook7 Wolcott Street Sheepshead Bay2636 East 14th Street
STREETS AND SIDEWALKS
Please note that the list of damaged streets and sidewalks consists of several hundred sites and is too long to include in this document. The City will provide the locations of any and street and sidewalk work performed with CDBG-DR funds in its Quarterly Performance Reports.
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Appendix B: Damaged New York City Housing Authority (NYCHA) Properties

NEW YORK CITY HOUSING AUTHORITY DEVELOPMENTS Brooklyn Carey Gardens 2946 West 23rd Street Coney Island 3025 West 32nd Street Gowanus 175 Hoyt Street Gravesend 3225 Neptune Avenue Haber 3058 West 24th Street Ingersoll 102 Monument Walk Marlboro 29 Avenue W Nostrand 2241 Batchelder Street ODwyer Gardens 2975 West 33rd Street Red Hook East 604 Clinton Street Red Hook West 6 Wolcott Street Surfside Gardens 2960 West 31st Street
Manhattan
335 East 111th Street Baruch 605 Franklin D. Roosevelt Drive Campos Plaza I 635 East 12th Street Campos Plaza II 643 East 13th Street Clinton 1505 Park Avenue Dyckman 177 Nagel Avenue East 120th Street East River 410 East 105th Street Elliott 288 10th Avenue Harlem River 225 West 152nd Street Harlem River II 2850 Frederick Douglass Boulevard Holmes Towers 405 East 92nd Street Isaacs 419 East 93rd Street Jefferson 310 East 115th Street La Guardia 45 Rutgers Street Lavanburg Homes 126 Baruch Place Lincoln 60 East 135th Street Lower East Side I 175 Eldridge Street Lower East Side II 637 East 5th Street Lower East Side III 373 East 8th Street Metro North Plaza 307 East 101st Street Polo Grounds Towers 2931 Frederick Douglass Boulevard Rangel 159-14 Harlem River Drive Riis 152 Avenue D Riis II 765 Franklin D. Roosevelt Drive
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Queens
Smith 20 Catherine Slip Two Bridges 286 South Street Wagner 90 Paladino Avenue Wald 10 Avenue D Washington 1761 Third Avenue White 2029 Second Avenue Wilson 405 East 105th Street
Staten Island
Astoria 4-21 Astoria Boulevard Beach 41st Street 40-20 Beach Channel Drive Carleton Manor 71-15 Beach Channel Drive Hammel 85-02 Rockaway Beach Boulevard Ocean Bay Apartments (Bayside) 54-81 Almeda Avenue Ocean Bay Apartments (Oceanside) 306 Beach 56th Street Queensbridge South 41-01 12th Street Redfern 14-60 Beach Channel Drive
New Lane Area 70 New Lane
NEW YORK CITY HOUSING AUTHORITY SINGLE- AND MULTI-FAMILY HOUSES Bronx 444 Torry Avenue
Queens
143-03 105th Avenue 109-40 176th Street 104-06 Farmers Boulevard 187-24 Keeseville Avenue 202-06 116th Avenue 213-24 Nashville Boulevard 150-36 116th Road 118-03 204th Street 137-22 Westgate Street 100-40 202nd Street 104-33 203rd Street 110-26 216th Street 114-69 145th Street
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148-13 Sutter Avenue 133-17 149th Street 132-33 218th Street 132-19 Bennett Court 194-17 114th Drive 115-21 200th Street 114-11 130th Street 138-11 Linden Boulevard 114-18 Inwood Street 130-34 147th Street 114-22 166th Street 117-22 133rd Street 218-34 119th Avenue 178-14 Baisley Boulevard 1502 Beach 12th Street 1504 Beach 12th Street 126-01 116th Avenue 110-16 207th Street 133-11 148th Street 105-11 171st Place 111-33 207th Street 113-14 196th Street 215-32 112th Avenue 171-28 111th Avenue 114-42 139th Street 223-20 Francis Lewis Boulevard 129-04 142nd Street 174-16 111th Avenue 217-09 110th Avenue 111-37 144th Street 119-55 177th Street 188-56 120th Road 121-28 Benton Street 191-18 120th Avenue 104-10 212th Street 112-22 198th Street 214-15 Hollis Avenue 131-27 135th Place 114-54 Inwood Street 114-34 146th Street 111-46 156th Street 117-17 204th Street 136-15 221st Street 145-12 229th Street 231 Fernside Place
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142-21 129th Avenue 94-29 211th Street 193-10 Woodhull Avenue 109-16 210th Street 110-05 225th Street 239 Fernside Place 138-20 102nd Avenue 111-27 207th Street 153 Beach 59th Street
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Appendix C: Borough Inundation Area Charts

Demographic and Housing Profile Hurricane Sandy Operational Inundation Area* Bronx, 2010 Census Inundation Area
Number 40,992 1,783 5,059 12,855 5,862 5,788 4,035 5,610 27,912 13,080 13,080 11,190 9,482 0 1,038 670 1,890 1,221 0 669 12,460 11,398 11,398 6,194 5,204
Percent 100.0 4.3 12.3 31.4 14.3 14.1 9.8 13.7 68.1 31.9
Bronx
Number 1,385,108 103,144 265,052 364,864 187,089 185,598 133,479 145,882 1,338,398 46,710 46,710 25,437 12,076 442 11,734 1,185 21,273 6,418 0 14,855
Total
Percent 100.0 7.4 19.1 26.3 13.5 13.4 9.6 10.5 96.6 3.4
100.0 85.6 72.5 0.0 7.9 5.1 14.4 9.3 0.0 5.1 100.0 91.5 100.0 54.3 45.7 2.45
511,896 483,449 483,449 390,348 93,101
100.0 54.5 25.9 0.9 25.1 2.5 45.5 13.7 0.0 31.8 100.0 94.4 100.0 80.7 19.3 2.77
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Ratio of Income to Poverty Level in the Past 12 Months for Persons for Whom Poverty Status is Determined Census 2010 Summary Files and American Community Survey 2006-2010 Estimates Hurricane Operational Inundation Area in Bronx* Inundation Area Estimate Percent 39,530 100.0 7,382 18.7 3,784 9.6 3,598 9.1 1,938 4.9 1,818 4.6 2,263 5.7 751 1.9 25,379 64.2 Bronx Total Estimate Percent 1,346,239 100.0 382,026 28.4 170,169 12.6 211,857 15.7 90,285 6.7 81,624 6.1 102,725 7.6 40,287 3.0 649,292 48.2
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Land Use One & Two Family Buildings Multi - Family Walk- Up Buildings Multi - Family Elevator Buildings Mixed Residential and Commercial Buildings Commercial and Office Buildings Industrial and Manufacturing Transportation and Utility Public Facilities and Institutions Open Space and Outdoor Recreation Parking Facilities Vacant Land No Data
Total Lots (BBL) Number Percent 5463 100.0% 3325 60.9% 338 6.2% 18 0.3% 98 1.8% 139 2.5% 313 5.7% 191 3.5% 67 1.2% 176 3.2% 137 2.5% 473 8.7% 188 3.4%
Total Building Area (sq. ft.) Number Percent 56,801,959 100.0% 6,440,675 11.3% 2,117,207 3.7% 8,035,615 14.1% 2,866,530 5.0% 6,061,173 10.7% 12,306,165 21.7% 2,041,868 3.6% 12,275,301 21.6% 1,370,426 2.4% 1,312,886 2.3% 0.0% 1,974,113 3.5%
Total Residential Area (sq. ft.) Number Percent 18,888,026 100.0% 6,440,675 34.1% 2,110,217 11.2% 7,872,262 41.7% 2,419,966 12.8% 1,430 0.0% 4,427 0.0% 4,750 0.0% 29,719 0.2% 4,580 0.0% 0.0% 0.0% 0.0% Bronx Borough
Bronx Inundation Area
Total Residential Units Number Percent 23,599 100.0% 5,449 23.1% 2,172 9.2% 6,616 28.0% 9,353 39.6% 0.0% 3 0.0% 2 0.0% 1 0.0% 2 0.0% 0.0% 0.0% 1 0.0%
Total Residential Buildings Number Percent 5,622 100.0% 4,825 85.8% 531 9.4% 52 0.9% 197 3.5% 0.0% 5 0.1% 6 0.1% 2 0.0% 3 0.1% 0.0% 0.0% 1 0.0% Total Residential Buildings Number Percent 87,891 100.0% 59,604 67.8% 20,519 23.3% 2,806 3.2% 4,624 5.3% 92 0.1% 26 0.0% 27 0.0% 177 0.2% 4 0.0% 7 0.0% 0.0% 5 0.0%
Total Lots (BBL) Number Percent 89,808 100.0% 51,556 57.4% 17,399 19.4% 2,023 2.3% 3,720 4.1% 3,093 3.4% 1,393 1.6% 1,093 1.2% 1,860 2.1% 678 0.8% 2,207 2.5% 4,153 4.6% 633 0.7%
Total Building Area (sq. ft.) Number Percent 703,917,768 100.0% 108,598,531 15.4% 126,294,280 17.9% 200,495,364 28.5% 89,650,340 12.7% 38,863,971 5.5% 30,108,827 4.3% 5,867,880 0.8% 87,681,225 12.5% 5,800,423 0.8% 8,383,945 1.2% 11,019 0.0% 2,161,963 0.3%
Total Residential Area (sq. ft.) Number Percent 512,464,486 100.0% 108,597,123 21.2% 126,066,279 24.6% 197,293,123 38.5% 78,618,788 15.3% 212,688 0.0% 28,434 0.0% 26,704 0.0% 1,356,280 0.3% 208,130 0.0% 41,302 0.0% 11,019 0.0% 4,616 0.0%
Total Residential Units Number Percent 557,556 100.0% 82,067 14.7% 136,423 24.5% 233,963 42.0% 99,416 17.8% 161 0.0% 25 0.0% 35 0.0% 5,384 1.0% 3 0.0% 76 0.0% 0.0% 3 0.0%
*Inundation areas are derived from a surge hindcast created by FEMA MOTF using surge modeling and observed data. The hindcast uses a 3 ft. elevation model.
For this analysis, a lot is included if any part of the lot is in the inundation area, except for Total Residential Buildings. For Total Residential Buildings, all lots that were wholly in the Operational Inundation Area, or had the majority of their housing in the Operational Inundation Area, were included.
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Selected Housing Characteristics Census 2010 Summary Files and American Community Survey 2006-2010 Estimates Hurricane Operational Impact Area in Bronx* UNITS IN STRUCTURE (PLUTO distribution applied to 2010 Census control) Total housing units One & Two Family Buildings Multi - Family Walk- Up Buildings Multi - Family Elevator Buildings Mixed Residential and Commercial Buildings Other
Inundation Area Estimate Percent 12,460 5,493 2,023 2,381 2,555 8 12,460 1,419 547 743 2,151 2,223 1,076 460 747 2,342 343 227 79 103 12,460 423 463 2,333 3,074 2,691 1,774 835 302 565 11,398 3,776 4,497 2,356 769 304
Bronx
100.0 44.1 16.2 19.1 20.5 0.1 100.0 11.4 4.4 6.0 17.3 17.8 8.6 3.7 6.0 18.8 2.8 1.8 0.6 0.8 100.0 3.4 3.7 18.7 24.7 21.6 14.2 6.7 2.4 4.5 100.0 33.1 39.5 20.7 6.7 2.7
Total Estimate Percent 511,896 75,346 125,251 214,803 91,275 5,221 511,896 31,008 11,954 7,699 26,667 67,409 74,944 41,624 55,298 137,995 36,000 16,238 2,895 2,166 511,896 21,146 17,869 152,849 151,916 92,684 42,507 13,357 7,983 11,584 483,449 284,422 147,423 41,503 10,102 28,599
100.0 14.7 24.5 42.0 17.8 1.0 100.0 6.1 2.3 1.5 5.2 13.2 14.6 8.1 10.8 27.0 7.0 3.2 0.6 0.4 100.0 4.1 3.5 29.9 29.7 18.1 8.3 2.6 1.6 2.3 100.0 58.8 30.5 8.6 2.1 5.9
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Inundation Area Estimate Percent 11,398 6,424 201 1,107 3,541 1 37 2 49 36 5,204 111 129 150 114 554 2,145 1,782 220 6,047 140 285 546 778 1,081 2,029 1,188 147 5,961 873 595 752 623 444 2,673 233
Bronx
100.0 56.4 1.8 9.7 31.1 0.0 0.3 0.0 0.4 0.3 100.0 2.1 2.5 2.9 2.2 10.6 41.2 34.2 4.2 100.0 2.3 4.7 9.0 12.9 17.9 33.6 19.7
Total Estimate Percent 483,449 149,133 5,574 35,634 283,040 652 235 101 4,619 4,461 93,101 7,038 5,952 4,982 4,314 9,212 38,592 21,445 1,566 382,135 10,329 25,990 32,142 55,576 101,213 124,125 32,760 8,213 375,282 42,594 40,297 42,898 42,403 33,009 174,081 15,066
100.0 30.8 1.2 7.4 58.5 0.1 0.0 0.0 1.0 0.9 100.0 7.6 6.4 5.4 4.6 9.9 41.5 23.0 1.7 100.0 2.7 6.8 8.4 14.5 26.5 32.5 8.6
GROSS RENT AS A PERCENTAGE OF HOUSEHOLD INCOME (GRAPI) (ACS distribution applied to 2010 Census control) Occupied units paying rent (excluding units where GRAPI cannot be computed) Less than 15.0 percent 15.0 to 19.9 percent 20.0 to 24.9 percent 25.0 to 29.9 percent 30.0 to 34.9 percent 35.0 percent or more Not computed 100.0 14.6 10.0 12.6 10.5 7.5 44.8
100.0 11.3 10.7 11.4 11.3 8.8 46.4
*The Operational Inundation Area consists of areas in New York City that FEMA determined were inundated with flood waters. Note: While general housing data were available for the Hurricane Operational Inundation Area, more detailed housing data were only available for a larger area that included all census tracts intersecting the Hurricane Operational Inundation Area. The percent distributions for the detailed housing data were applied to the general housing data (housing units, occupied housing units, owner occupied housing units, and renter occupied housing units) in the Operational Inundation Area for each respective census tract to produce a set of estimates. Census tract estimates were summed up to the borough level. These borough estimates were then summed to produce a set of citywide values. For consistency of comparison, the same process was used to produce overall city and borough estimates.
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Demographic and Housing Profile Hurricane Sandy Operational Inundation Area* Brooklyn, 2010 Census Inundation Area
Number 310,227 17,305 44,654 72,525 40,077 43,230 41,512 50,924 304,209 6,018 6,018 4,720 2,089 12 2,611 8 1,298 0 0 1,298
Percent 100.0 5.6 14.4 23.4 12.9 13.9 13.4 16.4 98.1 1.9
Brooklyn
Number 2,504,700 177,198 417,180 690,955 341,545 324,177 266,012 287,633 2,469,091 35,609 35,609 13,297 2,353 372 9,461 1,111 22,312 4,527 13 17,772
Total
Percent 100.0 7.1 16.7 27.6 13.6 12.9 10.6 11.5 98.6 1.4
134,267 122,587 122,587 76,595 45,992
100.0 78.4 34.7 0.2 43.4 0.1 21.6 0.0 0.0 21.6 100.0 91.3 100.0 62.5 37.5 2.48
1,000,293 916,856 916,856 662,615 254,241
100.0 37.3 6.6 1.0 26.6 3.1 62.7 12.7 0.0 49.9 100.0 91.7 100.0 72.3 27.7 2.69
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Ratio of Income to Poverty Level in the Past 12 Months for Persons for Whom Poverty Status is Determined Census 2010 Summary Files and American Community Survey 2006-2010 Estimates Hurricane Operational Inundation Area in Brooklyn* Brooklyn Inundation Area Total Estimate Percent Estimate Percent 2,482,660 308,721 100.0 100.0 546,712 52,913 17.1 22.0 20,329 250,025 6.6 10.1 32,585 296,686 10.6 12.0 14,223 137,586 4.6 5.5 16,189 138,041 5.2 5.6 19,088 174,877 6.2 7.0 8,441 69,704 2.7 2.8 197,867 1,415,741 64.1 57.0
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Total Lots (BBL) Number Percent 39,440 100.0% 26,229 66.5% 5,321 13.5% 342 0.9% 1,466 3.7% 970 2.5% 1,103 2.8% 392 1.0% 379 1.0% 276 0.7% 713 1.8% 1,805 4.6% 444 1.1%
Total Building Area (sq. ft.) Number Percent 254,545,914 100.0% 51,509,476 20.2% 22,050,471 8.7% 49,316,923 19.4% 17,286,653 6.8% 13,409,847 5.3% 32,424,462 12.7% 23,338,307 9.2% 39,629,874 15.6% 3,045,129 1.2% 1,621,173 0.6% 8,520 0.0% 905,079 0.4%
Total Residential Area (sq. ft.) Number Percent 136,607,108 100.0% 51,507,280 37.7% 21,944,484 16.1% 48,925,042 35.8% 13,560,971 9.9% 219,991 0.2% 48,005 0.0% 27,999 0.0% 368,336 0.3% 0.0% 0.0% 0.0% 5,000 0.0% Brooklyn Borough
Brooklyn Inundation Area
Total Residential Units Number Percent 129,930 100.0% 40,582 31.2% 23,820 18.3% 50,807 39.1% 13,828 10.6% 420 0.3% 128 0.1% 6 0.0% 330 0.3% 8 0.0% 0.0% 0.0% 1 0.0%
Total Residential Buildings Number Percent 38,123 100.0% 29,001 76.1% 6,514 17.1% 608 1.6% 1,859 4.9% 85 0.2% 37 0.1% 7 0.0% 10 0.0% 1 0.0% 0.0% 0.0% 1 0.0% Total Residential Buildings Number Percent 291,706 100.0% 188,823 64.7% 72,716 24.9% 4,010 1.4% 24,911 8.5% 615 0.2% 189 0.1% 64 0.0% 372 0.1% 2 0.0% 2 0.0% 0.0% 2 0.0%
Total Lots (BBL) Number Percent 277,998 100.0% 156,789 56.4% 63,714 22.9% 2,952 1.1% 21,909 7.9% 6,927 2.5% 5,075 1.8% 2,009 0.7% 4,167 1.5% 863 0.3% 4,054 1.5% 7,828 2.8% 1,711 0.6%
Total Building Area (sq. ft.) Number Percent ,417,804,978 100.0% 341,275,443 24.1% 309,220,223 21.8% 255,779,519 18.0% 148,097,043 10.4% 77,379,417 5.5% 89,963,717 6.3% 30,105,011 2.1% 150,675,569 10.6% 5,369,289 0.4% 8,559,711 0.6% 122,316 0.0% 1,257,720 0.1%
Total Residential Area (sq. ft.) Number Percent 1,018,023,744 100.0% 341,248,225 33.5% 307,542,671 30.2% 252,346,387 24.8% 109,259,931 10.7% 1,346,574 0.1% 666,539 0.1% 112,915 0.0% 4,807,329 0.5% 569,541 0.1% 17,528 0.0% 73,743 0.0% 32,361 0.0%
Total Residential Units Number Percent 992,121 100.0% 252,591 25.5% 333,512 33.6% 279,757 28.2% 117,968 11.9% 1,761 0.2% 616 0.1% 62 0.0% 5,824 0.6% 17 0.0% 11 0.0% 0.0% 2 0.0%
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Selected Housing Characteristics Census 2010 Summary Files and American Community Survey 2006-2010 Estimates Hurricane Operational Impact Area in Brooklyn* UNITS IN STRUCTURE (PLUTO distribution applied to 2010 Census control) Total housing units One & Two Family Buildings Multi - Family Walk- Up Buildings Multi - Family Elevator Buildings Mixed Residential and Commercial Buildings Other
Brooklyn Inundation Area Total Estimate Percent Estimate Percent 134,267 43,740 24,998 50,373 14,318 839 134,267 9,155 1,414 3,482 6,635 38,465 23,762 8,041 19,716 16,628 2,199 2,078 1,782 910 134,267 5,440 11,342 27,725 37,657 23,440 14,124 5,902 3,326 5,311 122,587 58,256 46,252 14,416 3,664 4,268 100.0 32.6 18.6 37.5 10.7 0.6 100.0 6.8 1.1 2.6 4.9 28.6 17.7 6.0 14.7 12.4 1.6 1.5 1.3 0.7 100.0 4.1 8.4 20.6 28.0 17.5 10.5 4.4 2.5 4.0 100.0 47.5 37.7 11.8 3.0 3.5 1,000,293 254,672 336,259 282,061 118,940 8,361 1,000,293 67,280 17,190 16,073 35,494 92,739 78,507 42,592 212,324 216,396 93,876 73,900 46,917 7,006 1,000,293 48,036 57,380 229,555 271,735 182,110 97,216 41,111 24,694 48,455 916,856 517,601 302,126 79,706 17,422 41,734
100.0 25.5 33.6 28.2 11.9 0.8 100.0 6.7 1.7 1.6 3.5 9.3 7.8 4.3 21.2 21.6 9.4 7.4 4.7 0.7 100.0 4.8 5.7 22.9 27.2 18.2 9.7 4.1 2.5 4.8 100.0 56.5 33.0 8.7 1.9 4.6
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Brooklyn Inundation Area Total Estimate Percent Estimate Percent 122,587 90,297 1,717 6,868 21,290 83 89 97 1,163 982 45,992 1,221 805 1,431 2,243 4,351 12,471 20,896 2,574 74,292 1,934 5,290 6,877 12,836 13,756 23,710 9,888 2,303 72,659 10,330 7,900 8,651 8,559 7,623 29,596 3,936 100.0 73.7 1.4 5.6 17.4 0.1 0.1 0.1 0.9 0.8 100.0 2.7 1.8 3.1 4.9 9.5 27.1 45.4 5.6 100.0 2.6 7.1 9.3 17.3 18.5 31.9 13.3 916,856 643,878 15,249 44,580 198,511 649 789 305 6,601 6,294 254,241 4,322 5,819 4,711 7,169 17,569 64,688 126,331 23,632 644,974 12,978 31,805 43,692 85,629 136,442 228,861 105,568 17,641 629,252 81,481 70,405 71,319 68,884 58,670 278,494 33,363
100.0 70.2 1.7 4.9 21.7 0.1 0.1 0.0 0.7 0.7 100.0 1.7 2.3 1.9 2.8 6.9 25.4 49.7 9.3 100.0 2.0 4.9 6.8 13.3 21.2 35.5 16.4
100.0 12.9 11.2 11.3 10.9 9.3 44.3
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Demographic and Housing Profile Hurricane Sandy Operational Inundation Area* Manhattan, 2010 Census Inundation Area
Number 230,742 11,924 26,868 72,397 33,229 29,787 25,451 31,086 220,977 9,765 9,765 3,213 165 0 2,265 783 6,552 2,264 0 4,288
Percent 100.0 5.2 11.6 31.4 14.4 12.9 11.0 13.5 95.8 4.2
Manhattan
Number 1,585,873 76,579 157,856 521,950 234,144 202,969 178,222 214,153 1,518,500 67,373 67,373 12,081 2,038 743 8,214 1,086 55,292 35,333 0 19,959
Total
Percent 100.0 4.8 10.0 32.9 14.8 12.8 11.2 13.5 95.8 4.2
117,455 105,877 105,877 89,632 16,245
100.0 32.9 1.7 0.0 23.2 8.0 67.1 23.2 0.0 43.9 100.0 90.1 100.0 84.7 15.3 2.09
847,090 763,846 763,846 589,885 173,961
100.0 17.9 3.0 1.1 12.2 1.6 82.1 52.4 0.0 29.6 100.0 90.2 100.0 77.2 22.8 1.99
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Ratio of Income to Poverty Level in the Past 12 Months for Persons for Whom Poverty Status is Determined Census 2010 Summary Files and American Community Survey 2006-2010 Estimates Hurricane Operational Inundation Area in Manhattan*
Manhattan Inundation Area Total Estimate Percent Estimate Percent 1,543,736 226,087 100.0 100.0 274,138 48,878 21.6 17.8 20,027 119,711 8.9 7.8 28,851 154,427 12.8 10.0 12,196 65,922 5.4 4.3 11,992 63,186 5.3 4.1 12,168 74,220 5.4 4.8 4,752 31,331 2.1 2.0 136,101 1,034,939 60.2 67.0
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Total Lots (BBL) Number Percent 4,285 100.0% 166 3.9% 945 22.1% 386 9.0% 839 19.6% 562 13.1% 237 5.5% 231 5.4% 238 5.6% 138 3.2% 178 4.2% 284 6.6% 81 1.9%
Total Building Area (sq. ft.) Number Percent 278,250,620 100.0% 596,100 0.2% 10,225,747 3.7% 65,316,993 23.5% 65,162,300 23.4% 76,546,086 27.5% 13,692,518 4.9% 8,428,150 3.0% 33,094,264 11.9% 1,623,910 0.6% 2,595,163 0.9% 0.0% 969,389 0.3%
Total Residential Area (sq. ft.) Number Percent 134,830,038 100.0% 596,100 0.4% 10,045,189 7.5% 62,482,493 46.3% 57,068,994 42.3% 183,728 0.1% 114,907 0.1% 0.0% 4,322,137 3.2% 16,490 0.0% 0.0% 0.0% 0.0% Manhattan Borough
Manhattan Inundation Area
Total Residential Units Number Percent 140,811 100.0% 262 0.2% 13,474 9.6% 65,443 46.5% 59,808 42.5% 212 0.2% 140 0.1% 1 0.0% 1,277 0.9% 0.0% 0.0% 0.0% 194 0.1%
Total Residential Buildings Number Percent 3,072 100.0% 171 5.6% 1,058 34.4% 644 21.0% 1,067 34.7% 64 2.1% 35 1.1% 1 0.0% 29 0.9% 0.0% 0.0% 0.0% 3 0.1% Total Residential Buildings Number Percent 35,590 100.0% 3,847 10.8% 13,190 37.1% 5,694 16.0% 11,570 32.5% 649 1.8% 320 0.9% 1 0.0% 310 0.9% 2 0.0% 0.0% 0.0% 7 0.0%
Total Lots (BBL) Number Percent 43,252 100.0% 3,741 8.6% 12,154 28.1% 4,872 11.3% 10,172 23.5% 5,226 12.1% 1,480 3.4% 457 1.1% 2,478 5.7% 375 0.9% 775 1.8% 1,291 3.0% 231 0.5%
Total Building Area (sq. ft.) Number Percent 1,743,435,572 100.0% 15,741,408 0.9% 109,780,098 6.3% 420,865,146 24.1% 393,478,570 22.6% 542,371,041 31.1% 59,835,402 3.4% 12,221,379 0.7% 175,678,085 10.1% 2,537,365 0.1% 9,569,813 0.5% 32,903 0.0% 1,324,362 0.1%
Total Residential Area (sq. ft.) Number Percent 850,862,144 100.0% 15,734,997 1.8% 107,760,502 12.7% 399,271,221 46.9% 314,238,648 36.9% 2,042,682 0.2% 1,159,897 0.1% 0.0% 10,620,978 1.2% 16,490 0.0% 1,875 0.0% 7,420 0.0% 7,434 0.0%
Total Residential Units Number Percent 889,785 100.0% 5,545 0.6% 154,787 17.4% 376,857 42.4% 338,097 38.0% 3,786 0.4% 1,285 0.1% 1 0.0% 9,198 1.0% 3 0.0% 0.0% 14 0.0% 212 0.0%
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Selected Housing Characteristics Census 2010 Summary Files and American Community Survey 2006-2010 Estimates Hurricane Operational Impact Area in Manhattan* UNITS IN STRUCTURE (PLUTO distribution applied to 2010 Census control) Total housing units One & Two Family Buildings Multi - Family Walk- Up Buildings Multi - Family Elevator Buildings Mixed Residential and Commercial Buildings Other
Manhattan Inundation Area Total Estimate Percent Estimate Percent 117,455 254 13,346 53,555 48,759 1,541 117,455 14,178 5,845 9,430 12,154 14,770 15,945 12,436 7,287 9,306 6,270 8,586 608 641 117,455 12,492 13,920 37,050 34,854 13,863 3,082 823 617 753 105,877 81,500 21,495 2,378 504 6,610 100.0 0.2 11.4 45.6 41.5 1.3 100.0 12.1 5.0 8.0 10.3 12.6 13.6 10.6 6.2 7.9 5.3 7.3 0.5 0.5 100.0 10.6 11.9 31.5 29.7 11.8 2.6 0.7 0.5 0.6 100.0 77.0 20.3 2.2 0.5 6.2 847,090 5,279 147,360 358,774 321,874 13,803 847,090 59,886 19,935 49,797 59,603 99,685 64,264 38,016 51,732 164,789 118,337 105,839 8,541 6,666 847,090 103,110 114,779 262,212 203,380 91,345 36,280 14,640 8,068 13,276 763,846 593,406 151,391 16,509 2,540 47,269
100.0 0.6 17.4 42.4 38.0 1.6 100.0 7.1 2.4 5.9 7.0 11.8 7.6 4.5 6.1 19.5 14.0 12.5 1.0 0.8 100.0 12.2 13.5 31.0 24.0 10.8 4.3 1.7 1.0 1.6 100.0 77.7 19.8 2.2 0.3 6.2
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Manhattan Inundation Area Total Estimate Percent Estimate Percent 105,877 36,119 1,098 25,574 36,086 129 52 179 3,589 3,052 16,245 984 342 201 161 677 2,152 5,968 5,762 88,445 2,730 7,655 7,991 13,569 10,932 13,163 32,405 1,187 86,787 17,000 11,133 10,876 10,501 8,708 28,569 2,845 100.0 34.1 1.0 24.2 34.1 0.1 0.0 0.2 3.4 2.9 100.0 6.1 2.1 1.2 1.0 4.2 13.2 36.7 35.5 100.0 3.1 8.7 9.0 15.3 12.4 14.9 36.6 763,846 244,899 10,571 131,451 339,895 887 197 289 19,768 15,889 173,961 4,600 2,232 1,651 1,809 6,289 26,643 61,036 69,701 576,602 10,926 29,524 38,425 74,899 75,474 111,815 235,539 13,283 565,775 111,216 70,666 67,375 61,957 49,466 205,095 24,110
100.0 32.1 1.4 17.2 44.5 0.1 0.0 0.0 2.6 2.1 100.0 2.6 1.3 0.9 1.0 3.6 15.3 35.1 40.1 100.0 1.9 5.1 6.7 13.0 13.1 19.4 40.8
100.0 19.7 12.5 11.9 11.0 8.7 36.3
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Demographic and Housing Profile Queens, 2010 Census
Hurricane Sandy Operational Inundation Area* Queens
Population
Under 5 years 5 to 17 years
188,444 12,450 31,915 44,267 25,423 26,640 21,659 182,100 6,344 6,344 3,873 3,567 2,471 2,332 139 0 0 234 72 26,090
Number
Inundation Area
Percent 100.0 16.9 23.5 13.5 14.1 11.5 13.8 96.6 100.0 61.0 56.2 39.0 36.8 89.2 55.3 44.7 2.64 2.2 0.0 0.0 3.7 1.1 3.4 6.6
2,230,722 132,464 329,437 579,836 326,279 322,884 253,676 2,202,722 28,000 28,000 15,364 13,402 12,636 3,366 9,270 0 980 665 317 286,146
Number
Total
Percent 100.0 14.8 26.0 14.6 14.5 11.4 12.8 98.7 1.3 5.9
18 to 34 years 35 to 44 years 45 to 54 years 55 to 64 years
65 years and over In Households In Group Quarters In Group Quarters Institutionalized
Correctional Facilities for Adults Juvenile Facilities Nursing Facilities Other Institutionalized Military Quarters
100.0 54.9 47.9 45.1 12.0 33.1 93.4 57.0 43.0 2.4 1.1 3.5 0.0
Non-institutionalized
College/University Housing Other Non-institutionalized
Housing Units
Occupied Housing Units Occupied Housing Units Renter Occupied Owner Occupied
77,164 68,853 68,853 38,076 30,777
100.0 100.0
835,127 780,117 780,117 444,663 335,454
100.0 100.0
2.82
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Ratio of Income to Poverty Level in the Past 12 Months for Persons for Whom Poverty Status is Determined Census 2010 Summary Files and American Community Survey 2006-2010 Estimates Hurricane Operational Inundation Area in Queens* Queens Inundation Area Total Estimate Percent Estimate 2,209,005 183,944 100.0 286,843 28,170 15.3 13,960 117,426 7.6 14,209 169,417 7.7 7,576 103,625 4.1 7,041 105,983 3.8 9,962 151,501 5.4 4,036 62,274 2.2 127,160 1,498,779 69.1
Percent 100.0 13.0 5.3 7.7 4.7 4.8 6.9 2.8 67.8
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Total Lots (BBL) Number Percent 30,491 100.0% 22,123 72.6% 1,925 6.3% 132 0.4% 399 1.3% 439 1.4% 790 2.6% 414 1.4% 238 0.8% 548 1.8% 501 1.6% 2,591 8.5% 391 1.3%
Total Building Area (sq. ft.) Number Percent 166,139,812 100.0% 44,759,407 26.9% 9,323,492 5.6% 25,535,755 15.4% 6,076,749 3.7% 7,533,301 4.5% 23,847,410 14.4% 18,124,754 10.9% 9,042,155 5.4% 20,001,648 12.0% 1,514,180 0.9% 4,587 0.0% 376,374 0.2%
Total Residential Area (sq. ft.) Number Percent 84,735,319 100.0% 44,756,732 52.8% 9,284,426 11.0% 24,849,050 29.3% 4,916,409 5.8% 101,386 0.1% 29,675 0.0% 11,419 0.0% 760,614 0.9% 13,281 0.0% 0.0% 4,587 0.0% 7,740 0.0% Queens Borough
Queens Inundation Area
Total Residential Units Number Percent 79,607 100.0% 34,360 43.2% 10,528 13.2% 28,803 36.2% 5,730 7.2% 39 0.0% 16 0.0% 13 0.0% 111 0.1% 4 0.0% 0.0% 0.0% 3 0.0%
Total Residential Buildings Number Percent 33,103 100.0% 29,058 87.8% 3,083 9.3% 323 1.0% 557 1.7% 33 0.1% 8 0.0% 14 0.0% 16 0.0% 6 0.0% 0.0% 0.0% 5 0.0% Total Residential Buildings Number Percent 374,187 100.0% 308,036 82.3% 48,756 13.0% 2,680 0.7% 13,489 3.6% 648 0.2% 158 0.0% 100 0.0% 299 0.1% 7 0.0% 1 0.0% 0.0% 13 0.0%
Total Lots (BBL) Number Percent 324,430 100.0% 246,582 76.0% 34,687 10.7% 1,726 0.5% 11,239 3.5% 6,910 2.1% 3,787 1.2% 2,283 0.7% 2,782 0.9% 1,101 0.3% 3,693 1.1% 8,517 2.6% 1,123 0.3%
Total Building Area (sq. ft.) Number Percent 1,198,626,249 100.0% 443,988,231 37.0% 169,430,869 14.1% 195,330,407 16.3% 79,540,267 6.6% 84,994,528 7.1% 76,255,544 6.4% 23,668,782 2.0% 93,928,571 7.8% 22,823,742 1.9% 7,869,766 0.7% 181,074 0.0% 614,468 0.1%
Total Residential Area (sq. ft.) Number Percent 865,177,217 100.0% 443,980,067 51.3% 169,004,334 19.5% 190,319,061 22.0% 57,696,240 6.7% 1,152,058 0.1% 267,027 0.0% 93,754 0.0% 2,532,563 0.3% 100,866 0.0% 5,262 0.0% 12,355 0.0% 13,630 0.0%
Total Residential Units Number Percent 813,692 100.0% 340,832 41.9% 195,030 24.0% 204,558 25.1% 69,198 8.5% 1,218 0.1% 187 0.0% 86 0.0% 2,568 0.3% 5 0.0% 2 0.0% 0.0% 8 0.0%
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UNITS IN STRUCTURE (PLUTO distribution applied to 2010 Census control) Total housing units One & Two Family Buildings Multi - Family Walk- Up Buildings Multi - Family Elevator Buildings Mixed Residential and Commercial Buildings Other
Queens Inundation Area Total Estimate Percent Estimate Percent 77,164 35,271 10,190 25,642 5,886 174 77,164 10,725 1,997 2,539 6,593 18,677 13,480 3,073 9,068 6,797 2,073 894 184 1,064 77,164 3,754 3,661 13,689 16,866 15,623 10,077 4,939 3,271 5,285 68,853 23,011 26,458 14,907 4,478 3,997 100.0 45.7 13.2 33.2 7.6 0.2 100.0 13.9 2.6 3.3 8.5 24.2 17.5 4.0 11.8 8.8 2.7 1.2 0.2 1.4 100.0 4.9 4.7 17.7 21.9 20.2 13.1 6.4 4.2 6.8 100.0 33.4 38.4 21.7 6.5 5.8 835,127 349,811 200,168 209,947 71,021 4,181 835,127 51,699 13,348 20,321 31,955 116,564 151,232 88,583 146,061 167,678 33,286 10,511 1,323 2,567 835,127 29,996 38,955 169,728 188,596 166,575 118,917 51,928 29,044 41,387 780,117 283,528 313,872 141,282 41,434 37,094 100.0 41.9 24.0 25.1 8.5 0.5 100.0 6.2 1.6 2.4 3.8 14.0 18.1 10.6 17.5 20.1 4.0 1.3 0.2 0.3 100.0 3.6 4.7 20.3 22.6 19.9 14.2 6.2 3.5 5.0 100.0 36.3 40.2 18.1 5.3 4.8
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Inundation Area Estimate Percent 68,853 45,785 908 5,323 15,402 66 42 24 555 749 30,777 1,242 501 596 1,298 2,596 9,449 13,684 1,410 37,084 830 2,557 2,883 5,192 6,364 9,823 9,435 992 36,325 5,549 4,531 3,735 4,706 3,763 14,042 1,751
Queens
100.0 66.5 1.3 7.7 22.4 0.1 0.1 0.0 0.8 1.1 100.0 4.0 1.6 1.9 4.2 8.4 30.7 44.5 4.6 100.0 2.2 6.9 7.8 14.0 17.2 26.5 25.4 100.0 15.3 12.5 10.3 13.0 10.4 38.7
Total Estimate Percent 780,117 503,962 11,685 42,215 211,386 400 542 83 5,672 4,172 335,454 6,503 7,924 9,864 17,776 36,601 101,434 146,144 9,209 431,887 3,654 8,634 13,880 38,802 76,456 188,354 102,107 12,776 424,346 53,037 50,177 50,998 46,510 37,689 185,934 20,317
100.0 64.6 1.5 5.4 27.1 0.1 0.1 0.0 0.7 0.5 100.0 1.9 2.4 2.9 5.3 10.9 30.2 43.6 2.7 100.0 0.8 2.0 3.2 9.0 17.7 43.6 23.6 100.0 12.5 11.8 12.0 11.0 8.9 43.8
GROSS RENT AS A PERCENTAGE OF HOUSEHOLD INCOME (GRAPI) (ACS distribution applied to 2010 Census control) Occupied units paying rent (excluding units where GRAPI cannot be computed) Less than 15.0 percent 15.0 to 19.9 percent 20.0 to 24.9 percent 25.0 to 29.9 percent 30.0 to 34.9 percent 35.0 percent or more Not computed
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Demographic and Housing Profile Hurricane Sandy Operational Inundation Area* Staten Island, 2010 Census
Number 75,651 4,600 12,456 17,205 11,008 12,066 9,394 8,922 74,051 1,600 1,600 918 918 0 0 0 682 0 0 682
Inundation Area
Percent 100.0 6.1 16.5 22.7 14.6 15.9 12.4 11.8 97.9 2.1
Staten Island
Number 468,730 28,339 80,862 104,184 65,630 71,748 58,623 59,344 460,892 7,838 7,838 3,862 924 233 2,705 0 3,976 1,457 47 2,472
Total
Percent 100.0 6.0 17.3 22.2 14.0 15.3 12.5 12.7 98.3 1.7
28,561 26,612 26,612 9,638 16,974
100.0 57.4 57.4 0.0 0.0 0.0 42.6 0.0 0.0 42.6 100.0 93.2 100.0 36.2 63.8 2.78
176,656 165,516 165,516 59,381 106,135
100.0 49.3 11.8 3.0 34.5 0.0 50.7 18.6 0.6 31.5 100.0 93.7 100.0 35.9 64.1 2.78
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Ratio of Income to Poverty Level in the Past 12 Months for Persons for Whom Poverty Status is Determined Census 2010 Summary Files and American Community Survey 2006-2010 Estimates Hurricane Operational Inundation Area in Staten Island*
Staten Island Inundation Area Total Estimate Percent Estimate Percent 459,940 74,452 100.0 100.0 47,570 6,693 9.0 10.3 2,969 22,549 4.0 4.9 3,723 25,021 5.0 5.4 3,343 15,543 4.5 3.4 2,317 13,979 3.1 3.0 3,250 19,037 4.4 4.1 1,671 8,501 2.2 1.8 57,178 355,309 76.8 77.3
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Total Lots (BBL) Number Percent 23,111 100.0% 17,438 75.5% 296 1.3% 15 0.1% 287 1.2% 599 2.6% 242 1.0% 359 1.6% 124 0.5% 415 1.8% 246 1.1% 2,896 12.5% 194 0.8%
Total Building Area (sq. ft.) Number Percent 57,156,535 100.0% 29,726,021 52.0% 2,553,875 4.5% 2,559,606 4.5% 1,071,066 1.9% 7,058,161 12.3% 4,950,250 8.7% 2,691,780 4.7% 5,133,283 9.0% 936,507 1.6% 419,220 0.7% 0.0% 56,766 0.1%
Staten Island Inundation Area
Total Residential Area (sq. ft.) Number Percent 35,545,559 100.0% 29,721,433 83.6% 2,552,235 7.2% 2,559,606 7.2% 628,573 1.8% 31,223 0.1% 7,170 0.0% 7,899 0.0% 23,841 0.1% 13,579 0.0% 0.0% 0.0% 0.0% Staten Island Borough
Total Residential Units Number Percent 27,493 100.0% 21,316 77.5% 2,631 9.6% 2,647 9.6% 650 2.4% 36 0.1% 6 0.0% 9 0.0% 195 0.7% 3 0.0% 0.0% 0.0% 0.0%
Total Residential Buildings Number Percent 21,074 100.0% 19,209 91.2% 1,364 6.5% 23 0.1% 385 1.8% 31 0.1% 15 0.1% 14 0.1% 26 0.1% 7 0.0% 0.0% 0.0% 0.0% Total Residential Buildings Number Percent 128,542 100.0% 117,007 91.0% 8,960 7.0% 193 0.2% 1,955 1.5% 195 0.2% 27 0.0% 30 0.0% 154 0.1% 17 0.0% 4 0.0% 0.0% 0.0%
Total Lots (BBL) Number Percent 123,480 100.0% 105,120 85.1% 1,853 1.5% 85 0.1% 1,439 1.2% 2,182 1.8% 418 0.3% 775 0.6% 672 0.5% 1,880 1.5% 770 0.6% 7,839 6.3% 447 0.4%
Total Building Area (sq. ft.) Number Percent 320,280,272 100.0% 198,339,138 61.9% 18,346,277 5.7% 13,467,194 4.2% 5,601,405 1.7% 19,839,928 6.2% 6,924,708 2.2% 3,579,642 1.1% 51,635,422 16.1% 1,476,326 0.5% 990,310 0.3% 17,062 0.0% 62,860 0.0%
Total Residential Area (sq. ft.) Number Percent 234,905,774 100.0% 198,326,424 84.4% 18,296,850 7.8% 13,425,290 5.7% 3,551,680 1.5% 341,357 0.1% 17,768 0.0% 19,306 0.0% 866,600 0.4% 40,937 0.0% 2,500 0.0% 17,062 0.0% 0.0%
Total Residential Units Number Percent 171,682 100.0% 133,735 77.9% 19,130 11.1% 14,415 8.4% 3,624 2.1% 196 0.1% 16 0.0% 19 0.0% 529 0.3% 13 0.0% 5 0.0% 0.0% 0.0%
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Selected Housing Characteristics Census 2010 Summary Files and American Community Survey 2006-2010 Estimates Hurricane Operational Impact Area in Staten Island* UNITS IN STRUCTURE (PLUTO distribution applied to 2010 Census control) Total housing units One & Two Family Buildings Multi - Family Walk- Up Buildings Multi - Family Elevator Buildings Mixed Residential and Commercial Buildings Other
Staten Island Inundation Area Total Estimate Percent Estimate Percent 28,561 22,375 2,516 2,732 678 260 28,561 4,239 2,987 4,996 3,835 3,735 1,282 813 2,288 2,044 938 672 580 152 28,561 524 398 3,276 4,340 6,345 6,108 3,460 1,793 2,317 26,612 4,159 10,702 8,478 3,273 404 100.0 78.3 8.8 9.6 2.4 0.9 100.0 14.8 10.5 17.5 13.4 13.1 4.5 2.8 8.0 7.2 3.3 2.4 2.0 0.5 100.0 1.8 1.4 11.5 15.2 22.2 21.4 12.1 6.3 8.1 100.0 15.6 40.2 31.9 12.3 1.5 176,656 137,610 19,684 14,833 3,729 801 176,656 17,993 18,682 28,958 31,042 23,977 12,915 5,330 11,317 13,732 5,758 3,674 3,153 126 176,656 2,668 3,092 19,180 24,638 32,483 38,528 24,963 13,684 17,419 165,516 26,032 61,161 56,914 21,409 3,026
100.0 77.9 11.1 8.4 2.1 0.5 100.0 10.2 10.6 16.4 17.6 13.6 7.3 3.0 6.4 7.8 3.3 2.1 1.8 0.1 100.0 1.5 1.8 10.9 13.9 18.4 21.8 14.1 7.7 9.9 100.0 15.7 37.0 34.4 12.9 1.8
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Staten Island Inundation Area Total Estimate Percent Estimate Percent 26,612 23,021 307 819 2,331 4 19 1 64 46 16,974 206 257 163 403 1,437 9,107 5,084 316 8,873 187 289 488 610 1,636 3,459 2,204 765 8,771 1,016 976 1,028 931 878 3,943 867 100.0 86.5 1.2 3.1 8.8 0.0 0.1 0.0 0.2 0.2 100.0 1.2 1.5 1.0 2.4 8.5 53.7 30.0 1.9 100.0 2.1 3.3 5.5 6.9 18.4 39.0 24.8 165,516 141,947 1,895 5,010 15,785 42 57 12 333 433 106,135 1,130 926 977 2,057 8,244 50,691 38,955 3,156 55,577 1,225 2,794 4,050 5,158 9,172 21,687 11,491 3,804 54,297 6,496 6,375 5,900 5,743 5,180 24,603 5,084
100.0 85.8 1.1 3.0 9.5 0.0 0.0 0.0 0.2 0.3 100.0 1.1 0.9 0.9 1.9 7.8 47.8 36.7 3.0 100.0 2.2 5.0 7.3 9.3 16.5 39.0 20.7
100.0 12.0 11.7 10.9 10.6 9.5 45.3
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XV. CERTIFICATIONS
In accordance with the applicable statutes and the regulations governing the consolidated plan regulations, the jurisdiction certifies that:
Affirmatively Further Fair Housing -- it will affirmatively further fair housing, which means that it will conduct an analysis to identify impediments to fair housing choice within its jurisdiction and take appropriate actions to overcome the effects of any impediments identified through that analysis, and maintain records reflecting the analysis and actions in this regard. In addition, the grantee certifies that agreements with subrecipients will meet all civil rights related requirements pursuant to 24 CFR 570.503(b)(5). Anti-displacement and Relocation Plan it has in effect and is following an anti-displacement and relocation assistance plan in connection with any activity assisted with funding under the CDBG-DR program. Anti-Lobbying its compliant with restrictions on lobbying required by 24 CFR part 87, together with disclosure forms, if required by part 87. Authority of Jurisdiction The Action Plan for Disaster Recovery is authorized under State and local law (as applicable) and that the grantee, and any contractor, subrecipient, or designated public agency carrying out an activity with CDBG-DR funds, possesses the legal authority to carry out the program for which it is seeking funding, in accordance with applicable HUD regulations and 78 FR-14932. Consistency with Plan The activities to be administered with funds under 78 FR-14392 are consistent with its Action Plan. Acquisition and Relocation it will comply with the acquisition and relocation requirements of the URA, as amended and implementing regulations at 49 CFR Part 24, except where waivers or alternative requirements are provided for in 78 FR-14392. Section 3 - It will comply with section 3 of the Housing and Urban Development Act of 1968, and implementing regulations at 24 CFR Part 135. Citizen Participation it is following a detailed citizen participation plan that satisfies the requirements of 24 CFR 91.105 (except as provided for in notices providing waivers and alternative requirements for this grant). Use of Funds it has complied with the following criteria: 1. Funds will be used solely for necessary expenses related to disaster relief, long-term recovery, restoration of infrastructure and housing, and economic revitalization in the most impacted and distressed areas for which the President declared a major disaster in the aftermath of Hurricane Sandy, pursuant to the Stafford Act. 2. With respect to activities expected to be assisted with CDBG-DR funds, the Action Plan has been developed so as to give the maximum feasible priority to activities that will benefit low- and moderate-income families.
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3. The aggregate use of CDBG-DR funds shall principally benefit low- and moderate-income families in a manner that ensures that at least 50% of the grant amount is expended for activities that benefit such persons.
Compliance with Anti-discrimination Laws it and any subrecipient or recipient will conduct and carry out the grant in conformity with title VI of the Civil Rights Act of 1964 (42 U.S.C. 2000d) and the Fair Housing Act (42 U.S.C 3601-3619) and implementing regulations. Excessive Force it has adopted and is enforcing the following policies: 1. A policy prohibiting the use of excessive force by law enforcement agencies within its jurisdiction against any individuals engaged in non-violent civil rights demonstrations; and 2. A policy of enforcing State and local laws against physically barring entrance to or exit from a facility or location that is the subject of such non-violent civil rights demonstrations within its jurisdiction.
4. The grantee will not attempt to recover any capital costs of public improvements assisted with CDBG-DR grant funds, by assessing any amount against properties owned and occupied by persons of low- and moderate-income, including any fee charged or assessment made as a condition of obtaining access to such public improvements, unless: (a) disaster recovery grant funds are used to pay the proportion of such fees or assessment that relates to the capital costs of such public improvements that are financed from revenue sources other than under this title; or (b) for purposes of assessing any amount against properties owned and occupied by persons of moderate-income, the grantee certifies to the Secretary that it lacks sufficient CDBG-DR funds to comply with the requirements of clause (a).
Grant Administration Capacity it and any subrecipient receiving a direct award under 78 FR 14392 has the capacity to carry out disaster recovery activities in a timely manner or it will develop a plan to increase capacity where such capacity is lacking.
Lead-Based Paint its notification, inspection, testing and abatement procedures concerning lead-based paint will comply with 24 CFR part 35, subparts A, B, J, K, and R. Duplication of Benefits it has reviewed the requirements of 78 FR 14392 and Public Law 113-2 applicable to funds allocated by 78 FR 14392, and that it has in place proficient financial controls and procurement processes and has established adequate procedures to prevent any duplication of benefits as
Special Flood Hazard Areas it will not use grant funds for any activity in an area delineated as a special flood hazard area or equivalent in FEMAs most recent and current data source unless it also ensures that the action is designed or modified to minimize harm to or within the floodplain in accordance with Executive Order 11988 and 24 CFR part 55. The relevant data source for this provision is the latest FEMA data or guidance, which includes advisory data (such as Advisory Base Flood Elevations) or preliminary and final Flood Insurance Rate maps.
Compliance with Applicable Laws it will comply with applicable laws.
defined by section 312 of the Stafford Act, to ensure timely expenditure of funds, to maintain comprehensive websites regarding all disaster recovery activities assisted with CDBG-DR funds, and to detect and prevent waste, fraud, and abuse of funds. ___________________________ Cas Holloway Deputy Mayor, City of New York ________________ Date
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NYC Community Development Block Grant-Disaster Recovery Action Plan A

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The City of New York

COMMUNITY DEVELOPMENT BLOCK GRANTDISASTER RECOVERY

PARTIAL ACTION PLAN A

III. IV. VI.

Overall Storm Impact and Response ................................................................................................................................. 10

Economic Goals .......................................................................................................................................................................... 75

Business Loan and Grant Program ......................................................................................................................... 76

Business Resiliency Investment Program ........................................................................................................... 78

Needs Assessment ..................................................................................................................................................................... 87

Infrastructure and Other City Services ............................................................................................................................. 87

Neighborhood Game Changer Investment Competition ............................................................................... 79

Infrastructure and Building Resiliency Technologies Competitions........................................................ 84

Infrastructure Goals .............................................................................................................................................................. 100

Public Services ............................................................................................................................................................. 100

Code Enforcement ...................................................................................................................................................... 109

Emergency Demolition ............................................................................................................................................. 106

Rehabilitation / Reconstruction of Public Facilities .................................................................................... 110

Construction / Reconstruction of Water/Sewer Lines or Systems........................................................ 115

Planning ...................................................................................................................................................................................... 123

Long-Term Recovery Planning ......................................................................................................................................... 125

Program Income...................................................................................................................................................................... 136

Capacity Building .................................................................................................................................................................... 138

Citizen Participation Plan.................................................................................................................................................... 139

Action Plan Amendments .................................................................................................................................................... 141

Multi-family Building Rehabilitation Business Programs

$250 $325 $80

Business Resiliency Investment Program

Infrastructure and Building Resiliency Technologies Competitions

$400 $358 $23

Debris Removal / Clearance

Code Enforcement Resilience

Rehabilitation / Reconstruction of Public Facilities Resiliency Investments* Planning

$327 $327 Up to 15% $1,772

Citywide Administration and Planning:

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

OVERALL STORM IMPACT AND RESPONSE

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

In Households In Group Quarters

New York City

369,907 335,327 335,327 220,135 115,192

3,371,062 3,109,784 3,109,784 2,146,892 962,892

Average Household Size

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan

New York City CDBG-DR Action Plan