OneNYC PDF

One New York
The Plan for a Strong

and Just City
The City of New York

Mayor Bill de Blasio
Anthony Shorris
First Deputy Mayor
Table of Contents
Letter from the Mayor 2 Vision 3: Our Sustainable City 160

166 80 x 50
Executive Summary 4
176 Zero Waste
Introduction and Evolution 8
188 Air Quality
New York City: Today and Tomorrow 22 194 Brownfields
Vision 1: Our Growing, Thriving City 44 200 Water Management
50 Industry Expansion & Cultivation 206 Parks & Natural Resources
58 Workforce Development Vision 4: Our Resilient City 214

66 Housing 222 Neighborhoods
74 Thriving Neighborhoods 230 Buildings
78 Culture 236 Infrastructure
84 Transportation 244 Coastal Defense
100 Infrastructure Planning & Management
Diverse and Inclusive Government 252
108 Broadband
Appendix 262
Vision 2: Our Just and Equitable City 112
266 Summary of Initiatives
120 Early Childhood
280 2011 Sustainability Initiatives
126 Integrated Government & Social Services
316 2013 Resiliency Initiatives
132 Healthy Neighborhoods, Active Living
344 References
142 Healthcare Access
347 Glossary
150 Criminal Justice Reform
349 Acknowledgments
156 Vision Zero
Letter from
the Mayor
nyc.gov/onenyc One New York: The Plan for a Strong and Just City 2
Friends,
For generations, New York City has been the place where people from across the
globe have come to realize their dreams. However, today, rising inequality makes it
difficult for so many New Yorkers to live here and raise their families with dignity.
With the launch of One New York: The Plan for a Strong and Just City, we build on
New York Citys global leadership when it comes to growth, sustainability, and
resiliencyand embrace equity as central to that work.
We know the challenges facing New York City as we approach the start of our fifth
century. OneNYC sets out what we need to do to make our city stronger, our people
better prepared for jobs in the 21st century economy, our government more
responsive, and our communities able to withstand the existential threat posed by
climate change.
It is a blueprint of the New York City we want our children to inherit. The actions
we take now will ensure we have a dynamic, inclusive economy, a healthier
environment, more affordable housing, and more reliable and resilient
infrastructure. With this work, we will be prepared for the shocks and stresses
ahead, and have the ability to bounce back stronger.
OneNYC is ambitious, setting clear and aggressive goals. Our initiatives address
every aspect of life in New York Cityhow we live, work, learn, and play, raise our
children, and enjoy all our city has to offer. Achieving these goals requires nothing
less than bold, innovative solutions.
We will meet the challenges we face today and in the futureas New Yorkers have
always doneand inspire other cities around the world to do the same.
We are committed to building a stronger, sustainable, resilient, and equitable

cityOneNYC.
Executive
Summary
Ten years from now, New York City will enter its fifth century.
As we look ahead, we are asking critical questions about New York: what do we want
our city to be in ten years, twenty years, and beyond? What kind of city do we want
to pass on to our childrenand to the generations to come?
This plan is our roadmap that will preserve and enhance New York Citys role as a
leading global city. As with past iterations of this report, we focus on economic
growth, sustainability, and resiliency. But we also seek to address issues of equity for
our residentsbecause we must serve all New Yorkers.
The bold initiatives we launch in OneNYC will speak to these challenges and
articulate the goals and long-term agenda of the de Blasio Administration. They
build on previous sustainability plans, as well as on the initiatives we have
announced over the past year regarding affordable housing, pre-kindergarten
education, the reduction of traffic fatalities, the fight against climate change,
bolstering our coastal communities, reducing greenhouse gas emissions, and
economic development.
The plan lays down clear markers we will fight for, and sets out a comprehensive
blueprint to prepare New York City for the future. We envision a dynamic, thriving
economy, a city that is a responsible steward of the environment, and that is resilient
against shocks both natural and man-made. We have made equity an explicit guiding
principlea lens through which we view all of our planning, policymaking, and
governing. Equity means we ensure that every New Yorker has equal access to
opportunities to reach his or her full potential and to succeed.
Our Vision for New York City

We have organized our vision for New York Citys fifth century around principles of
growth, equity, sustainability, and resiliency.
Our Growing, Thriving City

New York City will continue to be the worlds most dynamic urban economy
where families, businesses, and neighborhoods thrive.
To meet the needs of a growing population at a time of rising housing costs, the City
will implement the nations most ambitious program for the creation and
preservation of affordable housing. The City will support a first-class, 21st century
commercial sector. It will foster job growth, and build an inclusive workforce by
focusing investment in training in high-growth industries, as well as programs that
provide skills to the hardest-to-employ. We will support the burgeoning innovation
economy, create new high-speed wireless networks, and invest in transportation
infrastructure. As a regional hub, we will work closely with our neighbors on issues
including transportation, housing, and jobs.
Our Just and Equitable City
New York City will have an inclusive, equitable economy that offerswell-paying
jobs and opportunity for all to live with dignity and security.
With the measures in OneNYC, the City will lift 800,000 New Yorkers out of poverty
or near poverty by 2025. We will do this by fighting to raise the minimum wage, and
launching high-impact initiatives to support education and job growth. We will seek
to reduce premature mortality by 25 percent by ensuring that all New Yorkers have
access to physical and mental healthcare services and addressing hazards in our
homes. We will expand Family Justice Centers to help victims of domestic violence.
We will promote the citywide integration of government services, information, and
community data.
Our Sustainable City

New York City will be the most sustainable big city in the world and a global
leader in the fight against climate change.
We will strive to minimize our environmental footprint, reduce dangerous greenhouse

gas emissions, and have the cleanest air and water. The City is building on its goal to
reduce greenhouse gases by 80 percent by 2050 (80 x 50)the largest city in the world
to make that commitmentby expanding from an initial focus on buildings to
including energy supply, transportation, and solid waste as part of a comprehensive
action plan to reach our goal. We are committing to a goal of Zero Waste to landfills by
2030. We will keep organics out of the landfill, which will also cut greenhouse gas
emissions. The City will make major investments to remediate contaminated land, and
ensure that underserved New Yorkers have more access to parks.
Our Resilient City

Our neighborhoods, economy, and public services are ready to withstand
and emerge stronger from the impacts of climate change and other 21st
century threats.
As a resilient city, New York will be able to respond to adverse events like Hurricane
Sandy, deliver basic functions and services to all residents, and emerge stronger as a
communitywith the goal of eliminating long-term displacement from homes and
jobs after shock events by 2050. The City will upgrade private and public buildings
to be more energy efficient and resilient to the impacts of climate change; adapt
infrastructure like transportation, telecommunications, water, and energy to
withstand severe weather events; and strengthen our coastal defenses against
flooding and sea level rise. We will strengthen homes, businesses, community-based
organizations, and public services to reduce the impacts of disruptive events and
promote faster recovery.
New Challenges
The challenges of our fifth century will be as profound as those weve seen in the
past. Despite widespread prosperity, living costs and income inequality in New York
City are rising. Poverty and homelessness remain high. The citys core
infrastructureour roads, subways, sewers, and bridgesis aging. Affordable
housing is in short supply. Our air and water have never been cleaner, but our parks
and public spaces dont always serve the needs of all New Yorkers. And, without
action, climate change is an existential threat to our future.
OneNYC is based on ideas coming from thousands of New Yorkers. We asked civic,
community, and business leaders what they thought we should be doing. We heard
from everyday New Yorkersat town hall meetings and online, in polls and
surveyswho told us about what works and what could be better in their lives, and
what they imagine for New Yorks future. We worked with over 70 City agencies and
offices and many regional partners. As we implement this plan, we will continue to
engage with New Yorkers. We will seek their opinions and suggestions about how to
make our city better.
We will fight for New York to retain and enhance its status as a global leaderin
commerce, culture, trade, innovation, sustainability, climate resiliency, and more. We
will ensure that New York will always be a place where people can realize their
dreams on the worlds biggest stage, as generations have done in the past, and that
everyone has the opportunity to succeed.
The initiatives we announce today in OneNYC are far-reaching, but also realistic,
and will prepare New York City for the challenges we face today and in the years
ahead. By focusing our efforts on growth, equity, sustainability, and resiliency, we
will ensure that the citys fifth century will be our strongest yet.
Introduction and Evolution
Introduction
and Evolution
New York City is the place where people come to realize their dreams. Its a city where
people are determined to create a new and better life for themselves and their families.
Sometimes gritty and in many ways grand, and always pulsing with a mix of symphonies,
salsa, Broadway show tunes and street music, New York is both a global citythe
preeminent center of commerce and cultureand one of small, vibrant neighborhoods.
Ten years from now, New York City will celebrate its 400th anniversary. OneNYC is
the first step in creating a living and breathing plan for New Yorks fifth century a
vision of our city as a place where New Yorkers of today and tomorrow have the
opportunity to thrive and succeed.
When PlaNYC was first released in 2007, the recession had not yet begun, nor had
Sandy hit our shores. We are living in a different city today, and different times
demand different approaches.
We now face multiple crises that threaten the very fabric of our city: climate change
continues to threaten our future in a host of ways, while growing inequality gaps
create other challenges. OneNYC lays out our approaches to dealing with income
inequality along with our plans for managing climate change, all the while
establishing the platform for yet another century of economic growth and vitality for
this world capital.
Throughout our history, we have built a better New York City together
1821 1886 1903 1964

Erie Canal First settlement First IRT Verrazano-
opened house founded subway line Narrows Bridge
constructed opened
1625 1866 1895 1915 2014

New Metropolitan Board NY Public Library Catskill System, One World
Amsterdam of Health, established including the Ashokan Trade Center
established now DOHMH, created Reservoir and Catskill opened
Aqueduct, completed
These challenges reach beyond the five boroughs.
New York City is the engine of the regions economy and its population center. It is
at the center of the impact of climate change and the need for a responsible
environmental policy. And inequality casts a shadow over the entire region, not just
New York City itself. For all these reasons, we have the responsibility to fight for
solutions to the challenges that we confront as a region.
OneNYC is the first step in bringing together government at every level,

neighborhood organizations, and the private sector to tackle these crises.
OneNYC charts a course for a sustainable and resilient city for all its residents, and
addresses the profound social, economic, and environmental issues that we face.
Through OneNYC, we pledge to keep the promise of opportunity that has made our
city such a remarkable place for so many generations.
OneNYC is what New Yorkers need now and for the next century. We recognize that
we do not control all the levers and cannot alone eliminate poverty or greenhouse
gas emissions. So we will engage the private sector, rally our people, and leverage
our strength as a region, while committing the significant tools at our disposal, to
meet our goals.
We cannot fix what is before us overnight. But we can lead the way. OneNYC is the
first step.
Meeting Past Challenges

Weve done this before. New Yorkers have a long and proud tradition
of confronting tough issues head on, with determination and heart, and
having the skills to get the job done. Through it all, we have remained a
city of tolerance and diversity, one that has drawn people from around
the world since our origins as a Dutch settlement. Our government has
a noble history of innovating urban policies that have been adopted
across the country and around the world. We created the first fire
districts and a Board of Health committed to eradicating cholera and
other epidemics. We devised a system of reservoirs to bring water to
the city and engaged creative designers to build great public parks. We
created a citywide zoning ordinance that became a worldwide model.
We pioneered school meals programs, settlement houses for a booming
immigrant population, and social programs that became a template for
the New Deal and the Great Society. Today, we are leading the way in
curbing greenhouse gas emissions and preparing for climate change.
PlaNYC 2007-2013
Mayor Michael R. Bloomberg
In 2007, Mayor Michael R. Bloomberg released the first PlaNYC, which
focused on responsibly meeting the citys growing population and
2007 infrastructure needs. Titled A Greener, Greater New York, it included the
Citys initial sustainability strategy, and became the model for other large
global cities. PlaNYC outlined measures to address the citys aging
infrastructure, support parks, improve the quality of life and health for
UPDATE APril 2011
New Yorkers, and for the first time ever, commit to a goal for reducing
greenhouse gas emissions. PlaNYC 2011 expanded on these initiatives by
strengthening the Citys commitment to environmental stability and
livable neighborhoods, launching brownfield cleanups, and improving
the quality of our air and water.
NEW YOrK
In 2013, after Hurricane Sandy, the City released PlaNYC: A Stronger,
More Resilient New York, which documented the lessons learned from
2011 Sandy, developed a strategy for the city to build back, and developed
recommendations to adapt the city to the projected impacts of climate
change, including rising sea levels and extreme weather events.
PlaNYC Progress
Since the first PlaNYC in 2007, the City has made considerable progress
on reaching its goals. We have reduced greenhouse gas emissions 19
percent since 2005, invested billions of dollars to protect our water
A STRONGER, supply, planted nearly a million trees, installed 300 miles of bike lanes,
MORE RESILIENT
NEW YORK and passed regulations and developed programs to phase out polluting
heating oils. The City also strengthened coastal defenses, fortified
crucial infrastructure such as wastewater treatment facilities, and
2013 worked to make buildings and neighborhoods more resilient.
I Running Head Here
Building on
a Solid Foundation
In its first year, the de Blasio administration
presented a series of long-term goals and
strategies, and launched comprehensive
initiatives across City agencies. These Vision Zero
Action Plan 2014
initiatives have already begun to show
City of New York
results. OneNYC builds upon these Pre-K for All Vision Zero
initiatives as a launching point for the A plan to create a truly universal
pre-kindergarten system, with a
A plan that commits the City to
using every tool at its disposal to
ambitious goals set forth in this plan. seat in a high-quality pre-kinder- improve the safety of our streets
garten class for all four-year-olds and to reduce traffic fatalities
in need of such services. to zero.
One City
Built to Last ONE CITY, REBUILDING TOGETHER
A Report on the City of New Yorks Response to Hurricane Sandy and the Path Forward
Prepared by:
William Goldstein, Senior Advisor for Recovery, Resiliency and Infrastructure
Amy Peterson, Director of the Housing Recovery Office
Daniel A. Zarrilli, Director of the Mayors Office of Recovery and Resiliency

Mayor Bill de Blasio APRIL 2014
Mayors Office of Long-Term Planning and Sustainability
Anthony Shorris, First Deputy Mayor
1 One City, Rebuilding Together 1
One City: Built to Last Housing New York Career Pathways One City, Rebuilding
The Citys commitment to cut An ambitious ten-year plan that A plan to create a more compre- Together
its greenhouse gas emissions addresses New Yorks housing hensive, integrated workforce A plan to overhaul the Build It Back
80 percent by 2050 focusing on crisis by building our next gener- development system and policy program to accelerate the Sandy
reductions in buildings, which ation of affordable housing and framework focused on skills recovery process for homeowners
are responsible for nearly three supporting the quality of life in building and job quality. and establish targets for reimburse-
quarters of the citys contribution our neighborhoods. ments and construction starts. Also
to climate change. established a first-ever Mayors
Office of Recovery and Resiliency
to lead the Citys climate adaptation
and resiliency program.
INITIATIVES LAUNCHED IN 2014
New York City and the

100 Resilient Cities Initiative
100 Resilient Cities (100RC) is an innovative global
network pioneered by the Rockefeller Foundation to help
cities around the world become more resilient to the phys-
ical, social, and economic challenges that are a growing
part of the 21st century. New York City was in the first
wave to join the network in 2013, and through its partic-
ipation, demonstrates leadership in resiliency and takes
advantage of the resources and opportunities it presents.
IDNYC New York City Community 100RC supports the adoption and incorporation of a
A program that provides a free Schools Strategic Plan view of resilience that includes not just the shocks
identification card to every city Key system-building efforts that will superstorms, blackouts, heat waves, and other acute
resident, including the most be implemented over the next three eventsbut also the stresses that weaken the fabric of a
vulnerable populations who may years to achieve and surpass the
have difficulty obtaining other gov- city on a day-to-day or cyclical basis. Examples of these
Citys initial goal of establishing 100
ernment-issued ID, and provides fully developed Community Schools stresses include high unemployment; aging infrastruc-
access to services and programs to improve student achievement ture; an overtaxed or inefficient public transportation
offered by the City and other through strong partnerships among system; endemic violence; and growing inequality. By
businesses. principals, parents, teachers and
addressing both the shocks and the stresses in a holistic
Community Based Organizations.
manner, a city becomes more able to respond to adverse
events, and is better able to deliver basic functions in
both good times and bad, to all populations.
Ten-Year
New York City has a history of innovating in the face
Capital
The CEO Poverty Measure,
2005 - 2013
of change. This plan adopts the approach of the 100RC
An Annual Report from
the Office of the Mayor Strategy initiative, recognizing the need to address acute shocks
and chronic stresses in securing the citys growth.
Equity, sustainability, and resiliency are incorporated
into OneNYC, including through the involvement of
agencies across City government and extensive public
engagement in creating the plan.
April 2015
The City will continue to work with 100RC and its
partners, to develop and test new systems, tools and
The CEO Poverty Ten-Year Capital Strategy methodologies for measuring and improving resiliency.
Measure Report This strategy provides a blueprint
This years annual report by the for capital spending over the next Learn more about 100RC at 100resilientcities.org.
Center for Economic Opportunity decade. OneNYC and the Ten-Year
in the Office of the Mayor that Capital Strategy are aligned to
measures poverty in New York ensure funding for OneNYC goals.
City and is aligned with OneNYCs
focus on anti-poverty goals. The
CEO measure improves on the
official methodology by consider-
ingthe cost of living in New York
City and the resources available
to households after tax and social
policy is taken into account.
INITIATIVES LAUNCHED IN 2015
OneNYC: New Approaches

Four principles informed Previous PlaNYC reports have focused on the pressing issues of growth,
OneNYC goals and initiatives: sustainability, and resiliency. All of these goals remain at the core of OneNYC,
but there are three significant differences in the approach taken with this plan.
A Focus on Inequality
With the poverty rate remaining high and income inequality continuing to grow,
Growth
equity has come to the forefront as a guiding principle. In this plan, we envision
a city that is growing, sustainable, resilient, and equitablea place where
everyone has a fair shot at success. The explicit addition of equity is critical,
because a widening opportunity gap threatens the citys future. These four
Population growth, real estate
development, job creation, and the pillars together will spur the innovation we will need for the next century. We
strength of industry sectors know that a drive for a sustainable environment leads to innovations that create
whole new businesses, while driving out poverty leads to healthier people, and
safe neighborhoods spur businesses to grow. They all grow together.
Equity A Regional Perspective

To make the changes we need, OneNYC recognizes that we need to reach out
to our neighbors so that our whole region may thrive. The strength of the city
is essential for the strength of the region, and strong communities around the
Fairness and equal access to assets, city make it more competitive nationally and globally.
services, resources, and opportunities
so that all New Yorkers can reach their Leading the Change We Need
full potential
While New York City has a vast and complex government, even one of its
scale cannot accomplish all that needs to be done on its own. While City
government will take the lead in every single aspect of OneNYC, this plan also
calls for action from other levels of the public and even private sector. That
Sustainability means calling for some actions that are not entirely within the control of the
City government, but they are all steps that are credible and necessary. We
will not stop pushing for the right thing for our people because some of it is
out of our control.
Improving the lives of our residents and
future generations by cutting
greenhouse gas emissions, reducing OneNYC is a citywide effort. Nearly all City agencies came together in
waste, protecting air and water quality cross-cutting working groups that examined underlying trends and data in
and conditions, cleaning brownfields, order to develop new initiatives. The working groups were tasked with
and enhancing public open spaces
envisioning how the physical city should be shaped to address a range of
social, economic, and environmental challenges on the municipal and
regional scale. This exercise required deeper consideration of the
relationship between physical and human capital, and acknowledgment that
Resiliency
the built environment has manifest implications for not just economic
growth and development, but public health and the delivery of essential
services. This process helped break down agency silos and resulted in an
ambitious set of visions, realized through supporting goals and initiatives,
The capacity of the city to withstand
disruptive events, whether physical, which crossed the traditional boundaries of City agencies and their focus
economic, or social areas of activity.
Vision 1
New York City will continue to be the worlds most dynamic urban economy,
where families, businesses, and neighborhoods thrive
Industry Workforce Housing Thriving Culture Transportation Infrastructure Broadband

Expansion & Development Neighborhoods Planning
Cultivation
Vision 2
New York City will have an inclusive, equitable economy that offers well-paying
jobs and opportunity for all New Yorkers to live with dignity and security
Early Integrated Healthy Healthcare Criminal Justice Vision

Childhood Government & Neighborhoods, Access Reform Zero
Social Services Active Living
Vision 3
New York City will be the most sustainable big city in the world and a global
leader in the fight against climate change
80 x 50 Zero Waste Air Quality Brownfields Water Parks & Natural

Management Resources
Vision 4
Our neighborhoods, economy, and public services will be ready to withstand and
emerge stronger from the impacts of climate change and other 21st century threats
Neighborhoods Buildings Infrastructure Coastal

Defense
18
0T
H
ST
WEST
Neighborhood Spotlight FARMS
Bronx River Corridor
Were taking the neighborhoods along the Bronx
River Corridorincluding the West Farms, Crotona
Park East, Longwood, Soundview, and Hunts Point
neighborhoodsto illustrate how OneNYC will guide CROTONA
future growth, sustainability, and resiliency. PARK
These Bronx neighborhoodsvibrant, diverse, and

ever-changing like the city as a wholerepresent the
opportunities and challenges that drive this plan in a
number of ways.
Y
XP
Each vision includes a Neighborhood Spotlight
NE
section that shows how this plan will impact the CROTONA
DA
Bronx River Corridor. PARK EAST
SHERI
We need to think about how
were addressing high asthma
rates in this area. We are seeing
lots of new residential develop-
ment in the neighborhood. When
SOUTHERN BLVD
these new units come in, they
often include parks and trees. LONGWOOD
This transition is helping to im-
prove this neighborhood.
Donston E.
B
Walsingham Construction
Our community has long been

5 2
known as the Toxic Triangle
between the Sheridan, Bruckner
and Cross Bronx Expressways.
We see a direct correlation be-
tween health issues and access
to open space and were trying
to bring recreation opportuni-
ties to the area.
Dave S.
Youth Ministries for
Peace and Justice
Ive lived in the Bronx since

1979 and worked at Hunts
Point Market since 1988. Since
then, the community has
changed dramatically. Every-
one feels safer. I think things
are improving.
Rene C.
Employee at Mosner Family Brands,
Hunts Point Cooperative Market
EAST RIVER
BRONX
PARK
E
T AV
M ON
T RE
CR PARKCHESTER
OS
S- B
RONX EX
PY
Public Transit Usage and Percent of Households Below
BRONX Commute Times, 2012 Poverty Level, 2012
RIVER
HOUSES
While most Corridor residents (66%) use Unemployment and a high poverty
WY
public transit to commute to work, 57% rate of 37% of households

of them had a commute of 40 minutes or demonstrate the challenges residents
VER PK
longer to work. have finding well-paying jobs.
6
ONX RI
BR
SOUNDVIEW
66% 57% 58% 54% 56% 46% 37% 29% 19%
PY
CKNER EX Bronx River The Bronx New York Bronx River The Bronx New York
BR U Corridor City Corridor City
ACS 2012 ACS 2012
Percentage of Residents Who Asthma Emergency Department Visits

Eat 5 or More Servings of Fruit/ (Youths and Adults) by Neighborhoods,
Vegetables Daily, 2013 2013
SOUNDVIEW This area lacks access to fresh and healthy Residents experience the health effects of urban
PARK food, with bodegas accounting for 77% environmental conditions. Asthma hospitaliza-
of all retail food stores; only 4% of food tion and ED visit rates are higher in the Bronx
establishments specialize in fresh produce. when compared to the citywide average rate.
BR
ON
XR
IVE
R Quartiles Quartiles
4%-7% 4%-7%
8%-10% 8%-10%
11%-13% 11%-13%
14%-21% 14%-21%
HUNTS no population no population
POINT
DOHMH, Community Health Survey 2013 DOHMH, Community Health Survey 2013
How New Yorkers Shaped OneNYC

To find out New Yorkers priorities and to tap their most creative ideas, we used a
variety of methodsfrom roundtable discussions to an online surveyduring the
months leading up to the launch of OneNYC. Our residents, and the communities
they comprise, represent tremendous diversity of knowledge, culture, interests,
skills, and economic resources. Approximately 3 million New Yorkers37 percent of
the Citys total populationwere born outside the U.S., and 49 percent of all
residents speak a language other than English at home. Some residents are intensely
involved in their local community, while others are loosely attached to their
neighborhood but still dependent on critical services.
Resident Outreach
We met face-to-face with over 1,300 New York City residents, advocacy groups and
elected officials in one-on-one meetings, roundtable discussions, and town hall-style
forums. We talked about issues regarding senior citizens, schools, housing, the
environment, parks, and transportation.
Business Roundtable
Many of the citys largest and most innovative employers met with us to tell us what
they needed to succeed, to retain workers, to hire new ones, and to grow. We heard
NYCHA residents attend a
Town Hall meeting at Johnson from them about their real estate needs, transportation for their workforce, broadband
Community Center, East Harlem. infrastructure, childcare services, as well as the importance of our cultural community.
More than 7,500 New Yorkers took the online public survey
800 New Yorkers participated in the telephone survey
1,300+ residents attended more than 40 community
meetings in every borough
177 civic organizations and over 50 elected officials

offices met about OneNYC
15 leaders from neighboring cities and counties met at City Hall

to discuss the plan
Led by the Office of Sustainability, over representatives 125

from over 70
City agencies developed OneNYC
Advisory Board
The Mayors Sustainability Advisory Board also helped to guide our thinking. The
38-person Board represented all five boroughs and is comprised of civic leaders, policy
specialists, and community leaders, representing sectors including sustainability,
social services, the business community, academia, real estate, and healthcare.
Regional Coordination
Fifteen leaders, including Mayors and County Executives, from cities and counties
in New York, New Jersey, and Connecticut met with the City to discuss the
common challenges affecting the region, such as infrastructure, housing, jobs, and
Clergy/Faith Leaders listening climate change.
session, April 20, 2015.
Online Survey: nyc.gov/ideas
On March 6, 2015, OneNYC launched an online survey nyc.gov/ideas to ask New
Yorkers for their ideas. Through the survey, over 7,500 people provided thoughtful
and candid insights in seven languages. Respondents overwhelmingly mentioned the
high cost of living and affordable housing as primary concerns. Comments and
suggestions from the survey informed the plan.
Telephone Survey
We surveyed 800 New Yorkers to identify key issues and concerns. New Yorkers
identified education, jobs, and housing as the most important issues facing the city
today, and recognized diversity as the citys top asset.
Most Important Issues According to New Yorkers
3% 3%
Environment Dont Know
3%
Connecting
Government 29%
7% Education
Physical
Infrastructure
7%
Health
13%
Public Safety
20%
15% Housing
Jobs
In a telephone survey of 800 people, New Yorkers identified education, housing and
jobs as the most important issues that the City government should be addressing.
What We Heard from New Yorkers

Extensive pre-launch discussions with New Yorkers ensure that by 2040, the average New Yorker will be able
directly shaped the goals and initiatives detailed in to reach 1.8 million jobs by transit within 45 minutes.
this plan. Survey respondents requested that we reduce garbage in
New York because its good for the environment and our
When nearly 3,500 people submitted comments to the neighborhoods. Weve responded with a strategy to
online survey about housing and affordability, we achieve Zero Waste by 2030.
affirmed the affordable housing commitments in
Housing New York, the Citys ten-year housing plan. As this goes to press, we are still evaluating great new
That plan lays out strategies to create and preserve ideas. How can we increase childrens access to
200,000 affordable housing units over the next ten affordable afterschool and summer camp programs,
years. OneNYC now sets a goal of creating 240,000 new as recommended by Ivette S. in Queens, and many
housing unitsboth market rate and affordablewithin others? Could Eman R.s (Brooklyn) proposed annual
the next decade. It also calls on governments across our NYC Challenge to engage New Yorkers to resolve
region to support efforts to create new housing local issues be incorporated into the Citys BigApps
throughout the metro area. Competition? Can Debbie L.C.s (Manhattan) suggestion
for a design, technology, and media innovation
Other feedback focused on providing New Yorkers with commission help fuel growth within those industries?
transit access from their homes to good jobs. Through
transit investments, job creation in diverse locations, and We look forward to continuing to test these and other
transit-accessible housing construction, this plan will ideas with New Yorkers beyond OneNYCs publication.
New York Citys Greatest Assets, According to New Yorkers
In a telephone survey of 800 people, New Yorkers identified diversity as the Citys greatest asset.
Model Resident-Centered Government

Through new tools for ongoing civic engagement, New York City will become a
model for resident-centered government. As our efforts to bring Pre-K for All to tens
of thousands of New York City families demonstrated, connecting residents to vital
services and opportunities can be done in a more proactive, engaging manner. In the
coming months, we will continue the conversation with residents, civic leaders, and
elected officials as we refine initiatives.
To achieve this goal, we will implement outreach initiatives as described in this

report. This includes further developing the Citys Public Engagement team,
charged with implementing engagement initiatives similar to the Pre-K for All
outreach effort. We will adapt best practices from successful efforts by focusing on
quantifiable goals, conducting public opinion research to determine how best to
engage residents proactively, and relying on data to monitor our progress in serving
New Yorkers. We will improve existing digital tools, such as 311 and LinkNYC, to
enhance the exchange of feedback and ideas between government and communities.
New Yorkers Ideas for Our Citys Future
I would like to live within Que los jovenes que That we, as young people
commuting distance from trabajamos podamos who work, can find

my CUNY job (academic encontrar la opcion de options to rent an

advisor $47k plus $16k alquilar un apartamento o apartment or studio at
from my husbands Social Create unexpected estudio a bajo costo y asi a low cost and thus begin
Security) without having surprises in the urban comenzar a tener nuestra to have our lives outside
to rely on a food bank. daily life, such as public vida fuera de nuestra of our family and envision
Were a family of three art in the city. familia y ver la vida con a life with new projects
living in East Harlem. We nuevos proyectos y seguir and move forward in our
Chuan-Wei T., Queens
make too much for some adelante en nuestras vidas. lives. (Personally, I am 28
lotteries and not enough (En lo personal tengo 28 years old and live at home.
for others. I have two aos y vivo con mi familia y I cant rent a studio and
Works towards it
Masters degrees, my no puedo rentar un estudio be independent because
becoming a beacon of Im an immigrant and
husband is 71 year old Viet y ser independiente por
sustainability, a model cant find low-cost
Nam [a] vet and our 25 que soy inmigrante y no
city to visit and respect apartments. I would like
year old daughter had encuentro apartamentos a
for its Zero Waste, energy
been sick from mold bajo costo quisiera ya hacer to make an independent
exposure and cannot help. efficiency, and vida independiente). life already).
environmental justice
Elizabeth W., Manhattan achievements. Johny T., Bronx
Kristal I., Brooklyn
Through the OneNYC online survey, over 7,500 New Yorkers shared ideas to shape our citys future.
New York City:

Today and
Tomorrow
Challenges and opportunities
facing New York City as it enters its
fifth century
Overview
New York City has been a hub of commerce and culture since 1625. Blessed with
deep harbors and rivers running through verdant countryside, later connected by
the Erie Canal to important trade routes, New York City grew into a domestic
and international center of trade and commerce. Immigrants came and
prospered, building new neighborhoods and a better life, far from the poverty
and persecution they had fled. Industries were founded and flourished, and over
time transformed, evolved, or departed. But thanks to the resourcefulness and
ingenuity of New Yorkers, the city remains the global center of finance, research,
industry, tourism, and culture. As New York City enters its next century a decade
from now, we will leverage the great resources already available and set a path to
prosperity for all.
TD Five Boro Bike Tour
New York City Today and Tomorrow
What Works
Among the hallmarks of New York City are tolerance, pluralism, openness, caring for
others, innovation, and business acumen. We are truly international: our residents
come from every country, and over 180 languages are spoken by students in our
public schools. We celebrate our diversity. We have shown the ability to recover
from both man-made and natural disasters, including the attacks of 9/11 and the
2008 recession, and will continue to recover from Hurricane Sandy.
With jobs at an all-time high, our entrepreneurial spirit can be seen from Wall Street
to storefront businesses and revitalized neighborhoods across the city. New York City
is now the safest big city in the country. Our air and water are cleaner than they have
been in recent memory. We welcomed a record 56.4 million tourists in 2014, and we
continue to attract thousands of new people each year who want to call New York City
home. We are reclaiming the waterfront, remediating brownfields, developing
affordable housing and new commercial districts, providing all four-year-olds access
to full-day pre-kindergarten, and creating open spaces for all to enjoy.
New York Citys cultural attractions offer something for everyone, with hundreds of
museums, art galleries, performing arts companies, concert halls, Broadway
theaters, zoos, and botanical gardens. Of the 60 largest U.S. cities, the Trust for
Public Land ranks New York City second overall in park acreage, access, and
investment in open spaces. And with more than 100 degree-granting educational
institutions and over 600,000 students, the city is home to as many students as
Bostons total population.
What Could Be Better

New York Citys success has brought many benefits, but the city also faces significant
challenges. Because so many people want to live here and many are doing well
financially, affordable housing is scarce. A growing populationexpected to reach 9
million by 2040will test our infrastructure systems. Mass transit, roads, and other
infrastructure are heavily used, but they have not been fully maintained over the
years. For some New Yorkers, public transit is not easily accessible, or the system
cant get them across their own borough because it was designed to take people into
Manhattan, and commute times are too long from many areas.
As commercial rents go up and neighborhoods change, existing small businesses and

shops, many of which are family-owned and have been in business for a long time,
struggle to stay open. Our public schools need to improve. Slow Internet speeds and
gaps in accessibility hamper competitiveness and the ability of New Yorkers to be a
part of all that New York has to offer. Income inequality is rising and nearly half of
the citys population now lives at or near the poverty threshold, while 1.4 million
residents live in households that lack sufficient food. Too many artists and talented
mid-level professionals leave for other cities that are more affordable. Homelessness
is too high, and over half of renters spend more than 30 percent of their income on
housing. Asthma, obesity, and diabetes rates remain high, especially among residents
in low-income neighborhoods. And we could be better prepared for climate change
and other 21st century threats.
Addressing Core Challenges and Opportunities

It is time to build on our strengths and address these challenges and opportunities.
We are all at risk when so many New Yorkers struggle to find living-wage jobs, good
schools for their children, affordable housing, and neighborhoods and communities
they can proudly call their home for years to come. We run the risk of becoming two
New Yorks: one for the affluent and one for those who are left out of the citys
success and lack access to good schools or good wages for hard work. What we do
now to confront these challenges will define the future of New York City and what
kind of city we leave to our children.
Core Challenges
and Opportunities
PlaNYC 2007 & 2011 OneNYC 2015
Growing Infrastructure Growing Importance of

Population Needs Inequality the Region
Urban
Evolving Environmental New York City
Economy Conditions & Voices
Climate Change
New Vision for OneNYC
OneNYC builds upon the four

core challenges addressed in past
PlaNYC reports, and now includes
growing inequality, the importance
of the region, and New York City
voices.
A Growing Population
New York City continues to grow at a rapid rate, in large part through immigration.
With nearly 8.4 million people, the citys population is at an all-time high, and is
expected to reach 9 million by 2040. Growth is projected to be greatest outside
Manhattanwith the largest increases in Brooklyn and the Bronx. This increased
population will strain the citys infrastructure and test the reliability of services.
New York Citys population is also aging: by 2040, the number of New Yorkers over
65 will surpass school-age children. These changes will create new challenges in
everything from the delivery of services to urban design. We must improve social
and physical infrastructure to provide equitable access to services and employment
for a changing population.
Throughout its history, people have flocked to New York City, drawn by its economic
opportunities and ethnic networks. Foreign-born residents comprise almost 40
percent of the total population. At the same time, many young, educated Americans
are also moving to New York City.
With a growing population comes the critical need for additional affordable housing
for all New Yorkers. In order to accommodate projected growth and the natural loss
of some housing over time, and to reduce pressure on housing prices, the City
intends to create 240,000 new housing unitsincluding market rate and
affordablein the next decade.
New York City population, 19002040 (projected)
% Growth 10,000,000
20102040 9 in
9,000,000 8.4 in 2040
2015
7%
7.9 in
8,000,000 1950
Staten Island
7,000,000
8%
Queens
6,000,000
MILLIONS
5,000,000
7%
Manhattan 4,000,000 3.4 in
1900
13%
Brooklyn
3,000,000
2,000,000
14%
Bronx
1,000,000
NYC Department of City Planning 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 2040
An Evolving Economy
The city has an all-time high of 4.2 million wage and salary jobs, adding 113,000
private sector jobs in 2014 alone. Our economic activity, measured by Gross City
Product (GCP), is $647 billion, and the citys economic recovery since the last
recession outpaced the nations, with an 11.5 percent increase in jobs between 2009
and 2014, compared to only 6.1 percent nationally.
Sustainable economic growth and stability depend on the continued strength of

our core sectors, as well as economic diversification across both boroughs and
sectors. The rate of job growth in the boroughs has been higher recently,
outpacing Manhattan in the past ten years. While employment is becoming
geographically diversified, it continues to remain highly concentrated in
Manhattan.
The traditional core sectors of the citys economyfinance, insurance, and real
estateremain the foundation of our economic strength. While they represent 11.7
percent of our jobs, they comprise 38.4 percent of GCP. They also provide a
substantial tax base that supports investment in infrastructure and services to
ensure our long-term ability to accommodate continued growth.
Employment growth
2009-2014: Jobs in sectors such as retail, food services, and home care are
New York City vs. increasing due to growth in the overall population, tourism, and
United States senior residents. These sectors provide opportunities for people
who lack the skills to compete for high-wage jobs, and provide
3.5%
access to the job ladder to advance their careers. New York City has
3.0%
3.0% many people in this position, and these jobs are vital. One of the
2.6% reasons less-skilled people stay in New York City, despite the high
2.5%
cost of living, is that jobs of this kind are available and generally
2.0% 2.0%
2.0% 1.9% accessible without a car. Expanding skills training and workforce
1.7%
1.6% development programs, as well as access to higher education, will
1.5%
enable low-skilled entry level workers to gain the skills needed to
1.0%
1.0% 0.9% move into higher paying jobs.
0.5%
While New York City is home to 52 Fortune 500 companies, small
0.0% businesses with fewer than 100 employees are a critical part of the
-0.2%
citys economy. These businesses account for more than half of New
0.5%
2009 2010 2011 2012 2013 Yorks private sector employment. Small business owners in New York
2010 2011 2012 2013 2014
often face regulatory hurdles to starting and growing their businesses,
New York City while the high cost of living makes it difficult to attract and retain
talented young people.
United States
U.S. Bureau of Labor Statistics
The citys economic recovery

since the last recession outpaced
the nations.
Employment change in total jobs 20012011
More than 50% Gain in Jobs
Up to 50% Gain in Jobs

Norwood
72% Job Gain
Belmont
169% Job Gain
Van Nest - Morris Park

Westchester Square
59% Job Gain
Crotona Park East
60% Job Gain
Queensboro Hill Glen Oaks - Floral Park

59% Job Gain New Hyde Park
103% Job Gain
East Village
82% Job Gain
Chinatown
61% Job Gain
Brooklyn Navy Yard

Brooklyn Heights 119% Job Gain
85% Job Gain Downtown Brooklyn
88% Job Gain
Park Slope
61% Job Gain
JFK International Airport

100% Job Gain
Rugby - Remsen Village

229% Job Gain
New Brighton - Silver Lake Flatbush
52% Job Gain Borough Park 52% Job Gain
80% Job Gain
Ocean Parkway South
71% Job Gain
Homecrest
54% Job Gain
Brighton Beach
102% Job Gain
U.S. Census Bureau, LEHD Origin-Destination Employment Statistics, v. 7

Geography: Neighborhood Tabulation Area (NTA)
Growing Inequality
Despite its overall prosperity, New York City continues to struggle with high rates
of poverty and growing income inequality. The crumbling of the middle class is
not just a local problem, it is one that requires a national solution, and is a crisis of
our time. Over the past decade, income inequality has increased in the city,
surpassing the national averageand in recent years, it has continued to rise.
During the 2008 recession, workers experienced flat or declining wages, except
for those in select high-wage sectors. The city has experienced an impressive
recovery, gaining 422,000 private jobs between 2009 and 2014. While job growth
has occurred across a range of sectors, it has been particularly strong in lower-
paying sectors, such as accommodation, food service and retail trade. Since 2014,
more workers have started to see wage gains due to declining unemployment and
increasing demand for labor. Nonetheless, these gains have not fully offset the
wage stagnation that occurred during the recession. As a result, low-income New
Yorkers continue to struggle with the citys high costs of living. Without training
to support career development, these individuals and their families are likely to
remain in poverty. Recognizing that high-, mid-, and low-skill jobs are all part of
a diverse, healthy economy, the City is committed to supporting job quality
across all sectorshigher wages for low-wage jobs and expanded opportunities
for skills training.
These employment and wage trends are occurring against a backdrop of other
significant economic challenges. Nearly half of the citys population still lives in or
near poverty, including a disproportionate number of African-American, Latino, and
Asian New Yorkers. The citys already-high cost of living is still increasing. The
supply of housing has not kept pace with the increase in population, leading to a
severe lack of affordable housing, especially for those who are least well off.
Homelessness is at a record high.
As it continues to grow, the City must invest strategically to create new economic
opportunities for the most vulnerable and lowest-income New Yorkers. We must
provide increased support to the economic sectors that drive middle-income job
growth. The citys rapid employment growth offers a real opportunity to improve
the incomes of low-wage workers. To ensure that this happens, we must do all we
can to continue to raise the minimum wage. We must also work with employers and
labor unions to improve employee training, provide a path for advancement, and
emphasize employee retention.
Percentage of population below poverty threshold, 20092013

21.5 percent of New Yorkers are below the poverty level, and 45.1 percent are at or near the poverty level.
More than 30% in Poverty
25-30% in Poverty Morrisania - East Tremont 16.4%

20.7%
20-25% in Poverty University Heights - Fordham

29.5%
18.8%
15-20% in Poverty Highbridge - South Concourse
20.5%
10-15% in Poverty 34.1%
32.5%
16.8%
Less than 10% in Poverty 32%
25.2%
23.5%
29.2%
22.4%
21.9%
9.7%
7.3% 20.4%
23.2%
25.5%
14.5%
11.3%
10.3%
21.4% 27.9%
9.3% 14.1% 21.1%

20.7% 22.5%
19.6%
27.8%
19.6%
13.4% 22.6%
27.4%
12.5%
24.9% 33.6%
9.3% 18.4%
32.1%
25%
29.5%
21.7%
32.1% 25.6%
20.7%
20.4% 13.8%
22%
21.7%
20.2%
14.6%
24%
East New York - Starrett City

10.1%
Brownsville - Ocean Hill
Borough Park
Center for Economic Opportunity, Office of the Mayor

U.S. Census Bureau, ACS 2009-2013 5-Year Estimates, Public Use Microdata Sample Files as
Augmented by CEO Geography: Public Use Microdata Area (PUMA)
Infrastructure Needs
While New York City is a 21st century global city, its aging infrastructure is straining
to meet the demands of a modern and dynamic urban center. Infrastructure
connects people, neighborhoods, and businesses, and provides essential services
the water we drink, the gas we need to cook, the electricity that lights homes and
businesses, and the Internet access to communicate and learn.
Despite a mountain of evidence emphasizing the link between modern

infrastructure and economic growth, public investment across the region has not
kept pace with capital investment needs. New York Citys transit system is in need
of improvement and expansion to provide the best possible service to New Yorkers.
Our subway system, the nations largest, had a record 1.7 billion total riders total in
2013 and is near or at full capacity. Every day, New Yorkers crowd onto subways and
buses, with an average commute time of 47 minutesthe highest of any major
American city. Investing directly in transit systems, including expanded Select Bus
Service routes and a citywide ferry system, as well as coordination with regional
entities, is key to supporting continued growth and will support competitiveness.
Significant expansion of our existing rail transit system is extremely expensive and
federal resources are dwindling. Yet without investments to maintain a state of
good repair, aging infrastructure incurs higher costs down the road and imperils
our long-term prosperity.
Many of the citys gas, steam, sewer, and water lines are not only aging, but are made
of materials not in use today, and prone to leaks and breaks. Much of the citys
underground infrastructure is not mapped, making it hard to pinpoint issues to
make efficient repairs or improvements. Our highways and bridges are also old and
at risk. The Brooklyn Bridge, for instance, opened in 1883.
The Internet is rapidly becoming as central to our daily lives as electricity, gas, and
water. However, currently 22 percent of New York City households lack broadband
Internet at home. Affordability of Internet services is cited as the main barrier to
Aging infrastructure strains to broadband adoption in New York City. Increased affordability and public availability
meet both manmade and natural of broadband service will help to close the adoption gap and increase access to
challenges.
online tools that support individuals, families, and businesses.
Identifying adequate funding resources to maintain and upgrade critically aging

infrastructure and ensure a consistent state of good repair across the city is a
major challenge.
Urban Environmental Conditions

and Climate Change
In recent years, New York has made substantial headway in protecting the
environment through improved air quality and reduced greenhouse gas emissions,
which have decreased by 19 percent since 2005. We have reduced energy use in
buildings and switched to less carbon intensive electricity generation. New York
Citys air quality is the cleanest it has been in over fifty years, and among U.S. cities,
it has moved from having the 7th to the 4th cleanest air over the past several years.
More than 100 brownfields encompassing over one million square feet have been
cleaned up and redeveloped. The 23 sites completed this year alone will generate
more than 420 new jobs, 550 units of affordable housing, and $162 million in new tax
revenue. Green infrastructure initiatives such as bioswales help to mitigate
stormwater flooding and prevent the discharge of pollutants into the citys waterways.
At the same time, longstanding environmental conditions continue to have chronic

impacts on the health and livelihoods of New Yorkers, with four out of every 1,000
children aged 5-17 years hospitalized for asthma in 2012. As the citys population
continues to grow, additional strain will be placed on the environment from basic
infrastructure needs, including a projected 14 percent increase in heating fuel demand
by 2030 and a 44 percent increase in energy consumption by 2030. The city generates
about 25,000 tons of residential, business, and institutional garbage every day, but only
about 15.4 percent of waste collected by City workers is diverted for recycling.
Kayaking on the Bronx River
volume
1336
Climate Change
The city also faces increasing risks from the impacts of global climate change. While
SEA LEVEL - MEAN ANNUAL CHANGES
Baseline (2000-2004)
75 75
we have made significant strides in reducing our contributions to climate change, we
70
58
65
60
still expect to face local impacts that could threaten the city. In partnership with the
55
50
45
New York City Panel on Climate Change (NPCC), the City has continued its work to
40
30
18-39
22-50 35
30
understand these risks and make sure that the best available science continues to
25
10
11-21
13
15
20
15
inform the Citys climate policy.
10
4-8
8
5
2 0
Earlier this year, the NPCC released Building the Knowledge Base for Climate Resiliency,
2020s 2050s 2080s 2100
2020s 2050s 2080s 2100

High
Middle
Low
which included updated projections for the region. Among them, we can expect to
Low 10th percentile Middle 25th to 75th percentile High 90th percentile
Building the see, by the 2050s, increased average temperatures (4.1 to 5.7 F), increased average
Knowledge Base for precipitation (4 to 11 percent), and rising sea levels (11 to 21 inches). The average
Climate Resiliency number of days per year above 90 F is expected to at least double. Due to sea level rise
New York City Panel on
Climate Change 2015 Report alone, coastal flood events will increase in both frequency and intensity. The number of
the most intense hurricanes across the North Atlantic Basin is also expected to increase.
NPCC 2015 Report
Each of these changes will increase the exposure of the citys neighborhoods,
businesses, and infrastructure.Health impacts on New Yorkers will continue to
increase. Fortunately, the City continues to reduce these risks. We are reducing our
greenhouse gas emissions and adapting our neighborhoods, with critical
investments now underway on our coastline, in our buildings, and for our
infrastructure. Much more remains to be done, and the City is committed to leading
the globe in this fight, to the benefit of future generations.
NPCC mid-range projections on climate change

2050s
Chronic Hazards Baseline (1971-2000)
Middle Range
Average Temperature 54F +4.1 to 5.7 F
Precipitation 50.1 in. +4 to 11%
2050s
Middle Range
Sea Level Rise 0 +11 to 21 in.
2050s
Extreme Events Baseline (1971-2000)
Middle Range
Number of days per year with maxi-

18 39 to 52
mum temperature at or above 90 F
2050s
Middle Range
Future annual frequency of todays

1% 1.6 to 2.4%
New York Panel on Climate Change,
2015 Report
100-year flood at the battery
New York City Voices

New York City works best when New Yorkers are involved with their city and have a
say in their government, and when government listens to their voices to make better
decisions. We need to create new processes for communication and dialogue. The
result will be more informed policymaking and better-designed programs, and New
Yorkers with the tools and resources to help shape the future of their city. Engaged
New Yorkers are empowered residents who interact with their government, and can
effectively help set priorities and shape policy.
There are a number of fundamental challenges to increasing civic engagement and

democratic participation. More than one-third of the lowest-income New Yorkers,
for example, lack broadband Internet access, which hinders their communications
and access to City services. Only 18 percent of New Yorkers do volunteer work,
below the national average of 25 percent, and 49 percent are dissatisfied with the
level of cultural services in their neighborhood. Only 66 percent of eligible New
York City voters are registered, and the voter turnout rate was 21 percent in the
2014 election.
Decisions about City policies and initiatives should be informed by broad public
engagement with a wide range of stakeholders, including residents whose voices are
not heard because of barriers such as language and time. Recognizing the
importance of this dialogue in shaping policy, OneNYC sought and continues to seek
input from a broad range of residents.
Mayor Bill de Blasio, NYCHA

Chair Shola Olatoye, and Public
Advocate Letitia James with
residents of the Wagner Houses in
Manhattan
Importance of the Region

Change in New York Citys future is intertwined with its metropolitan region. The citys economy
commuting trends drives the regions prosperity, while benefiting from the regions transportation, skilled
90,000 14.0%
workforce, cultural resources, and extensive infrastructure. Our suburbs and our city
80,000 face many of the same issues, including increased income disparity, the need for
12.0%
70,000 affordable housing to keep pace with our growth, and a shared harbor. Between 1990
10.0%
60,000 and 2010, the region grew by 10.9 percent, with the greatest percentage changes in
50,000 8.0% population in Northern New Jersey (14.3 percent). At the same time, New York Citys
40,000 6.0% job growth constituted 80 percent of the regions growth since 2000.
30,000
4.0%
20,000 Every year, residents in the region take more than four billion trips, or 184 per person,
2.0%
10,000 on buses, subways, commuter railroads, and ferries. No other U.S. metropolitan area
0 0.0% comes close. Regional travel is not only about coming into Manhattan. Between 2000
In Reverse
Commuters Commuters and 2010, the number of reverse commuters increased by 12.5 percent, compared to 9.5
percent arriving at our citys regional transportation hubs. The ability to access a broad
growth
range of employment opportunities and workers within the region enhances the citys
% growth
competitiveness as a place to live and to locate businesses.
In Commuters grew by
9.5% However, we are not keeping pace with this growth in regional travel, and must
coordinate with our regional partners to advocate for the critical transportation
Reverse Commuters grew by
connections across the Hudson in New Jersey, as well as with Long Island,
12.5% Connecticut, and beyond. The fragmenting effects of a multitude of jurisdictions
U.S. Census Transportation Planning Package have hindered regional planning in our broader region, including in
Transit ridership, 1972-2012

6,000,000
5,000,000
New York City
Subway
4,000,000
M I L L I O N S O F D A I LY PA S S E N G E R S
3,000,000
Penn Station
(Long Island Rail Road,
New Jersey Transit,
Amtrak)
400,000
300,000
Grand Central
(Metro-North Railroad)
300,000
Regional Planning Association 100,000

Fragile Success
1972 1980 1988 1996 2004 2012
Percentage of transportation, energy, telecommunications, and a number of other crucial areas.

total jobs The siloed delivery of infrastructure and services does not produce optimal
outcomes. New York City must be a leader in working with regional
governments. This will ensure regional cooperation and coordination and that
funds are wisely invested.
A powerful illustration of this shared responsibility is that over $266 billion will be
45%
NYC spent in the region over the next ten years by the City as well as regional agencies,
such as the Metropolitan Transportation Authority (MTA) and Port Authority of
New York and New Jersey (PANYNJ), and private utilities. The Citys preliminary
ten-year capital budget makes up nearly 25 percent of this anticipated spending.
This spending has a direct impact on New York Citys capacity to thrive and meet its
goals for equity, sustainability, and resiliency. Looking ahead to the next ten years
Percentage of gross and beyond, the City is committed to taking a leadership role in directing these
regional product investments and incorporating them into our own strategic process, so that regional
spending can be leveraged for the citys maximum benefit.
46% Anticipated capital spending by City of New York and

NYC
regional agencies, ten-year estimate*
3% 3%
Housing City Services
$6,957 $7,624
3% 4%
Percentage of total Economic Airports and
Development Freight
geographic area $8,072 $11,273
13% 36%
Education Commuter Rail/
$35,480 Transit/
Subway
3% $95,860
Telecom- Total
munications $266 billion
$7,096
11%
Recovery and
Resiliency
$28,558 6%
Bridges and
Tunnels
$15,168
Despite comprising only 4 percent 15%
of the physical area, New York City Energy and 3%
is a powerful economic engine for Water Highways
the entire metropolitan region. $40,782 $9,203
*Since regional agencies and private utilities have varied capital budget years and timeframes, this analysis consists of a rough
justice extrapolation where shorter-term capital budgets were extrapolated to a ten-year timeframe by assuming they would
match projected annual spending in the future, escalated by inflation. For instance, the City assumes the MTAs proposed
2015-2019 budget of $32 billion will be funded and subsequently repeated from 2020-2024, escalating to $37 billion based on
inflation adjustment. The analysis is intended to be illustrative of the magnitude and use of future capital expenditures based
on reasonable assumptions.
Projects located in Schoharie, Ulster
and Westchester Counties
Major Planned City and

Regional Capital Projects,
2014-2025
2nd Avenue Subway La Guardia Airport - Various Projects

Phase II Construction
NYU Langone Hospital

Sandy Repairs and Mitigation
Portal Rail Bridge Reconstruction
Pulaski Skyway Improvements
East Side Access: LIRR Access

PATH Newark Airport Extension
to Grand Central Station
World Trade Center Redevelopment BQE Triple Cantilever

Reconstruction/Rehabilitation Southeast Queens
Sewer Build-out
Newark Liberty International
Airport - Various Projects
Bayonne Bridge Navigational Clearance
Many agencies and entities are responsible for the capital spending that maintains and
Citywide Green Infrastructure improves the infrastructure that makes New York City the thriving center of the region. City
Program (not shown)
agencies with significant capital budgets include the Department of Transportation, the
DEP - $940 million
Department of Environmental Protection, the School Construction Authority, and the City
University of New York, among others. Regional entities such as the Port Authority of New
Acronyms
CSO: Combined Sewer Overflow
York and New Jersey, the Metropolitan Transportation Authority, and New Jersey Transit
WWTP: Wastewater Treatment Plant support mass transit, roads, bridges and tunnels, and airports and freight resources; private
utilities such as Verizon, Con Edison, and National Grid provide energy and telecommuni-
cations infrastructure; and many agencies have been involved in the recovery and resiliency
Note: Includes planned city and regional efforts across the region since Hurricane Sandy.
capital projects with budgets more than
$200 million.
This map illustrates the broad range of major planned City and regional capital projects, as reflected in the agencies projected
Labeled projects represent more than $1 capital plans in the next ten years. These reported amounts may not reflect full project costs some have begun construction
billion in budgeted cost. before this time period, or may extend beyond ten years to complete.
Category Key Project Name Lead Agency
Airports and Freight 1 Bayonne Bridge Navigational Clearance PANYNJ

2 JFK Airport - Various Projects PANYNJ
3 La Guardia Airport - Various Projects PANYNJ
4 Newark Liberty International Airport - Various Projects PANYNJ
Commuter Rail, 1 Gateway Program: New Hudson River Rail Tunnel Design/Construction Amtrak
2 Gateway Program: Hudson Yards Tunnel Right-of-Way Preservation Amtrak
Transit, Subway 3 Moynihan Station Construction Phase II Amtrak
4 North River Tunnels Reconstruction Amtrak
5 Pelham Bay Rail Bridge Replacement Amtrak
6 Portal Rail Bridge Reconstruction Amtrak
7 2nd Avenue Subway Phase II Construction MTA
8 Subway Signal Upgrades - 71st Avenue-Union Turnpike Capacity Improvements MTA
9 Subway Signal Upgrades - 6th Ave Line Capacity Improvements MTA
10 Subway Signal Upgrades - Queens Blvd Line Capacity Improvements MTA
11 Subway Signal Upgrades - Dyre Avenue Line Capacity Improvements MTA
12 East Side Access to Grand Central Station MTA
13 Jamaica Station - East Side Access Capacity Improvements MTA
14 Jamaica Station Bus Depot Renovations MTA
15 Penn Station Access and Bronx Metro North Stations MTA
16 PATH Grove Street Capacity Expansion PANYNJ
17 PATH Harrison Station Replacement/Upgrade PANYNJ
18 PATH Newark Airport Extension PANYNJ
19 PATH Systemwide - Various Projects PANYNJ
Bridges and Tunnels 1 RFK Bridge Toll Plaza and Ramps Reconstruction MTA
2 Brooklyn Bridge Rehabilitation DOT
3 Williamsburg Bridge Reconstruction/Rehabilitation DOT
4 Kosciuszko Bridge Replacement NYSDOT
5 Goethals Bridge Modernization/Improvements PANYNJ
6 Lincoln Tunnel Helix Replacement PANYNJ
7 Pulaski Skyway Improvements PANYNJ
Roads and Highways 1 Belt Parkway Bridges Reconstruction/Rehabilitation DOT
2 BQE Triple Cantilever Reconstruction/Rehabilitation DOT
3 Bronx Highways and Parkways Bridges Reconstruction/Rehabilitation DOT
4 FDR Drive Bridges Reconstruction/Rehabilitation DOT
5 Henry Hudson Parkway Bridges Reconstruction/Rehabilitation DOT
6 Van Wyck Expwy - Kew Gardens Interchange Replacement NYSDOT
7 Major Queens Highways and Parkways Bridges Reconstruction/Rehabilitation DOT
Energy and Water 1 Rainey-Corona Transmission Capacity Improvements ConEd
2 26th Ward WWTP - Various Projects DEP
3 Bowery Bay WWTP - Various Projects DEP
4 Coney Island Sewer Upgrades DEP
5 Gowanus Canal CSO Facility Construction DEP
6 North River WWTP Cogeneration Upgrades DEP
7 Southeast Queens Sewer Build-out DEP
8 Wards Island WWTP Upgrades DEP
9 Mid-Island Bluebelt Stormwater Improvements DEP
10 Water Siphons Replacement for Channel Deepening DEP/EDC & PANYNJ
11 Citywide Green Infrastructure Program DEP
12 Delaware Aqueduct Repair DEP
13 Gilboa Dam Resiliency DEP
14 Kensico Eastview Connection Tunnel Resiliency DEP
Recovery and Resiliency 1 Bellevue Hospital Facility Recovery and Resiliency HHC
2 Coney Island Hospital Facility Recovery and Resiliency HHC
3 East Side Coastal Resiliency ORR, DPR
4 Rockaway Boardwalk Reconstruction ORR, DPR
5 Hudson Line Restoration MTA
6 Hugh L Carey Tunnel Restoration MTA
7 Queens-Midtown Tunnel Restoration MTA
8 LIRR East River Tunnel & West Side Yards Resiliency Upgrades MTA
9 Ocean Bay Apartments Bayside NYCHA
10 Red Hook East Restoration NYCHA
11 Red Hook West Restoration NYCHA
12 Rockaway Reformulation (Jamaica Bay and Atlantic beaches) USACE
13 East Shore of Staten Island USACE
14 NYU Langone Resiliency Improvements
15 Lower Manhattan Comprehensive Coastal Protection ORR, EDC
Education 1 Bronx Community College Upgrades CUNY
2 Brooklyn College Expansion CUNY
3 City College Upgrades CUNY
4 College of Staten Island Expansion and Upgrade CUNY
5 Hostos Community College Expansion CUNY
6 Lehman College Expansion CUNY
7 Medgar Evers College Expansion CUNY
8 Queens College Upgrades CUNY
9 York College Expansion CUNY
Economic Development 1 World Trade Center Redevelopment PANYNJ
City Facilities 1 Bellevue Hospital Facility - Various Projects HHC

2 Manhattan Districts Garage Replacement DSNY
3 Bronx Districts Garage Replacement DSNY
Total world air travel Global Trends

61 1955 More than half of the worlds population now lives in cities, and the percentage
continues to rise. By 2050, 66 percent of the worlds population is projected to be
198 1965
urban dwellers, dramatically reversing the global urban-rural population
697 1975
distribution of 1950. Cities must take the lead in solving the key challenges of our
time. Growing populations and economies have the potential to open new markets
1,894 1990 for New York businesses, though there may also be greater competition from
low-wage nations.
2,992 2006
Growth worldwide makes it increasingly important to address air and water quality,
Distance passengers traveled
(billion kilometers) food systems, and our natural resources. Global growth is also tied to rising
Hofstra University; International Civil
Aviation Organization; McKinsey Global greenhouse gas emissions, climate change, and its associated sea level rise and global
Institute analysis
temperature changes.
Share of selected Connectivity worldwide fosters interaction and collaboration between distant
cross-border flows populations on a scale never seen before. Yet a world with increased technological,
that are digital physical, economic, and telecommunications connections also makes us more
vulnerable to global shocks. These include the risk of terrorism (cyber or physical)
Goods1
3% 2005
as well as vulnerability to epidemics and economic upheavals taking place in other
12% 2013
parts of the world.
3%
Calls2
39% While New York City has little control over these global trends, we can anticipate
them and act now to ensure that we are better prepared and more resilient to their
Services3
51%
potential threats. In 2015, the worlds governments are set to establish the United
63%
Nations Sustainable Development Goals for 2015-2030, focusing not only on ending
1 Based on China data.
extreme poverty and hunger, but also adding the challenges of ensuring more
2 Excludes other VOIP minutes.
3 Based on US data.
equitable economic growth and environmental sustainability. OneNYC follows the
Research; Telegeography; OECD; U.S. same path, recognizing the critical link between sustainable and inclusive growth
Bureau of Economic Analysis; McKinsey
Global Institute analysis moving forward, not only for our city, but for the world.
World urban and rural population, 19502050

7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
Rural Population
1,000,000
Urban Population
0
1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050
United Nations Department of Economic and Social AffairsPopulation Division
Technology Spotlight
Digital technology and the ex-
ponential growth of data are
transforming every aspect of A Growing, Thriving City
The tech ecosystem is among the fastest growing and high-
the economy, communications, est paying sectors in New York City, representing 291,000
politics, and individual and jobs and $30 billion in wages annually. Supporting this
family life. The implications are sector is a critical part of the Administrations approach to
tackling inequality, expanding our economy, and creating
profound for every sector of
good jobs for all New Yorkers. The key to doing this is
societyincluding government. ensuring employers have the workers they need to innovate
The City must respond to these and grow. We will advance our competitiveness as the city
changes and use new digital of choice for tech firms, and we will prepare New Yorkers
for 21st century jobs.
tools to improve services and
create more opportunities for all Support expanded access to affordable, reliable,
high-speed broadband for businesses across New
New Yorkers. York City
This plan acknowledges the im- Enable access to flexible, affordable commercial space
for technology companies and the broader innovation
portance of technology and data economy, ensuring that the citys emerging sectors have
to each of our visions and points the physical space to start and scale
to new ways the City will engage Support the creation of an advanced manufacturing
with residents, develop our poli- network which would include research and develop-
cies, and manage our work. ment facilities, workspace for start-ups, fabrication
labs, workforce programs, and community engagement
opportunities
Significantly continue to expand access to computer

science/technology education across New York City public
schools by 2020
Support workforce training programs such as the Tech

Talent Pipelinean industry partnership designed to
deliver quality jobs for New Yorkers and quality talent
for New York Citys tech businesses
nyc.gov/onenyc One New York: The Plan for a Strong and Just City 42 42
A Just and Equitable City A Resilient City

As the world becomes more digital and technology-depen- Digital tools can help solve some of the Citys most urgent
dent, there is a growing gap between technology haves and resiliency challenges, bolster neighborhood resiliency
have-nots. The City must narrow this digital divide and en- and social cohesion, and improve our ability to withstand
sure all New Yorkers can participate fully. We will improve disruptive events.
access and support innovation.
Leverage digital strategies to develop a comprehensive
Continue to evolve 311s digital capabilities, more easily and interactive platform to map and aggregate the activ-
connecting residents to services and information ities of community-based organizations and government
agencies in local communities across New York City
Ensure roll-out of LinkNYC, offering free wireless loca-
tions throughout every New York City neighborhood Through the Neighborhoods.nyc initiative, provide a
baseline set of digital tools that connect residents to gov-
Invest in innovative ways to provide high-speed Inter-
ernment services and each other, and leverage open-data
net to homes, business, and the public
for information about neighborhood-specific events
Expand the Citys internal data integration
Optimize nyc.gov web content for mobile devices Effective Government

The technology sector has been a leading innovator in
Review every step of the Citys procurement process for
service delivery. Government can apply these principles to
opportunities to reduce delivery time, reduce costs, and
improve service delivery and increase civic engagement.
make it easier for small businesses to help solve complex
urban policy challenges Encourage adoption of the tech sectors service design
principles, such as human-centered design, to guide the
development of City policies and service delivery practices
A Sustainable City
Technology can help people and institutions operate more ef- Adopt two-way digital communication, which must play
ficiently and reduce energy needs and emissions. It will help a major role in all aspects of civic engagement, from
government-owned online properties like nyc.gov to stra-
us stake our claim as both the most sustainable big city in the
tegic use of non-government platforms and products
world and a leader in the global fight against climate change.
Launch a series of mobile applications that will empower

and engage residents to support brownfield cleanup efforts
Install modern lighting and sensors, which will cut down

lighting in empty buildings at night. This will help our
city make a serious dent in our greenhouse gas emissions
Vision 1
Our Growing,
Thriving City
New York City will continue to be the worlds
most dynamic urban economy, where families,
businesses, and neighborhoods thrive
New York City will

Be home to 9 million people by 2040
Increase median household income
Continue to outperform the national economy
Spur more than 4.9 million jobs by 2040
Ensure the average New Yorker can reach 1.8 million jobs by transit
within 45 minutes by 2040, a 25 percent increase from today
Ensure 90 percent of New Yorkers can reach at least 200,000 jobs by
transit within 45 minutes by 2040
Create and preserve 200,000 affordable housing units and support
creation of 160,000 additional new housing units by 2024
Support creation of at least 250,000 to 300,000 additional housing
units by 2040
Goals
Industry Expansion & Cultivation
New York City will have the space and assets to be a global economic leader and
grow quality jobs across a diverse range of sectors
Workforce Development
New York City will have a workforce equipped with the skills needed to participate
in the 21st century economy
Housing
New Yorkers will have access to affordable, high-quality housing coupled with
robust infrastructure and neighborhood services
Thriving Neighborhoods
New York Citys neighborhoods will continue to thrive and be well-served
Culture
All New Yorkers will have easy access to cultural resources and activities
Transportation
New York Citys transportation network will be reliable, safe, sustainable, and accessible,
meeting the needs of all New Yorkers and supporting the citys growing economy
Infrastructure Planning & Management

New York Citys infrastructure and built environment will exemplify global
economic, environmental, and social leadership
Broadband
Every resident and business will have access to affordable, reliable, high-speed
broadband service everywhere by 2025
Vision 1
Introduction
Today, New York City is a global leader with an increasing number of jobs and
growing economic activity that supports families, businesses, and
neighborhoods. As detailed in New York City Today and Tomorrow, our population
and economy are growing, with 8.4 million residents who speak an estimated 200
languages, and a record 4.2 million salary and wage jobs. Within the past year, we
have had the highest twelve months of job growth in over two decades. We see
evidence of our economic strength in the expansion of firms new to New York, such
as Google, Makerbot, and Etsy, and we remain home to more Fortune 500 companies
than any other city in the world. Visitors continue to flock to New York City and
support a vibrant economy, with a record 56 million tourists in 2014.
Our economy also faces challenges. Growing income inequality, obstacles to

job mobility, a crisis of housing affordability, and aging infrastructure could all
hamper long-term growth. More than half of New Yorkers are rent-burdened,
which means that they spend more than 30 percent of their income on rent. And 21.5
percent live below the poverty lineas defined by the New York City Center for
Economic Opportunity. In todays evolving economy, we must compete with global
and local peers to attract and retain talent by providing diverse opportunities for
employment; training for individuals to prepare them to enter the workforce;
enhancing our rich cultural life and recreation opportunities; and investing in
infrastructure systems that support the city across all boroughs.
OneNYC is a plan to address these challenges head-on and foster long-term,

inclusive, and sustainable economic growth that benefits all New Yorkers. Our
citys economic success requires that we create access to opportunity, foster innovation,
and train, retain, and attract talent. We have already started this important work. The City
has enacted Paid Sick Leave so more New Yorkers can care for themselves or a family
member without incurring financial burdens; increased and significantly expanded the
Build more housing and living wage to support our residents in making ends meet; released Career Pathways, a
make sure there is an plan to streamline and expand workforce development programs; and launched Housing
affordable rental New York, a vision to provide affordable housing to more New Yorkers.
component throughout.
We will build a stronger, more just New York by:
Build it near [public]
transit where possible Maintaining New York City as the global capital for innovation. We will support
and as green as [is] our core industries and nurture the innovation economy by investing in new,
economically feasible. specialized space for creative firms; increasing capacity for Class A office space in
Invest, where possible, in Central Business Districts (CBDs); expanding state-of-the-art infrastructure; and
additional local and recruiting and building a strong talent base.
regional [public] transit
to create more areas Making it easier for businesses to start, grow, and thrive in New York. Small busi-
where housing can be nesses represent 98 percent of all firms in New York City and provide a pathway
linked to jobs. to economic mobility for New Yorkers from all walks of life. To help these busi-
nesses thrive, we will simplify and reduce the regulatory landscape through the
Mark S., Brooklyn
Small Business First initiative.
Vision 1
Unlocking our human capital potential by providing access to skills development

and the opportunity for all New Yorkers to ensure that our businesses have the
workforce they neednot just today, but in the future. We will build on the strate-
gies laid out in Career Pathways for refocusing the Citys workforce development
resources. These initiatives will include establishing a First Look process for City
hiring; targeting training programs to traditionally underrepresented New Yorkers;
and ensuring young New Yorkers are prepared to participate in higher education
and enter the workforce.
Investing in infrastructure that connects our neighborhoods to jobs, and our city to
the world. The City is committed to expanding transportation and broadband ac-
cess, and strengthening the systems that connect New Yorkers to economic oppor-
tunities. These improvements will better match the geography of our job growth
and housing across the boroughs, providing 90 percent of New Yorkers with access
to at least 200,000 jobs within a 45 minute commute by public transit.
Positioning New York City as a leader in achieving triple bottom line results
through investments in infrastructure and City-owned assets. We will begin to
implement this strategy in our capital planning process, evaluating major invest-
ments on the basis of their economic, social, and environmental impacts. This
process will not only support job growth, but also advance our agenda for a more
sustainable, equitable, and productive economy.
Five key pillars drive the Citys economic development strategy:
Maintain New York City Make it easier for businesses Unlock the full potential Invest in infrastructure Position New York City
as the global capital for to start, grow, and thrive in of our human capital by to connect our as a leader in achieving
innovation. New York City. providing access to skills neighborhoods to jobs and triple bottom line
development to prepare our city to the world. resultsproducing the
our workforce for jobs highest economic, social,
today and in the future. and environmental
returnsfrom investment
in infrastructure and
City-owned assets.
Vision 1
30 Minute Commute Commuter Rail (NJT, MNR, LIRR) Transit Access to Jobs
Subway (PATH, NYCT)
45 Minute Commute Mass transit is a vital part of most New Yorkers everyday
Planned Transit Improvements
60 Minute Commute lives. New Yorkers rely on public transportation more than
Planned Ferry Routes (201718)
residents of any other U.S. city56 percent of our trips
Potential Select Bus Service Routes
to work are via public transportation, while the next ten
largest U.S. cities average only 11 percent. This reality fuels
inclusive economic growth, supports healthy activity,
and avoids many harmful environmental impacts. While
New Yorkers have a longer average commute time than
residents of other large cities, based on analysis from the
NYU Rudin Center for Transportation the average New
Yorker can reach over 1.4 million jobs, or nearly 40 percent
East Side Long Island of payroll jobs, using public transit in 45 minutes.
Access City North
7 Line Long Island City
Extension
Queens
While average access to jobs by public transit is high,
differences among neighborhoods are significant, as
illustrated in the maps at left. As the city grows, higher
housing prices can push low-income New Yorkers
to neighborhoods far from job centers, which only
worsens these differences. More than half of the citys
neighborhoods with lower-than-average household
incomerepresenting 2.3 million residentshave a
lower-than-average number of jobs accessible by transit.
Long Island City, Queens Improving public transit access to jobs is one of the key
Today, the average resident of Long Island City can reach 2.3 million jobs approaches to growth and greater equality featured in
within 45 minutes by transit. The City, working with the MTA, will propose this plan. The City will target a 25 percent increase
transit improvements, housing, and employment centers to leverage
in transit access to jobs for all New Yorkers, and
transit connectivity.
will focus on neighborhoods where jobs access is
particularly low by ensuring 90 percent of New
Yorkers can access at least 200,000 jobs within
45 minutes. Residents of neighborhoods such as Far
Lower Manhattan Rockaway in Queens and Co-Op City in the Bronx cannot
Approx. 195,000 Jobs Downtown Brooklyn
Approx. 120,000 Jobs reach 200,000 jobs within 45 minutes. New public transit
and growing jobs in the outer boroughs will help close
Potential Flatbush Ave Potential Utica Ave
Select Bus Service Select Bus Service this gap.
5
This plan features initiatives to improve jobs access for
New Yorkers by:
Flatlands Supporting growth of jobs closer to housing through

Brooklyn investments in current and future job centers
throughout the boroughs, from the Brooklyn-Queens
Waterfront to Hunts Point
Preparing New Yorkers to access more jobs in our

economy and advance their careers through workforce
development opportunities across the five boroughs
Flatlands, Brooklyn
The average resident of Flatlands can only access 70,000 jobs within Creating and preserving housing close to jobs and
45 minutes by transit. The City, working with the MTA, will propose transit through the implementation of Housing New
improvements to transit service to better connect residents to employment York
centers in Downtown Brooklyn, Lower Manhattan, and elsewhere.
Improving transit connectivity by expanding the
Note: Commute time analysis based on 2015 MTA (NYCT, LIRR, MNR, SIR), Port Authority Citys Select Bus Service (SBS) network, creating a
(PATH), NJ TRANSIT (Commuter Rail and Bus), and Westchester County (Bee-Line Bus)
transit services. citywide ferry network, and supporting other
system-wide investments
U.S. Census Bureau, LEHD 2011, MTA, PANYNJ, NJT
BRONX
PARK
WEST
Neighborhood Spotlight
FARMS In the Bronx River Corridor, new transit, affordable housing, and local
jobs will support thriving families, businesses, and neighborhoods.
B
CR
OS
CROTONA S- PARKCHESTER
BR
PARK ON
XE
X PY
B BRONX
RIVER
A B
HOUSES
5 2
Metro-North Penn Station New Affordable Housing
CROTONA Access Building on a prior phase of
Y
Y
N EXP
Four new stations along the affordable housing development

PARK EAST
R PKW
Metro-North New Haven Line will in the West Farms neighborhood,
create direct connections to Penn future plans will provide up to
SHERIDA
D 6 Station from this area.

BRONX RIVE
1,031 additional new units of
affordable housing.
LONGWOOD
XPY
NER E
BRUCK
C
D
SOUNDVIEW
Hunts Point Food Sheridan Expressway
PARK
Distribution Center Redevelopment
A Investments in facilities modern- Planning for a new boulevard,
Bization
RO
and resiliency will ensure crossings, and off ramps would im-
this N
major
X R hub of economic activ- prove pedestrian safety, waterfront
IVE
ity and jobs Rremains competitive access, and provide a direct high-
now and into the future. way connection to Hunts Point.
HUNTS POINT
C
EAST RIVER
Vision 1
Industry Expansion & Cultivation

Goal: New York City will have the space and
assets to be a global economic leader and grow
quality jobs across a diverse range of sectors
Overview
INDICATORS + TARGETS
New York City has seen very strong economic growth over the past five years. We have
Spur more than 4.9 gained 422,000 jobs and demonstrated an employment growth rate of 11.5 percent
million jobs by 2040
compared to 6.1 percent across the U.S., with 113,000 private sector jobs added in 2014
Increase the share of alone. Yet, there is an opportunity to catalyze future growth through a more diversified
private sector jobs in economy with increased employment across a broader set of industries.
innovation industries
from 15 percent today to New York City has benefited from, and will continue to grow, sectors in which it is a
20 percent in 2040 global leader, such as finance, insurance, and real estate (FIRE). Diversification will
Increase median add to this growth and reduce economic risk for the city as a whole. For example,
household income finance and insurance account for 30 percent of the citys total payroll and 27
percent of the base, but only 9 percent of employment. There are increasing signs
Continue to outperform the
that this diversification is already occurring. While lower-skill jobs in food services,
national economy, mea-
sured by growth in NYC retail, and accommodation have increased, so too have high-wage, high-growth
GCP versus US GDP sectors driven by the tech ecosystem, which now accounts for over 291,000 jobs and
$30 billion in wages annually. Furthermore, advances in technology will continue to
drive job growth in the high-skilled innovation industries.
Private jobs in innovation industries grew 15.8 percent from 2009 to 2013. Many of
these jobs provide quality wages and have spurred growth outside the core
Manhattan office markets. Moreover, some innovation industry firms have helped
increase opportunities in traditional industries, such as manufacturing, which are
leveraging new technologies to transform their businesses and create quality jobs.
Although New York City is already a major hub for innovation industries, such as
advertising, media, and technology, we have the opportunity to catalyze growth in
others, such as the life sciences and advanced manufacturing sectors. To achieve this
we must deliver a talented workforce, maintain a strong infrastructure, and ensure
space and access for the specialized facilities these companies require.
To grow a diversified economy that offers quality jobs to all New Yorkers, the City
must unlock the potential for businessesin traditional industries, the innovation
economy, and small businessesto grow and innovate.
Vision 1 Industry Expansion & Cultivation
NYC Innovation Initiative 1

Economy
Employment Growth Maintain New York as the global capital for innovation
25% by supporting high-growth and high-value industries
20% A growing population, coupled with changes in the way we live and work, requires
20% both the expansion of commercial space as well as the development of new models for
15% the commercial business districts (CBDs) of the future. Todays high-growth
15% industries are knowledge economy industries that invest heavily in research and
10%
14%
development (R&D) and intellectual capital, thereby benefiting from opportunities to
cluster and share information. To prepare for future economic growth, the City can
5%
support the activation of space within existing clusters (such as media and finance) as
0%
well as future innovation clusters, which will be dynamic, mixed-use urban business
2009 2013 2040 districts that benefit from sharing knowledge and resources, across the five boroughs.
Source: Moodys
This report defines innovation industries as those that:

Derive their primary value from intellectual capital and creativity, and thereby place a strong premium on talent
Invest heavily in R&D of new business models, harness new technologies, or leverage old technologies in new ways
Disrupt the status quo to create new markets, often by collaborating across disciplines or with public or
academic partners
These industries include:
Advanced Manufacturing
Design
(including Clean Tech)
Advertising, Media,
E-Commerce
and Arts
Biotech/Life Sciences Tech and Information
Supporting Initiatives
A. Maintain and grow New York Citys traditional economic sectors
New York Citys traditional sectors are key engines of economic growth, job creation,
tax revenue, and foreign investment. These sectors, which include finance,
entertainment, fashion, and higher education, face a number of challenges as they
seek to expand or maintain their footprints within their existing geographic areas. To
ease these challenges, the City will examine strategies to support office development
in Central Business Districts (CBDs) throughout New York City, including both
traditional and growing CBDs. Strategies for preserving and growing these
commercial districts include zoning mechanisms for supporting new development
and activating existing commercial corridors.
For example, the entertainment industry in New York is critical to maintaining

our economic competitiveness and ability to attract residents, tourists, and
businesses. It is also a key source of direct economic activity and jobs, and is one
of the citys strongest and most unique traditional sectors. Broadway ticket sales
alone were $1.4 billion in 2014. During the 2012-2013 season, the Broadway
industry contributed $11.9 billion to the citys economy and supported 87,000 jobs.
Film and television production in the city are also at an all-time high, currently
generating a direct annual spend of $7.1 billion, $400 million in tax revenue, and
130,000 jobs. With this activity, the need for commercial spaces for these
industries is also at an all-time high. The City will leverage its assets and strategic
partnerships to activate the types of spaces required to maintain and grow the
entertainment industry.
New York Citys fashion industry employs more than 183,000 people, accounting
for 5.5 percent of the citys workforce and generating $11 billion in total wages,
with tax revenues of $1.35 billion. An estimated 900 fashion companies are
headquartered in the city, and in 2013, there were approximately 13,800 fashion
firms with a presence. New York City is home to more than 75 major-fashion trade
shows, plus thousands of showrooms. We can help maintain the citys status as a
fashion-industry leader by supporting the sector and fostering new businesses
across the spectrum from design to manufacturing.
B. Ensure that businesses in emerging sectors are able to find and fit out the
space they need to start, grow, and scale their companies
In addition to support for traditional sectors, the City is studying ways to respond
to changing patterns in the way we live and work. For instance, a hallmark of the
innovation economy is the number of self-employed and freelance workers, with
nearly 834,000 freelancers in 2012. These jobs require workspace, which can be
found through high-cost co-working facilities or by working at home.
Approximately 52,000 individuals or 21 percent of self-employed workers in New
York City worked from home in 2013. With a focus on alleviating barriers to
entrepreneurship and business-to-business or business-to-customer interaction,
we are completing a study to identify new real estate development concepts that
allow for live-work arrangements such as live-work apartments, live-work
buildings, or live-work districts.
The mechanisms for increasing availability of affordable, flexible commercial

space might include providing a loan guarantee for upgrades to underutilized or
underinvested commercial and/or industrial loft space; strategically activating
City-owned property for targeted commercial uses; designing new zoning
approaches; creating financing vehicles for development; and considering ways to
complement existing incentives.
Employment
Employment Centers
Centers Outside of Outside of Manhattan Core
Manhattan Core Potential Rail Corridors/ Hutchinson Metro Center
Stops
The continued growth of employ- Existing SBS Corridors
ment centers across the city is one
Planned SBS Corridors
way in which the citys economy, 125th Street
Existing Ferry Network
strong and robust in its core and
in its traditional sectors, contin- Proposed Ferry Network/ LGA Airport
Stops
ues to diversify across the city Downtown Flushing
and into new innovative sectors. NYCT Subway Long Island City
The areas outside Manhattan Potential Subway Queens Center
now make up a larger share of the Expansion

citys employment than they did Priority Subway Signal DUMBO/
Jamaica
before the recession. Enhancements Brooklyn Navy Yard
Downtown Brooklyn
Some of the citys more dense em-

ployment centers that are the focus Sunset Park
of targeted investment and planning St George JFK Airport
are pictured in the map above.
Note: Based on analysis of 2011 LEHD data

for census tracts outside of Manhattan core
with job density greater than 50,000 workers
per square mile. Highest employment density
census tract in Staten Island included.
Source: 2011 US Census Bureau LEHD 2011
Initiative 2
Make triple bottom line investments in infrastructure
and City-owned assets to capture economic,
environmental, and social returns
The City will identify opportunities to maximize economic, environmental, and
social returns (the triple bottom line) in capital planning and investments in City-
owned assets. The initiatives below detail the Citys intent to invest in City-owned
assets, while initiatives related to infrastructure planning are detailed in the
Infrastructure Planning and Management goal.
East Midtown
East Midtown has long been the global capital of commerce, but the quality and capacity
of its office space does not meet the demands of modern tenants. Modern tenants seek new
buildings with open floor plans and high floor-to-ceiling heights, but the average age of
buildings in the East Midtown area is over 75 years.
In May 2014, the City announced a two-track approach to protecting and strengthening East
Midtowns role as the worlds premiere business district. The first step was a focused proposal
for the Vanderbilt Corridor between 42nd and 47th Streets. In exchange for permitting
additional square feet for development, the City will provide an option for developers to make
specific improvements in the areas transit-oriented pedestrian circulation and public realm.
This proposal has sincebeen approved by the City Planning Commission and is currently
before the City Council. The first building seeking approval pursuant to this approach is
One Vanderbilt. The developer will provide more than $200 million in public space and
transit improvements for the Grand Central Terminal subway station in return for increased
development rights. The second stage for a broader proposal for the entire East Midtown
district is being examined through a longer-term, stakeholder-driven process. A task force
led by Manhattan Borough President Gale Brewer and Council Member Dan Garodnick will
provide recommendations to the Department of City Planning later this year.
Applied Sciences
Applied Sciences New York City is the ambitious initiative to build and expand world-class
applied sciences and engineering campuses in New York City. The campuses will more than
double the number of full-time applied science graduate students and faculty members and
create a projected 48,000 jobs over the next 30 years. In addition, the campuses will not only
create jobs and enrich the Citys existing research capabilities, but also lead to innovative
ideas that can be commercialized, catalyzing the establishment of an anticipated 1,000+ spin-
off companies over the next thirty years. This increases the probability that the next high
growth companya Google, Amazon, or Facebookwill emerge right here in Silicon Alley.
Laboratory Space for Early State Life Sciences and

Research and Development Companies
With $1.4 billion in annual National Institutes of Health funding across nine academic
medical centers, New York City is positioned to play a transformative role in early-stage life
sciences R&D. In fact, there has been a 15 percent total increase in life sciences jobs since
2009, bringing the total to more than 13,000 jobs and one million square feet of life sciences
R&D laboratory space. However, this is significantly less than the 50,000 jobs and 10 million
square feet in life science hubs such as Boston and Cambridge, Massachusetts. To achieve
a critical mass of life sciences activity and to support roughly 10,000 new commercial life
science jobs, we need an additional four to five million square feet of laboratory space. We will
maximize the potential of City-owned assets to catalyze the development of critically needed
wet lab space in proximity to key anchor institutions and hubs for the sector. Additionally, the
City will consider zoning and other non-capital intensive measures to spur the development
of this type of space.
Supporting an Advanced Manufacturing

Network
New York City is well-positioned to become a center for innovation in
advanced manufacturing. Our traditional industrial businesses are adopting
new technologies and practices to increase production efficiency and overall
competitiveness, while the startups driving these advancements are benefiting
from New York Citys entrepreneurial talent pool, academic research,
and access to markets. The City will support the creation of an Advanced
Manufacturing Network, which will link traditional and emerging firms to
resources across the tech ecosystem. The City will also invest in
state-of-the-art facilities that will house high-tech equipment, affordable
workspaces, business support services, and workforce training programs.
The centers will help businesses reduce their upfront costs by sharing high-
cost technologies needed for innovation in todays manufacturing sector,
such as 3D printers and robotics equipment. Such investments will ensure
New York Citys manufacturing firms and workforce remain competitive in
the 21st century economy.
Invest in Fashion Manufacturing and

Innovation Hub
The City will help the fashion manufacturing industry, especially the
garment production business, transition to a more sustainable cluster model,
which will offer access to more affordable real estate and workforce training
opportunities to enhance skills. For example, the City invested $3.5 million
to support Manufacture New York to fit-out and modernize a 160,000 square
foot space in Sunset Park, Brooklyn. This hub will include:
A workforce development center to help train workers to develop fashion

production skills and receive placements in on-site, high quality jobs
A research and development center to help create new materials and

wearable technologies
A small-batch factory specializing in print-making and sample productions
A design accelerator to create an educated pipeline of fashion and

manufacturing talent
Incubator space containing 12 private studios, classroom space, conference

rooms, a computer lab, an industrial sewing room, storage, and work areas
for 50 designers
The creation of this hub represents the Citys commitment to encourage

innovation and partnership between the public and private sectors. Such
investments ensure that companies at the cutting edge of the fashion
industry can grow and innovate right here in New York City.
A. Support a state-of-the-art food production and distribution industry
Hunts Point Food Distribution Center (HPFDC) is one of the largest food-distribution
centers in the world, occupying 329 acres and housing more than 115 firms. We will
support the modernization and upgrade of Hunts Point to create space for food
retailers and wholesalers serving the city. Currently, 60 percent of the citys produce
and 50 percent of meat and fish pass through the HPFDC, which directly employs
8,000 people and is responsible for many other indirect jobs and positive economic
spillover effects in the Hunts Point Peninsula and throughout the South Bronx. By
investing in modernizing and improving resiliency for the public markets and other
HPFDC properties, Hunts Point will be better prepared for power outages, coastal
flooding, job losses, and other disruptions that could come from extreme storm events
to the citywide food distribution system. Moreover, at the adjacent Hunts Point
Wastewater Treatment Plant, the New York City Department of Environmental
Protection (DEP) is working to replace sludge digesters with a new design that could
potentially take the food waste from HPFDC and use it as a source of energy for a
local microgrid. Additionally, the City will work with the New York State Department
of Transportation (NYSDOT) to make efforts to reconfigure the Bruckner-Sheridan
Interchange and Sheridan Expressway to improve truck access to the HPFDC.
HPFDC will anchor a world-class food cluster in Hunts Point Peninsulawith
economic benefits for the South Bronx as wellthus strengthening the entire
citywide food-distribution system.
B. Activate the Citys industrial assets to support the creation of quality jobs
The City will renovate and redevelop City-owned industrial assets to maximize their
economic development potential as well as their positive outcomes. The City will
prioritize the creation of high-quality jobs as well as the activation of job-intensive
uses within its industrial properties.
Initiative 3
Foster an environment in which small businesses can succeed
Small businesses are critical to the citys growth, providing entrepreneurial and
employment opportunities to New Yorkers; delivering important local services; and
attracting residents and visitors by adding to the urban fabric that makes New York
City so compelling. Recognizing the importance of small businesses to the Citys
economy and character, New York City will seek to address the challenges they
experience in starting and expanding. In recent years, small businesses (with fewer
than 100 employees) and very small businesses (with fewer than 20 employees) have
grown more rapidly than large businesses, in terms of percentage change in number
of establishments. Small businesses, especially neighborhood retailers, support
economic mobility for a diverse range of New Yorkers, from immigrant families to
low-income entrepreneurs looking for a pathway to the middle class.
Supporting Initiative
A. Reduce the regulatory burden on small
businesses through the Small Business First plan
Small Business First is a comprehensive plan to

Brooklyn Navy Yard reduce the regulatory burden on small businesses
The City has made a $76.8 million capital investment to upgrade in New York City. It will leverage a $27 million
Building 77, a one million square-foot building in the Brooklyn Navy
investment over the next five years to simplify the
Yard (BNY). The investment, along with an additional $63.2 million
from other sources, for a total of $140 million, will transform this un- regulatory hurdles many small businesses face in
derutilized warehouse into a modern facility to accommodate both opening and operating. It will improve communica-
active manufacturing and technology-based businesses. This renno- tion between business owners and City govern-
vation will increase an additional 3,000 jobs will be created through
ment; streamline licensing, permitting and tribunal
this renovation, accounting for more than a 40 percent increase in
employment at BNY. Not only will this increase capacity at BNY, processes; provide support and resources to help
which has had a 100 percent occupancy rate for over a decade, the businesses understand and comply with City
City will also expand the on-site job training center in partnership regulations; and ensure assistance is accessible to
with the local philanthropic community. The companies at the Yard
all communities across the five boroughs.
will have the space they need, as well as a talented workforce with
the skills for a 21st century economy.
Small Business First includes thirty initiatives
Building 77 is a big part of the BNYS current expansion, the largest developed as a direct result of conversations with
since World War II. Other significant projects include:
stakeholders, advocates, small business owners,
1. Green Manufacturing Center: A $67 million, 250,000 square- community leaders, and elected officials represent-
foot adaptive reuse of a former machine-shop building ing a diverse slate of city neighborhoods. In total,
2. Steiner Studios: New York Citys anchor for the film and televi- more than 600 unique comments and ideas were
sion industry will create a next-generation media campus com- solicited, detailing the specific needs of small
plete with pre-and post-production studios businesses in communities across the five bor-
3. Admirals Row: A site that will house a 74,000 square-foot grocery oughs. As a result, Small Business First initiatives
store, topped by 127,000 square feet of light-industrial space, will include:
89,000 square feet of additional retail space, and a 7,000 square-
foot office/community facility Consolidating locations for businesses to find and
All initiatives underway underscore BNYs mission to support the process applications, permits, and information
growth of well-paying, modern industrial jobs and ensure positive across agenciesboth in person and online
community impact. Through the work of its Employment Center,
BNY will ensure these opportunities are available to local residents. Creating one placeboth in-person and online
for business owners to settle the majority of
fines and violations
Helping businesses navigate regulatory pro-

cesses such as providing pre-inspection walk-
throughs to help them comply before receiving
fines or violations
Translating resources and information materials

into multiple languages
Vision 1
Workforce Development
Goal: New York City will have a workforce
equipped with the skills needed to participate in
the 21st century economy
Overview
All able New Yorkers should have the opportunity to participate in the
Increase workforce workforce, with access to stable, high-quality employment.
participation rate from
current rate of During the recession, New York City workers experienced flat or declining wages,
61 percent except for those in select high-wage sectors. However, since 2014, more workers
Increase the number of have started to see wage gains, due to increased employment and demand for labor
individuals receiving City- across a range of sectors. Nonetheless, these gains have not fully offset the wage
sponsored, industry-focused stagnation that occurred during the recession. For example, in 2014, inflation-
training each year to 30,000 adjusted average annual wages were 2.1 percent lower than in 2007 for private,
by 2020 non-financial workers. Consequently, low-income New Yorkers continue to struggle
Increase the number of with the citys high living costs. Without the qualifications to advance to mid-wage
New York City public jobs, these individuals and their families are likely to remain in poverty. Recognizing
school graduates attaining that high-, mid-, and low-skill jobs are all part of a diverse, healthy economy, the
associates or bachelors City is committed to supporting job quality across all sectors, as well as increasing
degrees
wages and access to Paid Sick Leave and Family Leave for low-wage jobs.
The Citys new Career Pathways strategy aims to create a more inclusive
workforce, comprised of individuals from a range of backgrounds in all five
boroughs. Through Career Pathways, the City is committed to providing New
Yorkers with opportunities to enter the workforce and achieve economic stability,
regardless of their starting skill level or educational attainment. To realize this
vision of a more inclusive workforce, the City will support training programs that
give people who historically struggle to enter the labor market the skills needed for
entry-level work, as well as support the career advancement of low- and middle-skill
New Yorkers. The Career Pathways strategy rests on the creation of a more
comprehensive, integrated workforce development system and policy framework
that supports agencies in effectively coordinating to help workers gain skills and
progress in their careers.
The City can leverage its purchasing power and investments to train and
employ New Yorkers, including those investments envisioned by OneNYC.
Each year, the City spends billions of dollars on infrastructure, goods, and services.
We can promote targeted hiring to employ and train New Yorkers of all skill levels
and qualifications, including those who experience the greatest challenges to stable
employment. We will provide these individuals with enhanced training and support
to increase their participation in the labor market and build relevant skills.
Vision 1 Workforce Development
Talent Needs and Qualifications
Industry Career
Partnerships Jobs Skills Pathways
Employer Employment Labor

Demand Supply
Job-Relevant Training and Education
Career Pathways workforce The City additionally recognizes that postsecondary attainment is critical to
development feedback loop
improving workforce participation and alleviating poverty. Workers with
higher educational attainment demonstrate lower unemployment rates and higher
median weekly earnings. For example, workers with a bachelors degree had an
unemployment rate of 4.0 percent, compared to 7.5 percent for workers with a high
school diploma and 11.0 percent for workers with less than a high school diploma.
Likewise, based on median weekly earnings, workers with a bachelors degree made
more than twice as much as workers with less than a high school diploma. By
investing in increasing postsecondary attainment, we can empower our residents to
join the workforce and thrive.
Initiative 1
Train New Yorkers in high-growth industries, creating
an inclusive workforce across the city
The Career Pathways report identifies six target sectors for the Citys workforce
development efforts, including Healthcare, Technology, Industrial/Manufacturing,
Construction, Retail, and Food Service, which account for about half of all jobs in
New York City. These sectors offer economic mobility and/or significant potential
for both employer and worker benefits through improvements in job quality. They
were chosen based on analysis of tax revenue, recent job growth, forecasted job
growth, total employment, jobs multipliers, wages, and wage distributions.
Healthcare and Technology are high-growth sectors that offer higher-wage, middle-
skill jobs. The Industrial/Manufacturing and Construction sectors represent
lower-growth sectors that offer relatively well-paying jobs that do not necessarily
require high educational attainment. Finally, the Retail and Food Service sectors
represent high-growth sectors that employ a large part of the workforce, thus
providing the opportunity to aid significant numbers of New Yorkers through
improvements in job quality.
A. Establish and expand Industry Partnerships
Reflecting our commitment to enhanced industry-focused training, we will create

four new Industry Partnerships focused on the Industrial/Manufacturing,
Construction, Retail, and Food-Service sectors. The program will be modeled
after the Citys two existing Industry Partnerships in Technology and Healthcare,
specifically the Tech Talent Pipeline and New York Alliance for Careers in
Healthcare programs. Partnerships are teams of trusted industry experts focused
on addressing the mismatches of labor supply and demand in each sector. They
formalize feedback loops between education, training, and employers, and
mobilize outside resources to address the needs of supply and demand. The
Partnerships will convene public and private stakeholders to develop curricula
and training programs that match industry needs. They will be located within
City government or be competitively contracted.
B. Use Common Metrics for workforce programs
The City will pursue a system-wide effort to align definitions and data among
workforce development agencies and build a shared system to collect data across
all workforce programs. This will allow for evaluation of programs and
longitudinal study of the impact of training and investments.
C. Create bridge programs to prepare low-skill job seekers
Bridge programs serve individuals not yet ready for college, training, or career-
track jobs, typically scoring below tenth-grade literacy levels. The Career
Pathways program will develop bridge programs to help New Yorkers obtain the
academic credentials, experience, and technical skills required to secure entry-
level work and advance into skilled training.
D. Ease the path to employment for formerly incarcerated people
People with a criminal history are often excluded from employment opportunities
because they are required to disclose their background on job applications, thus
may miss the chance to gain an interview and be considered for hire. A policy
adopted by City government, and other cities around the nation, removes this
upfront disclosure requirement so that an individuals full range of skills and
attributes can be considered before making a hiring decision. The City supports
pending local legislation to extend this policy to private sector employers.
Initiative 2
Leverage OneNYC investments to train and employ New
Yorkers of all skill levels
OneNYC envisions major investments in housing and infrastructure. These
investments present a valuable opportunity to support training and employment for
New Yorkers, which advance their careers and build a more inclusive workforce that
creates pathways for those who have historically experienced high rates of
unemployment.
A. Leverage City investments to create jobs and training opportunities for
New Yorkers, and encourage targeted hiring
The City will expand targeted hiring programs that encourage targeted hiring
Workforce Skills Training
and establish a First Look process that requires employers receiving City
contracts to review and consider local qualified workers. In pursuing targeted
hiring, the City will build on the model of the Sandy Recovery Hiring Plan, which
ensures housing recovery projects create construction jobs and training
opportunities for New Yorkers who were economically impacted by Hurricane
Sandy. An online portal will support this and other targeted hiring programs to
facilitate interaction and data exchange, and provide feedback regarding hiring
and recruiting. The portal will create a real time loop that allows the City to use
employer input to better prepare and assist candidates.
In addition, the City will support the use of Project Labor Agreements to increase the
number of New York City residents that have access to middle-class jobs in the
unionized construction industry. For example, the City recently launched a new New
York City Housing Authority (NYCHA) $3.5 billion Project Labor Agreement, through
which it is expanding its commitment to linking NYCHA residents, minorities,
women, veterans, and high school students to the unionized construction industry.
There need to be more
internship opportunities B. Capitalize on the Career Pathways Construction Industry Partnership to
for those just starting create and expand construction training and employment opportunities for
out and training traditionally underrepresented New Yorkers
programs that are
The City will establish a new Construction Industry Partnership to help qualified
extremely focused on
residents from targeted neighborhoods connect to construction jobs. The City
entering the workforce
will work with labor unions, construction firms, contractors, and developers to
for people who cant
improve referral and recruiting systems that link New Yorkers to construction
find work that focus[es]
jobs. The model will be built on current successful pre-apprenticeship training
on specialized, specific
programs such as the Edward J. Malloy Initiative for Construction Skills, a
skills required to land
partnership among construction unions, the City, and union construction
jobs in certain areas.
contractors to connect New York Citys youth to pre-apprenticeship programs. As
Jesse W., Manhattan part of this effort, the City will support construction training programs to help
traditionally under represented populations enter and thrive in this industry.

These training programs will benefit inexperienced young adults, veterans,
women, NYCHA residents, and low-income individuals, as well as
underemployed construction workers. It will include pre-apprenticeship training
for workers entering the field, including both adults and out-of-school/out-of-
work youth, as well as skills-upgrade training for existing workers. The
Partnership will also explore opportunities to expand access to design,
construction management, and other construction-related careers.
C. Support the creation of, and training for, green jobs
The City will create jobs to maintain growing investment in green infrastructure.
The Department of Environmental Protection (DEP) plans to hire 260
maintenance and horticultural workers by June 2018 to monitor and maintain the
agencys growing number of bioswales and other stormwater-management tools
in public areas, including the right-of-way, parks, schools, and NYCHA properties.
DEPs goal to have 9,000 bioswales in place by June 2018 is the first milestone in
its plan to decrease impermeable surfaces and improve stormwater management
in New York City. These entry-level jobs will provide workers with opportunities
for further professional advancement within DEP, and be coupled with a separate
City program to train 10,000 building operators in the latest energy-efficiency
principles and practices by 2025. The program will help operators develop their
skills and gain access to new work opportunities and, at the same time, help
reduce the citys emissions and better manage its energy demands. While this
program will focus on providing green operations and maintenance training
opportunities to non-union workers, the City will collaborate with Union 32BJ
and Local 94 to develop and share best-in-class curricula specific to New York
Citys built environment. The program will also support the development of
energy benchmarking and monitoring tools to ensure that we can track progress
of greenhouse gas emissions reduction goals and key performance indicators.
Initiative 3
Our schools must be able Ensure all New York City students have access to an
to provide not only
education that enables them to build 21st century skills
books, but Internet
access, and information- through real-world, work-based learning experiences
literacy instruction if we
We are committed to preparing our students for the 21st century global economy
hope to have successful
through greater access to educational opportunities in computer science and related
students who are ready
disciplines; Career and Technical Education (CTE) Programs; bilingual learning
for college and careers
environments; support for college- and degree-attainment; and connections
upon graduation.
between schools and relevant businesses and industries to provide students with an
Stephanie R, Queens on-ramp to a career.
A. Significantly expand access to computer science/technology education

across New York City public schools by 2020
Recognizing the high demand for talent and education in the technology sector,
we have made great strides in expanding access to educational opportunities in
computer science and related disciplines. The Department of Education (DOE) is
launching a comprehensive, standards-aligned computer-science and software-
engineering education program, the Software Engineering Pilot, for grades 6
Career and technical education in schools through 12. The goals of the program, launched in 2013 are to increase the number
of high school graduates ready to enter new and emerging high-tech fields,and
develop students computational thinking and problem-solving skills in real-
world contexts. The Department of Small Business Services (SBS) launched the
Tech Talent Pipeline to support the growth of the citys businesses and prepare
New Yorkers for 21st century jobs. We are committed to expanding these efforts
even further. We have convened an advisory committee to define an ambitious
vision for technology education in our schools, along with specific programs and
goals to ensure our students have the skills they need to succeed in a 21st century
economy. This group is working to develop a detailed strategy and will be
releasing plans later this school year.
B. Strengthen and expand Career and Technical Education programs
CTE programs are valuable, high impact programs on par with college
preparatory programs and a critical part of the current New York City workforce
development plan, codified in the Career Pathways report. These programs,
which are formalized academic and technical education opportunities, prepare
enrolled students for a seamless transition into postsecondary opportunities in
two- or four-year degree programs, further training, apprenticeships, and entry-
level work. Approximately 120,000 New York City public high school students
take part in CTE programs each year. To address challenges related to space and
access to necessary technology, DOE will invest in building sustainable systems
that strengthen current offerings and add capacity within existing and new CTE
programs to ensure high-quality instruction aligned with industry expectations.
We will also develop and launch new, leading-edge CTE programs within existing
schools in order to benefit more students.
C. Expand Transition Coordination Centers to every borough by 2020 to

improve postsecondary outcomes for students with disabilities
Given the focus on developing opportunities for all students to access work-based
learning opportunities, it is critical to identify and enable students who may not
be able to access these traditional opportunities. To empower these students to
pursue postsecondary opportunities, we will consider expanding our Transition
Coordination Centers, which provide disabled students with work-based learning
opportunities, assessments, and professional learning experiences. Currently,
these centers serve only a small fraction of the populationbetween 500 and 800
of the 235,000 students receiving special-education services annuallyand are
available at one location in the city.
D. Explore the opportunity to create bilingual learning environments to

promote multilingualism among New York City students
The 21st century global economy demands a bilingual learning environment for all
New York City students. At the same time, the population of English-Language
Learners (ELLs) is growing and would be better supported in a bilingual learning
environment. The State and City have undertaken multiple initiatives to address
these challenges and better prepare our students based on their language- and
literacy-learning needs. We are constantly re-evaluating an ELL initiatives to
include more innovative models and expand on others that have been proven to
promote academic success. As part of DOEs commitment to student achievement
and increasing access to multilingual programs across the city, we will open 40
dual-language programs during the 2015-2016 school year.
The City has recognized that expanding tech education across our school system cannot
be done without the help of industry partners who demand specific skills in our 21st cen-
tury economy. As such, the Department of Education has already instituted the following
programs and intends to expand its strategy with private sector partners:
A. Preparing 100 high school teachers to teach a new AP Computer Science Principles
course in partnership with the University of California at Berkeley and the Educational
Development Corporation, and funded by the National Science Foundation
B. Preparing 50 middle and 130 high school teachers through the Blended Learning
Institute on Exploring Computer Science and Project GUTS (Growing Up Thinking
Scientifically) curricula in partnership with code.org
C. Expanding access to successful computer-science/coding curricula and programs run

with partners such as CSNYC and Microsoft (e.g., Technology Education and Literacy in
Schools, Bootstrap, ScriptEd)
D. Ensure that every New York City high school has at least one university and/or industry
partnership so that all students have robust college and career experiences throughout
their high school experience
Initiative 4
Increase postsecondary attainment
Supporting efforts to increase postsecondary attainment is key to the Citys goal to
lift New Yorkers out of poverty and strengthen an inclusive workforce. To achieve
this goal, we are committed to increasing the number of New York City public
school graduates attaining associates or bachelors degrees. This initiative
complements other strategies to lift New Yorkers out of poverty, as part of a
complete set of actions that the City will pursue to reach this goal.
Strategies to increase postsecondary attainment begin in high school, where the City
will work to increase access to college-specific advising. Efforts to improve advising
are intended to promote high school graduation and college matriculation. Based on a
study by the Research Alliance for New York City Schools, 59 percent of public school
graduates enrolled in postsecondary education programs in 2006: 16 percent in the
City University of New York (CUNY) 4-year, 13 percent in CUNY 2-year, and 30
percent non-CUNY. The City will take a comprehensive approach to advising,
ensuring that it continues beyond high school, to college. In college, the City will
expand programs designed to assist students in completing their degrees.
Increased advising enables students to better access the myriad resources available to
them in both high school and college, as counselors are often the primary source of
information about the resources and services available to students. While progress has
been made to improve the ratio of guidance counselors to students in New York Citys
public schools, there is still a significant need for counselors who have been trained to
advise students on postsecondary options. In many schools, guidance counselors have
caseloads of up to 500 students, and not all schools have designated college counselors.
For New York City public high school students, the DOE is partnering with the
Goddard Riverside Community Center to train new counselors and educators on the
college advisement process. This and other efforts are intended to support a target
of one trained counselor for every 35 high school seniors.
Once in college, students may require additional help completing their degrees. Of
New York City public high school graduates who started at CUNY in 2006 and 2007,
53 percent completed the CUNY 4-year program and 13 percent completed the
CUNY 2-year program. At CUNY, Accelerated Study in Associate Programs (ASAP)
assists students in earning associate degrees within three years. ASAP participants
are more than two times as likely to graduate as their peers. ASAP also increases
credits earned, lowers the cost per degree, and raises the number of students
transferring to four-year colleges. Building on the success of this program, we are
committed to expanding ASAP to serve 13,000 students over the next three years.
The success of these programs will help to build a well-prepared workforce, and
enable more New Yorkers to participate in the Citys economic prosperity through
quality jobs and careers.
Vision 1
Housing
Goal: New Yorkers will have access to affordable,
high-quality housing coupled with robust
infrastructure and neighborhood services
Overview
Housing is in high demand and short supply, as the population continues to grow
Accommodate 8.4 million and housing production lags behind demand. Despite a total supply of 3.4 million
households within the
housing units, the largest New York Citys housing stock has ever been, the vacancy
region by 2040, an increase
of 1.1 million households
rate was only 3.45 percent in 2014, well below the legal definition of a housing
emergency (a vacancy rate below 5 percent).
Finance the new construc-
tion of 80,000 affordable In 2014, almost 56 percent of New York City renter households were rent
housing units and preserva- burdened, defined as paying more than a third of their income toward housing
tion of 120,000 affordable
costs. More than 30 percent of renter households were severely burdened, defined
housing units by 2024
as paying more than half of their income toward rent. This trend is a result of
Support the creation of stagnating wages and increasing costs over the past 20 years. As described above,
240,00 total new housing the creation of new housing supply at all income levels will help to alleviate this
units (both affordable and pressure and contribute to housing affordability in the city. The initiatives below
market rate) by 2024 and
support housing preservation and production, emphasizing Housing New Yorks
an additional 250,000 to
300,000 by 2040 focus on affordability and the Citys commitments to support overall housing
production. Additionally, we are committed to pursuing strategies for mitigating
homelessness, beginning with the provision of support services for the citys most
vulnerable populations. Initiatives discussed in Vision 4 address our commitment
to strengthening the capacity of homeowners, landlords, renters, and tenants
affected by Hurricane Sandy.
Rent Burden Housing production across the metropolitan area has also
56 percent of renters are rent burdened and three in 10 lagged behind demand, adversely affecting the regions
households are severely rent-burdened, paying half or more
of their income to rent and utilities competitiveness as employers across diverse sectors seek to
locate in areas that provide varied housing options for their
workforce. As the region continues to grow, reaching 22
million residents in total by 2040, the City will seek to
coordinate with regional partners to stimulate the production
of housing to meet demand and relieve the burden on
families of all income levels.
= severely rent-burdened household = rent-burdened household = unburdened household
Source: New York City Housing and Vacancy Survey, 2014
Vision 1 Housing
Neighborhood planning studies in

support of Housing New York Sherman Creek/Inwood
Manhattan
Jerome Avenue Corridor

Neighborhood Study Areas The Bronx
Potential Rail Corridors/Stops
Existing SBS Corridors

East Harlem
Planned SBS Corridors Manhattan
Proposed Ferry Network/Stops Flushing West

Queens
Long Island City Core
Potential Subway Expansion Queens
Priority Subway Signal Enhancements
NYCT Subway
East New York

Brooklyn
Bay Street Corridor

Staten Island
Initiative 1
Source: DCP
Create and preserve 200,000 affordable housing units

over ten years to alleviate New Yorkers rent burden and
meet the needs of a diverse population. Support efforts
by the private market to produce 160,000 additional
new units of housing over ten years to accommodate a
growing population.
The City is committed to an ambitious goal to alleviate New York Citys housing
affordability crisis by creating and preserving 200,000 units of affordable housing over
the next ten years. With this as a cornerstone of the citys mission, we will produce
opportunities to create housing, and engage communities in planning processes to
accommodate growth in neighborhoods across our city.
Vision 1 Housing
Housing 9 Million New Yorkers by 2040

To accommodate a population of over nine million New Yorkers by 2040, the city
will need at least 3.7 million housing units throughout the five boroughs. The citys
population growth is driven by its desirability as a place to live and work. With-
out the production of new housing, this population growth drives housing prices
upward, as new New Yorkers compete with current residents for a limited supply
of existing housing units. To ensure all New Yorkers have access to housing they
can afford, we must not only produce and preserve affordable units but increase the
overall supply of all types of new housing.
Housing New York, the Citys ambitious ten-year housing plan, forms a foundation
for creating and preserving 200,000 affordable housing units over the next ten years.
The City will also support creation of 160,000 additional new units over the same
period. This level of production will accomplish three key objectives to alleviate New
York Citys housing crisis: accommodate a growing population, ease supply con-
straints, and offset loss in the housing market as units are taken offline, demolished,
or converted to non-residential units. To meet demand and continue to alleviate
the housing crisis, the City estimates it will need to support creation of 250,000 to
300,000 new units from 2025 to 2040.
Like New York City, other mature major U.S. and global cities are continuing to
accommodate population growth and manage affordability challenges through in-
creased density, new housing typologies, expansion into surrounding land area, and
smart infrastructure and technology investments. Many of these strategies point the
way for our future growth.
London plans to accommodate population growth from 8.2 million residents in

2011 to 10.1 million residents in 2036 by developing significant areas of vacant or
underutilized land in coordination with transportation improvements, intensify-
ing uses in town centers, and pursuing regional coordination.
San Francisco anticipates growth in the Bay Area to 9.3 million residents by 2040,
from 7.1 million people in 2010. Regional housing production efforts will focus on
housing for low-and middle-income households, concentrating development in ex-
isting neighborhoods that can accommodate growth with access to public transit,
housing, jobs, and services, while preserving surrounding natural resources.
Projecting a population of 6.5 to 6.9 million by 2030, from 5.5 million in 2014, Sin-
gapore plans to meet this demand by intensifying land use in new developments,
recycling land currently occupied by low-intensity uses, and creating additional
developable area through infill.
New York City can accommodate the number of units planned and future units
required to meet the need. The locations most likely to be suitable for substantial
numbers of new units are key areas close to public transit. Increased density can
Vision 1 Housing
build on the strengths of neighborhoods to improve quality of life, especially when

aligned with targeted investments in public and private infrastructure.
Housing New York lays out a number of strategies to achieve these goals. These in-
clude engaging communities in neighborhood planning processes in all five boroughs
to coordinate land-use and zoning changes, maximizing the use of City-owned land
for new development of affordable housing, and effectively using City financing tools
to expedite development of new housing and ensure the continued long-term afford-
ability of existing affordable units.
Additionally, the City will:
Pursue large-scale development on sites that may have been previously overlooked
or present more complex opportunities for redevelopment, such as Sunnyside Yards
Align new housing development with investments in public transit, to help New
Yorkers reach critical services and their places of employment
Support the growth of employment clusters in areas accessible to significant popu-
lations, providing New Yorkers with access to good jobs within a suitable commute
Vision 1 Housing
A. Maximize the use of City-owned land for new housing
The New Infill Homeownership Opportunities Program (NIHOP) seeks to

promote creation of mixed-income communities with affordable homeownership
opportunities for moderate-and middle-income households in new one- to
four-family homes and small (less than 15 units) condominiums/cooperatives.
The City will target small developers and local community development
corporations to participate in the program and work with financial institutions to
develop homes in neighborhoods that lack affordable homeownership
opportunities. We will also launch the Neighborhood Construction Program
(NCP), an initiative to aggregate sites to develop affordable housing in order to
achieve economies of scale in the remediation, development, financing, and
operation of scattered infill lots for rental housing. Both NIHOP and NCP have
been designed to encourage the development of small, previously difficult- to-
develop infill sites, and to offer opportunities for small developers, local non-
profits, and community development corporations directly or through
partnerships to build their development capacity.
B. Conduct collaborative, holistic neighborhood planning to support new

mixed-income housing creation with supporting infrastructure and services
Over the course of the next ten years, we will work with communities to identify
areas across the five boroughs where coordinated planningincluding changes to
land use and zoning, and improvements to infrastructure and servicescan
promote substantial opportunities for new housing that complements and
enhances neighborhood character. The Department of City Plannings (DCP)
borough offices will coordinate closely with community organizations, local
residents, and sister agencies to conduct neighborhood planning initiatives
around new and existing housing, and plan for additional transit and service
improvements. DCP will engage communities at the early stages of this process to
collect and share data on land use, housing, infrastructure, and services, while
soliciting guidance from local residents and businesses, community organizations,
and elected officials about their concerns and first-hand experiences to identify
existing community needs, set priorities, and shape the plans. All land use actions
initiated as a result of these community planning processes will be subject to a full
public review process, which will provide additional opportunities for input from
Community Boards and local elected officials.
C. Establish a Mandatory Inclusionary Housing Program to promote economic

diversity and affordable-housing development
The City will establish a new Mandatory Inclusionary Housing Program to create new
housing affordable to local communities. The Mandatory Inclusionary Housing
Program will be applied in conjunction with land use actions that promote
increased housing capacity in order to create opportunity for economic diversity in
neighborhoods. The housing created in the Mandatory Inclusionary Housing Program
Vision 1 Housing
will serve households at a range of income levels, and will be permanently affordable,
as part of the Citys effort to preserve communities and neighborhood affordability.
D. Expand opportunities for minority- and women-owned enterprises and

expand the pool of developers building affordable housing
The Department of Housing Preservation and Development (HPD) is committed

to promoting the participation of Minority- and Women-Owned Business
Enterprises (M/WBE) in the development and management of affordable housing
subsidized under City-sponsored programs. Through theBuilding
Opportunityinitiative, HPD seeks to build the capacity of M/WBE through
professional development, networking, and mentoring programs; improve access
to capital for M/WBE developers with low-cost financing options for site-
acquisition and predevelopment costs; and enhance the ability of M/WBE
developers to compete more effectively for HPD support by providing targeted
new construction and preservation opportunities.
Jerome Avenue streetscape
E. Support and expand efforts to preserve affordable units through
The neighborhood neighborhood planning and outreach
planning process Effective preservation strategies will vary by neighborhood and should be tailored
to each planning effort. This will require analyzing data on housing and market
A multi-agency effort led
by the Department of City conditions to identify community needs, developing localized preservation
Planning is engaging local strategies, and engaging communities to implement these strategies. For example,
residents, businesses, and in a community facing rising rents due to market pressures, the City may be most
institutions in a comprehensive effective in helping owners keep properties affordable by using tax incentives or
planning process of a two-mile financing tools to incentivize energy retrofits that would reduce utility costs. In a
stretch of Jerome Avenue community experiencing high rates of physical distress, the City may need to
in the Bronx, to identify and
focus efforts on expanding its Proactive Preservation Initiative (PPI) through
evaluate opportunities to
provide and support new and HPD evaluations. PPI targets deteriorating properties for increased code
existing affordable housing; enforcement, and works with lenders and regulators to encourage owners to
access to jobs and training; make necessary repairs in a timely fashion.
economic development and
entrepreneurship; brownfield F. Foster large-scale development at potential major-site assemblages
clean-up; cultural amenities;
pedestrian safety; parks; As the citys population grows within its geographic limits, the availability of
schools and daycare; and retail developable land will continue to decline. The rising cost of developable land, in
and local services. The study
turn, becomes a driving factor of the affordability challenge facing real estate
and resulting community plan
will promote coordinated
development. There are potential development opportunities throughout the five
investments in infrastructure boroughs where surface or subterranean infrastructuresuch as rail-yards and
and services to shape a resilient, trackscan be built upon. At Sunnyside Yards alone, up to 200 acres are potentially
sustainable community, and available for such development. While overbuild development must be evaluated
will include land use and for technical feasibility and cost effectiveness, the Citys ability to identify feasible
zoning changes, and the opportunities could make hundreds of acres of otherwise unavailable property
application of a Mandatory
across the five boroughs potential sites for transit-oriented development, improving
Inclusionary Housing Program
within the area to promote connections to, and quality of life for, surrounding neighborhoods, and promoting
affordable housing. affordable housing and economic development opportunities.
Vision 1 Housing
Initiative 2
Support efforts to create new housing and jobs
throughout the region
The City recognizes that, as part of a regional economy and labor force, addressing
housing challenges will require collaborative action by partners throughout the
region if the economy of the whole region is to grow together in the coming years.
Providing housing and convenient transit options in and around New York City will
strengthen the regions future economy, while also increasing locational options for
the regions workforce to live.
A. Collaborate with regional municipalities and housing agencies on
shared priorities
DCP will establish a unit that will address regional and long-range planning
issues. The unit will analyze regional population, economic and land use trends.
The unit will work with other municipalities and local governments throughout
the metropolitan region, as well as their local planning departments, to coordinate
regional planning initiatives. The unit will identify challenges that face the region
as a whole and help shape regional responses to leverage strengths and address
challenges of mutual interest.
Initiative 3
Expand housing and related services to support the citys
most vulnerable populations
Our most vulnerable residents need safe housing and supportive housing services.
We will expand and streamline programs to help individuals and families find
housinga critical element of a stable life. Affordable housing is essential to meeting
the needs of New York Citys homeless population of over 57,000 individuals
including nearly 1,000 veterans (over half of whom are in shelter)and the citys
growing senior population. Youth who age out of foster care, and formerly
incarcerated people, too often encounter barriers that prevent them from
transitioning successfully to independent living. Leveraging Housing New York, the
City will provide community-based housing resources to these vulnerable
populations to promote strong, safe neighborhoods and livable communities.
A. Strengthen community-based homelessness prevention systems
We will enhance and expand the citys homeless prevention services through
community networks and neighborhood organizations, while strengthening
coordination across government agencies at city, state, and federal levels.
Vision 1 Housing
B. Create a more streamlined process for intake, assessment, and rehousing to

end veteran homelessness
The City has committed to the White Houses goal of ending homelessness among
veterans by 2016. We will create a housing plan for every homeless veteran in the city,
regardless of discharge status, within two weeks of their entry into the system. We
will also connect all single adult male veterans entering shelters with a Supportive
Services for Veteran Families Program provider. We will conduct multi-agency case
conferences to overcome barriers to housing, and prioritize veterans for housing
based on each veterans preference, housing needs, eligibility, and vulnerability.
C. Develop affordable housing appropriate to community needs, including

housing for families, supportive housing, and senior housing
Camba Gardens Apartments in This effort will leverage federal and state rental subsidies that help seniors afford
Wingate, Brooklyn
their rent and will include zoning and regulatory amendments to facilitate the
development of senior housing units.
D. Expand rental assistance and aftercare to support individuals transitioning

from shelters to permanent housing
We will expand the Living in Communities program to provide rental assistance

and support to over 6,000 households annually, ensuring existing shelter
populations have stable housing. Additionally, the City will connect homeless
families to existing permanent subsidized housing through NYCHA and the
Section 8 Program.
E. Expand housing options for people with disabilities by increasing oversight,

targeting placement strategies, and accessing housing subsidies
We will help people with disabilities access housing subsidies by improving

coordination across government agencies and removing barriers to the Citys
affordable housing resources. The City will expand the role of ADA and Section
504 coordinators to full-time positions to ensure a more active and coordinated
response to the housing needs of people with disabilities.
F. Advocate for state and federal funding to increase supportive

housing production
The City will increase targets for the production of supportive housing and
advocate for increased funding from programs such as the Medicaid Redesign Team
and a NY/NY4 agreement with the State. We will continue to focus on the creation
of supportive housing that focuses on the particular needs of ex-offenders, youth
aging out of foster care, and people with chronic illness and disabilities.
Vision 1
Thriving Neighborhoods
Goal: New York Citys neighborhoods will
continue to thrive and be well-served
Overview
New York City is a city of neighborhoods. When New Yorkers describe where they
live, they often name their neighborhood. For residents to succeed, neighborhoods
require basic services, healthy environments, a good quality of life, and connections to
the citys job centers. As New York Citys population continues to grow, we will make
strategic investments to bring necessary public-transit access, quality affordable
housing, retail, and services to both growing and underserved neighborhoods.
Initiative 1
Support creation of vibrant
neighborhoods by alleviating
barriers to mixed-use development
and utilizing available financing tools
Neighborhood planning, including zoning changes
and maximizing available financing tools, can open up
a wide range of opportunities for mixed-use
communities, These tools are effective in providing
space for neighborhood services, including local
retail, while also encouraging new housing.
A. Pursue neighborhood planning strategies that
expand opportunities for mixed-use development,
especially the attraction of retail and services to
underserved neighborhoods
With input from communities and residents, the City

will initiate strategies to create mixed-use
communities that include housing, retail, and other
commercial uses that together support the vitality of
neighborhoods. For example, creation of appropriate
Brooklyn Weekend Walks commercial space can encourage location of retailers
providing access to fresh food and necessary supplies
for residents, as described further in Vision 2. In
Vision 1 Thriving Neighborhoods
particular, this will include identification of areas where zoning discourages

vibrant retail and mixed-use development, including reducing burdensome
parking requirements and allowing for high-quality retail space on ground floors,
while preserving the full potential for housing above. Finally, we will develop
recommended design guidelines for City-sponsored mixed-use development to
maximize the competitiveness and flexibility of ground-floor space.
B. Maximize the use of available financing tools that assist the commercial
components of mixed-use projects to support vibrant mixed-use
neighborhoods
To support vibrant mixed-use communities and strong commercial corridors that

provide neighborhood services, the City will use a variety of funding sources to
finance new retail space in underserved areas. It will also leverage federal programs
such as New Markets Tax Credits (NMTC) to maximize investments. Furthermore,
we will conduct commercial needs assessments to assess demographic, economic,
and physical factors and create customized programs to help small businesses adapt
to such changes. These efforts promote mixed-use projects that serve neighborhood
goals, small business, and affordable housing opportunities.
Sheridan Expressway:
Transportation for Businesses and Residents
The City will continue to work with the New York State Department of
Transportation (NYSDOT), local businesses, and the community on the future of
the Sheridan Expressway. We will pursue implementation of the modify-combined
plan put forward in the Citys 2013 Sheridan Expressway-Hunts Point Land Use
and Transportation Study. The plan involves reconfiguring the Bruckner-Sheridan
Interchange, constructing on- and off-ramps at Oak Point to provide direct truck
access between the Bruckner Expressway and the Hunts Point Industrial Area,
transforming the at-grade portion of the Sheridan Expressway into a local boulevard
and implementing targeted safety improvements at area intersections. The plan
would reduce truck traffic on local streets and decrease overall congestion. This
will improve pedestrian and bicyclist safety and air quality; enhance truck access
to the Hunts Point Food Distribution Center; better connect local residents to new
parks and the South Bronx waterfront; and support development. The immediate
next step to advance these improvements is for NYSDOT to restart and complete an
Environmental Impact Statement (EIS) on modifications to the Bruckner-Sheridan
interchange, the Oak Point ramps, and the Sheridan Expressway.
Initiative 2
Make strategic investments for livable neighborhoods
The City will seek to align investments in infrastructure and services to support the
livability of neighborhoods slated for growth. Across the city, there are
neighborhoods where the hard work of planning and consensus-building for new
housing development has already been completed and area-wide rezonings and
large-scale development plans will foster new mixed-income housing and
supporting uses. However, in some of these areas, the potential for new housing can
only be fully realized after improvements to infrastructure and regulatory changes
to allow for new mixed-use development. In these neighborhoods, and others going
forward, agencies will work with local elected officials, residents, businesses, and
community organizations to make targeted infrastructure investments to make it
feasible for thousands of new affordable housing units and accompanying retail,
services, and community facilities to be built. Examples of these types of
investments are found in initiatives throughout OneNYC, as noted on the next page.
Planning for Vibrant Neighborhoods

The City seeks to overcome disparities in access to economic opportunity, transportation,
city and community-based resources, parks and public space, and broadband across neighbor-
hoods. The Citys efforts will reflect several critical neighborhood-planning principles, cap-
tured under the Thriving Neighborhoods goal. These principles include supporting vibrant
mixed-use communities that align public transit, housing, and jobs while offering residents
access to essential retail and services, especially in currently underserved communities; pro-
actively planning for current and future growth; and engaging New Yorkers in the planning
process. Reflecting and building on these principles, OneNYC includes a number of neighbor-
hood-focused initiatives and sub-initiatives throughout the plan:
Vision Goal Initiatives/Sub-Initiatives
The City will bring workforce training programs to traditionally overlooked populations and support
Workforce
the creation of Transition Coordination Centers in every borough to improve postsecondary
Development
outcomes for students with disabilities.
The City will conduct collaborative neighborhood planning to identify areas across the five boroughs
Housing where land-use and zoning changes, and infrastructure and service improvements, can promote
substantial opportunities for new housing that complements and enhances neighborhood character.
1
The City will work with the MTA and others to improve existing transit services and invest in a
Transportation major expansion of the transit network in order to better serve neighborhoods and provide reliable
and convenient transit access to employment.
The City will support expanded access to affordable, reliable, high-speed broadband service for
Broadband
residents and businesses by 2025.
Culture The City will ensure high-quality cultural facilities and programming in all neighborhoods.
The City will explore enhancing Neighborhood Health Hubs by including dedicated space for
Early Childhood
women's health services
Integrated The City will provide all New Yorkers with access to high-quality City and community-based
Government & Social resources through the Community Schools expansion, Neighborhood Health Hubs that co-locate
Services Delivery health and mental health services with social services and City agencies, and digital platforms.
Healthy
2 The City will improve access to affordable, healthy food and physical activity opportunities in all
Neighborhoods,
neighborhoods.
Active Living
The City will establish health clinics in high-need neighborhoods and co-locate behavioral health
Healthcare Access
services with primary care.
Criminal Justice The City will make neighborhoods safer through increased use of technology and data as well as
Reform neighborhood engagement.
The City will offer high-quality water services across the five boroughs and enhance infrastructure
Water Management
to support stormwater management.
3 The City will support quality parks and public space in low-income, growing, and high-density
Parks & Natural
neighborhoods through the Community Parks Initiative and other efforts while pursuing a Parks
Resources
Without Borders strategy to enhance neighborhood access and connectivity to parks.
The City will reduce flooding risk in waterfront neighborhoods by strengthening the citys coastal
Coastal Defense
defenses against flooding and sea level rise.
4
The City will make our neighborhoods safer by strengthening social and economic resiliency and
Neighborhoods
enhancing community-based organizations capacity to support residents with services and information.
Vision 1
Culture
Goal: All New Yorkers will have easy access to
cultural resources and activities
Overview
As one of the main drivers of tourism to New York City, culture is a central pillar of
INDICATORS economic development. Cultural institutions attract tourists, provide thousands of
Increase in number of public jobs, and contribute to resident well-being and quality of life.
cultural and civic events in
community districts with the Every year, people come from all over the world to visit our world-class museums
highest rates of poverty and and attend one of the thousands of theater, music, and dance performances that
lowest rates of public cultural occur annually across the city. According to NYC & Company, the City saw a record-
and civic programming setting 56.4 million tourists, almost half of whom27.6 millioncame specifically to
enjoy New York Citys cultural life. Visitor spending in general generated nearly $38
billion in 2013, supporting nearly 370,000 leisure and hospitality jobs.
Moreover, our world-class institutions, of all scales and unique local offerings,
underpin the fabric of our neighborhoods and attract artists and creative individuals
to the city. This combination of home-grown talent and the newly arrived has
spurred creation of new galleries, music venues, dance spaces, and theaters.
Cultural activities and spaces further underpin a high quality of life for residents,
supporting the citys ability to retain and attract talent. New York Citys rich cultural
attractions figure in newcomers decisions to move and stay here, and factor among
the neighborhood amenities that inspire residents to live in certain areas. Access to
culture is critical to ensuring the well-being of residents, improving social
connections, lowering stress, improving school effectiveness, raising community
awareness, and enhancing civic engagement.
However, the boroughs other than Manhattan, and the low-income areas within
these boroughs, are home to fewer grantee cultural organizations and facilities that
drive programming, suggesting missed opportunities in supporting quality of life,
jobs, and tourism in these areas (see Map). Across New York City, community-based
cultural organizations and facilities face challenges in providing local cultural
programming to residents due to limited funding and capacity. Parks, recreational
centers, and public spaces often serve as convenient sites for neighborhood cultural
programming, yet have suffered from inadequate investment as well as unclear
permitting processes.
Vision 1 Culture
Cultural Resources and Poverty:

New York City Department of Cultural Affairs Grants and Poverty Rates, 20132014
Cultural Program Grantees
Cultural Program Sites
30-60% in Poverty
20-30% in Poverty
15-20% in Poverty
10-15% in Poverty
Less than 10% in Poverty
University of Pennsylvanias Social Impact of the Arts Projects prelim-

inary map of NYC Department of Cultural Affairs grantee sites against
U.S. Census Bureau, ACS 20092013 rates of poverty in NYC is only a first step in a much larger interrogation
5-Year Estimates of the social impact that culture has in NYCs neighborhoods.
Vision 1 Culture
We are committed to addressing these challenges and ensuring the vitality of the
arts in New York City, as we have been throughout the course of New York Citys
history, demonstrated by the following recent and ongoing initiatives:
Supplying financial support and technical assistance to New York Citys cultural
community, including 33 City-owned institutions that comprise the Cultural Insti-
tutions Group, and grants to more than 1,100 other cultural non-profit organizations
through the Cultural Development Fund
Commissioning public art through the Percent for Art program, which has com-
missioned more than 300 works of art at public building sites throughout New York
City since its inception thirty years ago
Providing affordable artist workspace through programs like Spaceworks, which

subleases affordable spaces to artists at below-market rates
Recently-initiated projects to continue this commitment include:
Providing 1,500 units of affordable live/work spaces, and 500 below-market work-
spaces, for artists by 2024
Collaborating with the University of Pennsylvanias Social Impact of the Arts

Project to conduct a study of the impact of cultural engagement on neighbor-
hoods in order to help align policies with target neighborhoods
Initiative 1
Ensure well-used, high-quality cultural facilities and
programming in all neighborhoods
A. Provide funding and capacity-building support to local cultural
organizations to create public art and programming in underserved areas
The Department of Cultural Affairs (DCLA) will explore strategies to build upon
the existing Community Arts Development Program (CADP) to develop a capacity-
building program for public art and programming. This includes workshops and
grant support for community-based cultural organizations that serve
neighborhoods identified by the City as sites for cross-agency coordination and
investment, including those home to Community Parks Initiative sites. DCLA will
build upon the existing CADP, which offers workshops on expanding organizational
capacity, to include capacity-building around commissioning neighborhood-based
public art projects. In conjunction with this program, additional funding would
enable DCLA to initiate a new competitive process for capacity-building grants
aimed at supporting staff at cultural organizations to interface with other
neighborhood civic groups.
Vision 1 Culture
Center for Arts and Education

(Casita Maria)
Center for Arts & Education (Casita Maria) is a
venerable settlement house, founded in East Harlem
in the 1930s, which followed the Latino immigrant
community to the South Bronx in 1960. Casita Maria
weathered the economic collapse of the area in the
1970s, when its neighborhood was devastated by an
arson epidemic, unemployment, street gangs, and
drug use. Recognizing that the South Bronx has been
a hub for the cultural innovation and hybridization
that has influenced American popular culture for
decadesJewish culture in the 1930s, the emergence
of Latin music as Caribbean immigrants moved in,
doo-wop in the 50s and 60s, and rap and hip hop in
the 1980sCasita decided to move the arts to the cen-
ter of its identity as a social-service organization and
use the arts to change the way people think about the
South Bronx. According to Executive Director Sarah
Calderon, People from outside the area, but also local
residents, have internalized its identity of helplessness
and hopelessness. What this area needs is respect.
Casita has chosen the areas rich cultural legacy as a
Casita Maria, Dancing in the Streets
strategy for cultivating that respect, including bring-
ing Dancing in the Streets, a producer of adventurous
free public performances in unexpected places like
grain silos, beaches, parks, rooftops, and fire-escapes
to the middle of the street, into its building as a resi-
dent company. Casitas building, which is shared with
a public school, also includes a gallery and theater.
The two organizations have produced the South
Bronx Culture Trail, which maps historic cultural
sites and venues from the first Latin record store to
the Fort Apache police station. Last fall, they began to
breathe life into the Trail with tours and live perfor-
mances on the fire escapes, stoops, and sidewalks of
Hunts Point and Longwood. Dancing in the Streets
will continue to animate the Trail for at least another
year with mambo dancers, conga players, stickball
games, and a salsa concert in a walking and dancing
celebration of the neighborhood featuring profession-
al and neighborhood residents.
Vision 1 Culture
B. Facilitate cultural partnerships, such as artists-in-residence, in public agencies
Funding for cultural partnerships enables agencies to further their missions,

promote community engagement, support residencies and project production, and
encourage public dialogue around social questions and issues City agencies work to
address. Several City agencies, including the Department for the Aging, Department
of Probation, and Department of Sanitation, have already engaged in cultural
partnerships in recent years and attested to the value these partnerships have
created for their agencies. Other agencies, including the Office of Immigrant Affairs,
Administration for Childrens Services, and the Economic Development
Corporation, have also expressed interest in engaging cultural partners.
C. Streamline the permitting process in order to increase access to public

spaces and facilities for community events
There is widespread demand among New York City residents for use of public
spaces and facilities for community events. Fragmented permitting processes and
information across agencies that offer these services, however, make it difficult to
meet this demand. This will enhance access to public facilities and spaces by
improving information-sharing and process-coordination across agencies for event
permitting. DCLA will form a citywide task force dedicated to improving existing
processes. Creating a unified coordination and communications strategy will make
it easier for residents to navigate the permitting process and increase awareness of
the availability of spaces for hosting community events.
D. Increase use of parks and public spaces by expanding cultural, educational,

and civic engagement programming available to the public
Many public spaces and parks are underutilized, particularly in low-income

neighborhoods. This would aim to increase resident use of parks and public
spaces by providing grant funding to community-based cultural organizations to
develop dynamic cultural and civic programming in these venues. Such
programming could include public visual art, live music and dance, and
information-sharing on community issues. Priority would be placed on cultural
and civic programming conducted in public spaces such as community parks,
plazas, and streets, to reach the greatest number of people, facilitate community
interaction, cultivate pride of place, and promote physical exercise and
community stewardship. As such, the initiative would seek to build upon and
coordinate with the publicly-sited programming efforts currently in development
as part of the Community Parks Initiative.
Vision 1 Culture
Museum of Contemporary African

Diasporan Arts (MoCADA)
Museum of Contemporary African Diasporan
Arts is a community-based museum located in
Brooklyns Fort Greene area. MoCADA established a
collaborative of 32 African diaspora arts organizations
called Soul of Brooklyn that has built partnerships
with local businesses in central Brooklyn neighbor-
hoods around arts programming as a means of pro-
moting their businesses and the enormous diversity
of art rooted in the African diaspora. The keystone of
Soul of Brooklyn is its annual Block Party, a summer
event that draws some 20,000 people. MoCADAs
second project, #SoulofBK, will bring arts program-
ming to public spaces in four public-housing devel-
opments in Brooklyns Fort Greene and surrounding
neighborhoods on a monthly basis. The series began
in February with a screening of the award-winning
feature, Middle of Nowhere, a film that explores the
effects of incarceration on women whose loved ones
have been sent to prison. The screening, co-sponsored
Soul of Brooklyn by the Ingersoll Homes Tenant Association, was
attended by a balance of residents and non-residents,
and was followed by a discussion with CNUS, a think
tank of formerly incarcerated professionalswork-
ing for justice. Upcoming programs include a jazz
performance, screening of the Harry Belafonte biopic
Sing Your Song (with Belafonte present), a dance per-
formance with the street dance king of Brooklyn,
and participatory arts projects in the public-housing
tenant gardens led by MoCADA teaching artists. The
programming is designed to weave together Mo-
CADAs commitments to the cultural interests and
needs of public-housing residents, breaking down the
boundaries that may isolate them from the surround-
ing neighborhoods them, the museums exploration of
the rich complexity of African-rooted expression, and
dialogue about the difficult issues facing the large and
complex black community of Brooklyn.
Vision 1
Transportation
Goal: New York Citys transportation network
will be reliable, safe, sustainable, and accessible,
meeting the needs of all New Yorkers and
supporting the citys growing economy
Overview
Increase overall rail transit
capacity into the Manhattan
Our transportation network is the lifeblood of the citys neighborhoods and our
Central Business District economy. Every day the citys public-transit system enables millions of New Yorkers
between 8-9 am by 20 to get to work and school, access services and shopping, and enjoy the life of the city.
percent, by 2040
Throughout its history, New York Citys economic growth has been supported by
Double the number of
investment in its transit system. Despite the importance of the transit network, the
cyclists, tracked by the
NYC In-Season Cycling
first phase of the Second Avenue Subwayscheduled to open in late 2016will be the
Indicator, by 2020 first major capacity expansion of the system since the late 1930s. Today, a growing
number of subway lines, such as the 4/5/6, are at capacity during peak periods. Transit
Increase the share of cargo hubs serving the region, such as Penn Station (Amtrak/NJT/LIRR) and the Port
moved within the region via
Authority Bus Terminal (PABT), are also strained. These capacity issues are not
rail and water
limited to Manhattan and traditional Central Business Districts. Growth throughout
the five boroughs, both to dispersed centers of employment and communities
experiencing commercial and residential growth, like DUMBO, Williamsburg, and
Long Island City, is creating new challenges, a telling sign of the need for better
service and connections to emerging job clusters throughout the city.
Reliable and convenient transit access to employment and other activities remains
stubbornly out of reach for too many New Yorkers. This problem is particularly
acute for low- and moderate-income residents in areas poorly served by the subway
or buses. For seniors and those with disabilities, this can affect their ability to simply
get groceries, or see family and friends.
For New Yorkers who are active, biking offers a convenient travel option for work
and other trips. As biking creates no carbon emissions, it also supports the Citys
sustainability goals. New York Citys Commuter Cycling Indicator, an indicator
developed by DOT that makes use of the most robust data availalbe to estimate levels
of cycling within the central areas of the city over time, has almost quadrupled since
2000. This growth has been facilitated by a dramatic expansion in the Citys bike
network to 980 lane miles. However, many neighborhoods outside Manhattan and
inner Brooklyn and Queens still lack significant bike infrastructure.
New Yorks three main airportsJFK, LaGuardia, and Newark Libertyconsistently

rank as the most delay-prone in the nation. During peak hours, the Federal Aviation
Administration caps take-offs and landings in an effort to control delays. Adding to
Vision 1 Transportation
this challenge, forecasts show demand at these airports increasing from about 117
million passengers today to 150 million by 2030.
New York Citys freight system also faces significant challenges. Although New York Citys
port and rail connections fueled the citys rise in the 19th and 20th centuries, almost all of
the nearly 400 million tons of cargo that enters, leaves, or passes through the city every
year are now transported by truck. This creates a host of challenges, from air quality to
costs for businesses, to security and resiliency, to quality of life concerns for residents.
And those trucks put a tremendous amount of wear and tear on the Citys roads,
which are used by millions of vehicles each day. Our streets, bridges, and highways
are among the oldest in the country and are in need of near constant repair and
rehabilitation. A sustained commitment to maintaining our road network is essential
to supporting the movement of people and good across the five boroughs.
Initiative 1
Support full funding of the MTA capital plan
A modern and reliable regional transit system is essential to New
Yorks future growth and realizing the goals of OneNYC. Thus, the
City strongly supports the full funding of the Metropolitan
Transportation Authoritys (MTA) 201519 Capital Plan. As the
citys transit riders, toll payers, and taxpayers already support the
much of the MTAs operations, we will continue to look to every
level of government to support the modernization and expansion
of New Yorks transit system, which is a key economic driver of
the downstate New York region.
The City will also work closely with the MTA to identify
significant savings and improve operational coordination in areas
of common interest, such as bus rapid transit, other bus services,
and Access-a-Ride. Any savings we achieve together can be
leveraged to create new capital support for the MTA.
Subway capacity expansion To support the goals of OneNYC, the City calls for the inclusion of the following
additional capital projects and initiatives in the MTA capital plan:
The development of a strategy to accelerate the installation of Communica-

tions-Based Train Control (CBTC), a technology that allows the MTA to operate
more frequent service on existing subway lines. CBTC improves safety, expands
capacity, increases reliability, shortens travel times, and enables the installation
of count-down clocks. To keep up with growing ridership on our subways, CBTC
must be more quickly deployed on congested routes
A study to explore the expansion of the subway system south along Utica Avenue in
Brooklyn, one of the densest areas of the city without direct access to the subway
Entrance upgrades at a number of subway stations in high-growth areas to relieve crowd-

ing and provide access for the disabled beyond those already included in the MTA plan
A transfer connection at the Livonia Ave/Junius St stations between the L and the
3 lines, which would improve subway options for residents of Canarsie and East
New York
The development of a strategy to upgrade the Long Island Railroad (LIRR) At-
lantic Branch to subway-like service after the completion of East Side Accessin-
cluding adoption of the subway fareand a timeline for implementation
Improvements to the LIRR and Broadway Junction stations and necessary en-
hancements, including streetscaping and pedestrian improvements, to strengthen
connections in a potential high growth area with transit capacity
Initiative 2
Improve existing transit services
A. Relieve congestion on major subway corridors. In addition to accelerating the
installation of CBTC on key subway lines, as detailed in Initiative 1, the City will
also continue to work with the MTA to move forward on design and construction
of Second Avenue Subway Phase II, and move forward on the planning and
design of Phase III. When completed, these phases will extend the line north to
125th Street and south to Houston Street, dramatically relieving congestion on the
over-crowded 4/5/6 subway lines.
Select Bus Service

B. Improve and expand bus transit throughout the city
To improve bus service throughout New York City, we will:
Expand the Select Bus Service (SBS) network to 20 routes citywide by 2017.
The MTA and New York City Department of Transportation (NYCDOT) will signifi-
cantly expand the reach of SBS, bringing faster and more-reliable bus service to tens
of thousands of daily bus riders. The City and the MTA will initiate service on three
new SBS routes in 2015 and five new routes in both 2016 and 2017. The next routes to
launch in 2015 are 86th Street in Manhattan, Utica Avenue in Brooklyn, and Flushing
to Jamaica via Main Street in Queens. The City has also begun work on a transforma-
tive new bus rapid-transit route on Woodhaven Boulevard which will reduce travel
times by 25 to 30 percent for more than 30,000 daily bus riders. The SBS program has
been successful in reducing travel times and increasing ridership.
Improve local bus service. NYCDOT will work with the MTA to identify key con-
gestion points along busy local bus routes, and to develop and implement solutions.
Over the next four years, the City will address eight of these bus hot spots. The City
will also continue to expand transit signal priority (TSP), a system that improves bus
reliability by giving buses an early green light or extra green time at intersections.
The City will implement two new TSP corridors per year over the next four years (in
addition to the nine corridors already being planned, and three already in operation).
Increase camera enforcement of bus-lane rules. Bus lanes are an essential tool
for moving buses through congested city streets and getting bus riders where they
need to go more quickly. Effective enforcement of bus lanes requires cameras in
order to keep the lanes free from traffic. The current State legislation authorizing
enforcement of bus-lane rules with cameras expires this year. Working with our
elected representatives in Albany, the City will work to expand use of bus-lane
cameras to keep buses moving and thus provide faster trips for tens of thousands
of New York City bus riders.
Provide real time bus information to more riders. Working with the MTA, the
City will install 250 real time bus information signs at key SBS and local bus stops
in 2016 and 2017. These displays will provide better information to bus riders,
especially those without smartphones.
C. Leverage the commuter rail system to better serve New York City
communities. The City will work with the MTA to better leverage the commuter
rail system to provide improved transit connections within the city. The City will
continue to support the building of new accessible stations in the Bronx as part of
the Metro-North to Penn Station project, which will bring commuter rail service
to Co-Op City and other Bronx communities currently without rapid transit
access. The City will also work with the MTA on a study of the conversion of the
Atlantic Branch to a more frequent and affordable shuttle service between
Atlantic Terminal and Jamaica, which would provide a new transit option to
residents of Crown Heights, East New York, and Jamaica. Finally, the City will
Real Time Bus Information advocate for changing commuter-rail-fare policy for intra-city trips, including the
expansion of City Ticket, which would make the Long Island Rail Road and
Metro-North an affordable option for travel within the city.
Initiative 3
Plan for major expansions of the transit network
A. Develop a regional transit strategy to address the growing number of
commuters from west of the Hudson River
Over a quarter of a million workers commute every day from counties in northern
New Jersey to Manhattanand this number is expected to increase over the
coming decades. The bus and rail infrastructure that handles most of this
commuter load is already at capacity. The City will work with Amtrak, the MTA,
New Jersey Transit, and the Port Authority of New York and New Jersey
Commuter buses (PANYNJ) to develop an integrated strategy to address this challenge, including:
Improving Transit Access to Jobs

The initiatives described within this goal will improve existing transit ser-
vice and provide support for major expansions to the transit network. While
increasing access to jobs for all New Yorkers, these improvements will
particularly impact those whose poor access by public transit affects their
economic outcomes.
The neighborhoods highlighted in the above map are those in which me-
dian household income for a family of four is below the citywide average
of $52,259 and access by public transit to jobs is comparatively poor. Many
workers in these communities do not have access to a car and rely exclusive-
ly on mass transit to get to work.
To improve access to employment in these priority areas, the City will im-
plement a program of public transit and bike improvements, including new
Select Bus Service (SBS) routes and expanded ferry service. The City will
also work with the MTA to improve and expand the transit network. These
initiatives are described in more detail in Initiatives 1, 2, 3 and 4 of this goal.
Including existing SBS routes, these projects will improve transit service in
25 priority communities, contributing to the target of providing 90 percent of
New Yorkers with access to more than 200,000 jobs by transit in 45 minutes.
Below Average Job Access and Income1,2
Potential Rail Corridors/Stops
Existing SBS Corridors

35
Planned SBS Corridors
Proposed Ferry Network/Stops
Potential Subway Expansion
Priority Subway Signal Enhancements
NYCT Subway
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1
NYC median income is $52,259 (2013) n
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2
Weighted average jobs accessible via transit within 45 minutes
5-Year Estimates, Economic Opportunity and

New York City Neighborhoods
NYU Rudin Center Analysis
File: 159_TransitEquity-Hybrid-150420_v2.ai
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Transit
Network
Expansion
Projects
This map shows two types
of projects:
1. Major transit projects

already under construc-
tion by the MTA and
PANYNJ.
2. Major capital projects

that are essential to the
future growth of the
city and are called for in
OneNYC.
Major Transit New York Citys

Projects Under Priority Transit
Construction Projects
1. 2nd Avenue Subway (Phase 1) 1. 2nd Avenue Subway (Phase 2) 5. Penn Station Terminal 9. Advanced Subway Signals
Who: MTA-CC Who: MTA-CC Redevelopment Who: MTA-NYCT
What: Tunneling and station work to What: Extension of the Second Who: NJT/MTA What: Installation of CBTC, new
extend Q line service to 96th Street. Avenue Subway from 96th Street to What: Design of a new modern communications and signal equip-
125th Street, with new stations at train station to replace the existing ment to increase reliability and
2. East Side Access 106th, 116th, and 125th Streets. outmoded facility, alleviating capacity on the E,F,M and R lines.
Who: MTA-CC overcrowding and improving the
What: Provide LIRR access to Grand 2. Metro-North Railroad Penn passenger experience. 10. 2nd Avenue Subway (Phase 3)
Central Terminal via the 63rd Street Station Access Who: MTA-CC
Tunnel, increasing frequency and pro- Who: MTA-CC 6. PATH Newark Airport Extension What: Design of the extension
viding direct access to East Midtown. What: Creation of a new connec- Who: PANYNJ of the Second Avenue subway
tion from the Metro-North New What: Extension of PATH service south to Houston Street, with new
3. Advanced Subway Signals Haven Line to Penn Station, with to Newark Liberty Airport to stations at 55th, 42nd, 34th, 23rd,
Who: MTA-NYCT four new stations in the Bronx. provide a one-seat ride from Lower 14th, and Houston Streets.
What: Installation of new commu- Manhattan.
nications and signal equipment to 3. Port Authority Bus Terminal Other Subway Enhancements
increase reliability and frequency on Who: PANYNJ 7. Atlantic Avenue Conversion Who: MTA-CC
the 7 line. What: Design of a new terminal Who: MTA-LIRR What: Study of new transfer be-
and supporting facilities to accom- What: Study of the conversion of tween the L and 3 lines at Livonia
4. Moynihan Station Expansion modate future bus demand and the commuter rail line between Avenue, improvements at Broad-
Who: Amtrak improve the customer experience. Atlantic Terminal and Jamaica way Junction, and acceleration of
What: Initial design and construction Station into subway-like passenger advanced subway signals on other
to convert the Farley Post Office into 4. Gateway Program service. key congested subway lines (not
a new passenger rail station while Who: Amtrak shown).
improving Penn Station as a major What: Construction of two new 8. Utica Avenue Subway
component of the Gateway Project. Hudson River rail tunnels and oth- Extension
er improvements to double train Who: MTA-CC
5. WTC Transportation Hub capacity into Penn Station. What: Study of the extension
Who: PANYNJ of the Eastern Parkway Line to
What: Replacing World Trade Center provide service on the 3 and 4 lines
PATH station with a new transporta- along Utica Avenue in Brooklyn.
tion hub that provides connections to
subway and ferry services.
Existing Transit Capacity Increased Capacity with
Expansion Projects
MetroNorth Tunnel
MetroNorth Tunnel
Amtrak Empire Service
2nd Ave Subway
Lexington Ave
Lexington Ave
Central Park West
63rd St. Tunnel
Central Park West

63rd St. Tunnel
7th Ave 60th St. Tunnel

Existing Amtrak service
60th St. Tunnel
not shown
7th Ave
42
nd
42 St 53rd St. Tunnel
nd
St NJT- Amtrak Tunnel
53rd St. Tunnel
NJT- Amtrak Tunnel
33rd St - Path Tunnel

33rd St - Path Tunnel 14
th Amtrak-LIRR Tunnel
St
14
th
Amtrak-LIRR Tunnel
St
Steinway Tunnel
Steinway Tunnel
Ca
WTC Path Tunnel na
Ca lS
na t
lS
t
WTC Path Tunnel 14th St Tunnel

14th St Tunnel
Joralemon Tunnel
Williamsburg Bridge
Joralemon Tunnel
Williamsburg Bridge
Rutgers Tunnel
Cranberry Tunnel Rutgers Tunnel

Cranberry Tunnel
Manhattan Bridge
Manhattan Bridge
Clark Tunnel Montague Tunnel
Clark Tunnel Montague Tunnel

*Existing guideline capacity adjusted
for typical performance based on
average headways or trips completed.
Overall Available Capacity Used Available Overall Available Capacity Used Available
At Rush Hour 12% Capacity At Rush Hour Capacity
35%
90% or more utilized 50-75% 90% or more utilized 50-75%
88% 65%
75-90% 0-50% Existing 75-90% 0-50% Existing
Passengers Passengers
New York City subway ridership has reached record highs. The second map shows estimated capacity with the set of
In 2014, the system recorded over 6.1 million trips in a single major expansion projects described in Initiative 3, including
day, the highest daily figure since recording began in 1985. Amtraks Gateway Project, current and future phases of Sec-
Commuter rail tunnels under the Hudson River, which are ond Avenue Subway, acceleration of advanced subway signal
over 100 years old, are also carrying a record number of pas- system improvements to expand the capacity of existing lines,
sengers. High transit ridership is putting tremendous strain as well as the East Side Access project currently underway.
on the subway and commuter rail systems. With completion of these projects, lines would be at 65 per-
cent passenger capacity overall entering Manhattan during
The first map shows that subway and commuter rail lines rush hour, allowing over half a million more passengers to
are at 88 percent of passenger capacity overall entering the reach places of work in the Central Business Districts during
Manhattan Central Business Districts during rush hour, with the average work day. Many lines would achieve significant
many lines (shown in dark red) at over 90 percent capacity. In improvements to their capacity as shown by the number of
some cases lines are operating at over 100 percent, with trains dark green lines on the map.
tightly packed and passengers often waiting for several trains
to pass before being able to board.
The Gateway Project, an initiative to build two new

commuter rail tunnels under the Hudson River and
dramatically expand rail capacity into Penn Station
Long- and short-term interventions to improve access,

connectivity, amenities, and circulation in Penn Station
Modernization of the Port Authority Bus Terminal

and other bus facilities. The City will also work
with the PANYNJ to develop a cost-efficient strate-
gy to modernize the PABT
B. Study new subway routes in underserved

communities and other improvements to the
subway network
The City will work with the MTA to study a Utica

Avenue extension from the Eastern Parkway Line
(3/4 train). The Utica Avenue corridor is a prime
candidate for the next generation of subway
expansionit is one of the densest areas in the city
not directly served by the subway and is served by
the second busiest bus route in the City, the B46.
Citywide Ferry System The City will also work with the MTA to explore
creating new system transfers, such as a transfer
BRONX
between the L and 3 trains at Livonia Avenue.
Soundview
SOUNDVIEW
These new connections will reduce travel times
and expand travel options for thousands of subway
QUEENS
riders. Finally, the City will work with the MTA to
Astoria
E 90 th
ASTORIA Legend identify strategies to improve and expand station
Long Island
City North
Existing
East River Ferry entrances at subway stops experiencing growing
E 62 nd Roosevelt Staten Island Ferry
MANHATTAN
Island South Hunters Pt South
Planned 2017
ridership. As subway ridership continues to climb,
we must take action to reduce over-crowding
Greenpoint
Rockaway
E 34 th North Williamsburg South Brooklyn
Astoria
Stuyvesant Cove EAST RIVER
FERRY South Williamsburg
Planned 2018
within subway stations, especially at choke points
LOWER (EXISTING)
EAST SIDE
Grand BBP Pier 1-DUMBO
Soundview
Lower East Side
like stairways and fare-gate areas.
Wall St/Pier 11 BBP Pier 6 - Atlantic
Whitehall Governors C. Expand the ferry network

Island
Red Hook
St George
The City will launch an expanded citywide ferry
BROOKLYN
Brooklyn Army
Rockaway network to improve transit connections between
Terminal
SOUTH BROOKLYN
ROCKAWAY
the citys waterfront communities; this service will
STATEN
ISLAND Bay Ridge
be fully accessible to New Yorkers with disabilities.
Three new routesRockaway, South Brooklyn, and
Astoriaare scheduled to launch in 2017, with two
others in 2018 (Lower East Side and Soundview).
Geography is modified to show service more clearly.
Some landings shown do not yet exist or need upgrades to become operational. The City has also committed capital funding for the
construction of landings.
New York City Ferry Service
D. Expand and improve service to and within Staten Island
Improving connections to Staten Island will support recent revitalization along

the North Shore and strengthen the connection of the South Shore to the rest of
the city, an essential link in expanding economic opportunity and building
resiliency for those communities. The City will work to expand service through:
Enhancements to east/west transportation along the North Shore. In the short term,
this includes a package of bus service improvements, including additional Transit
Signal corridors, real time information signs, and treatments for bus hot spots
More frequent service on the Staten Island Railway (SIR). New train cars will im-
prove service for existing ridership, while enhanced off-peak service will benefit
residents of Staten Island as well as visitors to Staten Islands neighborhoods and
new attractions and amenities
Initiative 4
Expand the Citys bike network
A. Continue to expand the Citys bike-lane network, especially to neighborhoods
with limited bike infrastructure
Bicycling as a way to get around the five boroughs continues to grow in popularity.
Between 2013 and 2014, the Citys In-Season Cycling Indicatora measure of bike
volumes on major bike routes into the Manhattan CBDrose by 4 percent.
Overall, cycling has increased a staggering 337 percent since 2000. To support this
growth and the Citys goal of doubling the Cycling Indicator by 2020, the City will
Expanded Bike Lane Network
continue to invest in new bike infrastructure. Over the next four years, the City
will add another 200 miles of bike lanes, including 20 miles of protected lanes,
bringing the total to 1,180 lane miles. The City will work collaboratively with
communities to continue expanding the bike network outward from the
Manhattan core and inner Brooklyn. The City will also explore ways to better
measure bike ridership in areas outside of the Manhattan CBD.
B. Improve bike access on bridges
Safe and convenient bridge access for bikes is crucial to making New York City
more bike-friendly. In 2015 and 2016, the City will improve bike connections
between Brooklyn and Queens with the construction of a two-way bike path on
the Pulaski Bridge and the installation of protected bike lanes on the John Jay
Byrne Bridge on Greenpoint Avenue. The City will also improve bike connections
to the High Bridge in Upper Manhattan to coincide with its reopening this
summer. Moving forward, DOT is evaluating potential designs for improved bike
routes on the Grand Street Bridge in Brooklyn and the Honeywell Street Bridge in
Queens. The City is also initiating a study of bike access to the 15 Harlem River
bridges, which will recommend a program of both short- and long-term
improvements. Finally, the City is working with the MTA to pilot external bike
racks on buses that cross bike-inaccessible bridges and to explore options for
adding pedestrian and bike paths on the Verrazano Narrows Bridge.
C. Expand bike share
In 2015, the City and its partner, New York City Bike Share, will expand Citi Bike
to Long Island City in Queens, and to additional parts of Williamsburg,
Greenpoint, and Bedford Stuyvesant in Brooklyn. This expansion will include
1,000 new bikes and over 90 stations. In 2016 and 2017, Citi Bike will add another
5,000 bicycles and increase its service areas to additional areas of upper
Manhattan, central Brooklyn, and western Queens.
NYCHA, Citi Bike Initiative 5

and DOT
Expand the accessibility of the citys transportation
New York City Housing
network to seniors and people with disabilities
Authority (NYCHA) is part
of a collaboration with Citi Supporting Initiatives
Bike and NYCDOT to place A. Increase accessibility of the pedestrian network to people with disabilities
bike share stations at public
housing complexes. NYCHA The City will identify a range of measures to increase the accessibility of our
residents receive a discount- streets to New Yorkers with disabilities. These measures include the expansion of
ed rate on the annual fee Accessible Pedestrian Signals (APS) and sidewalk-repair programs, development
charged by Citi Bike. Having of accessible design guidelines for all New York City street projects, and a pilot
bike share stations locat- program to explore ways technology can improve accessibility. New technology,
ed nearby provides more such as smartphones, opens up opportunities to assist pedestrians with
mobility options for NYCHA disabilities, particularly the vision-impaired, in navigating the citys streetsin
residents and the local com- addition to other efforts like DOTs upgrading of pedestrian ramps.
munity. There are currently
43 Citi Bike stations serving B. Improve accessibility to bus services for transit users with disabilities
NYCHA developments,
Buses are a critical transportation link for older residents and New Yorkers with
with 11 more planned for the
disabilities. In 2015, the City will roll out a second phase of its Safe Routes to
summer of 2015.
Transit initiative to address accessibility problems at 25 bus stops located under
elevated train lines. At these bus stops, buses cannot pull to the curb, leading
passengers to wait and then board from the street. This initiative will build
sidewalk extensions on boarding islands at these stops so that passengers are safe
and the bus ramps can be properly deployed.
C. Improve convenience and reliability of modes of transit for New Yorkers

with disabilities
Working with the MTA, the City will expand use of the yellow and green taxis
including the growing number of wheelchair-accessible taxisto provide faster and
more convenient paratransit services to New Yorkers with disabilities. The City and
the MTA will work to increase the proportion of paratransit trips made by yellow and
green taxis over the next four years. And to improve the quality of life for the taxi
drivers providing these services, the City will create new relief stands and rest areas in
all five boroughs. The City will also explore the feasibility of installing public toilets
and benches at some stands.
Initiative 6
The City will make the trucking sector greener and more
efficient, and continue to expand freight movement via
rail and water where possible
A. Encourage water and rail freight to the New York region through projects such
as the Cross-Harbor Rail Tunnel and Brooklyn Marine Terminals
The City will continue to protect and invest in deep-water marine terminals in
Brooklyn and Staten Island. The City has already invested $100 million in upgrades and
a rail link to the South Brooklyn Marine Terminal (SBMT), a long underutilized facility.
In the immediate term, SBMT will focus on non-containerized cargos primarily used in
the construction industry and roll-on/roll-off cargos such as automobiles. In the longer
Red Hook Container Terminal Operations
term, and in conjunction with the Cross-Harbor Rail Tunnel, additional facility
upgrades at SBMT and improved distribution facilities East of Hudson, could allow the
SBMT to handle container ships, which carry most of the worlds ocean freight. By
directly serving New York at a point that is already in the market, truck trips will be
reduced and air quality improved. The City will also support state and federal efforts to
dredge primary and secondary waterways in order to better facilitate waterborne
freight movement and water-dependent uses along the waterfront.
To realize the inherent environmental and cost advantages of using rail, the City will
continue to work with PANYNJ to advance the Cross-Harbor Rail Tunnel connecting
New Jersey and Brooklyn. Specifically, the City supports a two-track, double-stack
rail freight tunnel as this configuration offers the largest capacity and greatest
redundancy. When completed, this tunnel will result in a meaningful shift in the
Citys dependence on truck service for freight. PANYNJ estimates that construction
of the tunnel would reduce annual greenhouse gas emissions by 80,000 to 110,000
metric tons by 2035. Such a tunnel would also greatly expand East of Hudson freight-
rail capacity, and support domestic rail needs as well as container activity at SBMT.
In the meantime, the City will support the PANYNJs efforts to enhance the capacity
of freight movements by rail barge across the Hudson River, increasing opportunities
now for shippers in Brooklyn, Queens and beyond.
B. Reduce the impact of the trucks that must bring freight the last mile to market
The City will increase off-hour deliveries by food- and retail-sector trucks, with a
focus on large buildings, high-pedestrian areas, and bicycle-conflict areas such as
Midtown and Lower Manhattan, Downtown Brooklyn, and Downtown Jamaica. By
shifting deliveries to over-night and early-morning hours, the City will decrease
both congestion and truck emissions. As part of this effort, we will work with the
trucking industry to explore and pilot low-noise truck technologies.
Mobile applications are now available to match suppliers who need to move goods
with truckers who are already on the road and have room to pick up additional
Off-hour truck delivery
cargo, thus reducing new truck trips on our streets by consolidating loads. The
City will launch a pilot project to encourage the use of these platforms.
The City will work with large fleets to create a Smart Fleet rating system, similar
to the Leadership in Energy & Environmental Design (LEED) standard for
buildings, but based on truck safety, noise reduction, energy efficiency, and
emissions-control technology. The City will then publicly recognize fleets that go
above and beyond in using safe, quiet, and green trucks for their deliveries.
To facilitate the delivery of construction-related cargo by water, such as building

components, turbines, and generators, the City will create designated roll-on/roll-off
and lift-on/lift-off staging areas for maritime cargo in each borough, making it easier
and cheaper to bring these essential construction supplies into New York City.
C. Expand JFK Airports air freight activity
The City is working with PANYNJ to improve JFKs air-freight facilities. Over the
past decade, cargo volumes at JFK have declined by almost a third. Today, over
15,000 people at JFK work directly in air cargo related jobs. Regionally, the air
cargo industry supports over 50,000 jobs, $8.6 billion in sales, and almost $3
billion in wages. The City remains committed to supporting the air cargo industry
and will work with PANYNJ to increase the capacity of our air freight systems to
expand JFKs share of the air-freight market.
In March 2015, the City adopted a new rule allowing industry-standard 53-foot
tractor trailers to access JFK. The City is also working with the PANYNJ to build
new facilities. Over the past two years, a truck stop has opened on-airport, and a
new animal handling facility (for which the City provided financing) is under
construction. The next two years will see the construction of a new state-of-the-
art cargo handling facility.
This work is complemented by the Citys efforts to establish an industrial business

improvement district in the adjacent Springfield Gardens neighborhood.
Initiative 7
Expand airport capacity
To maintain our competitiveness as a center of tourism and the global economy, the
City will work with PANYNJ, New York State, and the Federal Government to
expand flight capacity and improve airport facilities and terminals at the regions
airports, particularly LaGuardia and JFK. Working with PANYNJ and the airline
industry, the City will support the expansion of Terminal One, Terminal Eight, and
Terminal Four at JFK and the complete reconstruction of the Central Terminal at
Baggage claim at LaGuardia Airport
LaGuardia Airport, an outdated facility that is long overdue for replacement.
Additionally, the City will encourage the Federal Aviation Administration and
PANYNJ to continue to implement NextGen technology, a series of upgrades to the
regions air traffic control system that will improve safety and enable more-efficient
take-offs and landings.
The City supports expanding flight capacity at JFK, but only in a manner that is
sensitive to the environment and the quality-of-life concerns of adjacent
communities. The City will work with PANYNJ as it completes a study of capacity-
expansion options, including the addition of a fourth runway. This study should
take into account the noise, air quality, and greenhouse gas emission impacts of
different expansion options and ways to mitigate these impacts.
Initiative 8
Provide reliable, convenient transit access to all three of
the regions major airports
Though they are all served by transit, none of New Yorks major airports offers a
one-seat transit connection to the Citys Central Business Districts (CBDs). This lack
of access impacts air travelers and airport employees, and increases congestion on
the regional highway system.
The City will continue to work with the MTA and others to improve existing bus
connections to LaGuardia in the short term, while working with PANYNJ, the MTA,
and the State of New York to develop a plan for better long-term transit. Similarly, it
will continue to support PANYNJs project to extend Port Authority Trans-Hudson
(PATH) to Newark Airport, which will add airport access from Lower Manhattan.
Finally, the City will work with PANYNJ and the MTA to explore additional ways to
improve existing bus and rail connections to JFK, such as adding more frequent
shuttle service on the Atlantic Branch of the Long Island Rail Road after East Side
Access is complete.
Initiative 9 Department of Transportation Street, Bridge,

and Highway Reconstruction Program
Improve the citys roads, bridges,
Highway Structure Rehabilitation/Reconstruction
and highways
Bridge Rehabilitation/Reconstruction
The City is responsible for the operation and Great Streets Reconstruction
maintenance of a complex network of roads, bridges, and Major Streets Reconstruction
highways that connect the five boroughs. Much of this
NYC Major Roads
infrastructure is agingthe four East River Bridges, for
Less than $100 million
example, are all over 100 years oldand requires
continual reinvestment to remain in a state of good repair. $100-500 million
Over the next ten years, the City will undertake dozens of More than $500 million
major capital projects to restore our network of roads and
bridges, including significant rehabilitation of major
roads essential to the Citys economic vitality. For
example, sections of the critical FDR Drive will be
rehabilitated along with the esplanade that sits above it.
In Brooklyn, the City will rehabilitate and reconstruct the

21 interconnected bridge structures that carry the
Brooklyn Queens Expressway from Atlantic Avenue to
Sands Street, including the triple cantilever stacked
section of highway completed in 1948, topped by the
iconic Brooklyn Heights Promenade. With no
reconstruction work in recent history, the triple
cantilever is in need of major repair with many
components experiencing significant deterioration. In
Queens, the City will repair multiple structures carrying
and crossing both the Van Wyck Expressway and the
Cross Island Parkway. In addition, the City is initiating a
series of robust safety improvements along sections of
Queens Boulevard, a Vision Zero Priority Corridor, as
part of the Administrations Great Streets initiative. In the
Bronx, the Great Streets initiative will implement safety
and quality of life improvements for users along the
Grand Concourse, a major thoroughfare in the borough,
while the City will also undertake the rehabilitation and
reconstruction of highway structures along the Bruckner
Expressway and the Hutchinson River Parkway.
In Staten Island, the City will undertake 17 projects to

fully rebuild city streets, including sections of Father
Capodanno Boulevard, Victory Boulevard, and Arthur
Kill Road. Together, these projects will ensure our road
and bridge network can continue to safely support the
movement of people and goods across the city. The Triple Cantilever in 1948 and today
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along each highway
Vision 1
Infrastructure Planning & Management

Goal: New York Citys infrastructure and built
environment will exemplify global economic,
environmental, and social leadership
Overview
Infrastructure is the foundation of our regional economy and provides for the
everyday needs of all New Yorkers, yet much of New Yorks core infrastructure is
aging and outdated. Many systems, including transit, sewers, and schools, were built
decades ago and are at capacity, straining to meet the demands of a growing
population and a modern, thriving economy. Fixing our infrastructure requires
significantly more funding and a renewed national commitment to cities, as well as
smarter, more efficient infrastructure planning and project delivery.
The physical legacy of disinvestment during the fiscal crisis of the 1970s stands as a
testament to the urgency of achieving a state of good repair. The City spent the
next three decades trying to catch up, investing billions of dollars to rehabilitate
infrastructure and buildings. We need a near-term infusion of funding from all levels
of government in order to prevent history from repeating itself and to allow us the
opportunity to expand infrastructure systems that catalyze economic expansion and
neighborhood revitalization.
While more investment is required, we will take significant steps to improve our use
of existing funds through integrated capital planning, improved project delivery, and
asset management. Current investment plans would benefit from better
coordination with our regional partners, including State government, public
authorities, utilities, and other private entities. The City is committed to taking a
leadership role in coordinating these investments and incorporating them into our
own strategic planning process.
As it currently stands, many capital projects come in over budget and behind
schedule. This is partially due to reasons outside of our control, such as the
complexities of construction in a dense city. However, we can do better in a
number of areas, including reforming City and State laws, streamlining rules for
public procurement and construction, streamlining permitting processes,
improving capital project tracking and accountability, and enhancing the Citys
technology and data systems.
Our overall goal is to ensure New York Citys infrastructure is the product of best
practices and is consistent with our Citys reputation as a global leader in economic,
environmental, and social policy. In this vein, we are fully committed to reforming
the processes that support each stage of the infrastructure lifecycle.
Vision 1 Infrastructure Planning & Management
Additionally, the Citys massive infrastructure program creates a wide range of jobs
and economic activity. We will leverage these investments to create employment and
career opportunities for New Yorkers, targeted to those who have historically
experienced high rates of unemployment. These commitments are carried out
through targeted training programs and Project Labor Agreements, discussed earlier
in the Workforce Development goal.
School Construction Authority

A growing city needs more room for children to learn
in facilities that meet their educational needs. To ad-
dress increasing demand in high growth areas across
New York City, the City will add over 30,000 new class-
room seats during this plan, as well as investing in new
technology and the improvement of aging facilities.
The School Construction Authoritys (SCA) current

inventory of facilities includes over 190 buildings that
are at least 100 years old. The needs for improvements
in these schools identified by the SCA are based on
several factors, including the annual Building Condi-
tion Assessment Survey of all schools, which provides
an evaluation of the condition of building systems.
The SCA uses this evaluation of what is required to
maintain a state of good repairin conjunction with
recommendations from facility personnel, school
administration, and the communityto develop the
projects to be included in its Capital Plan.
In its upcoming Capital Plan, the SCA will create

thousands of seats in areas of current overcrowding
and projected enrollment growth, and will take signif-
icant steps to address the pre-kindergarten need.
Initiative 1
Secure funding sources that are equitable, sustainable,
and dedicated to our core infrastructure
Over the next decade, the City will continue to advocate for a robust federal
commitment to funding urban infrastructure, while exploring new streams of
dedicated revenues.
A. Leverage land-use actions to encourage infrastructure investments
City policy, such as rezonings, create economic value for property owners, some
of which should be recaptured in order to fund the infrastructure improvements
needed to accommodate growth and development. For instance, as part of the
zoning changes associated with the planned One Vanderbilt office tower, the
development firm SL Green Realty Corporation has committed to spend $210
million on improvements to the Grand Central Terminal and subway station.
Investments in infrastructure can in return enhance real estate values and thus
lead to increased tax revenue for the City.
Initiative 2
Maximize the economic, environmental, and social
benefits of infrastructure investments
Every City agency strives to achieve economic, environmental, and social benefits
with its investmentsthe triple bottom line. New methodologies have emerged to
help inform investment decisions. The City should maintain a focus on achieving a
state of good repair for its infrastructure assets while prioritizing projects that are
socially, fiscally, and environmentally advantageous, as exemplified by the emissions
reductions, energy cost savings, and jobs created through retrofits to public
buildings under One City: Built to Last.
The City already collects a wealth of data that could be harnessed to inform
infrastructure investment decisions based on triple bottom line criteria. Over the
next year, we will review current indicators and identify data gaps that would
support more sophisticated prioritization methodologies.
We will also facilitate interagency and intergovernmental collaborations in order to

realize higher economic, environmental, and social returns (the triple bottom line).
These efforts will include improvements to the Citys geographic information
systems (GIS) and data-sharing platforms that will also increase the transparency of
our infrastructure programs and facilitate greater partnerships with our
infrastructure partners in state and federal government.
Initiative 3
Enhance capital project delivery
Capital projects often take too long and cost too much. While many of the reasons
for this are outside of the Citys control, there is much we can change to improve the
situation, particularly in rules and processes. Over the next several months, the City
will establish a task force to identify strategies for accelerating investment programs
and modernizing project delivery, procurement, and payment processes to greatly
reduce the time between project approvals and completion.
A. Reform state laws to enable design-build
City construction is governed by state laws, some of which are outdated and
undermine timely capital project delivery. In 2014, we were pleased to see the
joint bidding law passed in Albany, which increases the pace and lowers the cost
of upgrading our underground infrastructure--what EB White described as the
ganglia of subterranean power lines, steam pipes, gas mains, and sewer pipes.
The City also supports an amendment to the New York State Construction Law
authorizing the use of the design-build method of project delivery. Currently, the
City is required to contract separately and sequentially for design and
construction services. Design-build saves a great deal of time by requiring the
procurement of only one contract for both phases and allowing these phases to
overlap. New York State is using a design-build contract for the Tappan Zee
Bridge rebuild, which may save taxpayers as much as $1 billion. New York City
agencies should be able to use similar cost-saving measures for their projects.
B. Expand the Accelerated Work Program
Last spring, the City created the Underground Infrastructure Taskforce to

improve the response protocol for gas leaks and find ways to advance the
replacement of older gas pipes and water mains. In cooperation with private
utilities, the City piloted the Accelerated Work Program in 2014, which identified
locations where water- and gas-main work could be coordinated. The City will
continue to expand the program in 2015. The Department of Environmental
Protection will spend $100 million to replace old water mains on an accelerated
schedule. Thanks to the Accelerated Work Program, private utilities will be
replacing their gas pipes at many of the same locations using the same contracts.
As a result these streets will be dug up only once.
C. Improve project scoping and design to improve green-building and save costs
Spending more time and effort on the early phases of any project pays great
dividends during the design and construction phases. However, due to funding
structures for capital projects, the scoping of a project is often short changed.
Several years ago the City created a program to fund early and enhanced project
scoping. This program has proven to be successful and will be expanded to build
on the progress already made.
We will take a more integrated approach to planning and design in general, and
bring more of a design focus to capital planning and budgeting. Moreover, we will
make a conscious effort to focus on citywide goals and values during each public-
project design phase. Led by the Department of Design and Construction, the City
will plan, design, and construct the Citys infrastructure and public buildings to
integrate green building and energy-efficient goals in a cost-effective manner.
D. Modernize project delivery requirements and project management processes
The City is investigating additional ways to reduce construction costs and shorten
project schedules. As a whole, the Citys project delivery requirements must be
modernized to meet national and global project management lifecycle standards.
Developing citywide project management knowledge and frameworks to address
scoping, design, procurement, construction, payments, change orders, and
permitting will reduce project costs, schedules, and risks. We will create a higher
level of transparency and accountability for capital projects, and revamp the
online Capital Projects Dashboard for internal tracking and public information.
The Mayors Office of Contract Services is also reviewing every step of the City
procurement process for opportunities to reduce delivery time and reduce costs.
Department of Design and Construction

As the Citys primary design and construction agency with close to $9 billion in capital projects, DDC
is a leader in shaping New York Citys built environment in ways that enhance the delivery of public
services and support the Citys economic growth, sustainability, and resiliency. The Departments
public buildings portfolio includes new libraries, police precincts, and firehouses; and DDCs infra-
structure portfolio provides safer, smoother roadways; reliable water service; and greener streets.
DDC will collaborate with government and community stakeholders to use the design and con-
struction processes so that City capital assetsboth infrastructure and public buildingssupport
OneNYC goals in the following ways:
Continue design and construction excellence that meet the highest standards of public design
while being sensitive to neighborhood context
Increase the sustainability of the Citys capital assets by minimizingtheir impact on the environ-
ment and contributing to the Citys goal of dramatically reducing greenhouse gas emissions
Maximize the City capital assets resilience to withstand future extreme environmental and
Rendering of Kew Gardens Hills human threats
Library, designed by WorkAC
Foster positive health outcomes for residents and workers who use our facilities through Healthy
Design features
Design for equitable service integration when projects are completed and operations begin, with
flexible features tooptimize the delivery of services as conditions change
Major Planned City Projects

2014-2025
The City will soon release its Ten-Year Capital Strat- Hostos Community College Expansion
City College Upgrades
egy, providing a blueprint for capital spending over North River WWTP Cogeneration Upgrades
the next decade that will be critical to improving New Henry Hudson Parkway Bridges
Reconstruction/Rehabilitation
Yorkers lives in the years to come. A selection of major
Metropolitan Hospital Recovery and Resiliency
planned projects, including transportation, parks,
Coler Hospital Recovery and Resiliency
water, sewers, hospitals, and schools, economic devel- FDR Drive Bridges Reconstruction/Rehabilitation
opment and resiliency projects are highlighted on the Bellevue Hospital Facility - Various Projects,
Bellevue Hospital Facility Recovery and Resiliency
map at right.OneNYC and the Ten-Year Capital Strat- P.S./I.S. 342 Manhattan (Riverside Center) Construction
egy are aligned to ensure funding for OneNYC goals. Beacon High School Construction
High Line Phase 2 Construction of Section 3
The Clinton School Construction
Gansevoort Marine Transfer Station Construction

Brooklyn Bridge Rehabilitation
The Peck Slip School Construction
Lower Manhattan Comprehensive Coastal Protection

Red Hook Integrated Flood Protection System
Water Siphons Replacement

for Channel Deepening
CUNY DEP Less than $100 million

Stapleton Phases 2 and 3
DOC DOT $100-500 million Affordable Housing Development
DSNY DPR More than $500 million

College of Staten Island
EDC NYCHA Expansion and Upgrade
HHC SCA
Note: Partial list of City-led projects

Mid-Island Bluebelt
Stormwater Improvements
Projects Not Shown P.S. 62 Staten Island

Construction
Citywide Green Infrastructure Program
NYCHA Recovery and Resiliency Investments
Citywide Parks Initiative
Parks without Borders
Projects located in
Upstate New York
Bronx Community College Upgrades Delaware Aqueduct Repair

Grand Concourse Reconstruction (Phases 3 and 4)
Kensico Eastview Connection
Lehman College Expansion Tunnel Resiliency
Ashokan Dam Upgrades
Catskill Aqueduct Rehabilitation
Filtration Avoidance Determination

P.S. 106 Bronx Addition
Gilboa Dam Resiliency
Bronx Districts 9,10,11 Garage Replacement
Bronx Highways and Parkways Cannonsville Hydroelectric
Facility Construction
Bridges Reconstruction/Rehabilitation
Hunts Point Lifelines

Hunts Point Modernization
Hunts Point WWTP Digester Replacement
Wards Island WWTP Upgrades

Willets Point Highway Access Improvements
Hunters Point South Phase 2 Major Queens Highways and Parkways

Affordable Housing Development Bridges Reconstruction/Rehabilitation
Queens College Upgrades
P.S. 315 Queens Construction

Manhattan Districts 6,6a,8
Garage Replacement Queens Boulevard Reconstruction
I.S. 311 Queens Construction
Williamsburg Bridge Reconstruction/Rehabilitation

East Side Coastal Resiliency
BQE Triple Cantilever Reconstruction/Rehabilitation
Southeast Queens Sewer Build-out
York College Expansion
Atlantic Avenue Pedestrian Safety

Upgrades (Phases 1 and 2)
Medgar Evers College Expansion
Brooklyn College Expansion
P.S./I.S. 338 Brooklyn Construction

Beach Channel Drive Bulkhead Repair
P.S./I.S. 437 Brooklyn Construction
Rockaway Boardwalk Reconstruction
4th Avenue Safety
Improvements (Phases 1 and 2)
Breezy Point Double Dunes
Belt Parkway Bridges Reconstruction/Rehabilitation

Coney Island Hospital Facility
Recovery and Resiliency
Coney Island Sewer Upgrades
Coney Island West
Affordable Housing Development
Vision 1
Broadband
Goal: Every resident and business will have access
to affordable, reliable, high-speed broadband
service everywhere by 2025
Overview
High-speed Internet access is not a luxury, but an essential service that New Yorkers
Increase the percentage of depend on to communicate, make a living, and access essential goods and services.
New Yorkers with afford-
Without broadband, families and businesses are unable to fully participate in many
able, reliable, high-speed
Internet service at home
aspects of contemporary life. Lack of broadband negatively affects the civic,
economic, and social engagement of community residents; makes it difficult for
Increase the percentage of startups and small businesses to succeed and scale; and impedes neighborhood
New Yorkers with access development, job creation, and the economic health of the city. Twenty-two percent
to free public Wi-Fi within
of New York City households do not have Internet service at home, with major
1/8th mile from home
disparities in households above and below the poverty line. 36 percent of households
Substantially increase below the poverty line do not have Internet access at home, compared to 18 percent
access to fast, affordable, of households living above the poverty line.
reliable connections of 1
gbps (gigabits per second) Commercial high-speed connections are often priced out of reach of small
or higher
businesses and startups. The average cost of monthly gigabit speeds for
commercial users is $8,000 in New York City, outpacing those in peer cities like
Chicago, and far outstripping costs in cities that have made recent investments in
broadband infrastructure.
Sluggish Internet speeds and capacity can also create barriers to local economic
development and weaken New York Citys global competitiveness. Despite recent
investments by Verizon to build a citywide fiber-optic network, many New Yorkers
cannot access or afford this high-speed service. And while businesses located in
Manhattans commercial corridors generally enjoy high-speed connections, there
are insufficient options in the neighborhoods in other boroughs where growth in key
sectors is taking place. Large healthcare and research centers are also finding
Internet speed and access to be a barrier to their operations and growth. This poses
a risk that critical New York City economic sectors might lose competitive ground to
national and international cities.
The City has, to date, taken significant steps toward building its capacity to meet this
goal, creating new positions focused on telecommunications infrastructure and
policy, and establishing the Broadband Task Force, an advisory body composed of
experts in broadband technology, real estate development, venture capital and
digital equity.
Vision 1 Broadband
Initiative 1
Promote competition in the residential and commercial
broadband markets
The City will create new or expanded franchises and alternative service models to
expand infrastructure, produce more competition, and increase affordability by
2025in addition to holding incumbent providers accountable for their legal
obligations and negotiating for additional upgrades when those franchises come up
for renewal in 2020.
According to the Federal Communications Commission, broadband providers

appear to invest more heavily in network upgrades and offer faster Internet speeds
in areas where they face competition. The City will therefore seek to increase the
diversity of residential and commercial broadband service options through new
technologies, combined with novel approaches to the exercise of existing franchise
authority, establishment of new franchise authority, creative investment of City
resources, and/or creative uses of regulatory authority. The City will explore
avenues for increasing competition, including maximizing non-exclusive franchises,
supporting hyper-local residential and commercial networks, and facilitating the
transition of companies that have, to date, solely focused on infrastructure to
Internet service providers.
Initiative 2
Provide high-speed, residential internet service for low-
income communities currently without service
The City will invest in networks providing high-speed residential access either free
or at low-cost for low-income communities. Investments may be targeted at
particular locations such as communities identified for economic and housing
development, or may be focused on particular types of housing, such as public or
subsidized properties. Sites may also serve as nodes in a citywide network consisting
of LinkNYC and other wireless corridors and networks.
The City expects to realize cost savings resulting from greater efficiencies, such as
the use of smart building technologies and resident utilization of e-services. The
City will also develop revenue modelsgrounded in advertising, branding
opportunities, premium paid service, and other strategies that will ensure networks
are ultimately self-sustaining.
Vision 1 Broadband
Initiative 3
Increase investment in broadband corridors to reach
high-growth business districts, with a focus on outer-
borough neighborhoods
The City will invest in new technologies to support innovation economy business in
key commercial corridors. This will address the relative lack of high-speed fiber or
wireless options for businesses in the boroughs outside of Manhattan, high prices
and their combined impact on economic growth and development across the City.
Selection criteria will include demonstrated need for and potential benefit from
robust broadband by businesses in considered areas, and/or demonstrated
engagement from community-based organizations and other stakeholders to help
drive the adoption and implementation process.
WiFi coverage within 1/8th of a mile of Initiative 4

New Yorkers homes
Promote seamless user experience
across public networks to create
high speed access across the
boroughs
The City will ensure a successful citywide rollout of
LinkNYC network, which will consist of up to 10,000
structures across the five boroughs, offering 24/7 free
Internet access up to gigabit speeds, as well as a range
of other services.
The City will leverage existing public and commercial

wireless networks and corridors and the backbone
created by LinkNYC, with a goal of covering a critical
mass of the Citys public spaces with free Wi-Fi by
2025. Today, there are 1,050 documented public
Example of WiFi coverage in Downtown Brooklyn, DoITT hotspots across the five boroughs; the City will enable
a dramatic increase in this number.
Through these initiatives, the City will support a

seamless user experience across all five boroughs,
leveraging LinkNYC and other wireless hotspots. As a
result of rising usage levels, the potential advertising-
based revenue modelssimilar to the LinkNYC
modelis sure to grow, which will promote the
sustainability of these networks over time.
All networks in public spaces can be woven together

to ensure a seamless user experience that can be
Vision 1 Broadband
accessed by residents and users across all five boroughs. To ensure all networks meet
the benchmarks set by LinkNYC, the City will standardize the speed, security,
interoperability, and price features across networks, and manage the technical
integration between these networks.
Initiative 5
Explore innovative ways to provide high-speed Internet
to homes, businesses, and the public
The City has released a Call for Innovations targeting the needs of underserved
residential and commercial customers, identifying public and private infrastructure
that might be leveraged to meet these needs, and requesting suggestions for
innovative models to provide service to low-income households and startups. These
policy and project proposals will inform City efforts to increase access, affordability,
and adoption.
Finally, the City will conduct research on the latest broadband developments and
trends to help inform the Citys strategy on connectivity.
LinkNYC structure
Vision 2
Vision 2
Our Just and

Equitable City
New York City will have an inclusive, equitable
economy that offers well-paying jobs and
opportunities for all New Yorkers to live with
dignity and security
New York City will

Lift 800,000 New Yorkers out of poverty or
near poverty by 2025
Reduce overall premature mortality by
25 percent by 2040 and dramatically
decrease racial and ethnic disparities
Increase median household income
Vision 2
Goals
Early Childhood
Every child in New York City will be nurtured, will be protected, and will thrive
Integrated Government & Social Services

All New Yorkers will have access to high-quality, conveniently located, community-
based City resources that promote civic engagement and enable them to thrive
Healthy Neighborhoods, Active Living

New Yorkers of all ages will live, work, learn, and play in neighborhoods that
promote an active and healthy lifestyle
Healthcare Access
All New Yorkers will have access to the physical and mental healthcare services that
they need
Criminal Justice Reform

Among large U.S. cities, New York will continue to be the safest and will have the
lowest rate of incarceration, with a criminal justice system that leads the nation in
fairness and efficiency
Vision Zero
New Yorkers will continue to embrace Vision Zero and accept no traffic fatalities on
New York City streets
Vision 2
Nearly half of New York City

residents live in or near poverty
23.6%
Near Poverty
15.8%
Poverty
5.7%
Extreme Poverty
Near poverty defined as below 150 percent poverty threshold;

poverty defined as $31,156 threshold for a family of four;
extreme poverty defined as below 50 percent poverty threshold
45.1%
The CEO Poverty Measure, 2013 Total
nyc.gov/onenyc One New York: The Plan for a Strong and Just City
We will lift 800,000 New
Yorkers out of poverty or
near poverty by 2025
This can be achieved through a broad set of anti-poverty initiatives including raising the
minimum wagea particularly effective tool for reducing poverty and income inequality.
Scheduled and proposed minimum wage

increases and anti-poverty initiatives will help us reach
more than half of our goal
Minimum wage is already scheduled to increase to $9 per hour in January 2016
(phased in from 2013 to 2016)
Governor Cuomo has proposed raising the minimum wage to $11.50 per hour
Early impact of anti-poverty initiatives (detailed below)
We will fight to raise the minimum wage to more than

$13 per hour in 2016, indexed to inflation so it rises to
$15 in 2019
We will not wait. OneNYC anti-poverty initiatives will
continue to move us toward our goal while we push to
secure the right starting wage for New York City
Pre-K for All to provide early education and help parents re-enter the workforce
Educational programs to prepare students for college and career success
Workforce development programs to build skills and find New Yorkers

quality jobs
Better transportation to increase accessibility to work
Healthy environments and access to quality healthcare to help New Yorkers

stay in the workforce
Affordable housing to reduce living costs for a range of households
IDNYCalready issued to more than 100,000 New Yorkersto access

government and community services
Accessible broadband to enable full participation in the citys civic and

economic life
Vision 2
Introduction
To truly achieve our aspirations, New York City must be
a place where all can participate and contribute.
Regardless of background or circumstance, all
residents must be able to fully engage in the
economic, civic, and social life of the region.
Equity is imbued in all the visions of OneNYC. Vision 1 of

this plan, for example, lays out a strategy for an inclusive
workforce that ensures all New Yorkers have the skills
they need to access well-paying jobs; Vision 3 aims to
improve greenhouse gas emissions, air quality, flood-
control, and parks across all the boroughs; and Vision 4
sets out a plan for all of our neighborhoods to be ready to
withstand and emerge stronger from the impacts of
climate change and other 21st century threats.
Soccer game at Brooklyn Equity must inform all of our planning, policymaking, and governing. Through
Bridge Park
this lens we assess who will benefit, who is burdened or needs help, and whether the
actions we undertake broaden the participation of underrepresented groups, reduce
disparities, and expand opportunities for all New Yorkers. Where someone starts
out in life should not determine where they end up. Equal opportunity and the
genuine possibility of upward mobility are our nations signature ideals, and New
York City has long been a place where these ideals can be achieved. Remarkable
stories of extraordinary individuals who beat the odds and achieved their dreams
provide inspiration to new generations of people seeking a better life for themselves
and their families.
But we know there is a gap between our ideals and the real-world experiences of many
New Yorkers. Too often, a persons home address, parents income, race, or other
demographic traits can weigh on his or her life outcomesfrom educational
attainment to future earnings, and even life expectancy. We must change these
underlying odds.
A commitment to reduce poverty

In 2013, 45.1 percent, or 3.7 million, of our residents were living below 150 percent
of the CEO poverty line, meaning they were in poverty or near poverty.
The economic insecurity of people living in or near poverty plays an outsized role in
undermining individual potential, and compounds other challenges. The hungry
student has difficulty focusing in the classroom; poor living conditions produce
health challenges; and financial stresses can lead to depression, which in turn can
affect the wellbeing of a familys children. What might appear to be an issue specific
to education, health, safety, or another concern is often rooted in something more
basic: not having enough money.
Vision 2
Center for Economic A higher minimum wage would be a powerful force in reducing poverty. In his
2015 State of the City address, the Mayor stated the Citys goal to raise the
Opportunity (CEO)
minimum wage to more than $13 per hour in 2016, and to index it so that it is
Poverty Measure expected to rise to $15 per hour by 2019. If this were to happen, and OneNYC
anti-poverty initiatives are implemented, 800,000 New Yorkers would be lifted
The CEO poverty rate is an
alternative, more comprehensive out of poverty or near poverty by 2025. The change would be transformative.
poverty metric than the official,
federal poverty rate. It measures Ensuring all New Yorkers live a long and healthy life
the cost of living in New York City
and the resources available to We are committed to ensuring every New Yorker has the opportunity to live
households after tax and social a long and healthy life. Premature mortalitydeath before the age of 65is closely
policy are taken into account. tied to poverty and a lack of access to critical services.There are significantly more
CEO has developed a variety of premature deaths among certain racial/ethnic groups and in certain neighborhoods.
models that estimate the effects
In 2013, the age-adjusted premature mortality rate per 100,000 deaths was 276.1 for
of taxation, nutritional and
housing assistance, work-related black Non-Hispanic New Yorkers, 188.2 for white Non-Hispanic New Yorkers, 160.3
expenses, and medical out-of-pocket for Hispanic New Yorkers, and 98.5 for Asian New Yorkers.
expenditures on total family
resources and poverty status. As a City, we are committing to reduce the premature mortality rate by 25
The most recent data available is percent by 2040, so as to dramatically decrease disparities among racial/ethnic
from 2013. groups. OneNYC targets causes of premature death such as infant mortality,
1. The poverty threshold for a chronic diseases, gun violence, and traffic fatalities. We will promote the
family of four in 2013 was health, safety, and wellbeing of all of our residents.
$31,156. The threshold to
move out of near poverty, 150
percent of the threshold, was
Premature death by neighborhood
$46,734 for a family of this size Rate per 100,000
2. The most recent CEO poverty

rate for New York City is 21.5 75.6 - 137.8
percent, and the near poverty
137.9 - 171.7
rate is 45.1 percent
171.8 - 226.5
3. As of 2013, the poverty and
226.6 - 367.1
near poverty rate has remained
essentially unchanged since 2011 Unpopulated areas
Concurrent with the publication

of this plan, CEO is releasing
its annual poverty report, this
year covering the period of 2005
through 2013.
See www.nyc.gov/ceo.
DOHMH, Bureau of Vital Statistics
Vision 2
Equity benefits us all

The city benefits from everyones contributions. We all gain when a child discovers a
passion for dance watching his first neighborhood performance; when a middle-
schooler can post to GitHub from her home because of broadband access; when a
high school student receives guidance to apply for financial aid and realizes he can
afford college after all; and when a parent goes to her job confident her toddler is
safe in affordable childcare. City investments can make all of these things
possibleand the future artistic works, entrepreneurial ventures, and productive
workforce these investments create enrich our city and drive it forward.
New York Citys economic and cultural leadership over time wont last if we do not
make progress toward greater equity. Research is beginning to show that inequality
can stymie economic growth. It can also undermine the social cohesion necessary to
create resilient communities. We will all bear the consequences of inequality as our
budgetary and social costs rise in areas such as healthcare and criminal justice. It is
in our shared long-term interest to have a just city.
All New Yorkers deserve a chance to reach their potential, and over the next two
decades, we will work as a city to ensure access to these opportunities. New York
City will persist in its historic legacy as a city for everyone.
Taking action now

While the fight for a higher minimum wage goes on, New York City will not rest.
Dozens of initiatives across all four visions in OneNYC are aimed specifically at
reducing inequality and promoting opportunity. This plan describes the actions the
City will take even as the effort to enact a fair minimum wage continues, and
ultimately succeeds.
18
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residents with the resources needed to fulfill their potential.
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Vision 2
Early Childhood
Goal: Every child in New York City will be
nurtured, will be protected, and will thrive
Overview
The City is determined to close the opportunity gap that exists for young New
Yorkers, starting from the birth of every child. The infant mortality rate (IMR)an
Reduce infant mortality rate indicator of the entire populations health and wellbeingwas the lowest in New
by 20 percent to achieve York City history in 2013, at 4.6 deaths per 1,000 live births. However, despite a
a historic low of 3.7 infant declining rate that is nearly 25 percent below the U.S. average, there are significant,
deaths per 1,000 live births
and in some cases widening, disparities between neighborhoods. According to NYC
citywide by 2040, and
Vital Statistics data, in 2013 infant mortality rates were nearly double in areas with
dramatically decrease the
racial/ethnic disparity very high poverty compared to areas with low poverty (5.2 infant deaths per 1,000
live births vs. 2.8, respectively).
All four-year-olds receive
access to free, full-day, Among racial ethnic groups, the disparity is the starkest between black and white
high-quality pre-kindergar-
babies. The 2013 infant mortality rate for black babies, 8.3 infant deaths per 1,000
ten
live births, was the infant mortality rate for white babies more than 20 years ago.
Among Hispanics, the 2013 infant mortality rate for Puerto Rican babies, 4.8 deaths
per 1,000 live births, was over 1.5 times the rate for white babies, and was the infant
mortality rate for white babies nearly a decade ago. Other Hispanic babies had an
infant mortality rate of 4.3 deaths per 1,000 live births, a little under 1.5 times higher
than the rate among white babies in 2013.
Infant mortality rate
by race/ethnicity To address infant mortality disparities, the City proposes achieving a historic low of
Per 1,000 live births, 2013 3.7 infant deaths per 1,000 live births citywide by 2040 and dramatically decreasing
the racial/ethnic disparity. The City will reach its commitment by targeting key
Black
Non-Hispanic 8.3 neighborhoods with high infant mortality rates and implementing social and
structural supports before, during, and after pregnancy.
Puerto High-quality early childcare and early childhood education lead to improved
Rican 4.8
academic and life outcomes. High-quality pre-kindergarten promotes cognitive and
academic gains that persist into adulthood, reduces involvement with the criminal
Other
Hispanic 4.3 justice system, increases high school graduation rates, and increases college
attendance rates. When a child attends pre-kindergarten, his or her chances of
reaching advanced reading levels by the third gradea critical indicator of future
Asian / Pacific
Islander 3.1 successincreases by 18 percent. Studies have found that students who are
proficient readers by third grade are more likely to graduate high school and enter
college. However, not all families have the chance to provide pre-k for their four-
White
Non-Hispanic
3.0 year-olds. In New York City, such strides have been made. Pre-K for All, launched in
January 2014, has helped bridge this gap for families with four-year-olds.
Vision 2 Early Childhood
Initiative 1
Nurture and protect all infants so they thrive during
their first year of life and beyond
Disparities in the infant mortality rate arise from inequities including, but not
limited to, adverse working and living conditions, inadequate healthcare,
socioeconomic position, and discrimination. Thus, the City proposes a series of
projects that address these root causes of poor pregnancy outcomes and promote
safety in the first year of life in order to reduce the number of infant deaths.
A. Create neighborhood spaces dedicated to advancing womens health
The Department of Health and Mental Hygiene (DOHMH) will explore

enhancing its Neighborhood Health Hubs (described further in goal on Integrated
Government & Social Services) with designated space for womens health
Infant mortality rate by mothers racial/ethnic group and education

Per 1,000 live births, 2013
Less than high school graduate

12
High school graduate

10.2
10 More than high school
8 7.8
7.2
6.4
6
5.3
5.1
4.6
4.3 4.4 4.3
3.9
4 3.5 3.6 3.5
3.2 3.3
3.0
2.0
2
Citywide Non-Hispanic Non-Hispanic Asian & Pacific Puerto Rican Other Hispanic
Black White Islander
promotion. Located in seven low-income, underserved areas, these hubs would

provide access to comprehensive womens health and baby-friendly care, which
would help address infant mortality. Possible features include space for
supportive group work (e.g., parenting support and coaching, smoking cessation),
and exercise studios and equipment. In addition, the space would support healthy
oSe. Sleep a birth outcomes by reducing stress and providing a physical space for women to
Cl pa
aY r breastfeed, rest, exercise, and connect with each other. These structural supports
St
t.
are often missing in communities with poor birth outcomes and high infant
mortality rates.
City programming in these spaces would also provide women with information
Your baby sleeps safest alone
on her back in a crib or bassinet free of toys,
and resources they need to stay healthy before, during, and after pregnancy, and
blankets and pillows.
EvEry yEar about 50 babiEs in nyC diE from a slEEp-rElatEd injury.
offer them the support their young infants need. Some of the DOHMHs key
initiatives to support infants and healthy mothers include breastfeeding and safe
Bill de Blasio
Alcalde
Mary T. Bassett, MD, MPH
Comisionada
To learn more, call 311 or visit nyc.gov Bill

Mayor
de Blasio
Department
Health & Mental
Mary
of Administration
for Childrens
T. Bassett, MD,Services
MPH
and search infant safety
Hygiene
sleep education, cribs for families that cannot afford them, home visitation during
Bill de Blasio Commissioner
Mary T. Bassett, MD, MPH Gladys Carrin, Esq.
Mayor Commissioner Commissioner
Bill de Blasio
Mayor
pregnancy and early childhood, and promotion of womens health, including

Commissioner
Safe Sleep increasing access to contraception to help plan pregnancies.

Campaign
B. Expand the number of baby-friendly hospitals to promote access to
Approximately 80 percent of breastmilk for newborns
all infant deaths due to injury
are related to the infants The Baby-Friendly Hospital Initiative (BFHI) is a global program sponsored by
sleep position and environ- the World Health Organization (WHO) and the United Nations Childrens Fund
ment. The City has launched (UNICEF) to encourage and recognize hospitals and birthing centers that offer an
the Safe Sleep Campaign to optimal level of care for lactation based on the WHO/UNICEF Ten Steps to
make parents and other care-
Successful Breastfeeding for Hospitals.
givers aware of the potentially
fatal risks of sharing a bed
Breastfeeding has been shown to have many health benefits for infants, including
with an infant, and how to
prevent injuries and deaths reducing the risk of ear infections, diarrhea, and pneumonia. Moreover, it helps
associated with other unsafe reduce infant mortality because it helps increase the likelihood of survival for
sleep practices, such as exces- premature infants. Research shows that infants born at facilities that provide
sive bedding, bumpers, and recommended care for lactating mothers and babies, such as those that have
toys in cribs. City hospitals incorporated the WHO/UNICEF Ten Steps to Successful Breastfeeding, are more
and community health centers
likely to initiate breastfeeding, exclusively breastfeed, and continue to do so for
are leading these efforts.
longer periods of time.
Of the 40 maternity facilities in New York City, 17 hospitals and one birthing center
are participating in the New York City Breastfeeding Hospital Collaborative, an
initiative to increase exclusive breastfeeding rates. Of these 18 participating
facilities, three are Baby-Friendly Designated, and seven are in the final phase of
designation. Under this initiative, the City will pursue and encourage physical
interventions in hospitals that will transform newborn nurseries into smaller
observational areas, assuring adequate space for newborns to safely sleep in the
same room with their mothers; establish space for breastfeeding education and
support, including a private place to breastfeed for mothers whose infants are in the
Neonatal Intensive Care Unit; and establish a central place to store infant formula
for mothers who are not exclusively breastfeeding.
Source Name
Initiative 2
Offer free, full-day, high-quality
pre-kindergarten for every four-
year-old to ensure all New York
children have the opportunity to
enter elementary school with a solid
foundation for future success
Pre-K for All is New York Citys truly universal full-day
Children at a New York City public school
pre-kindergarten system. As of December 2013, fewer
than 27 percent of four-year-olds in the city had access
to full-day pre-kindergarten. Launching Pre-K for All
in January 2014, the City committed to ensuring all
four-year-olds whose families are interested in full-day
pre-k could participate in a high-quality program by
the 2015-2016 school year.
In September 2014, the City opened 245 new full-day

sites in all five boroughs. Recognizing the critical role
teachers play in early childhood education, the City
committed to recruiting high-quality pre-k teachers
with early childhood certification, as well as
supporting several hundred teachers in earning their
certification through a partnership with City
University of New York (CUNY). It also trained more
than 6,000 lead teachers, assistants, and
Playground at PS 347 - The American Sign Language and English paraprofessionals. Programs are expected to support
Lower School
all children in gaining the foundation needed to realize
their potential. These programs focus on curriculum,
Full-day pre-kindergarten instruction, and family engagement on the skills and
enrollment knowledge reflected in the comprehensive state pre-k
Number of four-year-olds learning standards, known as the New York State
53,230 Prekindergarten Foundation for the Common Core.
+173% In conjunction with its commitment to offer a high-

quality, full-day pre-k seat to every four-year-old, the
City will continue to focus on developing high-quality
19,500 early childhood programs through teacher recruitment
and training as well as through increased support for
students whose native language is not English, students
with disabilities, and students from high-need areas.
2013-2014 2014-2015
The Center for Economic Opportunity and the
DOE Department of Education are collaborating with Westat,
Metis Associates, and Branch Associates, with supplemental support from the New York
University Institute for Human Development and Social Change, to undertake a
rigorous two-part research study of this work. It will include an evaluation of the
effectiveness of the implementation process and an impact study assessing the
kindergarten readiness of children in pre-k. The research is designed to inform future
years of program delivery as well as lay a foundation for future longer-term research.
Given the research that demonstrates how critical early childhood learning is, the
City will explore the possibility of expanding pre-kindergarten to three-year-olds.
Like Pre-K for All for four-year-olds, this program would help close the opportunity
gap among New York City students and will enable new parents to re-enter the
workforce earlier.
Initiative 3
I am a social worker and Develop a comprehensive plan for high-quality early
my husband is a postal
workerWe do not
childcare
qualify for affordable Childcare is a major expense for working families in New York City. Studies show
childcare, so between that providing increased access to high-quality childcareand lowering the cost of
childcare, afterschool, childcarecan significantly increase mothers employment rates and incomes. It can
rent, and clothes, we also help businesses retain employees and, in turn, provide job stability. However, in
barely have money for 2014, New York was the least affordable state in the nation for childcare, with the
food. I visit the local average price of center-based, infant childcare about 15 percent of the median
pantry at my church to annual state income for married couples, and 54 percent for single mothers.
get help with food. Our
school-age children A 2011 Center for Urban Future (CUF) report found that only one in four low-income
attend public school, but children under the age of six was being served by center-based childcare programs
I pay $1,800 a year for across the five boroughs. In addition, waiting lists for childcare centers in some parts
afterschool for one child, of the city were long, with as many as 40,000 parents in line for childcare services.
$3,000 a summer for day Several city neighborhoods, most notably the South Bronx, northern Manhattan, and
camp, $30,000 in rent, parts of Central Brooklyn, were underserved in subsidized and affordable childcare.
and $18,200 on daycare
for my two-year-old. Currently, the Administration for Childrens Services (ACS) runs the Early Learn
initiative, which provides center-based and family-based early care and education to
Sanaya B., Manhattan
more than 29,000 children from six weeks through four years of age. Early Learn is a
model for early care and education that brings together Head Start, childcare, and
pre-k services, and provides quality early learning opportunities at 350 centers in
the highest need areas.
As part of an effort to expand early-care and education programs, ACS is conducting

a large-scale community needs assessment to better understand the changing needs
of New York City communities. The City will use the findings to develop a plan to
close the gap in access to childcare. In drawing up the plan, the City will consider
subsidies, property and zoning concerns, and economic development initiatives to
increase the availability of group childcare in underserved communities.
TALK
TO YOUR BABY THEIR
BRAIN
DEPENDS
ON IT
ANYTIME. ANYWHERE. #TalkToYourBaby
Talking, reading and singing build your babys brain.
FOR TALKING TIPS Bill de Blasio
search nyc.gov/TalkToYourBaby, or text Talk to 877877

Mayor
Commissioner
Message and data rates may apply. Reply STOP to opt-out. in partnership with the NYC Childrens Cabinet
Talk to Your Baby Campaign

On April 1, 2015, the City launched Talk to Your Baby, which is a campaign to encourage early
childhood language development and establish strong bonds between parents and children.
The campaign promotes talking, reading, and singing to babies to help build their brain.
Children of low-income parents typically hear 30 million fewer words by the time they reach
age four. This word gap persists over time, having a negative impact on their language devel-
opment, school readiness, and academic achievement later in life. By providing parents with
free books and other information and resources, we are providing them with simple tools to
improve the lives of their children. Just like we encouraged thousands of new parents to sign
up for pre-kindergarten, we can get thousands of parents to start talking, reading, and singing
to their babies.These efforts are led by the Childrens Cabinet, the Mayors multi-agency
initiative intended to increase communication and coordination among City agencies and
develop strategies for a holistic approach to child safety and wellbeing.
Vision 2
Integrated Government & Social

Services
Goal: All New Yorkers will have access to high-
quality, conveniently located, community-based
City resources that promote civic engagement
and enable residents to thrive
Overview
New York City is home to a world-class government and non-profit programs that
provide social services, civic engagement opportunities, and resources for improving
residents lives. Participation in these services and civic engagement opportunities,
however, is often inhibited by a variety of barriers, including inaccessible or
inconvenient locations, lack of information, timing constraints, immobility, lack of
language options, and lack of broadband access. In addition, in many cases, people
need help identifying their needs and which services can best help them.
We are working to give New Yorkers the right services at the right times in a
coordinated and integrated manner through both physical and digital approaches.
This involves meeting people where they are in their communitiestheir schools,
health providers, librariesand providing them with a one-stop shop that
addresses their service and information needs. In addition, we need to invest in a
data platform that helps us identify the services that New Yorkers need most.
The City is looking to build on existing successes and work toward establishing
physical hubs, which will provide a cohesive range of social and community services.
Hubs allow access to City government and community information, and civic
engagement opportunities specific to those neighborhoods. We will use existing
government-owned and non-profit-owned real estate to the greatest extent possible
and build on local initiatives.
With the expansion of the Department of Educations (DOE) Community Schools

and the launch of the Department of Health and Mental Hygienes (DOHMH)
Neighborhood Health Hubs, we have already begun to break down service silos.
Vision 2 Integrated Social & Government Services
Initiative 1
Transform schools into Community Schools
Community Schools are an effective model for engaging communities,
delivering services, and improving student performance. The City is
laying the groundwork for expanding the Community Schools initiative,
which began transforming 128 schools in 2014, with the goal of
eventually making every school a Community School.
Students face a number of challenges in the classroom and at home that

impede their ability to succeed academically. The Community Schools
model identifies student needs and connects students with services to
address these needs. The Community Schools whole child, whole
community approach recognizes that, by intervening in this way,
Salom Urea de Henrquez schools can help every student achieve his or her full potential.
Campus School
At Community Schools, students receive high-quality academic
Located in Washington Heights, the Salom instruction, families access social services, and communities are invited to
Urea de Henrquez Campus School is a
share resources and address their common challenges. Community
Community School founded in a partner-
ship between The Childrens Aid Society, Schools establish strong partnerships among principals, parents, teachers,
Community School District 6, local com- and community-based organizations (CBOs). These partnerships offer a
munity-based partners, and the City of New coordinated approach to increasing learning opportunities, student
York. Most students qualify for free school wellness, readiness to learn, personalized instruction, community
lunches, and a large number are English Lan- partnerships, and family engagement. At each Community School, the
guage learners. The school is as a prototype services providedsuch as extended days, school-wide vision and dental
for community schools across the country.
screening, and mental health servicesare tailored to the specific needs of
Working with school staff, an on-site Com- the community in which the school is located.
munity School director coordinates the activ-
ities and services offered to students. These As of spring 2015, 128 Community Schools are already under development.
services include afterschool, holiday, and As a result of this unprecedented commitmentand of the network of
summer programs; medical and preventative Community Schools currently being run by non-profits across the city
health services; and family and community
New York City has become a national leader in the Community Schools
engagement and development opportunities
(such as a family resource room, vocational movement, an educational movement focused on addressing students
and educational training, and Advocacy and diverse needs, empowering parents to be active participants in their childs
leadership opportunities). education, and engaging entire communities around student success.
The school has offered mental health sup- Over the next three years, we will implement a number of key system-
port to students and families in neighboring
building initiatives to strengthen these schools, including developing a
communities after major tragedies such as
9/11, and emergency community support like data framework, engaging parents and communities, building capacity,
water and cooling stations after incidents and fostering collaboration among City agencies. The City has already
such as prolonged blackouts. begun investigating how best to expand the existing Community Schools
Vision 2 Integrated Government & Social Services
network beyond our initial cohort of 128 schools, with the aim of ultimately
transforming every school into a Community School. Given the large number of CBOs
across New York City, there is ample opportunity to expand the network of partners.
The first cohort of Community Schools will provide important information on

strong practices and lessons learned. We will draw on this experience when we
release the next competitive RFP for 100 additional City-supported Community
Schools, which will occur in 2017 or 2018.
Initiative 2
Establish Neighborhood Health Hubs that co-locate
clinical health and mental health services with
social services and City agencies to foster improved
coordination
Community health and service offerings are often fragmented, duplicative, and have
persistent service gaps. Too often, despite an array of services provided by many
dedicated organizations, there has not been the kind of impact needed to
significantly improve population health.
Historical Neighborhood
Health Hub
Thus, the DOHMH will launch Neighborhood Health Hubs, which aim to eliminate
health disparities and promote health equity. These health hubs revitalize a 1920s
idea whereby CBOs, providers of medical and mental health services, and other New
York City government agencies co-locate to provide coordinated services to
neighborhood residents. The aim is to foster cross-sector work that addresses the
root causes of health inequitiessuch as violence, low income, and low educational
attainmentin communities with the greatest burden of disease, while building on
the wealth of existing assets in those neighborhoods.
DOHMH will begin by establishing at least seven Neighborhood Health Hubs in

neighborhoods with high health disparities. The first site is expected to be in East
Harlem. These Neighborhood Health Hubs will be located inside DOHMH District
Health buildings.
Building on this health hub model, additional City agencies are exploring new ways
to co-locate their staffs with one another and with non-profit organizations. Not
every access point to the government needs to be a City office. We will explore ways
to embed staff from agencies in other institutions, including existing non-profits that
already serve as trusted community providers. Staff can provide information and
help residents navigate and enroll in available programs and services, register to
vote, and access other civic services. In conjunction with the multi-service centers,
these access points can reduce the challenges that residents have to get what they
need, when they need it.
Initiative 3
Enhance the digital capabilities of NYC 311 to provide
easier connections to government and community
services and information
We will continue to make it easier for residents to find information, enroll in
programs, and provide feedback to the City online. Today, too much information is
presented by individual agencies, which means residents must know the Citys
organizational structure in order to discover relevant opportunities. We will make it
easier for New Yorkers to search for and find relevant services and opportunities.
This enhanced digital platform will provide the same information available at the
physical hub offices, without residents needing to visit an office to access
information. Some of the tools that help residents discover relevant information and
engage online have already been announced, including LinkNYC, which will offer
up to a gigabit of free wireless in 10,000 locations, and Neighborhoods.nyc, which
will provide domain names for community groups to develop a single neighborhood
digital presence for civic engagement, online organizing, and information sharing.
311 is the single most recognizable and easy-to-access customer service tool for all
New Yorkers. The digital capabilities of 311 will continue to be enhanced to provide
easier connections to services and information and to simplify customer
engagement. Customers will be able to create and manage their own accounts and
relationship with the City and collaborate on content. They will also be able to
unlock access to service requests and access data currently not available in the
existing 311 system. Human Resources Administration (HRA) call centers will be
merged with 311 to provide one-stop shopping for customers with multiple
questions or needs. The expansion of social media and mobile app offerings will
streamline the customer experience.
We will continue to develop other ways to enhance the digital experience of New
York City residents so they can receive services and information in a more efficient
and simple manner.
Initiative 4
IDNYC Expand the Citys internal data
On January 12, 2015, the Mayor launched a integration capacity to help ensure
major municipal identification (ID) initiative,
IDNYC, to ensure every New Yorker has access clients receive the right resources
to the opportunities, security, and peace of and service at the right times
mind that comes with having government-is-
sued photo identification. There is a critical
The challenges faced by social service clients can cut
need for this program because approximately
half of New York City residents age 16 and over
across the purview of different City agencies. Many
do not have a New York State Driver License. times, however, different agencies are unaware that
The IDNYC card is helping more New Yorkers, they are working with the same clients. Technology-
regardless of immigration status, homeless enabled tools can help agencies better support
status, or gender identity, access public- and individuals and families to achieve better results. For
private-sector services, programs, and benefits. example, auto-notifications can alert caseworkers from
The IDNYC card is broadly accepted across the different agencies that they share common clients
city and provides eligibility for City services, entry (subject to privacy protections), which can help them
to City buildings and schools, recognition by City coordinate support. With greater investments in
agencies such as the NYPD, and opportunity to integrated data systems, the City will also be able to
open bank accounts at select financial institutions. better track the results of its programs. By examining
The vision for the IDNYC card is to create a the short- and long-term outcomes of interventions
single card for each New Yorkers wallet. This and services, we will be able to, over time, reallocate
card integrates the various forms of identifi- resources toward the most effective approaches.
cation issued by local government, giving it
dynamic value and expansive functionality. Analytic tools can improve decision-making across a
To supplement the cards value as a form of range of disciplines. In criminal justice, smarter use of
identification, the City has developed a set of
data can not only inform criminal justice processing
key partnerships with libraries, cultural insti-
tutions, and other organizations. Learn more at and programming decisions, but also be used to share
www.nyc.gov/idnyc. data to improve residents health and safety. These
tools are detailed further in the section below on
Criminal Justice Reform.
To advance these and other solutions, the City aims to

enhance its data platforms to be able to personalize and
improve its social services work. By integrating data
about the Citys people, places, and program activities,
the City can conduct more powerful analyses and do a
better job of sharing information among agencies about
both community needs and specific individuals and
families. This enhanced analytic capability will help us
connect residents with the right services when they
need them. It will also help us track the relative impact
of the Citys funding streams and programmatic models
so we can make more evidence-informed decisions
about what works. Our initial scoping work for this
Mayor de Blasio at an IDNYC enrollment center
intelligent service platform will begin this year.
Brooklyn Public Library Central Library Branch
NYC Library Systems

New York Citys three library systems, comprising 210 branches across all five boroughs, offer
free quality services to students, families, job-seekers, seniors, and anyone in need of informa-
tion or assistance as centers of learning and civic engagement. In addition to their important
traditional servicescirculating millions of books and supporting research by students and
scholars alikethe libraries are expanding their roles and working in increasingly close
partnership with the City to support the changing needs of our neighborhoods and residents.
The library systems are assisting new immigrants by providing English Speakers of Other
Languages (ESOL) classes, citizenship education, and support for immigrant small business
owners and entrepreneurs in coordination with the Department of Small Business Services.
The libraries are critical partners for the Department of Education in supporting students
and families through early education services, after school programming, and homework
support. Libraries are also helping us close the digital divide by offering Internet access
in their buildings and lending Wi-Fi hotspots and other mobile devices for families to use
at home. Libraries help strengthen our communities by offering cultural and recreational
neighborhoods, and serving as resident service centers in times of emergency.
The library systems are also critical partners on major citywide initiatives including
IDNYC, Pre-K for All, and OneNYC. Together, we are ensuring that all people have access
to the many resources and opportunities our City has to offer.
Vision 2
Healthy Neighborhoods, Active Living

Goal: New Yorkers of all ages will live, work,
learn, and play in neighborhoods that promote an
active and healthy lifestyle
Overview
The access New Yorkers have to nutritious food and beverages, opportunities for
Increase the average
physical activity, and quality housing play a large role in determining their physical
number of servings of fruits
and vegetables that adult and mental wellbeing and their ability to fulfill their potential. Many New York City
New Yorkers eat per day by neighborhoods have considerable room for improvement in promoting good health
25 percent, from 2.4 to and wellbeing, with large disparities in opportunities for healthy living and health
3 servings, by 2035 outcomes between high-poverty and low-poverty neighborhoods. We will
Increase the percentage
implement several initiatives to ensure all New Yorkers live in neighborhoods and
of adult New Yorkers who housing that promote healthy lives.
meet physical-activity
recommendations from
67 percent to 80 percent
by 2035
Initiative 1
Increase the percentage of Improve food access, affordability, and quality, and
New York City public high encourage a sustainable, resilient food system
school students who report
meeting recommended
Quality food is fundamental to a healthy life. However, the Citys current food
levels of aerobic physical
activity from 19 percent to
system does not allow for equitable access to nutritious food. There are broken links
30 percent by 2035 between food production, sales to distributors and wholesale buyers, and delivery to
consumers that result in inequitable distribution of and access to healthy food.
Decrease asthma emergency
department visits by Moreover, approximately 1.4 million New Yorkers, or one in six, report they are food
children by 25 percent,
insecure, a result of unemployment, poverty, and other household characteristics.
299 per 10,000 to 224 per
10,000, by 2035
Food insecure families may worry that food will run out before they have enough
money to buy more, eat less than they should, or be unable to afford to eat balanced
meals. The availability, quality, and affordability of food affect the quality of New
Yorkers diets. Cardiovascular disease, which is often connected to poor diet, is the
leading cause of death for men and women in New York City.
Increased fruit and vegetable consumption is associated with a decreased risk of

chronic diseases such as hypertension, heart disease, and stroke. Not all New
Yorkers consume the same amount. The 2013 Community Health Survey reported
the lowest levels of consumption were among black and Hispanic New Yorkers,
those with low education levels, and those living in high-poverty neighborhoods.
Our goal is to increase the average number of servings of fruits and vegetables adult
New Yorkers eat every day by 25 percent, from 2.4 to 3 mean servings, in the next
Vision 2 Healthy Neighborhoods, Active Living
Adults eating five or more daily servings of twenty years. The City will undertake a variety of
fruits or vegetables by neighborhood initiatives aimed at promoting access to nutritious,
Percent, 2011-2013 quality food for all New Yorkers, especially those
most in need.
Quartiles
4%-7%
8%-10%
A. Increase the share of regional food in the New
11%-13%
York City food system through investments in the
14%-21%
regional food distribution system
no population
Our region produces high-quality, nutritious foods,
including fruits and vegetables, legumes, meat, and
dairy. Farmers in the region are interested in selling
more products in the New York City market, but face
distribution and other barriers. By investing in the
regional food distribution system, we can increase the
availability of local food for the citys consumers
across the income scale, while also enlarging the
market for local and regional farmers in the city.
Increasing the amount of food from the region has

broader benefits. It will reduce greenhouse gas
DOHMH, Community Healthy Survey
emissions from shipping food from far away, make
our food system more resilient to climate change and other potential disasters,
and create jobs locally and across the region.
To increase access to good quality food produced in the region, the City will work
with the State on the Regional Food Hubs Task Force, which was launched in
March 2015. We will act on its recommendations to increase the amount of
regionally-produced food coming into the city through investments in the food
system. Furthermore, upstate farmland that feeds the city and protects our water
supply is disappearing. We will work with the State to conserve the regions
agricultural land for farming.
B. Expand and improve quality of New York City school food

Make it appealing for
supermarkets to open in The Citys public school system has 1.1 million students, about 75 percent of
high-population areas so whom qualify for free lunch. Providing over 160 million meals a year, the NYC
people can have access to Department of Education (DOE) runs the largest school food-service program in
nutritious foods at the United States. This program has enormous reach and buying power such that
reasonable prices. its potential to transform the eating habits, nutrition, and food security of young
Phyllis G., Manhattan New Yorkers is monumental.
To ensure no public school student goes hungry, and that all are ready to learn, we
will work to increase participation in school meal programs.
Start with our children.
We need to educate We must also improve the lunchroom experience and environment for students.
students about how to To promote participation in meal programs, and healthy choices, we will begin by
foster good mental, renovating 45 middle and high school cafeterias over five years with new
physical, and furniture, paint, and improvements to serving lines.
environmental health.
To improve the quality of food served, the City will continue to increase
Kate G., Manhattan
procurement of sustainable, healthy, and local food and supplies. We will promote
food and environmental education by increasing student engagement with
gardensboth by working to increase the number of school gardens and
facilitating school partnerships with existing gardens. By investing in the quality
of our school food, we will continue to provide nutritious meals to families and
children that need them, and help build healthy eating habits in New Yorkers at a
young age, promoting a lifetime of healthy eating.
C. Ensure all communities have access to fresh food retail options, with a
special focus on traditionally underserved neighborhoods
New Yorkers see significant disparities in their neighborhood food options. A

survey of the food stores in the Crotona-Tremont neighborhood of the Bronx in
2012 found that for every supermarket in the neighborhood, there were four fast
food restaurants and ten bodegas. We have an opportunity to work with the
private sector to improve the food marketplace and access to healthy food for
those in need.
To improve the availability of healthy food in retail settings, we will expand on the
Citys work to attract new supermarkets to underserved neighborhoods and
encourage renovations and upgrades of existing small or independent grocery stores.
We will also work with the private and non-profit sectors to explore innovations
and business growth in food retail, including health- and community-focused
grocery stores, restaurants, and corner stores. Improving the nutritional quality and
affordability of the food available citywide will encourage better health outcomes
for all and will have positive effects on job creation and economic development.
In addition, we will support and expand initiatives to provide fresh food options
to underserved neighborhoods. For example, we will support and expand fresh
food box programs that bring an affordable basket of fresh fruits and vegetables
to community settings such as childcare centers. This means ensuring the
non-profit providers of these programs have the resources they need to be
viable and expand; and that we help community settings get a program like this
to their area. We will work with community

organizations to bring new community-based
farmers markets to underserved neighborhoods.
These initiatives will be complemented by an
annual distribution of in Health Bucksvouchers
that can be used to purchase fresh fruits and
vegetablesto provide additional buying power
for local and fresh foods among low-income
consumers.
D. Support community gardens and urban farms

in select neighborhoods in the city
Urban agriculture plays a small but critical role in

communities underserved by quality, affordable,
New Yorker enjoying locally-grown fresh produce
fresh food. Urban farming provides opportunities
for residents to engage in growing local produce,
Building Healthy Communities educates children about nutrition, and offers
training in food preparation, gardening, and
Building Healthy Communities is a place-based initiative that retailing skills. By offering young people jobs in
recognizes a communitys health is not limited to access to med- the youth markets and providing formal
ical care. Physical health, mental health, and quality of life are
horticulture training for community members,
critical elements for improving social wellbeing. Vibrant public
open spaces are a crucial feature of livable urban neighbor- urban agriculture also provides opportunities for
hoods. Parks, pedestrian plazas, community gardens, and recre- workforce development.
ation centers are essential community resources where people
come together to play, learn, grow food, exercise, and relax. To encourage the growth of the urban farming
sector, the City will support community gardens
Yet many of our most densely populated and highest poverty
in neighborhoods with necessary infrastructure.
neighborhoods have historically been neglected in public
investment in the preservation, rehabilitation, and activation of We will also support these gardens with
open spaces and playgrounds. Many of these same communities assistance in selling produce at farm stands and
continue to report high rates of crime and equally high rates of teaching nutrition and cooking. We will work to
obesity and diabetes. support school gardens, and educate students
about nutrition, gardening, and science.
Over the next three years, Building Healthy Communities aims
to address these inequities and improve community health
outcomes in our neediest neighborhoods by increasing access We will also support larger-scale urban farming
to physical activity and nutritious and affordable food, and pro- ventures, and establish food-producing gardens at
moting public safety in 55 of the citys neighborhoods that were NYCHA sites through its Gardening and
targeted by the Department of Parks and Recreation in its Com- Greening program. We will study additional
munity Parks Initiative. Leveraging the capital investment of the emerging urban agriculture opportunities, such
Community Parks Initiative, Building Healthy Communities will as vertical farming projects, to activate
activate the neighborhood parks and surrounding open spaces,
underutilized light industrial space and offer
including streets, sidewalks, schools, and community gardens
offering physical activity programs, cooking classes, nutrition related community programing.
education, and farmers markets. This initiative supports our
efforts across Vision 2 and Vision 3.
Initiative 2
Create environments that encourage New Yorkers to be
physically active regardless of age
Physical activity is beneficial for overall health and wellness, leading to lower risk of
developing chronic diseases, greater cardiorespiratory fitness, stronger muscles, better
bone strength, and higher self-esteem. Still, 33 percent of all adults and 43 percent of
older adults in New York City fail to meet physical activity recommendations, putting
them at higher risk for heart disease, diabetes, stroke, and falls.
Residents living in poor or predominantly minority neighborhoods are less likely

to have clean, safe, and attractive places to be physically active. Consequently,
physical activity levels are often correlated with income, race, and neighborhood.
In New York City, 37 percent of residents in very high-poverty neighborhoods fail
to meet physical activity recommendations compared to 29 percent in low-poverty
neighborhoods.
A strong body of evidence demonstrates how ones physical environment

influences physical activity. For example, residents in neighborhoods with
Level of physical activity by age

Percent, 2013 Inactive
Insufficiently active
80 Sufficiently active
75
72
70
64
60 57
50
40 38
33
30 27
24
20
10
5
3
1 1
0
18-24 years 25-44 years 45-64 years 64 and over
DOHMH community health survey
recreational facilities are more likely to use them and be more active; and making
stairs accessible and attractive is associated with increased stair use. By increasing
access to physical activity space in and around schools, to commercial and
community recreational facilities, and to accessible stairs, the City will increase
opportunities for physical activity for all New Yorkers. And we will work to reduce
inequities in access to environments that support physical activity by focusing
these efforts on low-income neighborhoods.
A. Increase opportunities for physical activity in and around schools
As children spend about half of their waking hours in school, schools are uniquely
positioned to play a role in improving physical activity levels of students.
To encourage active play at school, the City will explore enhancing existing
school yards by painting colorful ground markings including games, tracks, and
other creative designs. Painted ground markings have been shown to be a low-
cost but effective way to increase physical activity.
Open, accessible, and attractive B. Increase design elements that promote physical activity in buildings
stairs promote stair use. The NYC
Health Departments Riverside
Health Center received a LEED
New Yorkers, on average, spend over 90 percent of their time indoors. As the City
innovation credit entitled Design constructs and renovates buildings, we will take advantage of the opportunities to
for Health through Increased apply Design Guidelines for Healthy Living building elements such as secure
Physical Activity for including
active design features such as the bicycle storage, accessible stairs, indoor and outdoor recreation space for building
enhanced stairs, a physical exer- users, and building exteriors that contribute to making the streetscape welcoming
cise room and bicycle racks, and
shower facilities for staff
for pedestrians. The City will expand the scope of Department of Design and
Construction (DDC) projects to incorporate Design Guidelines for Healthy Living
strategies such as stair improvements, bicycle storage, and fitness rooms.
Further, we aim to improve stair use by supporting legislation that, consistent

with the recommendation of the Green Codes Task Force, requires new buildings
and certain major renovations to include at least one stairway that is easily
accessible and open for use.
We will continue to explore incentives for residential building owners receiving

City financing for new construction and substantial rehabilitation to promote
physical activity through Design Guidelines for Healthy Living. We also support
passing the Department of City Planning Zoning for Quality and Affordability text
amendment, introduced in February 2015, which would remove obsolete
provisions and modernize other zoning provisions to foster diverse and livable
neighborhoods. The text amendment, for example, would allow ground floors to
accommodate more active uses and add interest to the streetscape.
Riverside Health Centers
renovation and exapansion
promotes health
C. Provide opportunities for physical activity in the community for residents

of all abilities
People are more likely to exercise and be active when they have quality, affordable,
and accessible recreational facilities. The City is working to ensure such facilities
are available to all New Yorkers. New York City will build off the success of existing
adult exercise equipment in the City by co-locating universally accessible age-
appropriate adult exercise equipment in or near playgrounds, where feasible.
Beyond this, the City will encourage the creation of community recreation centers and
commercial gyms by exploring the elimination of special permit requirements for gyms
in certain districts and by conducting outreach to gym and recreation center operators.
Furthermore, Parks Without Borders will pursue new and better ways to connect
neighborhoods to the citys parks and make our streets, sidewalks, and other
pedestrian plazas more inviting public spaces (detailed further in Vision 3).
Finally, to ensure New York City active and healthy design initiatives meet the
needs and priorities of the communities we serve, we will conduct community
engagement as part of Department of City Planning (DCP) comprehensive
neighborhood studies, with the goal of creating neighborhoods with access to key
facilities and services and a more vibrant street life.
By integrating opportunities for physical activity into the environments where we live,
work, study, and play, we will make staying active and healthy easier for all New Yorkers.
Initiative 3
Address health hazards in homes
The home environment is critical to the health and wellbeing of people of all ages. When
homes are poorly maintained or not designed to promote safety and health, occupants can
be exposed to a variety of health hazards, such as asthma triggers and fall hazards.
A. Reduce asthma triggers in the home
Asthma affects nearly one million New Yorkers and is the most common chronic
respiratory disease in children. More than one in three children with asthma living
in high poverty neighborhoods are exposed to potential asthma triggers in the home.
Home-based asthma triggers include tobacco smoke, pest infestations, moisture, and
mold, as well as some building materials and products. Housing disrepair, such as
water leaks, cracks, and holes, create housing conditions conducive to pest
infestation and mold growth. Living in pest-free environments is correlated with
children having the ability to fulfill their potential; for children with asthma, specific
Housing asthma triggers by income
40 372.8 400
35 350
35.6
34.7
30 300
R AT E ( P E R 1 0 , 0 0 0 R E S I D E N T S )
25 250
P E R C E N TA G E
176.6 23.6
22.2
20 200
15 16.6 150
107.2
12.1 12.4
10 11.8 11.4 100
9.5
5 6.8 6.9 50
5.8
3.0 3.2
0 0
Low Poverty Medium Poverty High Poverty
NEIGHBORHOOD POVERTY
Homes with cockroaches (%) housing interventions have been shown to be effective in reducing allergens,
Homes with mice or rats in resulting in fewer symptom days, missed school days, and emergency room visits.
building (%) Secondhand smoke is also a powerful asthma trigger, with exposure occurring when
Homes with 3 or more there is a smoker in the household or smoke travels from one apartment to another.
maintenance deficiencies (%)
Adults reporting mold in the New York City will fund a roof replacement program in NYCHA developments
home (%)
which will address the root causes of mold. The City will also implement a joint
Adults reporting second-hand HPD-DOHMH enforcement initiative focused on housing with egregious pest
smoke in the home (%)
infestation. Efforts will target neighborhoods at highest risk for asthma, with
Asthma emergency department building owners required to implement safe pest-control measures using integrated
visits among children 5-17 years
(rate per 10,000) pest management (IPM).
Data obtained from NYC Department of Health

Additionally, we will explore creating strong incentives for building owners receiving
and Mental Hygiene, Environment and Health
Data Portal, March 23, 2015
City financing for new construction or substantial rehabilitation to use IPM, a
http://www.nyc.gov/html/doh/html/ comprehensive and prevention-based approach to pest control, smoke-free policies,
environmental/tracking.shtml
*Neighborhoods are ranked according to the safer building materials/products, and moisture/mold control. Each year, the City
percent of people whose annual income falls
below twice the federal poverty level. Rankings receives applications from affordable housing owners and developers for the
are then divided into 3 approximately equal
groupings of low, medium and high poverty. financing of new construction or the financing of substantial and moderate
Then the median value of the selected indicator
is displayed for each poverty grouping. The
rehabilitation of existing housing, impacting an estimated 16,000 housing units per
median is the exact mid-point of the individual
environment or health indicator values for each
year. These financing moments provide important opportunities to promote the use
neighborhood within a grouping.
of healthy building practices that reduce asthma triggers in the home. By integrating
simple, often low-cost healthy housing measuresinto building design and
construction, renovation, and ongoing operations and maintenance, our buildings will
be healthier places to live.
B. Decrease secondhand smoke exposure in the home
There is no safe level of exposure to secondhand smoke (SHS). Non-smokers exposed

to secondhand smoke in the home have higher risks of asthma attacks, heart disease,
lung cancer, and chronic respiratory disease. Children and the elderly are particularly
affected by SHS exposure in the home because they are more vulnerable to its health
effects, and because they typically spend more time at home.Secondhand smoke
complaints are common, with 40 percent of adult New Yorkers reporting smelling
cigarette smoke in their home that comes from another home or apartment or from
the outside.We are already making strides to dramatically reduce SHS. An
overwhelming majority of non-smokers (81 percent) and most smokers (53 percent)
in New York City do not allow smoking in their homes. And 69 percent of New York
City adults support smoke-free housing. To address secondhand smoke, a primary
driver of unhealthy indoor air quality, the City will work to pass legislation requiring
multi-unit housing to have a smoking policy and to disclose it to residents and
prospective residents. To complement this, we will explore opportunities for the
adoption of other smoke-free housing policies in New York City.
Together, these strategies will work to reduce asthma triggers in the home, which will
decrease the percentage of homes with housing conditions associated with asthma.
C. Reduce housing-related fall hazards for older adults
Falls are the leading cause of injury-related hospitalizations and deaths among
older adults in New York City, causing an average of 17,000 hospitalizations and
nearly 300 deaths each year. Fall-related hospitalization charges total more than
$750 million. There are currently more than one million older adults (age 65 or
older) in the city, and the older adult population is expected to grow by 41 percent
to 1.41 million by 2040, which could dramatically increase the burden of falls and
their associated costs.
Most falls among older adults occur at home. Finding and fixing fall hazards in
the home is effective in lowering both the risk of falls and the rate of falls among
older adults. By 2030, all City contracts for providing home-based services for
older adults will require an assessment for fall hazards, as per the DOHMH
recommendation. In addition, for new construction, the City will promote the
adoption of universal design elements such as grab bars, hand rails, slip-resistant
floors, and lighting that reduces the risks of falls. Similarly, for existing buildings,
the City will provide incentives for in-place retrofits for these measures aimed at
promoting safe home environments and preventing falls among older adults.
By reducing housing-related fall hazards for older adults, we will reduce the
number of falls in the home, keeping our aging population healthy and safe.
Age
Friendly
NYC
Enhancing Our Citys
Livability for Older
New Yorkers
Age Friendly NYC

Soon, older adults in New York City will outnumber school-aged children.To prepare for this
Michael R. Bloomberg demographic shift, the Office of the Mayor, the New York City Council, and the New York
Mayor
Christine C. Quinn Academy of Medicine have partnered to create Age Friendly NYC. Age Friendly NYC is dedi-
City Council Speaker cated to ensuring our older population is healthy, active, and engaged. Initiatives that support
the efforts of Age Friendly NYC include:
Increased mobility through accessible transportation: As further detailed in Vision 1,

the City aims to expand use of yellow and green taxisincluding the growing number of
wheelchair accessible yellows and greensto provide faster and more convenient paratransit
services to New Yorkers with disabilities. Additionally, DOT is planning to install attractive
and durable benches around the city, particularly in areas with high concentrations of se-
niors, to make streets more comfortable for transit riders and pedestrians.
Convenient healthy and nutritious food: The City will explore improved meal- and
grocery-delivery programs that will improve access to seniors and people with dis-
abilities whose limited mobility and fixed incomes make it challenging to purchase
nutritious food.
Vision 2
Healthcare Access
Goal: All New Yorkers will have access to the
physical and mental healthcare services that
they need
Overview
In 2013, nearly one million New York City residents felt they did not receive the
Increase the percentage
medical care they needed in the past year, with residents of the poorest
of adult New Yorkers who
feel they have received the neighborhoods reporting they were receiving the least care. Residents of these
medical care they needed in low-income neighborhoods also bear a greater burden of specific diseases, such as
the past 12 months heart disease, diabetes, and infant deaths, when compared to other neighborhoods.
For example, more than a third of residents of very high-poverty neighborhoods
Increase the percentage of
adult New Yorkers with
have been diagnosed with high blood pressure; by contrast, less than a quarter of
serious psychological residents of low-poverty neighborhoods were diagnosed with high blood pressure.
distress who have received
counseling or taken a pre- Mental health and substance abuse issues affect many New Yorkers. Fifteen percent
scription medication for a of all New Yorkers report having been diagnosed with depression. However, the
mental health problem highest prevalence is in high-poverty neighborhoods. In the poorest New York City
neighborhoods, seven percent of residents experience serious psychological distress
(SPD), compared to three percent in the wealthiest neighborhoods.
To reduce disparities in health outcomes, the City will work to develop a healthcare
delivery system that emphasizes an integrated and patient-centered approach to
care that is delivered in convenient and accessible locations.
Mental and physical healthcare access Medical care

Percentage of NYC residents that received the care that they need
by neighborhood poverty, 2013 Mental health counseling or treatment
100
93%
89% 87% 87%
80
60
62%
59%
55%
40 47%
Medical care is percentage of adult

New Yorkers that feel they received 20
the medical care that they have
needed in the past 12 months
Mental health is percentage of adult
New Yorkers with serious
psychological distress that have
Lowest poverty Medium poverty High poverty Very high poverty
taken a prescription medication for
a mental health problem (wealthiest) (poorest)
Vision 2 Health Care Access
Initiative 1
Ensure all New York City neighborhoods have access to
high-quality essential healthcare services
Over the past decade, far too many New York City communities have lost critical
healthcare services due to the closure of hospitals essential to their wellbeing.
Changes in the science of healthcare delivery and healthcare reimbursement are
realities we have to face. But New York City cannot allow neighborhoods to lack
critical medical services. And we certainly cannot allow the closure of major
hospital facilities that would leave communities without essential healthcare.
For these reasons, Mayor de Blasio called for the creation of several new models in
healthcare, including the Brooklyn Health Authority, to ensure that no community is
De Blasio protests the left without essential care services. The Authoritys role was envisioned as ensuring
layoffs of 500 LICH nurses
and healthcare workers
adequate funding, leading integrated planning, and promoting the new types of
coordinated healthcare service delivery models that protect families and workers
given the shifting healthcare landscape.
There have been major developments since the Mayors initial proposal for the
Authority several years ago. Thanks to the support of the federal government,
Governor Cuomo, and Mayor de Blasio, the $8 billion Medicaid waiver was
approved by the Obama Administration in April 2014. $6.4 billion of this waiver is
explicitly designed to help hospitals across the state restructure their care delivery
models to reflect the most current science and reimbursement structures. New York
Citys hospitals now have the opportunity and resources to make planned, orderly
reforms rather than resorting to the sudden closures that marked the previous
decade, while improving the quality and experience of care across the city.
The implementation of these changes has already significantly altered the healthcare
landscape in New York. New hospital networks called Performing Provider Systems
(PPSs) have developed across the city and pair some of the citys most financially
stressed institutions with those that are more stable. If used properly by the networks,
Medicaid waiver funds can prevent major hospital closures and ensure that every
community in New York City has access to essential healthcare.
The City must remain vigilant however to ensure these one-time funds are used
appropriately and effectively. The City remains steadfast in its commitment that
every community has access to the care it needs. We will fight for critical
healthcare services across the City and not accept the closure of any more
hospitals in Brooklyn or any other communities which would be left without the
medical care we need. This commitment includes investments made by the
New York City Health and Hospitals Corporation (HHC) (see Initiative 2) and the
Citys own initiative to create more than 16 community-based primary care centers
in under-served areas (see Initiative 3). These actions, as well as direct
engagement with the major private health systems in New York City and
NYC Health and Hospitals

Corporation (HHC) coverage
Acute Care Hospital
Community Health Center
Diagnostic Treatment Center
Long Term Care/Nursing Home
Mobile Medical Unit
School Based clinic
continued review and development of new structural mechanisms, such as the

HHC
local Brooklyn Health Authority or other options, will ensure that our city has a
strong healthcare delivery system.
Initiative 2
Transform NYC Health and Hospitals Corporation into a
system anchored by community-based preventive care
New York City Health and Hospitals Corporation (HHC), the nations largest public
healthcare system, serves 1.4 million people every year, approximately one out of six
New Yorkers. HHCs role as the citys largest safety net provider is critical to
ensuring all New Yorkers have access to healthcare regardless of their ability or pay
or documentation status. Close to half a million of HHCs patients are uninsured
and/or undocumented.
In addition to its role in providing care for vulnerable New Yorkers, HHC is well
positioned to lead transformation of the healthcare delivery system in the City because
it offers a comprehensive array of healthcare services. Through its seven regional
healthcare networks, HHC operates 11 acute care hospitals, four long-term care
facilities, six diagnostic and treatment centers, a certified home health program, and
more than 60 community-based health clinics throughout the five boroughs.In
addition, MetroPlus, HHCs wholly-owned health insurance company, takes care of
more than 469,000 New Yorkers annually.HHC also provides emergency and
inpatient services to New York Citys inmate population at City correctional facilities,
and HHC conducts mental health evaluations.
Given the recent shifts in the Citys healthcare landscape, HHC, like the other large
hospital systems, is transforming from a healthcare system focused on delivering
inpatient services to those who are already sick to a model of care that keeps people
healthy throughout their entire lives. This transformation requires HHC to invest in
new models of care coupled with a new infrastructure.
A. Create health access points embedded in communities rather than hospital
campuses
In 2015, HHC is rolling out a primary care expansion aimed at providing care to
100,000 additional patients in under-served neighborhoods across the five boroughs
though a combination of expanded service offerings at existing and new HHC
Gotham Health community clinic locations, including a newly constructed clinic on
Staten Island. In addition, as one of only two PPSs that serve all five boroughs, HHCs
Medicaid waiver projects that increase community-based primary care and
behavioral healthcare will have a significant impact throughout the city. Finally, when
patients seek primary care in hospital emergency rooms, HHC is connecting patients
without primary care providers to settings ensuring continuity of care.
B. Ensure critical hospital services are fully functioning in the face of increased
demand, weather disasters, and aging infrastructure
The Elmhurst emergency room, where patient volume is expected to increase by 20

percent given hospital closings in the catchment area, is in design phase for its
planned renovation and expansion. Significant infrastructure projects underway at
Coney Island, Bellevue, Metropolitan and Coler Goldwater hospitals are designed
to ensure these facilities can continue operating during future weather disasters
(see Vision 4 for more detail). Finally, ongoing infrastructure upgrades at HHC
facilities are essential to meet new regulatory requirements and safety initiatives.
C. Adequately provide healthcare services to New York Citys growing senior

population
A key part of transforming HHCs system is tailoring care to the needs of different
populations to ensure their care is the most appropriate and effective. In

particular, recognizing New York Citys growing senior population, HHC is
including age-appropriate designs in its infrastructure projects. This translates
into exam rooms, diagnostic treatment areas and bathrooms meeting wheelchair
and walker space requirements, and soundproofing of rooms to improve
communication between patient and provider for patients with hearing
impairments. HHC also plans to transform the Seaview Campus on Staten Island,
which currently offers services for seniors, it into a vibrant healthcare destination
site which will meet the ongoing needs of the surrounding community.
By strengthening HHCs infrastructure and adapting to the changes in the

healthcare environment, HHC will continue to be a leader improving the health
of all New Yorkers.
Initiative 3
Expand access to primary care by establishing health
clinics in high-need communities
Healthcare is an essential component of creating and maintaining healthy
communities, and primary care is a key part of this equation. High-quality primary
care provides a medical home for individuals and ensures they get the right care,
in the right setting, by the most appropriate practitioner, and in a manner consistent
with their desires and values. A close partnership between providers and patients
helps patients navigate an increasingly complex healthcare system and strive toward
better health outcomes.
In New York City, there are 26 neighborhoods federally designated as primary-care

shortage areas. Even this measure undercounts the real need, as neighborhoods
must apply for this federal designation.
To address inequalities in access to primary care the City will help create at least 16
health clinics by the end of 2017 in neighborhoods identified by the Community
Healthcare Association of New York State as being in need of additional primary-
care services. Some of these clinics will be based in New York City Department of
Health and Mental Hygiene (DOHMH) Neighborhood Health Hubs (detailed
further in goal on Integrated Government & Social Services), collaborating with
other local organizations to improve health in their communities. Additionally, New
York City HHCs Gotham health network and other federally qualified health
centers will expand to new locations to address the need for primary care.
Initiative 4
Expand access points for mental health and substance
abuse care, including integrating primary care and
Unmet need for behavioral health services
mental health
treatment in Mental health concerns are widespread in New York City. Fifteen percent of New
Yorkers reported having been diagnosed with depression, and 12 percent of the citys
New York City adult population reported receiving some form of counseling or taking prescription
medication for a mental health problem in the past year. In 2013, five percent of the
23 percent of NYC adults
New York City adult population experienced serious psychological distress (SPD),
experiencing serious which is characterized by a range of symptoms commonly present in individuals
psychological distress with mental illness but are not specific to any particular disorder. Mental health
reported not getting the issues are not distributed evenly across the City. New Yorkers with serious mental
medical treatment that illness are overwhelmingly of low- and moderate-income, with 39 percent living
they needed in the past year below the federal poverty line. Mental health concerns are also much more
41 percent of New Yorkers prevalent among those with physical health issues.
with serious mental illness
There is significant unmet need for mental health treatment in the city. Twenty-
reported not getting the med-
three percent of New York City adults experiencing SPD reported they did not get
ical treatment they needed
all the mental health treatment they needed in the past year, as did 41 percent of
56 percent of New Yorkers New Yorkers with serious mental illness. Barriers to receiving necessary mental
with SPD reported not health treatment include language difficulties, stigma, difficulty with navigating the
getting any outpatient men- mental health system, and cost. Immigrant populations may be more likely to
tal health treatment at all experience stigma around mental, emotional, and behavioral (MEB) health and may
be less familiar with their communities health resources. Additionally, the
behavioral healthcare system is fragmented and poorly integrated with the primary
care system.
NYC HHC intends to improve the overall health of New Yorkers with mental health
and substance-abuse diagnoses by scaling two best practice approaches: first,
co-located and integrated substance-abuse and mental health specialty services, and
second, integrated behavioral healthcare in primary care through the integrated
Collaborative Care modela collaborative team of a primary-care providers, care
management staff (e.g., nurses), and psychiatric consultants. Each of the models
requires providers to build deep relationships with community-based organizations,
social-services agencies, and government agencies able to identify patients in need,
engage them, and assist in supporting their treatment.
Initiative 5
Work with New York State in enabling and supporting
the transformation of the healthcare delivery system
The aforementioned initiatives are cornerstones of our vision of all New Yorkers
living fully realized lives. But New York City cant do it alone. As the primary
regulatory entity, the State plays a critical role in shaping who can deliver
healthcare, how and where those services are provided, and how services are paid
for within New York City. The City stands ready to partner with the State to
implement changes to the healthcare system that will ensure high-quality,
coordinated care for all New Yorkers.
A. Integrate patient data across healthcare systems
Since 2009, thousands of healthcare providers have adopted and are using
electronic health records. However, few are connected to systems that enable
sharing of medical and behavioral health information between care settings or
with supportive services organizations. According to the New York eHealth
Collaborative (NYeC), only two percent of clinical practice sites are connected in
New York City and 14 percent across New York State. Furthermore, based on
DOHMHs health information connectivity data, only about five percent of 7,000
primary-care providers listed in its database are connected to a health-
information exchange.
The lack of information-sharing is associated with duplicative testing, delays in

care, and incomplete informationall issues that have resulted in poorer health
outcomes and higher costs to the City and State. A recent study found that up to
32 percent of patient records reviewed had duplicative testing documented. This
fragmentation of healthcare and supportive services affects New Yorkers across
all five boroughs and is especially problematic for people with low health literacy,
limited English-language proficiency, limited mobility, mental or behavioral
health conditions, previous incarceration, or other factors that can make
accessing care more difficult.
A call-to-action is needed to accelerate federal and state programs to integrate

patient information of New Yorkers across healthcare delivery and supportive
systems, as well as across jurisdictional lines. The City stands ready to partner
with the State to implement changes to the healthcare system so all New Yorkers
can receive high-quality, coordinated care.
We have already made strides in this direction. In 2006, the New York State
Department of Health (NYSDOH), in cooperation with healthcare leaders in New
York State, established a public-private partnership to develop and operate the
Statewide Health Information Network of New York (SHIN-NY). SHIN-NY
facilitates the exchange of patient information across health settings anywhere in
the state. Additional effort is still needed to scale up the information exchange
process to as many provider types as possible and incorporate data from related
health and social support services (e.g., social work, community health, school
health).
B. Transform the Medicaid reimbursement methodology
To change the way healthcare works, we need to change the way we pay for
it.Currently, we pay less for preventive care that keeps people healthy and more
for healthcare services when people get sick. In particular, payments for
preventive care, including primary care, and other services delivered in outpatient
settings need to incentivize greater provision of these services. In addition,
services and supports that help keep people healthy, such as telemedicine,
effective health information technology, and care coordination should be paid
appropriately. The City will work with New York State in altering what and how
Medicaid pays for these services.
Vision 2
Criminal Justice Reform

Goal: Among large U.S. cities, New York will
continue to be the safest, and will have the lowest
rate of incarceration, with a criminal justice system
that leads the nation in fairness and efficiency
Decrease the crime rate
Overview
Twenty years ago, no one thought we could control crime. In 1993, there were 1,946
Decrease the average daily
murders and 99,207 burglaries in New York City. In 2013, both of those numbers had
population (ADP) in jail
dropped by more than 80 percent. The city ended 2014 with the lowest murder rate
Decrease the percentage of in the citys history.
domestic violence victims
turned away from shelters Plummeting crime has also meant a shrinking jail population. At the end of 2014, for
the first time in thirty years, Rikers Island had fewer than 10,000 inmates, less than
half of its high-water mark of 21,688 in 1991.
This extraordinary progress is proof we can have both more safety and less
incarceration. And it is one of many things that set New York City apart: while
incarceration climbed seven percent elsewhere in the country between 1996 and 2012,
the city saved billions by reducing crime and unnecessary incarceration.
In the next twenty years, New York City will continue to be a national leader in public
safety. This will mean continuing to strengthen the things we are already doingsuch as
data-driven policingbut it will also mean investing in people and neighborhoods. We
will provide opportunities for individuals to lead productive lives. Cohesive, engaged
neighborhoods are the crime prevention tools of the 21st century. In the next twenty
years, New York City will pursue evidence-driven strategies and sophisticated
technologies to both prevent crime well before it begins and ensure its criminal justice
system is increasingly safe, fair, and effective. And we want to make sure that, of those
populations affected by crimeparticularly victims of domestic violencewe can
provide the support they need when they most need it.
Initiative 1
Reduce crime and unnecessary incarceration
The key to safely reducing the jail population while keeping communities safe is to
reduce crime well before it begins, which leads to both less crime and fewer people
behind bars. To reduce crime and unnecessary incarceration, the City will
implement a set of interlocking strategies to help ensure we are reducing crime in
the most targeted way and using jails and programming wisely and effectively.
Vision 2 Criminal Justice Reform
A. Use advanced technology and integrated data
to accurately and effectively reduce crime
The cornerstone of the Citys crime reduction

efforts is ensuring officers are able, in real time, to
assess the risks and needs of individuals they
encounter on the street, so they can effectively and
accurately exercise discretion. This initiative will
require both sophisticated mobile technology to
access data as well as quality, reliable data.
The City is already working to put in the hands of

every police officer and in every police car a tablet,
Red Hook Community Justice
Center in Brooklyn phablet, or smartphone that can serve as a primary
information source. Access to real-time
information will allow them, while they are out on
Major felony crime the beat, to both identify frequent offenders and
Incidents, 19992014
deliver instantaneous information about crimes
200,000
and other critical missions. For example, the City
46% Decline
has already invested in ShotSpotter technology, a
150,000 gunshot detection tool that triangulates the
location of a gunshot to within 25 meters of where
100,000 the shot was fired. Making this information
immediately available on mobile devices will allow
officers to deploy to a specific location instead of a
202,106
187,181
172,646
156,559
147,669
143,268
136,491
130,093
123,136
119,052
110,828
105,702
105,496
110,099
110,023
50,000
general area, saving resources and increasing the
0 chances that shooters will be caught.
1999
2000
2001
2002
2003
2004
2005
2006
2008
2009
2010
2011
2012
2013
2014
PMMR 2015
This technology will also allow the police to
become better informed when they exercise their
Average daily jail population discretion so that, consistent with public safety,
of inmates in city jails officers know when to make an arrest or issue
Number of inmates, 19992014
summonses. And finally, technology will give them
16,000
better access to information about programming,
35% Decline
so they can more effectively match individuals to
14,000
services.
12,000
10,000
To enhance the quality of data available to first
8,000 responders, the City is building an integrated data
6,000 platform, described in the Integrated Government
4,000 & Social Services goal, that will help facilitate the
17,562
15,530
13,934
14,544
13,751
13,576
13,497
13,987
13,850
13,362
13,049
12,790
12,287
11,827
11,408
2,000 cross-agency coordination of programs and

0 services to accurately match individuals to the
1999
2000
2001
2002
2003
2004
2005
2006
2008
2009
2010
2011
2012
2013
2014
right intervention. The goal is for this integrated

PMMR 2015
platform to connect City agencies, District Attorneys, defenders, courts, and

providers to ensure all agencies that touch the population involved with the
criminal justice system have data and analytics to drive wise decision-making, to
reduce both crime and unnecessary incarceration.
B. Reduce crime through changes to criminal justice facilities that will

promote concepts of fairness and confidence in the law
We will conduct an infrastructure survey of probation, police, and court facilities to

ensure signage and physical design inform individuals of what to expect from the
criminal justice process, provide the ability to voice concerns, and promote better
interaction among the players in the justice system. For example, we will introduce
waiting rooms that can separate victims from their alleged attackers, visiting rooms
that can permit defendants and lawyers to consult meaningfully, and clear access
that would permit corrections officers to escort inmates to court in a timely fashion.
C. Enable crime prevention through environmental design
Crime Prevention Through Environmental Design (CPTED) is an approach to

deterring criminal behavior by altering the physical design of neighborhoods.
Evidence-driven tactics range from the strategic use of parks and public spaces to
designing apartment buildings to maximize the number of residents who can
easily monitor their streets. To promote public safety in high-crime
neighborhoods, New York City will implement CPTED surveys to develop plans
for low- and no-cost changes to buildings, parks, and other features of the built
environment that could reduce crime.
D. Reduce incarceration by examining risk, needs, programming,

and system flow
An effective criminal justice system should have the ability to assess

the level of risk at key system points. We will implement citywide
risk-assessment instruments at arraignment and implement risk-
classification and needs assessments within incarcerative settings.
We will provide effective programming during incarceration and

appropriate services in the community. Physical space in detention
and placement/jails for juveniles and adults will accommodate
cost-effective programming to reduce re-offending. We will ensure
supportive housing for frequent flyers, those who repeatedly
cycle through the criminal justice system.
We will also design incarceration and justice system spaces to affect

behavior and resolve system bottlenecks.
Officer on a T3 transporter
Initiative 2
Build sustained neighborhood engagement to employ
fairness as a crime reduction tool
Smart reforms have made New York City the safest big city in the country. However,
crime and violence disproportionately affect the citys poorest neighborhoods,
where confidence in government is low.
People are more likely to obey the law when they believe those who are enforcing it
have the legitimate authority to do so. The publicconfers legitimacy on those in
positions of authority who treat them with dignity and respect, give them a voice
(even ifthat voice does not carry the day), make decisions that are neutral and fair,
and conveytheir motives as trustworthy. The social cohesion of neighborhoods is
associated with lower crime rates. To translate these well-foundedtheories into
actionable steps that will reduce crime, the City will implement the following
initiatives.
A. Create neighborhood CompStats with residents and City agencies in high-
distress neighborhoods
CompStat, short for COMPlaint STATistics, are the initials given to New York
Police Departments (NYPD) data-driven management tool and are now
internationally known as a label for an accountability mechanism. In the
neighborhoods in which distress is clustered, the City will create a regular
CompStat to identify and solve problems with neighborhood residents. These
CompStats will be supported by data and measured through key metrics. This
data support will include the building of neighborhood-justice mapping centers
that will engage residents and promote cohesion through joint action.
B. Implement a regular citywide method of surveying resident engagement
The City will create a survey system to gauge residents feelings about their
communities. It will be operated online, where ease of use and other incentives
will encourage residents to respond to periodic questions about neighborhood
satisfaction and cohesion. This information will enable the City to track changes
in attitudes and raise resident confidence in government responsiveness.
Initiative 3
Use criminal justice data-driven strategies to improve
decision making and reduce crime and unnecessary
incarceration
Leveraging the citywide integrated data platform, the City will build tools to ensure
agencies that touch the population affected by criminal justice, inside and outside of
Mayoral control, have data and analytics to drive wise decision making to reduce
both crime and unnecessary incarceration. A range of analytic and data strategies
designed to assess decision making at critical points throughout the spectrum of
criminal-justice processes will support this goal.
A. Introduce strategic tools for health and neighborhood safety
Strong communities, with robust networks of programs and services, lay the
groundwork for enduring safety. We will work to make neighborhoods safe
through a set of strategies designed to support crime prevention and reduce
conditions in some of the citys most distressed neighborhoods.
To prevent crime, the City will also build a set of strategic tools designed to
support people with behavioral health needs in chronic care treatment. These
tools will help prevent an individuals contact with the criminal justice system.
B. Build crime-and-incarceration reduction strategic tools
Once an individual is in the justice system, the City will build analytic tools to
ensure fair and appropriate decision making throughout the deploy system. This
will include strategies to reduce case processing times, improved matching of
candidates to diversion programs, alternatives to detention and incarceration
programs, pre-arraignment and pre-trial screening, and reduced warrants through,
among other things, reminder systems for summons appearances.
Initiative 4
Ensure all victims of domestic violence have access to a
shelter and necessary services
Domestic violence accounts for a significant percentage of the crime that occurs in
New York City. In 2014, 40 percent of all felony assaults and 36 percent of all rapes
were related to domestic violence. That same year, domestic violence accounted
for 19 percent of murders. In total, the NYPD responded to 282,648 domestic
violence incidents.
In addition to reducing crime and lowering incarceration, we also aim to provide

services to victims of crime, so they can recover and re-participate fully in the city.
While the City provides many services for victims of domestic violence, too many
domestic violence victims still lack access to the services they need when they need
them. The moment of exit from an abusive relationship is one of the most dangerous
times for victims. In 2014, over 4,100 adults and children who needed emergency
domestic violence shelter were not linked to one, with only 35 percent of single
adults linked to a shelter in comparison with 52 percent overall.
The City must address the need for additional shelter space for any member of a
vulnerable population subject to the threat of domestic violence: single adults,
members of the LGBTQ community, sex-trafficking victims, and others.
Accommodations including longer-term shelter beds must be made for victims with
children. Placement in domestic violence shelters is limited to 180 days, and
therefore, in the implementation of the Citys housing plan, the City will implement
a sustainable plan for domestic violence victims to transition from shelters to
permanent housing.
In key neighborhoods where domestic violence occurs more frequently, the City will
build upon the community-based Family Justice Center model and expand into new
neighborhoods. These centers will be able to provide comprehensive multi-agency
services for domestic-violence victims, close to their homes.
Crime related to domestic violence Murder

Number of incidents Felonious assult
10,000 100
85
NUMBER OF INCIDENTS
75
71
68
56
5,000 50
4,777 5,870 6,781 7,420 8,335

0 0
FY10 FY11 FY12 FY13 FY14
PMMR 2015
Vision 2
Vision Zero
Goal: New Yorkers will continue to embrace
Vision Zero and accept no traffic fatalities on
New York City streets
Overview
Traffic fatalities in the city have fallen significantlyfrom 701 in 1990 to 381 in 2000, to
Reduce the number of
an all-time low of 249 in 2011and New York is internationally recognized as a leading
traffic fatalities to zero
innovator in safe street design. However, approximately 4,000 New Yorkers are still
Reduce the number of seriously injured and more than 250 killed in traffic crashes each year. Vulnerable
serious injuries due to populations are the most affectedbeing struck by a vehicle is the leading cause of
traffic collisions to zero
injury-related death for children under 14, and the second-leading cause for seniors,
who comprise 12 percent of the population but 33 percent of pedestrian fatalities.
In January 2014, the Mayor launched Vision Zero, a bold commitment to improving
street safety in every neighborhood.
Vision Zero contains a robust portfolio of initiatives to make our streets safer,
including expanded enforcement against dangerous moving violations such as
speeding and failing to yield to pedestrians; new street designs and configurations to
improve safety; broad public outreach and education; and a sweeping legislative
agenda to deter dangerous driving. These projects include fifty street-improvement
projects to reengineer intersections and corridors, speed cameras to reduce
speeding in school zones, and upgrades to City fleet vehicles to monitor speeding
and other dangerous driving behaviors. Together, these comprehensive initiatives
are giving New York City control over the safety of our streets.
Vision Zero is already having an impact. 2014 was the safest year in New Yorks
history for pedestrians and one of the safest years for all New Yorkers since record
keeping began in 1910. In 2013, 182 pedestrians lost their lives in traffic crashes,
while in 2014, only 138 pedestrians were fatally injured. Despite this significant
progress, the City recognizes there is more work to be doneand we are committed
to a new set of initiatives to continue this work.
Pedestrian traffic fatalities, 1984-2014
305 246 155 138

1984 1994 2004 2014
Vision 2 Vision Zero
Vision Zero pedestrian safety

priority map, 2009-2013
Priority Areas
Priority Intersections
Priority Corridors
Highways
Department of Transportation Major Streets
Initiative 1
Continue implementation of the Vision Zero Action Plan
Pedestrian The City will continue to execute and build on the portfolio of initiatives developed
traffic fatalities in the 2014 Action Plan, focusing on pedestrian safety, bicycle access, truck safety,
and improvements to priority areas citywide.
2009-2013
Queens Boulevard Bike lanes are a fundamental aspect of the Vision Zero strategy to increase safety.
55 pedestrians killed or Well-designed bike facilities protect bicyclists, reduce excessive speeding, organize
seriously injured traffic flow, and shorten crossing distances for pedestrians. And when bicycling feels
safer, people are more likely to choose it as a transportation option. Therefore, the
4th Avenue
Department of Transportation (DOT) will work closely with communities around
60 pedestrians killed or
seriously injured the city to expand a bicycle network that improves safety for all road users,
including installing at least five miles of protected bicycle lanes annually. This
Atlantic Avenue supports our efforts to develop a multi-modal transportation system, further laid out
64 pedestrians killed or
in Vision 3.
seriously injured
Grand Concourse Turning trucks pose a significant safety risk to pedestrians in crosswalks, so the City
70 pedestrians killed or will launch a pilot program to test the effectiveness of truck side guards. Side guards
seriously injured are protective additions to vehicles that reduce the likelihood that pedestrians and
cyclists will suffer severe injuries when struck by a turning truck. Department of
Citywide Administrative Services (DCAS) will install truck side guards in more than
200 units within the City fleetthe largest side-guard program in the nation. If the
initial rollout is a success, every new City truck will be designed to include them.
Initiative 2
Use Borough Pedestrian Safety Action Plans to guide
future engineering projects and enforcement priorities
In an effort to drive down traffic fatalities, DOT and NYPD developed a set of five
plans, each of which analyzes the unique conditions of one New York City borough
and recommends actions to address the boroughs specific challenges to pedestrian
safety. Each Borough Plan was shaped by a comprehensive community outreach
process that included 28 workshops and 10,000 comments to the Vision Zero input
map. Community input was combined with cutting-edge crash-data analysis and
used to identify the predominant traffic safety issues at priority corridors,
intersections, and areas of the citythe most crash-prone locations. This broad,
participatory, data-driven process ensures an equitable approach to prioritizing
safety projects. Each year through 2017, DOT will complete fifty Vision Zero safety
projects at the priority corridors, intersections, and areas identified in the Borough
Plans. These improvements will simplify complex intersections, discourage
Vision Zero effort on excessive vehicle speeds, add bicycle lanes, make pedestrians and cyclists more
Eastern Parkway visible, increase accessibility, and shorten pedestrian crossing distances.
To give pedestrians a head start while walking across the street and reduce
conflicts with turning vehicles, DOT will expand exclusive pedestrian crossing time
on all Priority Corridors by the end of 2017. Leading pedestrian intervals (LPIs) are a
signal-timing treatment that provides pedestrian-only walk time before vehicles,
including turning vehicles, receive the green light. They are a proven method of
reducing pedestrian-vehicle incidents at high-pedestrian crash locations.
Initiative 3
Residents at Queens Blvd. safety
workshop in January 2015 Transform dangerous arterial roads into Vision Zero
Great Streets
Many of the corridors with the highest rates of fatal and severe-injury pedestrian
crashes per mile are wide roads that divide our neighborhoods and communities but
Queens Boulevard have the potential to serve as connectorsincluding Queens Boulevard, 4th Avenue in
Redesign Brooklyn, Atlantic Avenue in East New York, and the Grand Concourse in the Bronx.
The Vision Zero Great Streets The Vision Zero Great Streets program will rethink and redesign these major
funding includes $100 million
corridors in order to prevent serious crashes, enhance mobility, increase
for improving segments of
Queens Boulevard, a 7.2 mile,
accessibility, and bolster neighborhood vitality. This comprehensive overhaul
complex, multi-roadway provides opportunities for improving safety such as shortening of pedestrian
corridor that cuts across more crossing distances through curb extensions and widened medians, physically
than half the borough. The separated bike lanes, and the addition of amenities such as benches and landscaping.
long crossing distances, high
traffic speeds, and highway-like Great Streets capital projects will be fast-tracked in order to allow a permanent
urban design have contribut- build-out of street improvements initially made with temporary materials. Capital
ed to historically high crash
construction projects are complex and develop over multiple years because of the
rates. In January 2015, the
extensive coordination and collaboration between DOT, DDC, and a host of other
DOT, NYPD, and one hundred
residents, merchants, and other City agencies, utility companies, and the community. Each of these corridors
stakeholders participated in presents special challenges because of high pedestrian volumes, heavy car, bus, and
the first Queens Boulevard truck traffic, and the presence of subways underneath the road or elevated
design workshop to identify structures overhead. Under Vision Zero Great Streets, painted medians and
safety solutions. The direction temporary bollards will be built out in permanent materials faster, and New Yorkers
from the community was clear:
will begin to see construction of expanded pedestrian space, beautified medians
calmed service roads, im-
proved crossings, the addition
with trees, and physically separated bike paths on major streets by 2017.
of a protected bike lane, and
beautification. DOT intends
to design and implement
fast-track design solutions this
year, and simultaneously begin
planning for the long-term
capital-funded changes needed
to permanently remake Queens
Boulevards image.
Vision 3
Vision 3
Our Sustainable
City
New York City will be the most sustainable big
city in the world and a global leader in the fight
against climate change
New York City will

Reduce the citys greenhouse gas
emissions by 80 percent by 2050 relative to
2005 levels
Reduce waste disposal by 90 percent by
2030 relative to 2005 levels
Reduce risks of stormwater flooding in
most affected communities
Vision 3
Goals
80 x 50
New York Citys greenhouse gas emissions will be 80 percent lower by 2050 than in 2005
Zero Waste
New York City will send zero waste to landfills by 2030
Air Quality
New York City will have the best air quality among all large U.S. cities by 2030
Brownfields
New York City will clean up contaminated land to address disproportionately high
exposures in low-income communities and convert land to safe and beneficial use
Water Management
New York City will mitigate neighborhood flooding and offer high-quality
water services
Parks & Natural Resources

All New Yorkers will benefit from useful, accessible, and beautiful open spaces
Vision 3
Introduction
Invest even more in the Sustainability means the activities we undertake today will not compromise
public realm. These are the present generations or future generations ability to meet their own
the common spaces needs. It is grounded in the recognition that people, economic development, and the
where we come together environment are interconnected, and for any to thrive, all must thrive together. A
as people and as proud sustainable city is connected by transportation systems that move people and goods
New Yorkers from all to their destinations in a way that is both affordable and minimizes air pollution and
over. We need powerful greenhouse gas emissions. In a sustainable city, the air is breathable and the water
public design that drinkable. Waterways are clean and healthy food is available in any neighborhood.
inspires, sustains, and The power system is efficient and dependable, meeting the demands of an
catalyzes community expanding population without the greenhouse gas emissions that contribute to
vibrancy. climate change. Buildings provide healthy environments, and are well designed for
Jeff B., Manhattan
comfort and minimal energy costs. The small amount of solid waste generated is
recycled, composted, and/or turned into energy without affecting air quality.
Contaminated land from our industrial history is cleaned up to create housing,
parks, and opportunities for new jobs. Parks offer spaces for children to play in and
adults to walk around, trees provide shade and absorb carbon emissions, and are a
refuge from the clanging and concrete. To become the most sustainable big city in
the world, we have to be conscientious of the resources we consume and the
structures we build. We have to innovate, because our density and island status
create special conditions. And we must remember that what we do now will have
lasting effects for generations. To become the most sustainable big city, we must
all do our part today, for the sake of the future.
Across the globe, greenhouse gas emissions are growing at an unprecedented rate,
causing a rise in average global temperature and changes to climate patterns. In
order to limit temperature increases this century to just 2C and to avert the worst
effects of climate change, as called for in the United Nations Framework
Convention on Climate Change, we will need a 50 percent reduction in global
emissions by mid-centuryand up to an 80 percent reduction in developed
countries. New York City has signed on to meet this goal.
Cities must play a leading role in addressing the problem as more than half the
worlds population now lives in urban areas, with cities generating the majority of
the worlds emissions. Many cities, especially those concentrated in coastal zones
that face increasing threats of rising sea levels, have recognized the urgency to act
now to reduce emissions, regardless of national or regional climate policies.
We can take pride in the progress made to date toward our sustainability goals.
In a very short span since the end of the last century, we have already shaped New
York City to be a model for the 21st century. Our city has its cleanest air in the last 50
years, and greenhouse gas emissions have dropped 19 percent from 2005 levels. We
Gowanus Canal are but a few plantings away from the goal of a million new trees. Over 475
brownfield properties are being cleaned up and readied for new development, which
is expected to bring 3,850 units of affordable housing. Our harbor is now the cleanest
Vision 3
The city needs to work it has been in the last century. More than 500 miles of sewers have been constructed,
on ways to get businesses or rebuilt, and we are activating a third city water tunnel to provide critical
to use clean energy and to infrastructure redundancy to our water supply and the opportunity to repair older
clean up the air and tunnels. Much of this work has stemmed from the emphasis on sustainability
water... The city should embedded in past PlaNYCs, and was enhanced by the initiatives developed since
also look at incentivizing 2014. New York City has firmly established itself among the community of global
building owners to build urban leaders in sustainability. We share this leadership with the most progressive
green and maintain green capitals of commerce and culture in the world, but there remains much more to be
roofs, and find ways to done if we are to stake our claim as the most sustainable big city in the world.
cut down on using energy
that comes from non- As New York City continues to grow, meeting sustainability objectives will become
renewable sources. more challenging. We are consuming more goods and resources, and consequently
risk generating more waste and pollution. Our businesses and lifestyles, the engines
Michael G., Bronx of our economy and the products of our creativity, also require increasing amounts
of energy, most of which is still derived from carbon-intensive fossil fuels.
Continuing combustion of fossil fuels compromises our air quality goalsadversely
affecting vulnerable populations and neighborhoodsand our ability to reduce our
emission of greenhouse gases that result in global climate change. New sites to
develop are becoming increasingly scarce, and the basic services needed to support a
city, from water to power to sanitation to transportation, are becoming increasingly
strained under the weight of a growing population and aging infrastructure. We
must figure out how all New Yorkers can sustainably and affordably live in clean,
healthy environments. In building on the good work of our predecessors, we must
enlarge the scale of our efforts to match the boldness of our ambitions.
Jamaica Bay Wildlife Refuge Materials Recovery Facility at Solar panels at the Port Richmond
South Brooklyn Marine Terminal Waste Water Treatment Plant
Vision 3
Environmental Justice
We recognize that equity and environmental conditions are inexorably linked.
Environmental hazards translate into poor health, loss of wages, and dimin-
ished quality of life, particularly for residents of low-income communities that
have historically been burdened with a disproportionate share of environmen-
tal risk.
OneNYC addresses the sources of disparities in health outcomes such as asth-

ma and cardiovascular disease, as well as the environmental impediments to
economic opportunity and neighborhood stability. It calls for a more equitable
and targeted approach to a broad variety of City services, such as solid waste
and stormwater management, tending our open spaces, and environmental
remediation. Through OneNYC, we are committed to:
Improving air quality in vulnerable communities through reduced and

diverted truck trips resulting from implementation of Zero Waste, increased
barging of waste under the Solid Waste Management Plan, and a freight
strategy to shift the movement of goods to rail and water transport. Air pol-
lutant emissions will also be reduced through the accelerated conversions of
boilers in buildings and the targeted expansion of mass transit and pedestri-
an and bicycle networks. (Visions 1 and 3)
Addressing indoor health hazards in homes through initiatives such as New

York City Housing Authority (NYCHA) mold remediation. (Vision 2)
Improving parks that have received little capital investment and are located
in areas of high need, based on higher-than-average poverty, density, and
population growth. (Vision 3)
Advancing an aggressive and participatory brownfields redevelopment

program that protects human health for those living in close proximity while
creating new opportunities for affordable housing development and job
creation. (Vision 3)
Reducing flooding in Southeast Queens and other highly affected neigh-

borhoods through a combination of grey and green infrastructure as well as
other water management services. (Vision 3)
Developing new mentorship and job training programs to ensure that the
citys workforce benefits from and contributes to the Citys efforts to miti-
gate climate change and build a more resilient city. (Vision 1)
Finally, it is imperative that we empower communities through public dissem-

ination of data
and the creation of venues for participatory planning. We need the help of
community stakeholders to identify at-risk populations, toxic hot spots,
research gaps, and effective implementation strategies. Only through the joint
deployment of scientific expertise and local knowledge will we achieve clean,
healthy, livable, and sustainable communities across the city.
18
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HUNTS POINT
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Vision 3
80 x 50
Goal: The New York Citys greenhouse gas
emissions will be 80 percent lower by 2050 than
in 2005
Overview
INDICATORS + TARGETS Climate change is an existential threat to humanity. New York City, a city built primarily on
islands and with 520 miles of shoreline, is particularly vulnerable to the effects of climate
Reduce the citys green-
change in a number of ways. Rising sea levels, extreme storms, and heat waves are a few of the
house gas emissions by
80% by 2050 relative to perils it faces. To combat these threats, the City is employing two strategies. First, we must
2005 levels reduce our own greenhouse gas (GHG) emissions, and second, we must adapt so that our
neighborhoods, economy, and public services are ready to withstand, and emerge stronger
from, the impacts of climate change. Here, we discuss how we will approach the first strategy:
the reduction of our own emissions. The second strategy is addressed under Vision 4.
In September 2014, New York City committed to the goal of achieving an 80 percent
reduction in GHG emissions from 2005 levels by 2050 (80 x 50). The citys emissions
have already dropped 19 percent, nearly two-thirds of the way toward an intermediary
goal of reducing GHG emissions 30 percent by 2030. The majority of the GHG
reductions achieved to date were the result of replacing coal and oil with natural gas for
electricity generation, as well as other improvements to utility operations. These specific
strategies cannot be replicated, and future reductions will be more challenging.
Every year, the City undertakes an inventory to monitor citywide GHG emissions.
Nearly three-quarters of New York Citys GHG emissions are attributable to energy used
in our buildings and how they are operated. Vehicles and emissions from decomposing
solid waste make up the balance. By contrast, the national average has a far larger
proportion attributable to vehicles. As a result, the Citys focus to-date has been on
buildings and energy efficiencyand we are committed to leading the way.
However, the entire burden of reducing GHG emissions cannot be borne only by the owners
and occupants of our buildings. The power they are receiving should be less carbon-
intensive. Significant emissions reductions have already been achieved by increasing the
share of natural gas in the citys power mix. Nuclear power, which emits minimal GHGs, is
also a large part of the citys energy portfolio, representing 30 percent of the citys power
supply. Subtracting nuclear energy from our supply would raise issues of sourcing
alternatives low-carbon energy, reliability, and cost. Beyond that, only a small fraction of the
power the city receives comes from renewable sources of energy. Fragmented approval
chains combined with limited knowledge about available resources and grid infrastructure
stymie promising alternatives, such as geothermal and solar installations. Power regulators
and others are looking at what a carbon-minimal future requires and what we need to do to
get there, recognizing the difficulties of the status quo, including costs. Offshore wind,
microgrids, and distributed energy generation can work here as they do in other cities, but
Vision 3 80 x 50
the roadblocks need to be removed. Renewable energy sources must account for a
significant proportion of the citys energy mix.
To reach 80 x 50, over 43 million metric tons of carbon dioxide-equivalent (CO2e) emissions
reductions relative to business-as-usual trends will need to come from cleaner power
generation, fossil-fuel-free modes of transportation, reducing solid waste, as well as
improvements to the energy efficiency of buildings across New York City. By 2050, we must
reduce nine million metric tons from power production, seven million metric tons from
personal and commercial vehicles, two million metric tons from the disposal of solid waste,
and the remaining 25 million metric tons from energy used in buildings. These numbers are
the current estimated thresholds necessary to meet 80 x 50, but may change over time with
technological advances, increased resources, and other factors.
Focusing on all four key sectorsbuildings, power, transportation, and solid waste
will get us to 80 x 50. We will continue implementing existing GHG-reduction initiatives
identified in former PlaNYCs, and in One City: Built to Last, the Citys blueprint to address
emissions from the building sector.
New York City will substantially reduce emissions from electricity generation,
transportation, and solid-waste management by 2025. The initiatives announced in this
plan are a down payment on our efforts to dramatically reduce greenhouse gas emissions.
In the next year, the City will develop a 2025 action plan of additional initiatives for each of
these three sectors to set our power, transportation, and solid waste systems on a path to
80 x 50.
Pathway for reductions in citywide

greenhouse gas emissions
to 80 x 50
Source: NYC MOS
Vision 3 80 x 50
CANNONSVILLE Initiative 1
RESERVOIR HYDRO-
ELECTRIC FACILITY Develop near-term local actions and long-term regional
The New York City Department strategies to reduce greenhouse gas emissions from the
of Environmental Protection
(DEP) will develop a new hy- power sector
droelectric facility at the Citys
Cannonsville Reservoir, located in The power sector has become significantly cleaner in recent years, but a
Delaware County. The 14-mega- fundamental reconfiguration is required to achieve a deep reduction in GHG
watt facility will advance New
emissions and move toward the 80 x 50 goal.
York Citys goal of developing
affordable, clean, and renewable
While a low carbon power sector is technically feasible, many hurdles remain. Much
energy supplies that support
economic growth, while reducing of our current energy supply and the barriers to cleaner generation lie beyond the
the citys overall carbon footprint. geographic boundaries of the city. Therefore, our 80 x 50 plan will be based on a
By capturing the natural force of regional strategy. We will partner with other municipalities, utilities, transmission
the millions of gallons of water owners, generators, and energy services companies, as well as State and Federal
released from Cannonsville Res-
regulators, in order to achieve significant GHG reductions.
ervoir each year, the hydroelectric
facility will generate enough
electricity to power roughly Supporting Initiatives
6,000 homes while avoiding the A. Remove barriers to more efficient power generation and increased
emission of 25,620 metric tons of renewable power production
greenhouse gases each yearthe
equivalent of carbon sequestered In-city power generation facilities are aging76 percent of the facilities are over 40 years
by 21,000 acres of U.S. forests
old. Replacing older generators represents a significant opportunity to increase efficiency,
in one year. The Federal Energy
Regulatory Commission recently
reduce GHG emissions, improve air quality, and maintain high levels of reliability and
issued a license to DEP to build a resiliency. However, current market rules do not value such externalities. We must work
hydroelectric facility at Cannons- with the New York Independent System Operator (NYISO, manager of the bulk power
ville Reservoir. The facility will be system), regulators, and suppliers to change the market rules to value these benefits and
comprised of four hydroelectric provide incentives for newer, cleaner generators. The City will work with other market
turbines generating an estimated
participants, NYISO, and State and Federal regulators to eliminate the barriers to entry
42,280 megawatt hours of elec-
tricity each year, situated inside that now exist.
a 9,000 square foot powerhouse.
Constructing and operating the B. Support the development of renewable power resources
facility will also have a positive
impact in the Delaware water- Currently, most renewable resources require financial assistance to address high
shed that surrounds Cannonsville upfront costs. Such funding is available at the state level. For example, it is estimated
Reservoir, creating approximately that the Renewable Portfolio Standard, administered by the New York State Energy
60 construction jobs and as many
Research and Development Authority, could have an economic potential to support
as five full-time green jobs for
those who will operate the plant.
3,348 megawatts (MW) of new renewable generation by 2020, and 15,594 MW by 2030.
The facility will help hold down If this potential is realized, the state would achieve annual GHG reductions of 2.33
electricity costs upstate and million metric tons by 2020, and 13.51 million metric tons by 2030. Funding is also
displace an equivalent amount available through the Regional Greenhouse Gas Initiative, which sets a regional carbon
of generation from higher-cost, dioxide (CO2) cap for the power sector and sells CO2 allowances to power generation
fossil-fuel-fired sources. Such
facilities in participating states. The revenue is used to support cleaner fuel, renewable
displacement not only reduces
the emission of pollutants from energy, and energy efficiency-related initiatives. RGGI funds have been used to invest in
burning fossil fuels, but also tends new equipment that will generate approximately 7.3 million fewer metric tons of CO2
to reduce the overall wholesale over the its useful life. We must work with the State to ensure these and future funds are
market price of energy. fully used to support renewable and energy efficiency programs.
Vision 3 80 x 50
NEW YORK STATE PUBLIC SERVICE C. Increase the share of wind power in the Citys power mix
COMMISSION REFORMING THE ENERGY
VISION PROCESS Wind power is a well-established renewable power technology
but it only represents a small fraction of the Citys mix. The
Over the past two decades, the technology used to produce
City will work to increase the amount of wind power supplied
and provide electricity to customers has changed signifigant-
ly. We are at the beginning of a new era with more power
from the region. It will also work closely with key stakeholders
options for customers than ever before. The New York State to enhance the viability of large-scale wind projects by
Public Service Commission is at the forefront of develop- increasing demand, lowering costs to meet market electricity
ing the regulatory paradigm for the future of the electric prices, and advocating for financial assistance. Key efforts
power industry through the Reforming the Energy Vision include developing a regional commitment to a pipeline of
(REV) initiative. REV aims to reorient both the electric projects to develop economies of scale and attract more
power industry and the utility ratemaking paradigm toward
interest from developers; ensuring wind power will be sold
a consumer-centered approach that harnesses technology
and markets. The process promotes efficient use of energy;
under long-term contracts, and working with regulators to
deeper market penetration of renewable energy resources; change market entry rules to reduce risks and financing costs;
wider deployment of distributed energy resources such as identifying port facilities and other locations for assembly and
micro-grids, on-site power supplies, and storage; and the use construction staging sites; assessing the availability of
of advanced energy management products. We are actively interconnection points; and adopting local zoning or other
participating in REV through filings and committees. means to streamline and support these projects.
Utility Scale
Conventional Power
Electricity Delivery System Generation
Renewables
The bulk of New York Citys power comes from

Area
large conventional power plants running on Substation
Natural Gas Wind Power
natural gas, nuclear power, or fuel oil. However Nuclear Transmission Transmission
Fuel Oil
to achieve 80 x 50 the City will need to increase
its reliance on utility scale renewable power
sources.
Power produced in large, centralized plants is

transmitted through high voltage transmission
lines. To ensure smooth integration of a grow- Distribution Underground and
ing share of renewable energy, the transmis- Network Overhead
sion system must be maintained and enhanced.

Substations convert electricity to lower voltage
before distribution to consumers.
CHP Solar
Apartment House Panel School
Distributed generation, such as from com-
bined heat and power (CHP) or solar installa- Solar
Panel
tions, also plays an important role in reducing
Solar
GHG emissions. These are located closer to Panel
Residential and Light
Hospital
customers thereby reducing transmission and CHP Commercial Customers
distribution losses.
Finally, by increasing the use of smart grid

technologies, such as automated demand Commercial CHP
Financial
response and smart meters, consumers can
reduce both peak and total demand. Consumers
Vision 3 80 x 50
D. Adopt smart grid technologies and reduce transmission bottlenecks
Bottlenecks in the transmission system from energy generated in western and northern
New York to the east and south to the lower Hudson Valley and New York City restrict
the ability of the city to rely on renewable energy generated in other parts of the state.
The City will work with its neighbors and State agencies to develop solutions to
transmission bottlenecks through transmission modernization, new facilities, and smart
transmission technology.
North River Wastewater
Treatment Plant Combined
Heat and Power Facility Smart grid technologies can also enable greater integration of distributed generation
technologies and allows consumers to better manage consumption, helping to reduce
DECENTRALIZED both peak and total energy loads. The City supports the development of a comprehensive
ENERGY IN LONDON strategy to deploy smart grid technologies. This is consistent with the New York State
Public Service Commissions efforts to develop a new vision for the regions power grid.
Decentralized Energy (DE)
is a core component of the E. Expand decentralized power production
Londons Climate Change Mit-
igation and Energy Strategy to Decentralized and district-scale clean energy also have a role to play in meeting our 80 x
reduce carbon emissions. Like
50 goal. On-site power generation across a network of decentralized systems, such as CHP
New York City, London is com-
mitted to reducing emissions systems and community-shared solar photovoltaic (PV) systems can reduce losses
by 80 percent by 2050. London associated with transmission and distribution, increase efficiency, and enable a more
defines decentralized energy as resilient power system. Through One City: Built to Last, the City committed to supporting
the local generation of electric- community-shared solar PV projects. These installations would use net-metering to bring
ity and the recovery of surplus solar power to new neighborhoods and allow homes and businesses to feed unused
heat for such purposes as build- energy back into the grid.
ing space heating and domestic
hot water production.
Additionally, the City will leverage direct capital investment, power purchase agreements,
Londons goal is to use DE to and emergent solar deployment models to attain the most cost-effective and comprehensive
develop a more sustainable, clean energy strategy. As the market develops and available incentives for solar and clean
secure, and cost-effective energy shift, the City will adjust its approach to assess and pursue the most desirable
energy supply, with a target of pathways to increasing cost-effective low carbon energy throughout its operations.
delivering a quarter of Londons
energy through DE by 2025.
F. Achieve net-zero energy at in-city wastewater treatment plants by 2050
This commitment emerged
from a decentralized energy
Emissions from the water and wastewater system are responsible for nearly 20 percent of
master-planning exercise across
London. The target will be City government emissions and wastewater treatment accounts for 90 percent of that.
met through a combination of The City will work to dramatically reduce these emissions with an aim of net-zero energy
energy-efficiency measures, consumption at in-city wastewater treatment plants by 2050. Improving the efficiency of
micro-generation renewable wastewater treatment, increasing the production of biogas, and capturing and beneficially
energy systems, and the use of using all biogas as a renewable energy source will significantly reduce carbon emissions
CHP linked to heat networks.
associated with flaring, as well as offset emissions from energy generated from traditional
Heat generated as a by-product
of electricity generation will be
fossil-fuel sources. Over the next decade, the City will achieve further reductions in energy
pumped into buildings, either consumption across all of the wastewater treatment plants by decreasing demand,
as hot water or steam. Biomass increasing on-site power generation, recovering and reusing biogas, and undertaking
is also a potential energy source. co-digestion of organic wastes.
Vision 3 80 x 50
Cogeneration at In-City Wastewater

Treatment Plants
North River cogeneration offers a tremendous opportunity to
meet all of these needs with a single solution. It
Design is underway to install a 12 megawatt cogene- is estimated that a cogeneration system fueled by
ration system at the North River Wastewater Treat- digester and natural gas will reduce GHG emissions
ment Plant. This CHP system will use digester gas, by almost 37,000 metric tons per year. This reduc-
produced on site, as well as supplemental natural gas tion represents a 68 percent reduction in the plants
to generate electricity that will meet the plants base carbon footprintthe equivalent of removing near-
electrical demand, while recovering enough heat ly 7,600 passenger vehicles from the road. Using
for the plants heating needs. This project will offset digester gas produced at the WWTP as the primary
the use of 90 percent of utility electricity and over fuel source and recapturing the waste heat as part
1.7 million gallons of fuel oil and double the amount of the cogeneration system is estimated to save $3.4
of digester gas used. This will improve air quality, million per year.
reduce carbon emissions by approximately 10,000
metric tons of CO2e per year, and reduce energy bills. Hunts Point
CHP is a good fit for a facility such as the North River Built in 1952, the Hunts Point Wastewater Treatment
Wastewater Treatment Plant because it operates 24 Plant is located in a section of the Bronx adjacent to
hours a day and continuously needs electricity and the Hunts Point Terminal Produce Market Center
heat. Wastewater treatment plants produce digester the largest food distribution system in the world. The
gas as part of the treatment process, which is made plant services a population of over 680,000 people
up of 60 percent methane, and can be used as a across 16,660 acres in the eastern section of the Bronx.
renewable energy source for the CHP system. Fur- It has an average load of eight MW and consumes
thermore, CHP systems offer electric reliability and approximately 70 million kWh per yearthe equiv-
resiliency benefits by being able to produce energy alent of powering approximately 8,700 homes. For
on-site and self-power in the event of an electrical its heating needs, Hunts Point uses approximately
grid disruption. 169,300 MMBTUs of fuel oil, natural gas, and digester
gasthe equivalent of heating approximately 1,400
Wards Island homes a year.
Wards Island Wastewater Treatment Plant was built in The replacement of the plants digesters along with
1937. It is the second largest of the 14 WWTPs located possible future cogeneration would produce over
across the city. The plant serves a population of over 70,000 MWh per year (enough to power 8,700
one million people and a drainage area of over 12,000 homes), yield cost savings of $3 million per year, and
acres, which includes the western portion of the Bronx reduce carbon emissions by 11,400 metric tons, per
and the Upper East Side of Manhattan. The WWTP has year the equivalent of removing 2,300 passenger
an average load of just under 12 MW and consumes ap- cars from the road. By providing digester capacity
proximately 100 million kilowatt hours (kWh) a year to accept high strength feedstocks (e.g., food waste),
the equivalent of approximately 12,450 homes. In addi- additional higher quality digester gas would be
tion, in order to meet the WWTPs thermal demand, it produced. This could allow the WWTP to meet all
consumes about 30,000 million British Thermal Units of its energy needs and potentially become net en-
(MMBTU) of fuel oil each year and 168,000 MMBTU ergy-positive, allowing excess energy to be supplied
of digester gascombined, the equivalent of heating back to the Food Distribution Center.
approximately 1,650 homes. This would offset the need to purchase fossil
Because of the relatively constant power and thermal fuel-generated energy, divert waste from landfills,
requirements necessary to operate the WWTP, and and reduce long-haul trucking, thereby multiplying
the need for a new heating system and backup power, the environmental benefits associated with reducing
GHG and criteria pollutant emissions.
Vision 3 80 x 50
Initiative 2
Develop a mode shift action plan to reduce greenhouse
gas emissions from the transportation sector
New Yorkers produce fewer greenhouse gas emissions to get around than citizens of
most other cities in the country, thanks to our 24/7 subway system, citywide bus
network, and dense, walkable communities. But we can do more.
Despite widespread mass transit use, New York Citys transportation sector, which
includes private vehicles, freight, and mass transit (subway, commuter rail, and bus),
makes up 23 percent of the citys total greenhouse gas emissions. Fossil fuels burned
in passenger cars contribute 16 percent of the citywide total, while those in trucks
are responsible for an additional four percent. On-road vehicles also emit
particulates and other air pollutants such as nitrogen and sulfur oxides (NOX and
SOX), which contribute to asthma rates and premature mortality.
The transportation investments detailed under Vision 1 of this plan are the first key
steps to diversified low-carbon transportation options for New Yorkers. Select Bus
Service, the expansion of bike networks and bike share, safer streets for walking and
biking, expanded ferry service, and upgrades to the subway system all reduce the
need for getting around by car and will have regional impacts on greenhouse gas as
well as air pollutant emissions. These benefits will help create cleaner communities
and reduce commute times, thereby enhancing livable neighborhoods and providing
a better quality of life for all New Yorkers.
Beyond the currently planned investments in better buses, an expanded bike

network, safer streets, and improved transit, the Department of Transportation
(DOT), in partnership with the Mayors Office of Sustainability (MOS), will develop
a long-term plan for further reductions in emissions from the cars and trucks in New
York City to achieve the necessary GHG reductions on a trajectory to 80 x 50. This
will include consideration of additional policies and investments that emphasize
low-carbon and multi-modal options such as walking and biking; reduced
dependency on private fossil fuel vehicles; greater use of low- or zero-emission
vehicles; improved mass transit; and the continued development of zoning and
parking policies to further these goals. The City is already working to encourage the
use of alternative vehicles. For example, since the end of 2014, the electrical systems
of all new parking garages and open parking lots, as well as those undergoing
increases in electric service, must be capable of supporting electric vehicle charging
stations. Other alternative vehicle programs are discussed under the air quality goal
of this plan.
Vision 3 80 x 50
A. Reduce carbon emissions from the City governments vehicle fleet
As technologies such as electric vehicles, biodiesel, compressed natural gas,

gas-electric hybrid, and hydrogen-powered vehicles come to market, they will
contribute to the solution. As discussed in more detail in the air quality section of
this plan, the City will continue to pursue clean vehicle technology adoption
pilots and strategies.
Proper fuel management is paramount to reducing consumption and efficient

operations, and the City will introduce new fuel use reporting protocols and
anti-idling technologies and enforcement to control consumption.
For vehicles used for City government functions, the Citys current vehicle
fleet-share program with Zipcar will be expanded to at least 1,000 vehicles by
2017, up from its current 600 vehicles across five City agencies.
Initiative 3
Build upon Zero Waste to reduce greenhouse gas emissions
from the solid waste sector
Every day, New Yorkers generate 18,500 tons of waste. Only a portion of this waste is
recycled, composted, or converted to energy. Most of it is sent by truck to landfills,
where it releases methane as it decomposes. Together, this adds up to over two
million tons of CO2e a year, or four percent of the citys total.
Emissions have decreased 22 percent in the solid waste sector since 2005, as New
Yorkers generate less waste and some of the waste transport has shifted to rail and
barge. However, to reach our 80 x 50 goal, additional GHG emissions reductions
must be attained. In the near term, the City will focus on waste reduction, scaling up
the processing of organic waste, improving recycling, addressing commercial waste,
and identifying the waste destinations that result in the smallest emissions footprint.
Achieving 80 x 50 will require changing behaviors through education and
incentives, strengthening regulations, investing in new infrastructure, and working
closely with the communities and industries that generate waste.
As detailed in the following section, the City is adopting a Zero Waste goal. The
Methane capture at Fresh
Kills Landfill various initiatives required to meet this ambitious goal and divert all waste from
landfills will be a key component of our 2025 GHG emissions reduction action plan.
As with the other sectors, the 2025 action plan will aim to put the city on a trajectory
toward 80 x 50 and will identify further initiatives to close the remaining gap.
Vision 3 80 x 50
Initiative 4
Continue implementation of One City: Built to Last to
reduce greenhouse gas emissions from buildings by 30
percent by 2025, and chart a long-term path away from
fossil fuels
Our effort to achieve 80 x 50 began through One City: Built to Last. This comprehensive
ten-year action plan aims to retrofit public and private buildings to reduce GHG
emissions, generate jobs and business growth in construction and energy services, and
provide operational savings to owners and tenants. One City: Built to Last has established
One City: Built to Last
an interim target to reduce emissions from energy used in buildings by 30 percent by
report cover 2025 from a 2005 baseline and reduce emissions by 35 percent in City-owned buildings
to maintain a trajectory toward the 80 x 50 goal. In 2015, the City convened the Buildings
Technical Working Group, with leaders in real estate, architecture, engineering,
labor, affordable housing, and environmental advocacy to help develop the indicators,
interim metrics, high performance construction standards, and potential mandates for
existing buildings. The goals of the Buildings Technical Working Group are closely
linked to the Citys affordable housing plan, Housing New York, as utility costs continue
to rise and disproportionately impact low-income residents.
The initiatives mentioned above for the power, transportation, and solid waste sectors
follow the One City: Built to Last model in determining interim targets and developing
long-term GHG reduction policies to ensure 80 x 50. For the buildings sector, the City
will retrofit every City-owned property with significant energy use and will install 100
MW of renewable power by 2025. For privately-owned buildings, the City will create a
thriving market for energy efficiency and renewable energy investments and services,
establish world class green building and energy codes, and make New York City a global
hub for clean energy technology and innovation. In 2015, the City will launch the Energy
and Water Retrofit Accelerator, which will offer technical assistance and education
programs to help building owners make energy- and water-saving retrofits. Coupled
with access to innovative financing and incentives, these programs will generate demand
for private sector energy efficiency and renewable energy services. The City will also
launch a specific initiative for small and midsize buildings, with an initial focus on
neighborhoods within Con Edisons Brooklyn/Queens Demand Management Zone,
which includes Brownsville, East New York, Cypress Hills, and Ozone Park. The City
will work to accelerate customer-side solutions, including demand reduction at scale,
energy storage, and distributed generation, to help ensure the reliability of the electricity
network and realize energy use reductions in neighborhoods facing disproportionate
affordability pressures. The City will also bring access to energy use information to
mid-size buildings by requiring energy benchmarking and audits to identify the greatest
opportunities for conservation and savings.
To serve the specific needs of the affordable housing sector, the Department of
Housing Preservation and Development, in conjunction with the Housing
Vision 3 80 x 50
Development Corporation, will implement the Green Housing Preservation

Program to integrate energy audits and conservation measures into its moderate
rehabilitation projects. NYCHA will implement a series of Energy Performance
Contracts projected to total over $100 million, representing the largest energy
savings program for any public housing authority in the country. The first in the
series, expected to total $40 to $60 million, will target inefficient lighting and boilers
within the Housing Authority portfolio.
A number of One City: Built to Last initiatives are already underway, including the NYC
Carbon Challengea voluntary carbon reduction program among universities, hospitals,
commercial offices, and multi-family buildings to reduce emissions by 30 percent or
more in 10 years. The City is also expanding educational opportunities to improve
building operations and maintenance. The City continues to implement data-driven
GreeNYC public education campaigns to foster energy-consumption reduction for
residents. Through these initiatives, the City will continue to work with commercial
building owners and tenants to raise awareness of tenants energy use and encourage
investments in energy-efficient retrofits. Low-cost measures such as using sensors and
smart controls to turn off lights in commercial and retail spaces at night will reduce
energy waste, commensurate GHG emissions, and light pollution.
The City has taken steps to expand renewable power on buildings. City government is
leading by example with a target to install 100 megawatts of renewable energy on
City-owned buildings by 2025. Through the Department of Citywide Administrative
Services Energy Management, twenty-four schools across the five boroughs are already
slated for solar photovoltaic (PV) installations. The City is actively surveying over 80
City properties for rooftop solar PV potential, with another 50 assessments already
identified for the coming years. Feasibility studies will also target innovative, non-roof-
mounted solutions such as parking canopies; ground mounted and other building
deployments; development of resilient solar PV resources through incorporation of
energy storage technologies; and piloting wind, geothermal, and other clean-energy
resources across City properties. In the private sector, the City has expanded the NYC
Solar Partnership to facilitate solar PV adoption on private sector buildings and reach
previously underserved areas through innovations in community-shared solar. The goal
is to reach 250 megawatts of production capacity by 2025.
Vision 3
Zero Waste
Goal: New York City will send zero waste to landfills
by 2030
Overview
Every week, the average New Yorker throws out nearly 15 pounds of waste at home
and another nine pounds of waste at work and in commercial establishments.
Reduce volume of Altogether, in New York City this adds up to more than three million tons of
DSNY-collected refuse (ex- residential waste and three million tons of commercial waste generated per year.
cluding material collected To manage all of this waste, the City has developed a complex system to collect,
for reuse/recycling) by 90
transport, and dispose of waste. It is a system with an enormous impact on our
percent relative to 2005
neighborhoods, our environment, and our economy.
baseline of ~3.6M tons
Increase curbside and con- The things New Yorkers throw away contain potentially valuable resources. For 25
tainerized diversion from a years, the City has offered curbside recycling programs to divert certain materials,
rate of 15.4 percent in 2014 including paper, metal, plastic, and glass, from the refuse stream. However, these
Increase citywide diversion programs divert only 15.4 percent of the waste collected by City workers.
rate (including all streams
of waste: residential, com- But we are moving in the right direction. In 2013, the City began a pilot curbside
mercial, construction and collection program for organic waste, such as food scraps, yard waste, and soiled
demolition, and fill) from paper. This program will continue to expand to serve a total of 133,000 households in
current state of ~52 percent all five boroughs. In addition, many New Yorkers already choose to donate or sell used
clothing, furniture, and other household goods. These efforts reflect a changing
focushow we export and dispose of waste has become an opportunity for us to build
industries and develop a local economy around materials that can be recovered.
Building on these achievements, the City will become a worldwide leader in

solid waste management by achieving a goal of Zero Waste by 2030. We will
eliminate the need to send our waste to out-of-state landfills, thus minimizing the
overall environmental impact of our trash. To measure our progress toward this
goal, we will track the extent of our waste reduction and how much we divert waste
away from landfills. We have set an ambitious target of reducing the amount of waste
disposed of by 90 percent by 2030 from a 2005 baselineand we are already taking
steps to get there. For example, the decision to ban expanded polystyrene foam was
a positive step in this direction.
This report charts the full path to Zero Waste by enumerating several bold
initiatives, including the expansion of the NYC Organics curbside collection and
local drop-off site programs to serve all New Yorkers by the end of 2018. It also aims
to implement single-stream recycling collection for metal, glass, plastic, and paper
products by 2020.
Vision 3 Zero Waste
Solid Waste Management Plan

Implementation
2014 or Earlier
WM-Harlem River
2015 Yard TS North
Shore MTS
2016 East 91st St MTS
2017
Covanta-Essex RRF
2018
WM-Review TS
DSNY Facility
WM-Varick TS
Contract Facility
Wasteshed Border Hamilton Ave MTS

Staten Island TS
Southwest
Brooklyn MTS
In the 1970s and 80s, New York City came to symbolize the modern garbage crisis.
In 1973, the National League of Cities and the U.S. Conference of Mayors issued a report docu-
menting the skyrocketing volume of solid waste and the sharp decline in available urban land
for disposal sites. The notorious Fresh Kills Landfill in Staten Island became the largest in the
country, and the Citys incinerators burned garbage without the environmental controls of
todays energy-from-waste facilities. With the gradual closure of Fresh Kills beginning in the
1990s, low-income and minority neighborhoods in the South Bronx, northern Brooklyn, and
southeast Queens increasingly bore the burden of the Citys waste processing facilities.
Over time, the City improved waste management operations, closing its incinerators and landfills
and, in 1989, creating the nations largest mandatory recycling program. The 2006 adoption of the
Citys comprehensive Solid Waste Management Plan (SWMP) was a landmark achievement for
long-term waste planning and environmental justice. The plan was championed by grassroots envi-
ronmental justice organizations, who long advocated for the City to switch from a truck-based waste
export system that overburdened low-income communities to an equitable network of marine and
rail transfer stations located in all five boroughs.
In 2015, the City opened the North Shore Marine Transfer Station in College Point, the first of four
converted marine transfer stations that will open under the SWMP. At the North Shore facility, De-
partment of Sanitation (DSNY) employees transfer waste from collection trucks into sealed shipping
containers to be shipped out by barge. Once it operates at full capacity, that facility will shift nearly
1,000 tons of waste out of the overburdened neighborhood of Jamaica, Queens.
Vision 3 Zero Waste
Initiative 1
Expand the New York City Organics program to serve all
New Yorkers by the end of 2018
Food scraps, yard waste, and soiled paper not suitable for recycling make up 31
percent of the citys residential waste stream. In landfills, this organic material
decomposes, releasing methane gas, a greenhouse gas six times more potent than
carbon dioxide. However, this material can be composted and converted into a
nutrient-rich natural fertilizer that can replenish our citys soil, strengthen our parks
and street trees, and enrich community gardens. Energy-rich food waste can also be
processed through anaerobic digestion, wherein microbes break down complex fats
and carbohydrates, releasing methane gas that can be captured and used as an
alternative to natural gas.
New York Paydirt Potting In 1993, the City created the NYC Compost Project to educate New Yorkers about
Soil from the Lower East Side
Ecology Center
the benefits of composting their food and yard waste, as well as foster community-
scale composting initiatives in all five boroughs. In 2013, DSNY began a pilot
program to offer curbside organic-waste collection service to residents of
Westerleigh, Staten Island, to test the feasibility of collecting the material directly
from residents homes. Today, the program serves more than 100,000 households in
all five boroughs, covering 240,000 New Yorkers. In 2015, the program will expand
once again to an additional 33,000 households with nearly 100,000 residents.
To meet our goal of Zero Waste, we will expand the NYC Organics program by
increasing curbside organics collection and convenient local drop-off sites. To do
this, DSNY will complete the evaluation of the curbside organics collection pilot
required by Local Law 77 of 2013. In 2015, DSNY will submit a report to the Mayor and
Staten Island compost facility City Council, detailing the results of the pilot and the Departments plans to expand
curbside collection service.
A. Develop additional organics sorting and processing capacity in New York
City and the region
Currently, material collected on Staten Island through the Citys curbside organics
collection pilot is delivered to the City-owned composting facility on the site of the Fresh
Kills Landfill. There, workers sort out non-compostable contaminants such as plastic bags,
and pile the material into long piles called windrows where organisms break down the
organic waste into a nutrient-rich soil-like product. Material collected in the other
boroughs is transported to compost facilities in upstate New York and Connecticut.
However, these facilities dont have the capacity to take all the waste we generate.
Vision 3 Zero Waste
To meet the growing quantities of source-separated organic waste collected

through the NYC Organics program and other initiatives, the City will work with
local non-profit organizations and private-sector partners to develop additional
capacity for sorting and processing organic waste.
In addition, we will expand and upgrade the Staten Island Compost Facility and
explore additional sites for developing City-owned compost facilities in the other
four boroughs.
B. Process 250 tons of food waste per day at City WWTPs and assess long-term
feasibility of scaling up processing of organic food waste
In 2013, the City launched a pilot program at an existing WWTP to process food
waste in anaerobic digesters, boosting the production of renewable biogas on-site.
DSNY and DEP will expand that pilot to process up to 250 tons of organic waste
per day over a three-year demonstration period. DEP and National Grid will
construct gas-processing infrastructure to feed the high-quality renewable
natural gas into the surrounding grid to heat homes and businesses.
If the demonstration project is successful, the WWTP has the capacity to treat up
to 500 tons per day of organic waste about eight percent of the citys total food
waste (i.e., residential and commercial combined). This scale is unprecedented
anywhere in the country and has the potential to produce enough energy to heat
5,200 homes and reduce annual greenhouse gas emissions by 90,000 tons.
Together, DSNY and DEP will assess the long-term feasibility of scaling up the
processing of organic food waste through anaerobic digestion. The City will also
explore options to beneficially use biosolids resulting from the processing of
organic waste at WWTPs.
C. Expand community composting opportunities in all five boroughs
Long before the City began curbside organics collection, community groups such
as the Lower East Side Ecology Center and Build It Green! NYC offered local
residents the opportunity to drop off food scraps for composting. Although
community composting diverts only a small amount of organic waste compared to
curbside collection, it plays a big role in engaging and educating New Yorkers
about the importance of composting. It raises awareness of what compost is and
what benefits it provides through both outreach and education, and how to use it
to grow food and care for green spaces in New York City neighborhoods. Making
and using compost locally demonstrates to New Yorkers firsthand that apple cores
and eggshells are not garbage, but rather useful resources. Today, New York City
has 225 community composting sites, and we will work to expand this number by
establishing new sites in neighborhoods across the five boroughs.
Vision 3 Zero Waste
Initiative 2
Enhance the Citys curbside recycling program by
offering single-stream recycling by 2020
Mixed paper, magazines, newspapers, and cardboard make up 18 percent of the
Citys residential waste stream. Metal, glass, and all rigid plastics make up another 14
percent. Almost all of the products collected through the traditional green-bin and
blue-bin curbside recycling programs can be cleaned and remade into new products.
Paper collected in Manhattan, for example, travels by barge to a plant on Staten
Island where it is made into pizza boxes and other cardboard products. However,
last year, New Yorkers recycled only 42 percent of these materials.
To achieve our goal of Zero Waste, we will make it easier for New Yorkers to
recycle and expand our recycling education and outreach.
When the City began offering curbside recycling collection in 1989, we collected
newspapers and cardboard separate from bottles and cans. Today, the two-bin
collections continue, but advances in sorting and recycling technology have made it
easier to separate comingled material into high-value, single-commodity streams.
Most other large cities in the U.S. have already combined their recycling streams into
one, and these cities have seen improvements in recycling rates. In New York City,
we expect that offering single-stream recycling will increase diversion rates by as
much as 20 percent, up from 16 percent. Single-stream recycling means not only
fewer recycling bins in the home, but also fewer trucks to collect the material,
reducing neighborhood truck traffic and air pollution. We will work in partnership
with our recycling vendors to develop a plan to convert all curbside recycling
collections from dual-stream to single-stream in the next five years.
A. Create and expand markets for recycled materials
Separating and collecting recyclable materials is a huge first step toward reaping
the environmental and economic benefits of recycling. However, many of the
products we buy do not contain recyclable materials, and markets for recycled
materials remain poorly defined. We are working with trade associations, industry
groups, waste management companies, and some of the worlds largest consumer
goods manufacturers and retailers to identify barriers to increasing recycled
content of new products and to identify product designs that make it even easier
to recycle. Through these partnerships, we will push an aggressive agenda,
including everything from clear, easy-to-understand recycling instructions on
packaging to products made from 100 percent post-consumer recycled material.
Through these steps, New York City will become a global leader in the
movement to develop a circular economy where resources are used again
and again, rather than mined from the earth and dumped into landfills.
Vision 3 Zero Waste
Waste sorting at South Brooklyn

Marine Terminal
Vision 3 Zero Waste
Initiative 3
Reduce the use of plastic bags and other
non-compostable waste
In January 2015, the City announced that it would move forward with a ban on all
expanded polystyrene foam food-service containers and packing peanuts after a
thorough market analysis determined that recycling markets do not exist for those
products. Expanded polystyrene foam is a lightweight material that often
contaminates the organic material collected from homes and schools. It is a major
source of neighborhood litterthe City currently collects more than 28,000 tons of
expanded polystyrene foam per year. The ban will encourage residents and
businesses to switch to reusable, recyclable, or compostable alternative products.
We will continue to identify hard-to-recycle products in the Citys waste stream and
develop programs to reduce their use and encourage more sustainable alternatives.
Single-use plastic bags make up 2.3 percent of the Citys waste and cost the City
nearly $10 million per year to dispose of in landfills. They are a major component of
street litter and can clog storm drains, jam the machinery at the Citys recycling
sorting facility, and end up in New York Harbor. Even single-use paper bags, which
are recyclable in the paper recycling stream, are only recycled at a rate of five
percent, and are often made from virgin trees and not recycled paper. Cities such as
San Francisco, Portland, and Los Angeles have already banned the use of plastic bags
and implemented fees for the purchase of other types of bags. Other cities, including
Washington, D.C., have instituted a flat fee for all single-use bags. Because so many
viable alternatives to plastic bags existincluding reusable, compostable, and paper
bagswe will work with the City Council to reduce the overall impact of these
products on our local environment.
Initiative 4
Give every New Yorker the opportunity to recycle and
reduce waste, including at NYCHA housing
Today, recycling diversion rates vary widely from neighborhood to neighborhood.
Older, denser residential neighborhoods often have buildings that lack adequate space
for recycling bins. In NYCHA developments, small and inconvenient recycling bins
have gone unused for much of the last decade. This spring, NYCHA has begun to
tackle this challenge head-on, so as to allow residents the opportunity to recycle like
every other New Yorker by constructing new recycling centers at all NYCHA
developments. DSNY and GrowNYC will work with NYCHA to train residents,
community leaders, and staff on recycling and waste reduction practices. Through
partnerships with private and non-profit organizations, NYCHA will continue to
Commuter composting at a
subway station in Long Island support improvements in recycling rates as part of a comprehensive waste
City, Queens management strategy.
Vision 3 Zero Waste
In addition to working with NYCHA developments, we will expand outreach to

low-income and immigrant communities with the goal of doubling recycling
diversion rates in these communities over the next five years. We will translate
recycling mailers and pamphlets into the Citys eight most commonly spoken
languages and work with local community organizations, block associations, and
community-garden groups to give people the tools they need to reduce waste and
recycle more.
Initiative 5
Make all schools Zero Waste Schools
New York City schools are educating our next generation of recyclers. There is a
tremendous opportunity to reduce landfill waste from schools, which generate more
than 40,000 tons of refuse per year. Setting up the infrastructure in the schools, as well
as teaching the Citys 1.1 million students about proper recycling practices, can also
help improve waste reduction reuse and recycling, and instill sustainable practices
that last a lifetime.
The Departments of Education (DOE) and DSNY will collaborate to launch the first 100
Zero Waste Schools, with the ambitious goal of diverting all recyclable and compostable
waste from those schools within five years. Through the collaboration of students, parents,
teachers, principals, custodians, and cafeteria staff, these schools will become models for
others and advance a culture of recycling and sustainability throughout the school system.
PS 32 Samuel Mills Sprole School

2014 Golden Apple Award winners
Vision 3 Zero Waste
Initiative 6
Expand opportunities to reuse and recycle textiles and
electronic waste
Used clothing and textiles can be readily reused. Non-profits such as Goodwill and the
Salvation Army collect, clean, and distribute used clothing to those in need. The Citys
re-fashioNYC program, operated in partnership with Housing Works, offers in-
building collection for apartment buildings with 10 or more units and currently serves
more than 100,000 households in 553 apartment buildings and complexes. Even with
these readily available reuse and recycling options, used clothing and textiles still
make up six percent of the citys waste. We will continue to grow and develop the
Citys non-profit reuse sector, connecting potential donors with organizations that
reuse or resell material to support the arts, public health, and other causes. We will
expand the re-fashioNYC program to serve even more New Yorkers.
Although it contributes less than one

percent of the total waste stream,
electronic waste contains many toxic
materials, including mercury,
cadmium, lead, and other heavy
metals. Recycling electronic waste
not only keeps these toxins from
polluting the air, soil, and water, it
also reduces energy and water use
associated with manufacturing new
materials. In January 2015, a New
York State law banning the disposal of
electronic waste took effect, barring
the City from collecting these
materials as refuse. New Yorkers now
have many convenient options for
recycling their electronic waste,
including drop-off programs at more
than 95 retailers citywide.
Clothing carts from re-fashioNYC The City has also created the e-cycleNYC program, which offers room cleanouts,
storage bins, and recycling events to apartment buildings with 10 or more units at no
cost to residents. Since the program began in 2013, more than 4,000 buildings have
signed up; we will continue to reach out to property owners, superintendents, and
cooperative boards to expand the program. In 2015, the City will double the number
of Solvents, Automotive, Flammables, and Electronics (SAFE) disposal events held
in each borough to give residents an opportunity to drop off electronics and other
household hazardous waste, including chemicals and prescription drugs. The City
will explore opportunities to partner with other organizations to collect and recycle
electronic waste from residents who may be unable to bring it to a drop-off location.
Vision 3 Zero Waste
Initiative 7
Develop an equitable blueprint for a Save-As-You-Throw
program to reduce waste
The City anticipates spending more than $350 million a year to dispose of waste in
out-of-city landfills and energy-from-waste facilities. While the amount of waste we
create has decreased steadily over the past decade, the costs of disposing and
transporting that waste has increased, while space in landfills has decreased. However,
New Yorkers are largely insulated from the growing cost of disposing of their waste,
since transportation and disposal are funded through the Citys general fund. Volume-
based incentives for residents and property owners can lead to reduced waste volumes
and higher recycling rates, thereby reducing disposal costs and cutting back the
environmental impacts of landfilling waste. Other cities, including San Jose and
Seattle, have seen large decreases in waste generation and increases in recycling rates
as a result of implementing use-based incentives for refuse. For example, in San Jose,
recycling more than doubled in the three years after a user-fee program was
implemented in the early 1990s. In New York City, implementing a Save-As-You-
Throw program that would reward those who waste less and recycle more could
reduce waste generation by as much as 30 percent. The program would represent the
largest potential contribution toward our Zero Waste goal.
To evaluate this policy and develop a fair, equitable blueprint for waste reduction,
the City will assemble a working group of representatives from the Administration,
City Council, affordable housing advocates, tenant associations, property managers,
environmental advocates, good-government groups, and many others. This group
will be tasked with evaluating the range of options available to help New Yorkers
save money as they reduce waste, and recommending solutions to address the
mounting costs of disposing of and transporting waste.
Vision 3 Zero Waste
Initiative 8
Reduce commercial waste disposal by 90 percent by 2030
New York Citys commercial establishmentsoffices, restaurants, hotels, shops, and
manufacturerscreate an estimated three million tons of waste per year, less than
one-third of which is currently recycled. Waste and recyclables from these
businesses are collected by private waste hauling companies. Through a
combination of legislative reform, public-private partnerships and incentives, the
City will aim to reduce commercial waste by 90 percent by 2030.
A. Conduct a comprehensive study of commercial waste collection zones
New York is unique in that is has a commercial waste collection system completely
separate from the municipally controlled residential waste system. A fully
privatized system drives down prices through competition, which is good for small
businesses but can also result in additional trucks on the road. The City is taking
steps to clean up the commercial fleet. For example, it recently enacted legislation
that will hold commercial waste haulers to stricter emissions standards.
In recent years, cities such as Los Angeles and San Jose have established an exclusive
commercial solid waste franchise system with exclusive hauler districts/zones.
Proponents of this system believe this model empowers municipalities to achieve
multiple environmental, economic, and labor-related policy goals by setting quality
and cost-of-service terms in exchange for exclusive carter contracts. The impacts of
drawing up commercial waste zones and bidding them out to an exclusive waste
hauler, or haulers, would certainly be significant. To evaluate the feasibility and
appropriateness of this course of action, the City will conduct a study to determine if
there are substantial inefficiencies in the way waste is collected and if so, whether
exclusive collection zones would reduce those inefficiencies and possibly create
ancillary benefits such as improved recycling rates, working conditions, and wages.
B. Encourage periodic waste audits for large commercial buildings
Solid waste generation is unlike energy and water consumption in that it cannot be
metered or easily measured. That said, the primary way for an entity to improve its
sustainable operations and potentially lower the costs associated with waste
management is by taking stock of its waste generation. Additionally, knowing what
a business throws away is as important as knowing how much it disposes.
In just a few years, the City has begun to see energy reductions in large commercial
buildings as a result of making energy auditing, and now retrofitting, a requirement. As
a first step, the City will develop a voluntary audit program to track commercial waste
generation trends. The City will also explore working with the City Council on a measure
requiring large commercial buildings to periodically conduct waste audits and report their
findings. These efforts represent a critical step in determining the waste generation
characteristics of businesses, an area that historically has been short of reliable data.
Vision 3 Zero Waste
C. Create a Zero Waste Challenge program for large commercial waste

generators
New York City launched a voluntary commercial food-waste diversion program in

2013 with the support of more than 100 New York City restaurants. The
participants committed to a 50-percent food-waste diversion goal, as well as
ongoing reporting of their progress. Within the first six months of this public-
private partnership, the Food Waste Challenge reduced organic waste citywide by
2,500 tonsthe largest single source of food waste diversion at the time
demonstrating the potential impact of voluntary programs. Building on the
success of the Food Waste Challenge, the City will create a Zero Waste Challenge
program for large commercial waste generators.
D. Revise the commercial recycling rules to make recycling easier for

businesses
Recycling is the law in New York City for residents and businesses alike. Existing
commercial recycling regulations designate recyclable materials based on the
business type. However, this presents a disconnect between what is required for
New Yorkers at home versus their places of work or entertainment, thus creating
confusion for businesses.
By 2016, working closely with the City Council, DSNY will initiate commercial
recycling regulation and enforcement system reforms. By permitting single-stream
recycling and holding commercial entities responsible for diverting the same
materials residents are obliged to recycle, the City hopes to achieve behavioral step
changes and increase diversion rates citywide.
E. Require all food service establishments to source-separate food waste
New York Citys commercial waste stream is comparable to its residential waste stream
in terms of the share of food waste its comprised of. With organics constituting over
one-third of the total waste stream, diverting this material for beneficial useas a soil
amendment through composting or as feedstock for clean, renewable energy through
anaerobic digestionis a major opportunity area. However, the lack of food-waste
processing capacity in New York City and the region has presented a challenge for both
businesses and haulers wishing to divert food waste.
In 2013, New York City Council passed a law requiring select large food waste
generating businesses to separate their organic waste and ensure its diversion from
landfills. This legislation has a phased approach to catalyze the expansion in
industrial processing-capacity needed to make organics diversion viable long-term.
In 2015, DSNY will begin identifying the first set of businesses that must source-
separate their organic waste. As processing capacity in the region continues to grow,
the City will require all food-service establishments and related businesses to
separate their organic waste for composting.
Vision 3
Air Quality
Goal: New York City will have the best air quality
among all large U.S. cities by 2030
Overview
New York Citys air is becoming progressively cleaner. Over the past several decades,
actions taken at the federal, state, and local levels have dramatically improved air
Achieve best air-quality quality. New York Citys particulate matter (PM2.5) concentration has decreased more
ranking among major U.S. rapidly than in most other big U.S. cities, declining by about 25 percent between 2008
cities by 2030 (PM2.5) and 2013. As a result, the citys air-quality ranking among major U.S. cities improved
Reduce disparity in SO2 from seventh place as recently as 2008-2010 to fourth place in 2011-2013.
across city neighborhoods by
50 percent by 2030, relative Despite this progress, air pollution remains a leading environmental threat to
to 2013 the health of New Yorkers. Levels of air pollution in New York City continue to
cause serious health problems, contributing to a number of hospital admissions and
Reduce disparity in PM2.5
across city neighborhoods by
deaths, mainly from heart and lung problems. It is estimated that particulate matter
20 percent by 2030, relative (PM2.5) contributes to more than 2,000 deaths and over 6,000 emergency visits and
to 2013 hospitalizations for cardiovascular and respiratory disease each year.
All neighborhoods are affected by these health impacts, but they disproportionately
occur in high poverty communities and among vulnerable populations. The rate of
emergency room visits due to PM2.5-attributable asthma is three times higher in the
most disadvantaged neighborhoods compared to more affluent ones. The public
health benefits of even modest improvements in air quality are substantial because
everyone is exposed to air pollution.
Our goal is for New York City to have the best air quality among all large U.S.
cities. We are committed to reducing disparities in ambient pollution level
exposures within the city by 20 percent for PM2.5 and 50 percent for sulfur dioxide
(SO2) by 2030 relative to 2013. Meeting this goal will require significant reductions
in air pollutant emissions. We will need to implement local strategies, as well as
continue working with state and federal partners to reduce emissions from upwind
sources. In addition, New York City will need to outpace improvements in other
cities to attain this goal.
Improving our air quality is feasible and has been demonstrated in recent
years. Reducing the disparity in pollutant levels across the city is also attainable, as
demonstrated by declining differences in community SO2 concentrations. Between
2008 and 2013, the difference between the highest and lowest community district
SO2 concentrations declined by more than half while overall concentrations declined
by 70 percent, mainly due to State efforts to reduce sulfur content in heating oil and
the Citys efforts to phase out the use of heavy heating-fuel oil in buildings.
Vision 3 Air Quality
There are many sources of air pollution, mainly derived from fuel combustion
within and outside the city. Based on best estimates of current emissions, for PM2.5,
49 percent of emissions are from buildings, 24 percent from traffic, 19 percent from
non-road mobile sources, and 7 percent from electric-power generation (one percent
from other sources). For SO2, 61 percent of emissions are from buildings, five percent
from vehicles, 14 percent from non-road mobile sources, 17 percent from electric
power generation, and 3 percent from other sources.
This plan focuses on reducing local PM2.5 and SO2 emissions. While they are not the
only harmful pollutants, they are the two most important pollutants for public
health that the City is able to substantially reduce through local emission controls.
PM2.5 concentrations for New York City and other large cities
(over one million residents)
3-year rolling annual average New York
30.0 Chicago
A N N U A L A V E R A G E P M 2 . 5 ( g / m 3)
Dallas
25.0
Houston
20.0
Los Angeles
15.0 Philadelphia
10.0 Phoenix
San Antonio
5.0
San Diego
0
19
20
20
20
20
20
20
20
20
20
20
20
20
99
00
01
02
03
04
05
06
07
08
09
10
11

20
20
20
20
20
20
20
20
20
20
20
20
20
01
02
03
04
05
06
07
08
09
10
11
12
13
Source: US EPA, Air Quality System

Initiative 1
Enforce the updated DEP Air Pollution Control Code
The recently updated DEP Air Pollution Control Code controls emissions from
currently unregulated sources such as commercial charbroilers, wood boilers,
refrigeration trucks, and mobile food trucks. Altogether, these unregulated sources
account for 14 percent of local PM2.5 emissions.
Reducing emissions from commercial charbroiling is a cost-effective way to address

a currently unregulated and significant pollution source. An analysis based on
2005-2007 data estimated that installing existing control technology could reduce
charbroiler emissions in New York City by 85 percent and result in over 300 avoided
deaths and 500 avoided emergency department visits and hospitalizations for
cardiovascular and respiratory disease annually. The code also provides incentives
to use clean technologies for auxiliary power units (APUs) for mobile food trucks
and refrigeration trucks through registration-fee waivers and stricter controls on
idling for vehicles without APUs.
Initiative 2
Identify additional targeted air quality improvements
through data analysis and community engagement
Since December 2008, the Department of Health and Mental Hygiene (DOHMH)
has monitored criteria for air pollutants at street-level sites around the city through
the New York City Community Air Survey. This survey has provided essential data
to design sound policy and inform research.
Persuant to available funding, DOHMH will seek to build on this success by

developing a community air quality citizen-science toolkit that will include
how-to guides for accessing available data on emission sources, designing
neighborhood air pollution surveys using new, low-cost technologies, and sharing
data online. DOHMH also plans to expand its Environment and Health Data Portal
to incorporate neighborhood-level sustainability indicators, create a neighborhood-
level Sustainability and Health report, and develop an educational module on
sustainability and health for outreach in public schools and CBOs. These efforts can
provide valuable data on air pollution hot-spots and local emissions sources that
may be used to inform future control measures beyond those proposed in this plan.
Mortality and morbidity from selected

conditions due to PM2.5 in New York City
PM2.5-Attributable PM2.5-Attributable Cardiovascular PM2.5-Attributable Asthma

Adult Mortality Rate* Hospitalization Rate* Emergency Department
9.6 - 13.2 Visits Among Children*
33.1 - 37.1
19.5 - 38.0
37.2 - 43.6 13.3 - 16.5
38.1 - 81.7
43.7 - 50.3 16.6 - 18.8
81.8 - 122.8
50.4 - 58.8 18.9 - 21.6
122.9 - 200.2
58.9 - 77.6 21.7 - 26.9
200.3 - 299.4
0 2.5 5 10 0 2.5 5 10 0 2.5 5 10

Miles Miles Miles
N N N
* 2009-2011 Annual Average, Rate per 100,000 persons
DOHMH
Initiative 3
Accelerate conversions of residual heating oil boilers in
buildings
At the beginning of 2012, there were about 5,300 boilers in the city that still fired #6 fuel
oil, the heavy heating oil associated with the highest levels of air pollutant emissions. By
July 2015, the City will no longer issue permits to use #6 fuel oil, so all boilers must
switch to gas, #2 oil, or #4 oil. As a result of the Citys targeted outreach and
enforcement efforts, approximately 90 percent of boilers on #6 have been converted.
Nonetheless, residual oil (#4) will continue to be used by several thousand devices
as owners have until 2030 to switch from #4 oil to the less-polluting #2 oil, or gas.
Complete phase out of heavy heating oil (#4 and #6) in New York City could prevent
80 deaths per year and avoid 200 hospitalizations and hospital emergency
department visits for heart and lung disease. In addition, it is estimated that 39
percent of the boilers in buildings over 25,000 square feet that still use heavy oil are
located in the highest poverty neighborhoods in the city.
We will therefore explore the feasibility of accelerating the phase out of #4 oil in
boilers in advance of 2030. In addition, through the Retrofit Accelerator program,
which, under the 80 x 50 goal, provides technical assistance, financing, and
incentives for building owners to shift from the most polluting heating fuel to
cleaner fuels, the City has the opportunity to both reduce GHG emissions and
achieve considerable public health benefits by targeting buildings in specific high-
poverty neighborhoods. The Mayors Office of Sustainability (MOS) will formalize a
screening methodology to select projects with the highest co-benefits across
greenhouse gases and air pollutants and to track air pollution benefits as buildings
convert under the Retrofit Accelerator program.
Predicted reductions in PM2.5 concentrations

due to heating oil programs
(g/m 3)
-0.09 -0.42
-0.43 -0.83
-0.84 -1.44
-1.45 -2.60
-2.61 -4.07
DOHMH
Initiative 4
Cut emissions from mobile sources
A. Reduce emissions from the City fleet
The City is currently on track to replace or retrofit 90 percent of its diesel on-road
vehicles to meet 2007 emissions standards or better by 2017. The impact is
significantit is estimated that replacing or retrofitting a vehicle to 2007
standards reduces emissions by approximately 90 percent over the previous
standard. The City will consider targeting the remaining 10 percent of its diesel
on-road vehicles.
The City is also promoting the adoption of new technologies through a variety of
innovative projects, including increasing electric vehicles in its fleet. This follows a
legacy of leadership in technology development and adoption. For example, DSNY
tested state-of-the-art technology and alternative fuels and helped pioneer the
improvements in heavy-duty diesel emissions that are now taking place nationwide.
At present, the City operates over 800 Electric Vehicle (EV) plug-in units of some
type and plans to reach at least 1,000 EV units in operation by 2017. The City
currently operates 203 EV chargers, which is the largest network in the state of
New York. We plan to have at least 250 chargers in operation by 2017. By 2016, the
City also plans to introduce fast-charging chargers and at least one solar carport, an
EV charger that draws all its power from solar panels.
B. Reduce emissions from private truck fleets and for-hire vehicles
Currently, the Citys Hunts Point Clean Trucks Program offers rebates to trucks
servicing the Hunts Point market for voluntary upgrades to cleaner vehicles or
fuels, including diesel replacements. Rebates are offered for the costs of
upgrading or retrofitting to a CNG or hybrid, and old dirty trucks are being
scrapped to ensure they are not resold. As of March 2015, the Hunts Point Clean
Trucks Program has funded diesel replacement for close to 450 trucks, reducing
their particulate matter emissions by 97 percent. The City will consider
replicating the Hunts Point Clean Trucks Program in other industrial areas, with
a focus on environmental justice communities and including private waste
haulers serving those communities.
For many years, New York Citys private for-hire transportation has operated on a
two-tier system: the limited-quantity yellow taxi industryknown for regulated,
metered fares, street hails, and uniform vehiclesand the uncapped for-hire
vehicle (FHV) industry. In recent years, the FHV industry has grown
tremendously, from 38,600 vehicles in 2011 to nearly 60,000 vehicles in 2015 (a 53
percent increase). Trip data from FHVs shows that, among the biggest FHV bases,
a large share of trips are taking place in the Manhattan core (around 72 percent).
Between 2010 and 2014 average traffic speeds in Manhattan have declined
significantly, down to 8.51 MPH in 2014 from 9.35 MPH in 2010 (a 9 percent
decrease). The Taxi and Limousine Commission will evaluate the impacts of
continued growth in the car service industries, including impacts on parking,
traffic congestion, and air quality.
C. Reduce emissions from vehicle idling and toll crossing
Vehicle idling is a major source of pollution in New York City. According to the
Environmental Defense Fund, air pollution from idling engines is a contributor to
elevated levels of air pollutants, and people who live near heavily-trafficked
roadways face significantly greater risks of suffering from asthma and heart
diseases, among other conditions. Existing laws need to be enforced, and we will
work with the City Council to explore new ways to address this serious problem.
Finally, the City will work with the MTA to expand the use of gateless tollinga
system that dramatically speeds up the process of toll paymentto reduce
congestion and the attendant vehicle emissions at major bridge and tunnel
crossings in New York City.
NYC Parks electric vehicle
Vision 3
Brownfields
Goal: New York City will clean up contaminated
land to address disproportionately high exposures
in low-income communities and convert land to
safe and beneficial use
INDICATOR + TARGET
Increase number of tax lots
Overview
remediated since beginning New York City has over 3,000 vacant commercial and industrial properties and more than
of 2014 to 750 by 2019 7,000 properties designated by the City as subject to mandatory environmental study and
management. Perhaps as many as 40 percent of these properties are chronically vacant or
underutilized contaminated land, commonly known as brownfield sites.
Comprehensive brownfield management has the potential to address many

environmental, social, and economic problems in New York City. As our need for
space grows, we must use our existing stock of land more effectively. Brownfield
cleanup and redevelopment represents one of our best opportunities to engage
communities and reclaim land for development in the city. It also offers an
opportunity to simultaneously benefit the environment, improve the health of our
neighborhoods, and attain more equitable and sustainable economic development.
DEFINITION OF We aim to clean up contaminated land to eliminate exposure to environmental

BROWNFIELD toxins and alleviate social inequality caused by disproportionately high occurrences
of brownfields in low-income neighborhoods.
A brownfield is a vacant or
underutilized property whose This disproportionate impact of brownfields is endemic in cities across the U.S.
redevelopment is impeded by These properties remain vacant or underutilized because prospective developers
the presence or perception of
fear the risks of environmental liability and government enforcement, as well as
environmental contamination.
construction delays and cost over-runs caused by unpredictable land pollution.
Brownfields result in lost opportunities to create small businesses, new jobs,
affordable housing, and healthy open space in areas where these opportunities are
needed most. Oftentimes, their presence leads to a cycle of financial disinvestment
and a downward economic and social spiral.
Brownfields can contain a wide variety of heavy metals, organic solvents, and other
pollutants that remain a legacy of past industrial land uses and lax pollution
management practices that predate modern standards for environmental protection.
If left abandoned, these properties are a source of heightened public exposure to
environmental toxins for our most disadvantaged citizens.
Until recently, no city in the U.S. operated its own regulatory brownfield cleanup
Brownfield development program. Under PlaNYC 2007, New York City launched the nations first municipal
Vision 3 Brownfields
PROGRESS OF THE NYC brownfield cleanup programthe NYC Voluntary Cleanup Program (NYC VCP). In
VOLUNTARY CLEANUP consultation with environmental and social-justice advocates, the City also
PROGRAM established over thirty brownfield programs to promote social equality that now
constitute our Land Cleanup and Revitalization Initiative (LCRI). LCRI is unique as
The NYC Voluntary Cleanup
Program (NYC VCP) follows
it allows the City to manage all steps of the brownfield revitalization process. The
the New York States stringent City no longer has to rely on outside government agencies to achieve local
cleanup standards and delivers environmental, social, and economic goals on brownfields.
the same high-quality cleanups.
Projects enrolled in the NYC
VCP receive liability protection
against government environ- Initiative 1
mental enforcement and the
convenience of one program Accelerate cleanup of brownfields to improve public
to address all government safety and encourage private investment in new
cleanup responsibilities. Since
its launch in 2011, the NYC VCP development on brownfield sites
has spurred an unprecedented
period of land cleanup in NYC, The City will continue our efforts to clean up brownfields by
with remediation of over 260 leveraging city and state brownfield programs. Over the next four
projects on over 475 tax lots years, we aim to clean up 750 properties through our remediation
completed or in process. These programs, including at least 375 in low- and moderate-income
projects will produce safe land
communities. This will enable $14 billion in private investment
for over 23.5 million square feet
of new building space, hun-
and create 5,000 new units of affordable housing.
dreds of small businesses, and
over 4,500 permanent new jobs. We will certify each of these remediated properties in the NYC
Approximately 23 percent of Green Property Certification Program. This certification
these projects will also produce provides the Citys formal recognition that new buildings on cleaned properties are
new units of affordable housing. among the most environmentally protective places in New York City to live and work.
The average vacancy of prop- The certification is designed to demonstrate our confidence in the safety of remediated
erties enrolled in the NYC VCP
brownfields and encourage developers to clean up properties using government
is over 11 years, and 57 percent
programs. Brownfield cleanup programs can be complex, especially for those unfamiliar
are located in low- and mod-
erate-income neighborhoods, with the cleanup process. To increase predictability of cleanups, to lower the time and
where housing and economic cost of cleanup projects, and to encourage greater enrollment in the NYC VCP, we will
growth are needed most. launch EPIC (Environmental Project Information Center) Environment, a web
application that automates and streamlines cleanup-project navigation.
To achieve our ambitious goals for both affordable housing and industrial development,
the City will need to increase the use of both the NYC VCP and the State Brownfield
Cleanup Program (State BCP). We will encourage the New York State Legislature to pass
legislation to stabilize the tax credits offered by the State BCP; provide a gateway to those
tax credits for affordable and supportive housing and industrial development projects;
lower costs for cleanups, such as providing exemptions for unnecessary state fees and
taxes that currently apply to cleanup in the NYC VCP; and continue State funding for the
Brownfield Opportunity Area program for community engagement. We will also
encourage Congress to reauthorize the IRS Section 198 Brownfield Cleanup Tax
Deduction, which expired in 2011, to lower cost for cleanup in the NYC VCP.
NEW YORK CITY The City will establish the Brownfield Jumpstart
GREEN PROPERTY CERTIFICATION Program to provide higher levels of City funding for
environmental investigations and cleanup to unlock
The NYC Green Property Certification program was established
to provide formal recognition for properties that have met strict certain strategic brownfield properties that will be
government standards and ensures that these properties are safe used for affordable housing and industrial
for new occupants and everyone in the surrounding community. development. We will also sponsor enrollment of
When a cleanup in the NYC VCP is complete, the property receives these funded projects in the State BCP to enable State
the NYC Green Property Certification. This land certification pro- brownfield cleanup tax credits.
gram is administered by the NYC Mayors Office of Environmental
Remediation (OER)a group of experienced scientists and engi- We will provide City funding to continue delivery of
neersand symbolizes the Citys confidence that the property and
NYC Brownfield Incentive Grants (BIG) for
its new buildings are among the most environmentally protective
places in New York City to live and work.
brownfield investigation and cleanup to encourage
enrollment in the NYC VCP. Currently, BIG provides
To get this certification, a landowner must first perform a com- numerous financial incentives to promote brownfield
prehensive evaluation of the propertys history and then perform cleanup and redevelopment, but grant eligibility can
chemical testing of soil, groundwater, and soil vapor. Environmental
be difficult for land owners and brownfield
remediation under government oversight is required to ensure there
will be no threat of exposure to any environmental contaminants. To developers to understand. We will launch Financial
symbolize this achievement, an NYC Green Property Certification Assistance Search Tool (FAST), a web application to
plaque is provided to all certified properties. The plaque serves as a help community-based organizations, community and
highly visible symbol of the positive environmental role land cleanup private developers, and citizens find grants and loans
has played in the community. Since 2014, over 71 properties have for community brownfield planning, brownfield
received NYC Green Property Certification, and OER is on track to
investigation, and cleanup in New York City.
certify 750 properties in the next four years.
Citywide Voluntary
Cleanup Program
(VCP) Sites
Affordable Housing Projects
Enrolled VCP: 60
Sites Enrolled in VCP: 263
Source: NYC OER
DRAFT 04/03/2015 11:45 AM N

4 Miles
File: 156_VCP_Affordable-150403.ai
CASE STUDY OF AFFORD- Initiative 2

ABLE HOUSING CLEANUP
New York City has established the
Support community engagement by establishing
NYC VCP and now offers a wide vari- additional place-based community brownfield
ety of incentives to promote the clean-
up of brownfields for development of planning areas
affordable and supportive housing. To
date, we have enrolled 60 projects for To ensure the City provides authentic engagement of communities, we
affordable housing in the NYC VCP currently support place-based community brownfield planning in low-income
that will produce over 3,850 new units neighborhoods that have a disproportionately high occurrence of brownfields.
of housing to serve over 12,000 New
Yorkers. One such project is Norman Over the next four years, we will double the number of place-based
Towers, an 18,000 square-foot proper- community brownfield planning areas by designating twenty new
ty at 161st Street in Jamaica, Queens. neighborhoods and focusing our incentives to help them better identify
Prior to enrolling in the NYC VCP,
strategic brownfield properties and implement community development
this property was vacant and undevel-
oped. Cleanup of this site involved the projects. We will assist in the identification, cleanup, and redevelopment of
removal of over 11,000 tons of soil and community-supported projects on 40 properties in four years.
two leaking underground petroleum
tanks, and placement of a plastic For up to nine of these neighborhoods, we will assist community brownfield
liner beneath the building to prevent planning by preparing an existing conditions study to identify land uses and
leakage of underground vapors from geographic and demographic conditions that will become a strong foundation
the surrounding area. Cleanup at the for community brownfield planning.
property achieved the States highest
cleanup standard, and the site was
To build the capacity of community-based organizations to perform cleanup
formally certified in the NYC Green
Property Certification Program.
and prepare strategic properties for development, we will launch a Pro Bono
Environmental Assistance Program with the NYC Brownfield Partnership to
To assist site remediation in the provide no-cost environmental expertise for community developers and
NYC VCP, Norman Towers received brownfield planners interested in cleaning up and developing brownfield
$100,000 in environmental investi-
sites in New York City, and provide guidance on the use of these new
gation and cleanup funding from the
NYC BIG Program. The affordable resources to achieve community vision for brownfield properties.
housing was funded by tax-exempt
bond financing and low-income The City will launch EPIC Community, a web application that will provide
housing credits from the NYC Housing place-based community brownfield planning organizations with the means to
Development Corporation (HDC), communicate with each other, with city agencies, with local residents, and with
state low-income housing credits from developers working in their community. EPIC Community will also provide the
NYS Housing and Community Renew- ability to store and share data, reports, and other related documents.
al, and program subsidy funds from
HDC and NYC Housing Preservation
We will also launch SPEED2.0, an update to SPEED (Searchable Property
and Development. Norman Towers
Environmental Electronic Database), the Citys award-winning web mapping
is now a thriving 101-unit affordable
housing apartment building with a application and environmental research engine that combines City
mix of retail, office, and parking. Its information on every property with a compilation of Federal, State, and City
affordable apartments are available to government environmental databases.
New Yorkers at a wide range of income
levels, and the building is home to the
new offices of the buildings developer,
The Bluestone Organization, providing
25 permanent jobs.
Place-Based Community
Brownfield Planning Areas
Established Areas
New Areas
Harlem River Eastchester
Bradhurst/Harlem
Cromwell/Jerome
Port Morris
East Harlem Zarega
Harlem Gateway
South Bronx Waterfront
Flushing River Waterfront

Reclaim Bushwick
Newtown Creek Ridgewood

Cypress Hills
Jamaica
East Williamsburg
Broadway Triangle Farmers Boulevard
Gowanus Canal Corridor

Red Hook/Gowanus
Red Hook
Sunset Park
West Brighton East New York
Port Richmond
Edgemere
Stapelton
West Shore
DRAFT 04/06/2015 1:16 PM
NYC OER
EPIC COMMUNITY Initiative 3

Place-based community
brownfield planning is essen- Facilitate cleanup of properties in 100-year floodplain to
tial to engage the public and reduce environmental risks from storm surges
promote community-driven
brownfield redevelopment. We Brownfields in low-lying waterfront areas present a greater risk from erosion as
plan to double the number of
coastal flooding is projected to become more frequent. Flood waters can cause
communities we serve, and will
bring new tools and resources contaminants to be dispersed into surrounding communities, including environmental
to help community brownfield justice areas already overburdened with pollution. We will facilitate the
planners identify strategic sites environmental cleanup of 100 properties in the 100-year floodplain over the next four
and achieve community-driv- years to lower the contamination risk from future tidal storm surges.
en redevelopment. One such
tool is EPIC Community, a To accelerate cleanup of flood-prone areas and improve public safety, we also
new web application that will expanded the BIG program to establish new small grants to support cleanup
bring state-of-the-art digital
activities in the 100-year floodplain in the NYC VCP.
communications to community
brownfield planners working in
In 2014, the City established new regulations to strengthen standards for cleanup of
40 neighborhoods throughout
the city. With EPIC Community, industrial properties on the waterfront. These new rules reduce the level of
community brownfield planners contaminants that can be left on these sites when cleanup is complete, and are
will be able to work with each intended to lessen the pollution impact of future storm surges on communities in
other in a well-coordinated coastal industrial areas.
network, reach more citizens in
their communities, and easily We will expand our support for grassroots planning for climate resiliency by
communicate with government establishing four new community brownfield planning areas in neighborhoods
agencies and developers work-
heavily impacted by flooding during Hurricane Sandy. SPEED2.0 will also improve
ing on cleanup and redevel-
opment projects in their area. online access to maps of current and projected floodplains, wetlands, and emergency
EPIC will provide discussion fo- evacuation zones.
rums to share best practices and
enable document sharing with In 2014, we began performing free climate-change resiliency surveys of brownfield
peers. It will offer easy access development plans for projects in the NYC VCP. These surveys are performed by
to all work plans and reports knowledgeable building resiliency experts and are provided to brownfield developers to
for cleanup projects in the NYC educate them on the most protective building design practices to lower vulnerability of
VCP and provide notifications
both the buildings and the surrounding community to storm surge and other effects of
to keep community brownfield
planners up-to-date on the latest climate change and about financial incentives available to help achieve these goals.
developments on cleanup proj-
ects in their neighborhoods
making the NYC VCP one of
the most transparent cleanup
programs in the country.
N
4 Miles
Vision 3
Water Management
Goal: New York City will mitigate neighborhood
flooding and offer high-quality water services
Overview
Water is one of our most precious resources and must be valued and managed
wisely. Water is essential to our daily life and public health. We must preserve New
Maintain full compliance Yorks water from contamination, the risks of aging infrastructure, and the impacts
with Safe Drinking Water Act of climate change.
Maintain backlog of
The New York City DEP operates one of the most complex water and wastewater
catch-basin repairs un-
der 1 percent. Backlog of systems in the world. It manages a network of 19 reservoirs and three controlled
catch-basin repairs reflects lakes that cover approximately 2,000 square miles of watershed land as far as 125
the state of good repair of miles upstate. The Citys drinking water system is the largest unfiltered water supply
the catch basin system and in the world, delivering approximately one billion gallons of high-quality drinking
capacity to address flooding water each day to nine million New Yorkers.
Increase the Combined
Sewage Overflow (CSO) New York City has approximately 7,000 miles of water mains and over 7,500 miles of sewer
capture rate from 78 mains that incur substantial maintenance, replacement, and management costs. Fourteen
percent in 2014 large municipal WWTPs treat an average of 1.3 billion gallons of wastewater every day.
To safeguard this invaluable natural resource and more efficiently deliver critical
water services, the City has adopted a holistic approach to water management. This
is anchored in an understanding of local water cycles and an appreciation for the
contributions of smaller-scale, decentralized projects aimed at optimizing the
performance of existing large-scale systems. For example, the City has spent
approximately $1.7 billion since the 1990s in watershed protection. These
investments have helped protect our natural resources and ensure high-quality
affordable drinking water, while also avoiding the need for an estimated $10 billion
new filtration plant. Similarly, instead of exclusively relying on expensive, energy-
intensive traditional engineering controls to capture stormwater runoff, the City has
adopted a Green Infrastructure program to construct and maintain curbside
gardensalso known as bioswales and stormwater greenstreetsand has promoted
other green infrastructure such as permeable paving, which absorbs stormwater
before it enters the sewage system.
Delivering high-quality drinking water, wastewater services, and stormwater

management to residents of New York City requires substantial capital and
operating investments. The City has been tracking and analyzing trends in
population, water consumption, waterfront use, and changing environmental
conditions. Although the cost of New York Citys water and wastewater services is
below the national average, the cost of safeguarding drinking water quality and
Vision 3 Water Management
managing storm water is likely to increase. This is particularly hard to bear for
low-income homeowners and providers of affordable housing. In order to balance
the goals of investment and equity going forward, DEP will continue to develop rates
that support policy goals, and will invest in the technology to support innovative fee
structures. The City will update the water and wastewater billing system, and
evaluate its financial framework to ensure we have a sustainable financial model.
We will continue to manage the citys drinking water supply to maintain its world-
renowned drinking water quality. In addition, the City will manage its wastewater
treatment, stormwater management, and drainage systems to improve the quality of
our local waterways and beaches, as well as ensure every neighborhood receives a
high level of infrastructure services.
Ashokan Revervoir, Catskill water

supply system
Department of Environmental Protection
Water Supply
New York City is one of only five large cities in the country that has a surface
drinking-water supply that does not require filtration as a form of treatment
although the water is still disinfected to reduce microbial risk. The Citys next
Filtration Avoidance Determination (FAD) is expected in 2017. The FAD is a Federal
Environmental Protection Agency (EPA) ruling that allows the City to continue with
the measures it currently uses to ensure clean drinking water rather than redoing its
entire system and building a large, costly, energy-intensive filtration plant. Issuance
of the FAD is not a given and requires comprehensive watershed evaluation and
protection.
The City must also meet increasingly stringent regulations and requirements for
simultaneous compliance with the Clean Water Act and Safe Drinking Water Act to
protect the quality of our drinking water and aquatic resources, as well as to protect
recreational opportunities in our waterways.
In addition, since the 1990s, DEP has been monitoring leaks in a portion of the
Delaware Aqueduct and identified two areas of significant leakage in the Rondout-
West Branch Tunnel portion of the Aqueduct. Together, these areas leak
approximately 35 million gallons of water every day. Work is underway to construct
a bypass tunnel and repair the leak.
Stormwater Management and Drainage

Local topography, dense urban development, the capacity of our aging sewer system, and
increasingly extreme weather are some of the biggest contributing factors to flooding.
Some communities throughout New York City, including sections of Queens, Staten Island,
the Bronx, and Brooklyn, have been prone to flooding and drainage problems.
Stormwater runoff is generated from rain and melting snow conveyed over impervious
surfaces such as rooftops, streets, and sidewalks. Rather than being absorbed into the
ground, water flows to catch-basins in the streets, and from there into the sewers. These
impervious surfaces cover approximately 72 percent of New York Citys 305 square
miles of land area. During wet-weather events, runoff from hard surfaces of the city can
cause flooding, carry pollutants to waterways through the Municipal Separate Storm
Sewer System (MS4), or overwhelm the combined sewer system leading to combined
sewer overflows (CSO). As with many older cities, New York City has a drainage system
that combines waste from buildings with stormwater in its combined sewers; the system
can overflow with high volumes of stormwater.
Different neighborhoods in New York City have different infrastructure

requirements. The initiatives in this plan have been screened to address priority
projects, as well as the need to improve on the delivery of infrastructure services
while also addressing community levels of service.
Initiative 1
Protect the citys water supply and
maintain the reliability and resiliency
of the water supply system
DEP received its first 10-year FAD in 2007. The
10-year FAD represents a strong endorsement by our
regulators that the Citys innovative strategy of
source-water protection is an effective and
sustainable approach to protecting water quality and
public health. The longer time horizon also gives DEP
and its many partners more certainty of the stability
of the water supply protection programs and allows
for more effective long-range planning, budgeting,
and contracting. In preparation for the 2017 FAD, the
City will compile a comprehensive summary of all
program activities and an assessment of water quality
status and trends.
The City is undertaking several major water

infrastructure projects. We will construct a
Kensico-Eastview Tunnel to provide necessary
redundancy between the Kensico Reservoir and the
Catskill-Delaware UV Treatment Facility to meet
current and future flow requirements. DEP has also
begun repairing the Delaware Aqueduct. The work
necessary to construct a bypass tunnel beneath the
Hudson River is proceeding ahead of schedule.
Bypass tunnel and shaft construction,
Delaware Aqueduct Shutdown and repair of the leaking portion of the
Delaware Aqueduct, i.e., the Rondout-West Branch
Tunnel, is scheduled to begin in 2022.
The City will initiate a grant program of up to $1

million per year through 2020 to encourage on-site
water reuse on private properties. Potential
applications include greywater, blackwater, and
rainwater reuse in non-potable water processes such
as toilet flushing, cooling tower waters, and irrigation.
The program is part of the Citys broader water
demand management efforts. The City will also
examine its own regulatory and permitting processes,
and update as required.
Initiative 2
Install or repair 500 water fountains and water bottle
refilling stations across the five boroughs
Water is essential to all human physiologic processes, and maintaining proper
hydration has numerous health benefits. Functioning and accessible water fountains
promote healthy beverage habits among New Yorkers. Moreover, water is a healthy
and free alternative to sugary drinks, the single largest source of added sugar in our
diets. Sugary drinks provide no nutritional value, and have been linked to weight
gain, type 2 diabetes, and heart disease. In our city, it is estimated that over half of
adults consume sugary drinks on a daily basis.
Our water should be the first choice for quenching thirst in the home, workplace, or
on the street. To encourage proper hydration and healthy water consumption, the City
is committing to installing or repairing water fountains across the five boroughs. DEP
will commit $5 million over the next ten years toward the goal of increasing water-
bottle filling fountains and stations to eliminate drinking water drought and reduce
single-use plastic bottles across the city.
There are also important environmental advantages to water fountains. Many

fountains cannot be used to fill water bottles or are underused because filling is slow.
Water bottle refilling station
and fountain This contributes to single plastic bottle use and adds to the costs and pollutant
emissions associated with collecting, transporting, recycling, and disposing of the
plastic bottles. We will promote drinking water and fountain use with signage and
messaging to encourage water bottle refilling.
To promote the new water fountains, the City will enlist the help of GreeNYC to launch
a multi-media strategic marketing campaign that includes signage, out-of-home
advertising (including subway, bus, and billboard), radio, and digital media. In addition,
the City will launch or promote an existing phone app that allows residents and visitors
to find water fountains and stations around the city. The City will also develop a plan to
increase the number, quality, and popularity of water fountains in schools.
Initiative 3
Expand green infrastructure and smart design for
stormwater management in neighborhoods across the city
To alleviate the impact of storms on public infrastructure, DEP will work with
partner agencies to institutionalize stormwater management into the design of
public property, including streets, parks, schoolyards, and public housing. The City
will also continue the NYC Green Infrastructure Program, including the installation
of curbside garden bioswales and green infrastructure elements in parks,
schoolyards and public housing, to manage one inch of rainfall on 10% of the
impervious surfaces in areas served by the combined sewer

system by 2030. The City will use demonstration projects to
explore expanding the use of green infrastructure in other parts
of the city served by the separate storm-sewer system. In
addition, the City will assess and implement green infrastructure
opportunities at municipal facilities.
To encourage more private property stormwater retrofits, the City

will streamline or expand the existing Green Infrastructure Grant
Program in areas served by the combined sewer system or both.
It will also conduct a study to assess new private property
stormwater-retrofit incentive programs to strengthen or expand
the effectiveness of the existing stormwater performance standard
through institutional controls.
A. Alleviate flooding in Southeast Queens
DEP is developing an action plan to resolve long-standing flooding

conditions that affect over 400,000 city residents in Southeast
Queens. The area has more 311 flooding and confirmed sewer
backup complaints than any other area of the city, and in certain
Bioswales, Hutchinson Neighborhood neighborhoods, experiences recurring flooding conditions. The
Demonstration Area
plan will consist of intensive and accelerated long-term sewer
build-out, complemented with innovative, site-specific solutions,
such as Bluebelts and green infrastructure. It will serve as a model
for other flood-prone neighborhoods of the city.
Initiative 4
Reduce pollution from stormwater runoff
The DEP is developing a comprehensive plan to address pollution
from the MS4 and improve water quality. This citywide plan will
include, among other things, adopting measures for public outreach
and involvement, finding and eliminating illicit sewer connections,
managing stormwater during and after construction, managing
industrial/commercial stormwater sources, controlling floatables,
and adopting pollution prevention practices for municipal facilities.
Plastic bags and other litter in our waterways are a major concern for
the City. Therefore, as part of the citywide stormwater management
plan, the City will conduct a study to identify sources of floatables (i.e.,
trash) carried to waterways by stormwater, and implement a program
to reduce these floatables. In addition, we will launch a citywide
media campaign for floatables, settleable trash, and debris reduction.
Vision 3
Parks & Natural Resources

Goal: All New Yorkers will benefit from useful,
accessible, and beautiful open spaces
Overview
A high-quality, easily accessible open space is a foundation of vibrant
INDICATOR + TARGET
neighborhoods. It is part of the citys public realm and includes all outdoor spaces,
Increase percent of New such as our citys parks, public spaces, streets, and natural habitats, which together
Yorkers living within walk- make up more than 40 percent of New York Citys land area. As an integrated
ing distance to a park from system, a great open space can attract residents and businesses, and promote greater
79.5 percent to 85 percent
use of recreational, civic, cultural, and natural resources.
by 2030
All New Yorkers experience open spaces every daywhether on the street, in a park,
or just looking out the window. Access to high-quality outdoor spaces, streets, and
sidewalks produces tangible benefits. Parks and public space are essential to
economic development, civic engagement, and community revitalization, promoting
interaction with neighbors, attracting visitors, and providing a venue for art and
culture. In addition, these resources have significant public health and
environmental benefits, providing active and passive recreation opportunities,
reducing pollution, and helping to minimize the impact of climate change.
New York City strives to make its open spaces more useful, accessible, and
beautiful. To accomplish this, we will develop a data-driven improvement strategy
to ensure a deep understanding of existing assets and then make targeted
investments to deliver the greatest benefits to the most New Yorkers.
Many of New York Citys parks and public spaces were designed 50 or 100 years ago
and now require significant investment to meet changing demands, including new
patterns of development, demographic trends, and park users interests.
Unfortunately, both the quantity and quality of these resources vary, with too many
New Yorkers lacking access to neighborhood parks and more than 200 parks having
received less than $250,000 each in capital investment over the last 20 years.
Beautiful parks and public spaces improve quality of life, attracting residents and
businesses to New York City. In addition, enhancements to our citys natural
environment generate environmental benefits, including reduced pollution and
improved stormwater management and flood resiliency. These resources help
reduce stress, lower asthma rates, improve focus and mood, and, for children, are
related to improved academic performance.
Vision 3 Parks & Natural Resources
Prospect Park
Investment in open spaces has often been disjointed, resulting in disparate projects
with their own distinct priorities. By planning for the citys open spaces as a unified
system, we can increase quality and efficiency, enhance park access, and improve
neighborhood connections. A more cohesive and coordinated strategy will target
high-impact projects to underserved neighborhoods, improve access to recreational
amenities, and bring the beauty of our parks to other public spaces, including streets,
sidewalks, and pedestrian plazas.
Significant investment, directed by a data-driven, equity-focused framework, is

needed to ensure that the quality of our open space keeps pace with the citys
growing population and changing needs.
Initiative 1
Strengthen the utility of parks and public space in under-
resourced and growing neighborhoods
Released in October 2014, NYC Parks: Framework for an Equitable Future set forth a
strategy to invest capital, programming, and maintenance resources in parks where
the need is greatest. This data-driven, equity-based approach identifies parks that
have received little capital investment and are located in areas of high need, based
on higher-than-average poverty, density, and recent population growth, to ensure
investment in projects that will produce the most benefits for New Yorkers.
Through the Community Parks Initiative, New York City Department of Parks and
Recreation (NYC Parks) has already launched major capital investments in 35 small parks
with the input of local residents. The City will expand the Initiative to include additional
sites, with the goal of impacting more than three million New Yorkers across 24
community districts, focused on low-income, growing, and high-density neighborhoods.
To expand NYC Parks ability to prioritize essential capital projects across the park
system for repair and strategic investment, a new capital needs assessment will be
South Oxford Park, Fort Greene developed to generate information about asset conditions and capital needs.
Initiative 2
Improve open spaces through Parks
Without Borders, a new strategy to
enhance neighborhood access and
connectivity
Parks Without Borders is a new effort to make our citys
outdoor spaces more welcoming, accessible, and better
connected to surrounding neighborhoods.
The quality of a citys outdoor space depends on an

integrated system in which parks, sidewalks, pedestrian
plazas, and other open spaces are connected to each
other, improving access to neighborhood resources and
promoting community interaction.
Father Demo Square
To make Parks Without Borders a reality, NYC Parks will
take a new approach to park entrances and boundaries
where they most directly interact with the surrounding
community. NYC Parks will improve fences and gates and
add other amenities, such as public art and landscaping, to
make entrances more inviting. Along park boundaries, we
will identify opportunities to remove or reduce fencing and barrier vegetation in order
to make the natural beauty of parks more visible from their neighborhoods.
As part of Parks Without Borders, NYC Parks, in cooperation with DOT and other
agencies, will also find new ways to bring the beauty of the park into the community by
greening key intersections and entrances, and by identifying new opportunities to
activate underused public spaces with temporary art and programming. We will also look
for opportunities to extend park amenities to adjacent sidewalks and pedestrian plazas.
Parks Without Borders is a key strategy to help ensure the livability of

neighborhoods and the strength of our communities.
Initiative 3
Reduce light pollution from large buildings at night
Light pollution exists in every borough and is worse in areas with many commercial
office buildings and unshielded exterior lighting. It has a detrimental impact on the
quality of life, according to complaints registered with 311. Moreover, studies suggest
light pollution has a detrimental effect on animal migratory patterns. The Hudson
River is one of the most important migratory flyways for birds in North America, and
New York Citys parks and ponds are favorite rest stops. Twice a year, New York City is
one of the great places to see rare birds and a favorite destination for birdwatchers.
Light pollution from buildings, however, interferes with migrations.
In addition, light pollution is also linked to inefficient use of energy, which

contributes to greenhouse gas emissions. Offices and retail spaces that are empty at
night yet leave the lights on both create light pollution and waste energy.
Municipalities in Massachusetts, California, Connecticut, and Arizona have successfully

reduced light pollution and even increased the ability to view the nights sky, ultimately
helping to preserve the natural environment and reduce greenhouse gas emissions.
Light emanating from
office building at night
The City Council recently introduced the Lights Out Bill (Intro. 578/2014) to require
vacant offices and retail spaces to shut off their lights at night. The City will work
with the Council to pass a version of this bill that reduces energy-wasting light
pollution from large buildings. In 2009, the City enacted Local Law 88 (LL88)
requiring upgrades to lighting in all non-residential spaces of large buildings. This
requires office and retail spaces to comply with current Energy Code standards by
2025. With full compliance with the law, the city can expect to reduce greenhouse
gas emissions by approximately an additional two percent from 2005 levels.
Through the existing Retrofit Accelerator Program (discussed earlier in Vision 3),
the City can assist building owners through loans and incentives to comply with
LL88 lighting upgrades and install modern lighting and controls.
Initiative 4
Expand the use of our streets as places to play, congregate,
and be together
To better serve our neighborhoods, the City will continue to work with communities
and other partners to convert underused streets into pedestrian plazas and explore
ways to transform underused areas below elevated roads and train lines to more
attractive and inviting public spaces. Programs like Weekend Walks, Play Streets,
and Summer Streets will continue to provide more opportunities for New Yorkers of
all ages to get outdoors and into the public realm.
Children taking advantage of the

citys Play Streets
Initiative 5
Create beautiful and well-tended streets in neighborhoods
across the city
To further improve our streets and sidewalks, we will invest in new street trees and
other plantings, benches, way-finding signs, and other amenities. We will focus on
rezoned and growing neighborhoods. As part of our street safety and affordable
housing initiatives, the City will also invest in streetscape improvements on major
corridors, such as landscaped medians, to improve pedestrian safety and the urban
environment. Two new City programs will bring technical assistance and other
resources to improve plaza maintenance and the condition of planted medians in
low-to-moderate income or otherwise under-resourced communities.
Initiative 6
Green the citys streets, parks, and open spaces
To protect, maintain, and enhance the citys green canopy, NYC Parks will continue
to plant new trees in parks and neighborhoods citywide. Greening the public realm
brings new beauty to our parks and neighborhoods, sustains ecological diversity, and
adds permeable areas that enhance stormwater management. These natural systems
provide valuable environmental benefits to all residents, including passive indoor
and outdoor cooling; cleaning of air, water, and soil; and improved resiliency to
natural events and climate changetrue public health and quality-of-life benefits.
The City will be guided in these efforts by a number of research initiatives designed
to ensure a better understanding of ecosystems, natural resources, and how they
benefit New Yorkers and improve air and water quality. Research initiatives include
an update to the Citys state-of-the-art street tree census and an ecological and
social assessment of the citys natural areas, conducted in partnership with the
Natural Areas Conservancy.
The City will also use LiDAR technologyland cover mapping based on aerial remote
imaging. LiDAR technology helps inform policy decisions among different agencies
and policy areas. For instance, past LiDAR data has been used by the City to assess
ecosystem decline and prioritize tree planting and forest restoration; impervious
surface cover for green infrastructure planning; the solar energy potential of rooftops;
and coastal flood hazards. The landscape of the city has changed since we last used
LiDAR data in 2010 due to natural forces and human interventions, and new data will
help to inform our understanding of and investment in the Citys resiliency and
sustainability. The City is currently working to secure 2013 LiDAR data from the
federal government.
Expansion of the East River

Esplanade
Environmental Education
The City will continue to provide environmental literacy programs to support the next gen-
eration of environmental stewards and to ensure widespread awareness of the environmental
impact of OneNYC sustainability initiatives.
Several City agenciesincluding DOE, DEP, and Parks offer environmental literacy pro-
grams. The City is supported in this work by hundreds of non-profit organizations, including
Jamaica Bay Science and Resilience Center, GrowNYC, the Horticultural Society of New York,
and 1,800 park stewardship groups.
These education programs equip both students and teachers with the tools they need to be-
come engaged community and environmental stewards. The Natural Classroom, NYC Parks
environmental education program for students in grades K-8, is a series of inquiry-based,
hands-on programs led by the Urban Park Rangers and developed in partnership with Nation-
al Geographic and Columbia University. NYC Parks also offers free instruction and resources
in neighborhood tree care. These efforts support the investments made in improving the citys
urban forest, and works with partner organizations to provide hundreds of hands-on stew-
ardship opportunities each year. The DEP Office of Education also provides a range of free
programs and resourcespertaining to water and wastewater, green infrastructure, sound
and noise, environmental stewardship, and climate changeand will soon offer complemen-
tary online teacher and student resources.
Watershed Classroom
Vision 4
Vision 4
Our
Resilient City
Our neighborhoods, economy, and public
services will be ready to withstand and emerge
stronger from the impacts of climate change
and other 21st century threats
New York City will...

Eliminate disaster-related long-term displacement more
than one year of New Yorkers from homes by 2050
Reduce the Social Vulnerability Index for
neighborhoods across the city
Reduce average annual economic losses resulting from
climate-related events
Vision 4
Goals
Neighborhoods
Every city neighborhood will be safer by strengthening community, social,
and economic resiliency
Buildings
The citys buildings will be upgraded against changing climate impacts
Infrastructure
Infrastructure systems across the region will adapt to maintain continued services
Coastal Defense
New York Citys coastal defenses will be strengthened against flooding and sea level rise
Vision 4
Introduction
In late October 2012, Hurricane Sandy roared into New York Harbor with
unprecedented force, causing record-breaking water levels. Many neighborhoods were
devastated, with homes and businesses becoming flooded, public services interrupted,
and infrastructure damaged. After the storm passed and the water receded, a new
reality emerged: New Yorkers must confront the implications of living in a coastal city.
Sandy claimed the lives of 44* New Yorkers and caused $19 billion in damages and lost
economic activity. It also highlighted the vulnerability of New York Cityas well as the
entire regionto the risks posed by coastal storms. As the city counted the costs and
pushed ahead with a robust recovery effort, a new conversation began: Recovery must
also result in a city better able to face a wider range of risksnot just the next Sandy.
The first of these risks is climate change. Rising sea levels, increased
temperatures and precipitation, and a growing likelihood of more intense storms
pose unique challenges to a coastal city like ours. In 2015, the New York City Panel
on Climate Change (NPCC) released an updated set of climate projections for the
region. Among its findings, the report noted that sea level rise for New York City,
which had averaged 1.2 inches per decade (a total of 1.1 feet since 1900), is nearly
twice the observed global rate over a similar time period.
Climate change projections through 2100

Baseline 2020s 2050s 2080s 2100
Chronic Hazards (1971-2000) Middle Range High End Middle Range High End Middle Range High End Middle Range High End
Average
54F +2.0 to 2.8 F +3.2 F +4.1 to 5.7 F +6.6 F +5.3 to 8.8 F +10.3 F +5.8 to 10.3 F +12.1 F
Temperature
Precipitation 50.1 in. +1 to 8% +11% +4 to 11% +13% +5 to 13% +19% -1 to +19% +25%
Baseline 2020s 2050s 2080s 2100

(2000-2004) Middle Range High End Middle Range High End Middle Range High End Middle Range High End
Sea Level Rise 0 +4 to 8 in. +10 in. +11 to 21 in. +30 in. +18 to 39 in. +58 in. +22 to 50 in. +75 in.
Baseline 2020s 2050s 2080s 2100

Extreme Events (1971-2000) Middle Range High End Middle Range High End Middle Range High End Middle Range High End
Number of days per year with

maximum temperature at or above 18 26 to 31 33 39 to 52 57 44 to 76 87 - -
90 F
Number of heat waves per year 2 3 to 4 4 5 to 7 7 6 to 9 9 - -

Heat Waves &
Cold Events
Average duration in days 4 5 5 5 to 6 6 5 to 7 8 - -
Number of days per year with

minimum temperature at or below 71 52 to 58 60 42 to 48 52 30 to 42 49 - -
32 F
Intense Days per year with rainfall

3 3 to 4 5 4 5 4 to 5 5 - -
Precipitation exceeding 2 inches
Baseline 2020s 2050s 2080s 2100

(2000-2004) Middle Range High End Middle Range High End Middle Range High End Middle Range High End
Future annual frequency of today's

1% 1.1 to 1.4% 1.5% 1.6 to 2.4% 3.6% 2.0 to 5.4% 12.7% - -
100-year flood
Coastal Floods at
the Battery Flood heights (feet) associated with
11.3 11.6 to 12.0 12.1 12.2 to 13.1 13.8 12.8 to 14.6 16.1 - -
100-year flood
Source: New York City Panel on *In June 2013, the City published A Stronger, More Resilient New York, which identified 43 Sandy-related
Climate Change, 2015
fatalities in New York City. In July 2013, the Office of the Chief Medical Examiner classified one additional
fatality as Sandy-related, bringing the total to 44.
Vision 4
DEFINITIONS According to the middle range of these projections, sea levels are expected to rise 11
inches to 21 inches by the 2050s, and 22 to 50 inches by 2100. Using the highest
When we speak of resiliency,
we are referring to the ability estimate of current projections, sea levels could rise as much as six feet by 2100. With
of people, the places where this projected rise in sea level, the citys floodplain will continue to expand, creating
they live, and our infrastructure more frequent and intense flooding, and underscoring the citys growing vulnerability
systemssuch as transportation to the many impacts of climate change. For instance, a similar Sandy-like event in
and energyto withstand a 2050 could cause $90 billion in damage and lost economic activitycompared to
stress or shock event, to recover,
Sandys $19 billiondue to the rise in sea level alone.
and emerge even stronger.
Mitigation reduces the impact
As outlined in the Citys recent report, NYCs Risk Landscape: A Guide to Hazard
of a stress or shock event or
prevents the impact altogether, Mitigation, an additional set of natural hazards like winter weather, water shortages,
such as bolstering the defenses earthquakes, and pandemics all pose risks to the cityas do human-induced hazards.
of coastal communities to
withstand flooding. In response Next, an evolving economy means we can no longer rely on the same sectors
to future threats, adaptation for job growth, or to comprise the citys tax base. Climate change endangers both
takes place to change the small businesses and commercial corridors in our coastal communities. A diversified
physical form or function economy, as detailed in Vision 1, is vital to maintaining the citys economic resiliency,
of a structure, a place, or a
and enables those impacted by emergencies to recover more quickly.
community, such as hardening
power supplies to withstand
Finally, growing economic inequality poses challenges to the citys social fabric.
the effects of extreme weather
and a changing climate. Inequality threatens to disrupt the connections between our neighbors, institutions,
and communities that we rely on in times of crisis, prolonged stress, and difficult life
events. Without these connections, recovery becomes even more difficult.
Over the years, New York City has been no stranger to shocks and stresses. For
instance, in the years between the attacks of 9/11 and the 2014 Ebola infections,
the city has endured, among other traumas, two hurricanes, a global economic
downturn, and an earthquake. In each case, New Yorkers have joined together to
face these challenges and come back stronger. In other words, New Yorkers
have been resilient.
Since Hurricane Sandy, New York City has strengthened its commitment to
resiliency. We are in the vanguard of a new global movement that is changing the
way cities respond to 21st century threats, both acute and chronic. In partnership
with 100 Resilient Cities (an organization pioneered by the Rockefeller
Sandy made it clear that Foundation dedicated to fostering the resiliency of cities), New York City will
Jamaica Bay communities continue to lead the way toward a more resilient future. And with half of the
need flood protection. worlds population now living in cities, and two-thirds expected to live in cities by
The City should 2050, it is more urgent than ever for New York City to demonstrate global
coordinate with state and leadership in developing and utilizing the tools that will make all of us more
federal agencies to make resilient against future risks.
sure coastal projects for
What we seek to accomplish now is to build a stronger, more resilient New York
this area are funded and
Cityone that is ready for anything. This means we will continue to strengthen our
move forward.
communities, work to reduce the impacts of the risks we face, and improve
Roger W., recovery times when the unexpected happens. The future of New York City will
West Hamilton Beach indeed be resilient.
Vision 4
To achieve this vision, New York City must adapt. A growing population, aging
infrastructure, an evolving economy, and increasing economic inequality will
continue to challenge our ability to adapt. But the news is not all bad. The right
investments can be leveraged to strengthen communities while we rebuild. It is
understood that every dollar invested in risk mitigation can repay itself four or
more times over in future damages avoided. With the funds available after Sandy,
the City has a unique opportunity to buy down future riskthat is, to invest now by
working with communities, upgrading buildings, protecting infrastructure, and
reducing flood risksto enhance the city's resiliency. In fact, building on the Citys
comprehensive $20 billion climate resiliency program, we will advance that
program, expand our efforts, and prepare our city for the impacts of climate change
and other 21st century threats.
The Evolution of the City's Resiliency Program
The Citys vision for resiliency and climate adaptation is rooted in nearly a decade of
innovative and proactive planning that commenced with the release of A Greener, Greater
New York in 2007. In June 2013, the City released its comprehensive climate resiliency plan A
Stronger, More Resilient New York that outlined a 10-year, over $20 billion program with 257
initiatives for adapting the citys infrastructure systems and its hardest-hit neighborhoods
after Hurricane Sandy. A Stronger, More Resilient New York provides a detailed analysis of
what occurred to New York Citys communities, buildings, infrastructure, and coastlines
during Sandy and sets forth a risk assessment that informs our program to prepare for a
future with climate change.
As part of the city's recovery from Sandy, Build it Back, run by the Mayor's Office of Housing
Recovery Operations and supported by federal funding, was established in 2013 to oversee
housing recovery in New York City. To provide financial or construction assistance to those
in need, Build it Back developed several programs, integrating lessons from other disaster
recovery programs. Houses that were substantially damaged were elevated or, in some cases,
completely reconstructed. Houses that suffered moderate damage were offered financial and
A STRONGER,
MORE RESILIENT construction assistance for repairs, including reimbursement for those repairs completed in
NEW YORK the first year after Sandy. Home acquisitions and repairs to multi-family buildings are also
underway. Over 20,000 residents applied and nearly 12,000 applications are currently active.
In April 2014, the City committed to enhancing and expanding the resiliency and housing
recovery programs with the release of One City, Rebuilding Together. This report created the
Office of Recovery and Resiliency, which is dedicated to advancing the Citys resiliency vision.
ONE CITY, REBUILDING TOGETHER
A Report on the City of New Yorks Response to Hurricane Sandy and the Path Forward
It also implemented critical improvements, including expedited reimbursement checks and
more construction starts, to the Build it Back program and expanded economic opportunities
for residents impacted by Sandy, such as the expansion of Sandy Recovery Workforce1, and
developing a pipeline for pre-apprenticeship programs in the construction trades.
Prepared by:
William Goldstein, Senior Advisor for Recovery, Resiliency and Infrastructure
To date, Build it Back has sent out over 3,200 reimbursement checks and started construction
on over 1,100 homes, of which more than 500 were already completed.
Amy Peterson, Director of the Housing Recovery Office
Daniel A. Zarrilli, Director of the Mayors Office of Recovery and Resiliency
APRIL 2014
The appendix of this report describes our current progress on the Citys resiliency program.
One City, Rebuilding Together 1
Vision 4
Whats New in the OneNYC
A comprehensive climate resiliency plan for New York City was announced in June 2013 and
continues to serve as the roadmap for the citys climate adaptation efforts. With OneNYC, the
City expands and accelerates that roadmap to build a stronger, more resilient New York City
with several new concepts and focus areas, including:
Community Strengthening
This plan enhances the focus on strengthening communities by building the community, social,
and economic resiliency of our neighborhoods. It will include a new emphasis on deepening
resident, non-profit, and business participation in emergency planning, and exploring social
cohesion as a strategy for resiliency, which would include forming a task force to study the
role of community institutions, like houses of worship and community-based organizations, in
resiliency planning.
New Climate Projections

The City is committed to using the best available scientific knowledge to inform its policy. In
2015, the NPCC released Building the Knowledge Base for Climate Resiliency, which included
updated climate projections and recommendations on climate indicators and monitoring
protocols. New topics covered in this report include public health, with a focus on extreme
heat events and coastal storms, and enhanced dynamic coastal flood modeling, whichincor-
porate the effects of sea level rise.
Focus on Heat
Based on the NPCC's work, the City is putting a new emphasis on protecting New York-
ers from acute and chronic heat, including an urban heat island working group, efforts to
understand the need for better ambient air temperature data collection across the city, and an
analysis of natural infrastructure and its impact on the urban heat island effect.
Land Use Policy

The Citys 2013 climate resiliency plan recommended further study into how land use policy
can be a tool for resiliency. Ten neighborhoods impacted by Sandy across the city are current-
ly involved in planning studies to generate resiliency recommendations and land use changes,
on both a local and citywide level. These recommendations are expected to reduce long-term
vulnerability by smartly managing growth and development in vulnerable parts of the city.
An Updated Federal Agenda

Since 2013, the federal government has reformed the National Flood Insurance Program
(NFIP), slowing increases in insurance premiums, but failing to solve the problem of long-term
insurance affordability. NFIP is expected to be reauthorized in 2017, providing a unique oppor-
tunity to institute new reforms. In advance of reauthorization, the City continues to evaluate a
variety of policy changes and outcomes that provide incentives for risk-reduction investments
and promote affordability. At the same time, the citys flood maps are being updated, showing
that more of the city is vulnerable to flooding. Finally, the U.S. Army Corps of Engineers (US-
ACE) has released its two-year North Atlantic Coast Comprehensive Study, recommending fur-
ther action to reduce coastal vulnerability in the city. The City will continue its work to ensure
that the USACE is able to launch a new feasibility study in New York Harbor and its tributaries.
This study is expected to lead to new authorized projects ready for construction.
Vision 4
Resiliency Indicators
To measure our progress, the City will continue to consider ways to measure the impacts of
its resiliency efforts. The field of resiliency does not yet have a rigorous standard for indi-
cators and performance measures, but the City will commit to creating a methodology to
develop and test indicators for resiliency. This might include simple metrics, scenario analysis
tools, or computational modeling techniques to determine whether and how the City is im-
proving its resiliency. To implement a specific set of monitoring tools, the City will continue
its work with 100 Resilient Cities.
In order to advance Vision 4 effectively, the City has identified the following indicators
through which we can monitor our progress. This Vision aims to reduce or eliminate the
following:
Eliminate disaster-related long-term displacement (more than one year) of New Yorkers from
homes by 2050
Reduce the Social Vulnerability Index for neighborhoods across the city
Reduce average annual economic losses resulting from climate-related events
Vision 4
18
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Vision 4
Neighborhoods
Goal: Every city neighborhood will be safer by
strengthening community, social, and economic
resiliency
Overview
New Yorkers come together during emergencies to support each other and begin the
Increase the capacity of recovery process. And while significant disruptive events like Hurricane Sandy
accessible emergency affect all New Yorkers, they ultimately expose and exacerbate underlying
shelters to 120,000
vulnerabilities in many communities. Across every corner of the city, everyday New
Increase the rate of Yorkers, along with local institutions, energize the recovery process and voluntarily
volunteerism among
help their neighbors without waiting for official assistance. In short, these residents,
New Yorkers to 25 percent
by 2020 organizations, and community leaders anchor neighborhood recovery, and continue
to provide support long after official resources are no longer available.
Unquestionably, official resources are vital for community preparedness. One of the
most critical components to disaster preparedness and response is effective
communication between government and community stakeholders. This means the
City must continue to work with local organizations before disasters strike. By
establishing communication links; emergency on-call contracting authorities;
off-the-shelf recovery programs for communities, residents, and businesses; disaster
recovery assets, and strengthened shelter services, we can be better prepared.
Additionally, as medium- and long-term recovery proceeds, the City must work with
local communities to address the lingering effects of disasters on residents,
businesses, and communities, all of which require new efforts to ensure recovery
doesnt stall when attention turns elsewhere.
The strengthening of social networks and planning within a community are also
critical to enhancing resiliency. This can entail building relationships with, and
checking in on, neighbors and the availability of adequate neighborhood gathering
and resource centers. How New Yorkers interact with one another can be an
important factor in guarding against many risks. Heat, for example, presents a
unique challenge to New York City. As we learned during the Chicago heat wave of
1995, neighborhoods with more robust social infrastructure, such as community
centers, safe streets, and schools had better health outcomes than those without.
And as mean annual temperatures in New York City are projected to increase by 4.1
to 5.7F by the 2050s, neighborhoods without social networks and infrastructure are
at an even greater risk, particularly where heat-vulnerable populations, such as
children and seniors, are increasing.
Vision 4 Neighborhoods
Finally, because communities cant do this all on their own, it is important that the Citys
emergency communication and preparedness programs, in partnership with
communities, maintain their ability to respond to any disaster. As the city has seen, it is
vital for first-responders and other essential personnel to be able to have emergency
access to restricted areas: response and recovery operations, logistics and support zones,
and critical emergency facilities. The opportunities that come from long-term recovery
operations ensure residents impacted by disasters are able to participate in the recovery
of their neighborhoods through hiring programs and workforce development.
Sandy Recovery Opportunity and

Resource Fair at the Challenge
Preparatory Charter School in
Queens
Community Resiliency in Red Hook

The morning after Hurricane Sandy hit Red Hook, Sheryl Nash-
Chisholm, a resident of Red Hook Houses, decided to check
on her place of employment, the Red Hook Initiative (RHI), a
community-based organization serving Red Hook in Brooklyn.
Once inside, she realized that RHI had not been damaged by the
storm. She immediately opened the center to serve as a gathering
place, charging station, and supply-distribution center. By
taking this initiative, Sheryl became a key part of the Red Hook
community's recovery.
For the next three weeks, Sheryl and two dozen neighbors worked
tirelessly to serve their community, returning each night to their
own apartments that were still without heat, running water, and
electricity. RHI was open for up to 14 hours per day during those
three weeks, with RHI volunteers and partner organizations
providing supplies and meals to thousands of area residents, as
well as free Wi-Fi and legal and/or medical assistance to nearly
300 home-bound people in the community. With long-lasting local
relationships and community awareness, RHI and their partners
demonstrated that community-based organizations and their
members are often able to mobilize quickly and provide meaningful,
critical support for neighborhoods in times of crisis. Sheryl Nash-Chisholm
Initiative 1
Strengthen community-based organizations
Social infrastructure plays an important role in making communities ready for the
unexpected, and neighborhoods vary in the level of social cohesion and available
resources. To address this situation, the City will work to build capacity in
communities by strengthening community-based organizations that serve their
neighbors and by working to expand civic engagement and volunteerism.
First, the City will seek to develop a comprehensive, interactive web-based platform
to map both small and large community organizations and activities, as well as local
government services and initiatives, across New York City. The platform will allow
for the identification of both gaps and duplication of efforts, as well as opportunities
for integrating existing community-based and government initiatives. It will also
encourage more effective coordination, collaboration, and decision-making in these
efforts, in addition to linking to tools for connecting organizations and aiding in
community-based emergency planning between government and communities.
Next, the City will seek to bolster neighborhood resiliency and civic participation by
strengthening community-based organizations services, information capacity, and
ability to conduct community-level emergency and resiliency planning. The City will
study a model for social empowerment zones, which aim to increase residents'
resiliency in under-resourced neighborhoods by targeting funds and capacity-
building support to critical local service providers in geographically defined areas.
In partnership with the City Council, the City will establish a Hurricane Sandy Task
Force to make recommendations on expanding the participation of community-
based organizations and faith-based groups in local
emergency planning and resiliency efforts.
Finally, the City will expand volunteerism

opportunities in neighborhood-based initiatives run
by community-based organizations, neighborhood
institutions, and the City. An enhanced NYC Service
platform will connect organizations and programs in
need of support with available volunteers, including
linking volunteers with emergency response and
recovery efforts.
A Community Emergency
Response Team (CERT) volunteer
spreads the word about the City's
"Know Your Zone" campaign
Initiative 2
Improve emergency preparedness and planning
Resiliency starts with preparation. Securing physical assets for emergency
response such as a power generators, light towers and others are a critical first
step. The City, through NYC Emergency Management (NYC EM), will expand
public education efforts so that all New Yorkers know the risks they face during
extreme weather events and other disasters, and how to prepare and respond.
The City will invest in emergency shelter sites to accommodate 120,000 New
Yorkers with disabilitiesan improvement on the current capacity of 10,000and
will retrofit shelters to have accessible entrances, restrooms, and other aspects of
universal design. We will strive to ensure vulnerable populations that need shelter
are provided with adequate transportation services. The City will also continue
working to identify additional accessible sites throughout the five boroughs that can
serve as emergency service centers.
During large-scale emergencies and disasters, getting the right resources to the right
place at the right time saves lives and helps New Yorkers recover faster. The City can
ensure this happens by expanding the existing Corporate Emergency Access System
(CEAS), a program recognized by New York City Police Department (NYPD) and
NYC EM that allows emergency access for businesses, into an emergency access
credential for City Agency staff and other essential personnel. The City will convene
an inter-agency working group to evaluate, and make recommendations for, the
development of this credential and its procedures during a disaster.
In the summer of 2014, the City launched a comprehensive review of its 911
emergency response system. The first assessment examined the technological and
facilities improvements already underway as part of the Emergency Communication
Transformation Program. The second assessment examined the operations,
procedures, and call volumes of the 911 system. Through the operational assessment,
improvements in emergency care emerged as a top priority.
New York City ambulances respond to over a million calls each year, 40 percent of which
are for life-threatening emergencies.As that volume continues to increase, the challenge
of maintaining optimal coverage in every part of the city, at all times, only becomes
greater.To address this problem and reduce response times, the City will explore
options to provide additional support where the need is greatest. This year, the City
added 45 additional ambulance tours and deployed additional resources to station areas,
focused in southern Bronx, western Queens, and Staten Island. The City is also building
out a fully redundant, second 911 answering center in the Bronx, increasing staffing of
dispatchers and supervisors, and improving governance and quality assurance protocols
to ensure a more robust and efficient emergency response system.
Service providers, such as in-home food and health service organizations, could play
an essential role in emergency preparedness and planning. To ensure service
providers are equipped with the necessary tools and training to serve vulnerable
populations during emergencies, the City will include front-line staff in emergency
planning, training on public communications, and table-top exercises. In addition,
the City will modify standardized contracts to require service providers to
participate in the Citys emergency protocols (such as Advance Warning System),
develop a training program to incorporate community-based organizations in
response and recovery operations, and assign all available City employees a response
role for emergencies.
The City will continue to integrate its Hazard Mitigation Plan with climate resiliency
plans so that we are planning for and acting on the full array of hazards and risks our
city faces. Additionally, the City will launch its third NPCC in 2015, which will include
a climate risk analysis to inform planning and decision making on resiliency efforts
focused on equity and regionalism.
Finally, the City will work with the design and construction industries to develop a
system of standardized on-call contracts, with agreed upon payment and risk
management terms, in order to deploy construction and other services such as
effective and efficient debris removal and building repairs during and after a major
disruptive event. And we will work to improve long-term case management for
those impacted by disasters to connect survivors with the services they need.
Initiative 3
Support small businesses and local commercial corridors
Small businesses form a critical part of any community, providing jobs as well as
goods and services. After Sandy, the disruption to businesses in affected
communities meant lost earnings for business owners, displaced jobs for workers,
A local business on Richmond and reduced access to vital goods and services. As a result, residents in many
Terrace in Staten Island communities were left with limited options to meet their daily needs.
In response, the City provided financial and technical assistance

to more than 650 businesses in the immediate aftermath of
Hurricane Sandy. In addition, the Hurricane Sandy Business
Loan and Grant Program will have served more than 250
businesses before the end of 2015. As of April 2015, the City has
approved awards worth $35 million to more than 200 businesses.
In Spring 2015, the City will announce the winners of

RISE : NYC, a $30 million competition that leverages
innovative resiliency technologies in energy infrastructure,
telecommunications, and building systems for small businesses.
Additionally, the City will launch a new Business PREP program
to provide tailored resources and technical assistance in
preparing and planning for future disruptive events to businesses citywide and
thereby enhancing their resiliency.
The City will also invest $30 million toward commercial corridor enhancements in
Coney Island and the Rockaways, including storm water management, streetscape
and place-making projects to enhance the connectivity of these places, and
improvement of local infrastructure that provides basic services to businesses.
Initiative 4
Ensure that workforce development is a part of all
resiliency investments
As the City advances its more than $20 billion resiliency capital investment program,
residents impacted by Sandy will have opportunities to access employment and the
training needed to be eligible for the construction jobs these investments will create.
To realize this opportunity, the City will build on the model designed for the Build it
Back program that established the Sandy Recovery Workforce1 program, which
encourages the hiring of Sandy-impacted residents and provides training vouchers
for residents to access pre-apprenticeship programs.
Workers constructing a home
Specifically, the City will ensure all investments that strengthen the citys resiliency
will create job opportunities for residents and low-income applicants. This will
require the City, in cooperation with the Law Department and Mayors Office of
Contract Services (MOCS), to adopt standardized language for all procurement
documents and contracts for resiliency-related work, and require contractors and
consultants to report on efforts and outcomes related to local hiring and training.
Working with the Department of Information Technology and Telecommunications
(DoITT), the City will develop a centralized tool for tracking and reporting on this
data with the goal of improving the hiring of Sandy-impacted residents and low-
income applicants.
Additionally, community outreach and workforce development services will be

further integrated with development projects in partnership with industry and labor
organizations.For example, a new and long-awaited agreement between the New
York City Housing Authority (NYCHA) and unions from the building and
construction trades covering an estimated $3.5 billion of investment will secure
access to jobs and training opportunities for many Sandy-impacted residents,
including NYCHA residents, through both pre-apprenticeship and apprenticeship
programs. The City's Department of Small Business Services (SBS), will secure
additional State funding for community-supported workforce development services
in several Sandy-impacted neighborhoods.
Initiative 5
Mitigate the risks of heat
The effects of urban heat are well known. Extreme summer heat kills, on average,
over 100 New Yorkers annually from heat stroke and the heat-related exacerbation
of chronic health problems. Hundreds more need hospital care for serious heat-
related illness. The risk of death from extreme heat is highest among those without
air conditioning, in neighborhoods with higher poverty rates, and where there is less
land covered by trees and other vegetation. By greening neighborhoods and
increasing access to air conditioning, we aim to reduce heat-related illnesses and
deaths, and reduce disparities in vulnerability to climate change.
In partnership with The Nature Conservancy, the City is developing strategies to

evaluate the best available science on the urban heat island effect in order to invest
in better data collection and develop effective capital investment and operational
strategies to adapt our city to the increasing impacts of urban heat. First, the City
will identify urban heat mitigation and adaptation strategies to benefit the citys
most heat-vulnerable communities by coordinating through a new Urban Heat
Island Working Group that has already begun to meet.
The Working Group will make recommendations for the creation of a citywide air
temperature monitoring system to enable the collection of community-level
temperature data to guide urban heat mitigation and emergency response activities.
In order to measure heat mitigation activities accurately across the five boroughs,
the City will seek updates to its 2010 LiDAR dataset, which will involve aerial data
collection through remote sensing. This will help the City to quantify the
investments that have already been made and will inform future strategies about
how to plan the built environment. Additional insights from LiDAR data will include
the extent of the tree canopy across the five boroughs, and better detail for the Citys
public mapping data, among others. The City is already working to secure federally-
provided 2013 LiDAR data.
Additionally, the City will call on the State to ensure cooling access during extreme
heat for low-income, heat-vulnerable populations through an expanded allocation of
Federal Low Income Home Energy Assistance Program funds to assist with air
conditioning purchase and installation, and utility costs. These air conditioners will
be as energy efficient as possible, and are a life-saving resource for seniors and those
with pre-existing health conditions.
Finally, the City will propose that the New York City Board of Health amend
thehealth code to establish maximum allowable temperatures in residential
facilities and supportive housing for vulnerable people to protect against heat-
related illness.
Heat Vulnerability Index (HVI) for

New York City Community Districts
The HVI is adapted from a study by researchers at the
Department of Health and Mental Hygiene (DOHMH)
and Columbia University who analyzed mortality data
from 2000 through 2011. The analysis identified factors
that were associated with an increased risk of deaths
during a heat wave. The map shows New York City
Community Districts ranked from least to most vulner-
able and divided into five equal groups. Each Commu-
nity District HVI is the average of all census tracts in
the Community District.
Low Vulnerability
Moderate Vulnerability
High Vulnerability Source: NYC DOHMH
Heat-related illness and death rates, by neighborhood poverty in New York City
Average annual ED Average annual
visit rate per million, hospital admission Percentage
excluding admissions rate per million, Average annual death Aged 65+ Without
Neighborhood and deaths excluding deaths rate per million Air Conditioning
Poverty (20052010) (20002010) (20002011) (2013)
Low (<10%) 36.7 12.7 1.2 8.1
Medium (10 to <20%) 52.4 18.5 1.4 9.3
High (20 to <30%) 55.2 19.0 1.5 18.9
Very High (30%+) 76.5 21.1 1.9 18.8
Notes: Data on heat-related deaths, hospital visits, and emergency department visits are restricted to events in the months of May through September for the
years indicated. Neighborhood poverty rates are based on zip code and are defined as the percentage of residents with incomes below 100% of the Federal
Poverty Level per the American Community Survey 2007-2011. Population estimates for incidence are based on 2010 census data.
Source: NYC DOHMH
Vision 4
Buildings
Goal: The citys buildings will be upgraded against
changing climate impacts
Overview
Newly constructed buildings in New York City are designed to meet current codes
INDICATORS + TARGETS that promote safety and energy efficiency. But the vast majority of city buildings
Increase the percentage of our homes, schools, workplaces, businesses, and places of worshipwere
households in the 100- constructed before most modern standards were in place. There is a significant need
year floodplain with flood to adapt buildings across the five boroughs to withstand and recover from extreme
insurance policies weather events and other hazards, while continuing to serve residents and
Increase the square footage businesses during normal conditions.
of buildings upgraded
against flood risk The Mayor's Office of Housing Recovery Operations is making significant
Increase the number of investment in homes across the city through the Build it Back program, supporting
homes elevated through the the recovery of single-family homeowners and multi-family building residents.
Build it Back program Eligible homeowners may repair, elevate, rebuild, or sell their homes. This program
was dramatically improved in 2014 and is continuing to serve Sandy-impacted
residents.
Other buildings across the city are also subject to ongoing climate risks, particularly
the flooding associated with storm surge and sea level rise, as well as wind and heat.
When the Federal Emergency Management Agency (FEMA) released its first Flood
Insurance Rate Maps for New York City in 1983, it defined the 100-year floodplain
the area that has a one percent or greater chance of flooding in any given yearas an
Using white roofs to adapt
buildings at the Brooklyn expanse that today includes approximately 35,500 buildings. However, Sandys
Navy Yard extensive flooding encompassed over 88,700 buildings, and according to current
FEMA updates to these maps, the new
100-year floodplain is expected to include
approximately 71,500 buildings. These
expanding floodplains will bring flood
construction and insurance requirements
into neighborhoods that were not built to
such standards.
Looking ahead, with new flood maps and

rising flood insurance premiums, it will be
critical to align new zoning and land use
changes with existing building codes to
mitigate the risk of flooding, upgrade
against other threats, and ensure mitigation
and insurance options remain available and
affordable in the citys coastal communities.
Vision 4 Buildings
Initiative 1
Upgrade public and private city
buildings
Many of New York Citys nearly one million buildings
are not as prepared as they need to be against evolving
risks. To address this, we will adapt vulnerable
building stock to withstand the risks of climate
change and extreme weather events.
The City will implement the Build it Back program to

demonstrate how best to prepare homes and
neighborhoods for the future. In addition to elevating
houses, the program is exploring other protective
strategies to improve single-family homes and
upgrade multi-family buildings, including the
relocation or hardening of building systems, and
flood-proofing of lower levels. The Citys multi-family
housing component of Build it Back provides
A Build it Back home elevation in
Broad Channel, Queens comprehensive resiliency retrofit measures necessary
to protect vulnerable residents from the loss of
critical building services in the event of a storm, such
as raising electrical equipment and other building
systems, flood-proofing lower levels of buildings, and
ensuring the redundancy of building systems.
The City will also invest in increasing the resiliency

of public housing. NYCHA has secured over $3
billion from FEMA to execute a comprehensive
resiliency program across 33 public housing
developments, which will include the elevation and
hardening of building systems, flood-proofing, and
upgrading infrastructure.
The City will also continue to repair and upgrade

City-owned buildings to mitigate the impacts of
future climate changes. In all cases, the City is
committed to maximizing the allocation of federal
funding for building resiliency and will identify all
required local match funding to secure those funds.
Vision 4 Buildings
Initiative 2
Adopt policies to support building upgrades
The Citys efforts to upgrade buildings for climate resiliency must be supported by
policies that enable the right investments in building resiliency. Overall, new zoning
requirements, updated building codes, and reforms to flood insurance programs are
already having an effect on the built environment, with the City coordinating these
efforts across government stakeholders and with the community.
The City will continue to align zoning and building code updates with reforms to the
National Flood Insurance Program (NFIP) and expected changes to the Flood
Insurance Rate Maps (FIRMs). A working group focused on resiliency is already
active within City government, with representatives across capital and planning
agencies, and will lead this program.
By 2018, the City will work to develop and adopt consistent resilient design guidelines
for buildings in areas vulnerable to flooding, extreme wind, and heat. With our
changing climate, these standards will need to be developed based on an evaluation of
the inherent uncertainty of future climate projections, the lifespan of assets, and their
criticality in order to develop cost-effective design guidelines. These guidelines will
ensure what is built adheres to the highest performance standards.
Retrofit strategy for an attached

home from Retrofitting Buildings
for Flood Risk
Vision 4 Buildings
As part of this effort, the City will explore funding for loans and grants to finance
and encourage resiliency retrofits such as home elevations and other building
upgrades for building owners who were unable to participate in current programs.
Another important aspect in this effort is land use. The City continues to evaluate
land use as a tool to promote resiliency across the city. The Department of City
Plannings ongoing Resilient Neighborhoods studies are engaging communities in
ten areas across the five boroughs that face flooding and other resiliency challenges.
In this process, the City will evaluate and establish a framework for adaptive land
use planning based on a range of coastal hazards and with consideration of climate
change projections. This will include updates to local land use regulations and
citywide zoning to promote resiliency investments in buildings and infrastructure,
including commercial and industrial buildings, and will explore incentives to
balance the costs of improvements.
Finally, the City will increase the capacity of owners and operators of buildings located
in the floodplain to align investments around both sustainability and resiliency
investments when capital improvements are made. This will coincide with
investments being made in the Citys municipal and private building stock to promote
energy efficiency and reduced greenhouse gas emissions, as detailed in Vision 3.
Initiative 3
Work to reform FEMAs National Flood Insurance
Program (NFIP)
I live in Red Hook, As the citys coastal communities continue to be threatened by escalating flood risk
Brooklyn, where flood and rising FEMA NFIP premiums, the City will pursue a comprehensive set of
insurance affordability is activities to promote investments in physical risk reduction and better policies,
a concern. FEMA should including those that promote NFIP affordability. This includes conducting several
reduce insurance studies to evaluate recent NFIP changes and their impacts on urban environments,
premiums if homeowners reviewing federal studies while they are being drafted, and working with FEMA to
take action to mitigate institute reforms based on the results of these studies.
flood risk, like elevating
mechanical equipment. The City wants to be sure the public understands its flood risk and flood insurance
We're really excited about purchase requirements, and is already conducting frequent outreach meetings and
the Integrated Flood developing further public education campaign materials for city residents living in
Protection System for and near the floodplain. This flood insurance consumer education campaign seeks to
Red Hook and all such inform as many people as possible about their flood risk through advertisements on
resiliency projects across public transportation and radio, as well as at community events and through elected
the city. officials, with two key messages for consumers: understand your risk and flood
insurance purchase requirements and purchase flood insurance.
Andrea S.,
Red Hook
Vision 4 Buildings
Based on this program, the City will also work to build a regional and nationwide
coalition in advance of the 2017 reauthorization of the NFIP to achieve reforms that
will ensure residents are better educated about their risk, more incentivized to
mitigate risk, and better able to afford flood insurance premiums.
At the same time, the City will continue to explore participation in FEMAs
Community Rating System (CRS), which could reduce premiums for the citys flood
insurance policyholders.
Today's population 2013

2050s 2080s 2100
in the current (Preliminary
(Projected) (Projected) (Projected)
and projected FIRMs)
floodplain
Manhattan 89,100 214,500 275,600 317,700
Bronx 16,300 51,200 113,900 143,800
Brooklyn 164,800 331,100 466,200 515,400
Queens 99,100 167,200 201,500 219,100
Staten Island 30,700 44,900 56,300 63,100
Citywide Total 400,000 808,900 1,113,500 1,259,100
Today's buildings 2013

2050s 2080s 2100
in the current (Preliminary
(Projected) (Projected) (Projected)
and projected FIRMs)
floodplain
Manhattan 3,100 5,900 7,600 8,800
Bronx 4,500 8,200 13,700 16,500
Brooklyn 26,900 51,600 70,700 80,100
Queens 25,200 35,600 41,100 44,800
Staten Island 11,800 16,700 19,800 21,500
Citywide Total 71,500 118,000 152,900 171,700
Floodplain Source: FEMA (Current Floodplain) New York City

Panel on Climate Change (NPCC) 2015 (2050s Floodplain)
Vision 4 Buildings
Expanding
FEMA 2015 Preliminary FIRMS 100-Year Floodplain
floodplains due to
rising sea levels 2050s Projected 100-Year Floodplain
2080s Projected 100-Year Floodplain

There are currently an 2100 Projected 100-Year Floodplain
estimated 400,000 residents
and 71,500 buildings in the
citys 100-year floodplain.
By the 2050s, the 100-year
floodplain will expand to
include an area that today has
808,900 residents and 118,000
buildings. This expansion
of the floodplain, caused by
sea level rise, is expected to
continue through the end of
the century.
Source: New York City Panel on Climate

Change, 2015
FEMAs National Flood Insurance Program (NFIP)

Recent changes to the National Flood Insurance Program (NFIP), including the Bigger-Waters Flood Insurance Re-
form Act of 2012 and the Homeowner Flood Insurance Affordability Act of 2014, will have drastic consequences for
the citys coastal communities, including rising insurance premiums, increasing risks for home foreclosures, and loss
of value for affected homes. To address this challenge, the City will continue to invest in risk reduction and work
with FEMA to improve four critical aspects of its National Flood Insurance Program:
1. Improve FEMAs Flood Mapping Process: The Citys new Preliminary Flood Insurance Rate Maps, issued in
December 2013, had not been updated since they were first created in 1983, and as a result, when Hurricane Sandy
hit, the flood maps severely understated the Citys flood risk. To better communicate and prepare for flood risk, the
City seeks to require FEMA to update the maps at least every ten years. Further, the City will call on FEMA to imple-
ment a series of technical and process improvementsincluding exploration of the next generation of coastal flood
modelsto better represent and communicate flood risk.
2. Improve Risk-Based Pricing: Currently, FEMA does not have the data required to adequately price a majority of
New York City policies, such as those deemed to be negatively-elevated structures. In addition, FEMA does not,
for the most part, offer premium reductions for mitigation approaches other than building elevation. The City is
advocating for a broader list of partial mitigation measures that result in reduced risk and premiums.
3. Improve Management of Write Your Own (WYO) Companies: FEMA sells its NFIP products through WYO
insurance companies. Recent allegations concerning Sandy claims payments have demonstrated the need for better
management and controls within insurance companies and by FEMA. The City will advocate for better oversight
of these companies and better training of WYO companies to improve communication to existing and prospective
clients.
4. Ensure NFIP Affordability: The City is undertaking two affordability studies to help ensure the NIFP takes into
account the specific characteristics of a dense, urban environment in the floodplain for both multi-family and one-
to-four family housing.
Vision 4
Infrastructure
Goal: Infrastructure systems across the region
will adapt to maintain continued services
Overview
The risks from climate change and other 21st century threats will further challenge
the resiliency of the citys aging infrastructure for years to come. The City aims to
Reduce customer-hours of adapt infrastructure systems in the city and across the region to withstand the
weather-related utility and impacts of climate change, to ensure the continuity of critical services in an
transit service outages emergency, and to recover more quickly from service outages.
Increase the percentage of
patient beds at hospitals The City is already implementing a robust portfolio of infrastructure-based recovery
and long-term care facilities and resiliency initiatives as part of a more than $20 billion climate resiliency
in the 100-year floodplain programwhich will reach nearly $30 billion with additional spending by other
benefiting from retrofits for
regional partners.
resiliency
The City also coordinates closely with its partners in the energy, telecommunica-
tions, and transportation sectors across the region to facilitate planning for and
investment in the resiliency of their assets. These partners include the Metropolitan
Transportation Authority (MTA), the Port Authority of New York and New Jersey
(PANYNJ), Con Edison, the Long Island Power Authority (LIPA), National Grid,
AT&T, Sprint, T-Mobile, Cablevision, Verizon, and Time Warner Cable, among
others.
These publicly and privately owned systems are vulnerable to natural disasters and
the impacts of climate change. Without proper investment, our transportation
network, water, sewer, and waste infrastructure, energy system, telecommunications
assets, and social infrastructure are all at risk.
Transportation: The citys transportation network is vital to helping New Yorkers

recover after a disruptive event. There is a need for focused attention to prepare these
facilities and assets for future shocks by making the right investments for adaptation.
Our subway system is particularly vulnerable to flooding and power disruption. New
York Citys freight infrastructure is not only critical for day-to-day operations, but also
serves as a necessary network in emergency response during natural and man-made
disasters. The freight network connects New Yorkers to commodities such as food and
fuel from areas across the region by air, rail, ship, and road.
Water, Sewer, and Waste: The citys sewer system can be overwhelmed by heavy
downpours that exceed the systems design capacity, creating flooding and sewer
backups, as well as by storm surges, which pose a risk to the citys wastewater
treatment plants and pumping stations. During heavy downpours, partially treated
or untreated sewage can spill into waterways around New York City as a relief
Vision 4 Infrastructure
mechanism to avoid damage to treatment facilities. These events are anticipated to

increase as New York City experiences more intense precipitation with more
frequent flooding. The capacity of the City to manage its solid waste during and after
a shock event is critical to maintaining healthy and safe conditions for communities.
However, potential damage of sanitation facilities and assets, the ability to fully staff
shifts, and the conditions of roadways, street lights, and other infrastructure in place
determine the resiliency of the Citys solid waste management system.
Energy: The citys underground and overhead energy distribution systems are
vulnerable to floodwaters and high winds, as are electricity- and steam-generating
facilities and liquid fuel refinery and distribution terminals. Today, 88 percent of the
Citys steam-generating capacity lies within the 100-year floodplain. In the electric
power system, 53 percent of in-city electricity-generation capacity, 37 percent of
transmission substation capacity, and 12 percent of large-distribution substation
capacity lie within the floodplain. Heat waves also pose significant challenges to
operability of the electrical grid. Of the 39 fuel terminals in the New York
metropolitan area, nearly all lie within FEMAs 100-year floodplain. Extreme
weather events would cause direct damage to key liquid fuel assets in the region and
disrupt the power infrastructure critical to the functioning of terminals, refineries,
and pipelines.
Telecommunications: The ability to communicate reliably is critical, especially in

an emergency. More than ever, the resiliency of telecommunications services across
the city, including wired and wireless telephone, video, and internet, will affect the
citys capacity to both respond to a major disruptive event and implement a
coordinated recovery. These systems rely on a vast infrastructure of over 50
thousand miles of cabling, thousands of cell sites, and nearly 100 critical facilities. By
the 2020s, 18 percent of telecommunications infrastructure will lie within the
100-year floodplain. Recent upgrades to the fiber optic network have helped, but
more improvements are needed.
Social Infrastructure: Infrastructure that strengthens communities, such as

hospitals, community centers, libraries, and schools, can enhance social resiliency and
assist in immediate response after a disruptive event. Parks, in particular, can play a
role in protecting adjacent neighborhoods from severe weather, and serve as gathering
places after an event. But these facilities are as vulnerable to damage or to the
interruption of essential services as any other critical facilities. In an emergency, the
continuity of operations for buildings, critical vehicles, and telecommunications
networks for first responders is a matter of life and death. And hospitals and long-term
care facilities, including nursing homes and adult care facilities, are equally crucial to
the immediate response and long-term recovery of neighborhoods after a crisis.
Each of these systems requires a specific set of activities to ensure the resiliency of
the city.
A Resilient City
Current Investments in Infrastructure
and Buildings
Transportation: $565 million
Regional Water and Wastewater: $5.5 billion
Hospitals: $2.9 billion
Libraries: $10 million
Schools: $755 million
NYCHA: $3.2 billion

NYU Langone
Medical Center
Other Housing Resiliency: $60 million $1,100 million
Bellevue Hospital
MTA Fix and Fortify: $10.5 billion
Campos Plaza II
$25 million
PANYNJ Sandy Program: $1.1 billion Campos Plaza I
$25 million
Con Edison: $1.0 billion Riis Houses I and II
$127 and $58 million
Other: $50 million Wald Houses
$162 million
2013 100-Year Floodplain Lavanburg Homes
$23 million
Baruch Houses
2050s 100-Year Floodplain $192 million
Battery Park Underpass

$50 million
Smith Houses
$115 million
LaGuardia Houses
$84 million Two Bridges
$17 million
Red Hook West

$241 million Red Hook East
Gowanus Houses $209 million
$115 million
Staten Island
University Hospital
$28 million
Floodplain Source: FEMA (Current Floodplain) New York City Panel on

Climate Change (NPCC) 2015 (2050s Floodplain)
Note: NPCC Floodplain is a high-end projection (90th percentile).
All costs are rounded estimates. Not all projects shown.
Rangel Houses
$58 million
East River
$87 million
Metro North
Consolidation
$40 million
Metropolitan
Hospital
Isaacs Houses
$33 million
Astoria Houses
$158 million
Coler Hospital
Hunts Point Modernization

$150 million
LaGuardia Protection
$37 million
Broad Channel Street Reconstruction

$19 million
Hammel Houses
$179 million
Carleton Manor Houses
$30 million
Gravesend Houses Ocean Bay Apartments Oceanside
$175 million $67 million
Coney Island Commercial Corridors
$15 million Ocean Bay Apartments Bayside
Coney Island Houses $285 million
Sites 4 & 5 Beach 41st Street Houses
$40 million $68 million
Coney Island Houses Redfern Houses
Site 1B $142 million
$25 million
Rockaway Commercial Corridors

$15 million
Rockaway Boardwalk
$480 million
Coney Island Hospital
Coney Island Green Streets

$1 million
Carey Gardens Houses
$87 million
Haber Houses
$48 million
Surfside Gardens
$100 million
Coney Island Houses
$112 million
ODwyer Gardens/Site 8
$105 million
Coney Island Houses Site 8
$28 million
Initiative 1
Adapt the regions infrastructure systems
Infrastructure systems are vital to making our city run. Across the region, New
Yorkers rely on infrastructure systems every day to light and heat their homes,
obtain drinking water, get to work, and access information. However, these
infrastructure assets require regular repairs and upgrades to remain operable and
adapt for resiliency. The City will, therefore, continue to pursue programs to
coordinate investments across agencies and other infrastructure providers.
The City commits to repairing critical infrastructure systems damaged or destroyed

by Hurricane Sandy, while mitigating future climate risks through billions of dollars
in funds from FEMA's public assistance grant program. The City is providing a
required local match of funds in order to secure these resources.
Working with other regional partners, the City will invest in the resiliency of its
transportation infrastructure, including ferries, tunnels, movable bridges, traffic
signals, and streets, through the elevation or dry-proofing of facilities and systems,
the hardening of conduits, enhanced continuity of operations planning, and
mitigation strategies, such as hardening of street ends and green infrastructure for
storm water management.
The City will work to ensure the resiliency of our freight network in the face of
climate change by hardening our ports, rail, staging areas, and warehouses. The City
is undertaking planning exercises to identify vulnerabilities to the freight network,
improve redundancy, and provide resiliency strategies for at-risk infrastructure
through partnerships with City agencies and the private sector.
Further, the City is planning for green infrastructure installations across the five
boroughs, including bioswales, rain gardens, permeable pavement, and green roofs
to reduce the amount of stormwater entering the sewer system, thus helping to keep
the sewers from exceeding their capacity. The City is also investing in the resiliency
of its wastewater treatment plants and pumping stations by implementing measures
such as elevating and flood-proofing equipment, constructing barriers, and installing
backup power supplies to ensure continued service in the event of a major storm.
Upstate reservoir dams are critical to our Citys drinking water sources. Given the
increased variability in the frequency and magnitude of storms associated with
climate change, DEP will go beyond the level of protection currently required by
New York State. This guidance requires existing dams to be capable of safely passing
half of the probable maximum flood, a standard we already meet. Beyond these
requirements, we will commit to ensuring our dams safely pass the full probable
maximum flood when capital improvements are made. Finally, while the science
suggests New York Citys upstate water supply watersheds will experience increased
precipitation due to climate change, we are also preparing for the risk of the
opposite extreme: drought. The City commits to protecting our fresh water
resources, managing demand, increasing infrastructure investments for greater

flexibility, and maintaining a steady supply of water during all weather conditions.
The Citys ability to function during a disaster depends on a resilient information

technology infrastructure that keeps critical agency applications running, data
accessible and secure, and telecommunications networks operating. The City will do
so by populating its backup data center with replication and backup of critical
applications, and incorporate this data center into its continuity of operations plans
for City agencies. It will also continue hardening network and infrastructure assets
to withstand both storm-related power outages and power grid outages, and
strengthen the Citys support of mission-critical operations for first responders and
essential City services.
In addition, the City will develop strategies to promote and enforce resiliency for
telecommunications providers through the franchise renewal process and other
agreements with the City. DoITTs newly created Telecommunications Planning and
Resiliency Office is facilitating an ongoing dialogue with telecommunications
providers to discuss resiliency initiatives and address barriers to implementation.
MTA workers clear a clogged drain near the Cortlandt Street subway station to prevent flooding during a heavy rain event
The City will also work with wireless carriers to ensure cell sites and networks are
hardened and resilient. In some cases, technology upgrades made at cell sites have
improved battery backup time (e.g., newer equipment does not draw as much
power). We also helped facilitate discussions between one wireless carrier and the
Fire Department of New York City that ultimately led to approval of an alternate fuel
source option for backup power. The carrier plans to deploy at least two of these
units in New York City. And we have also advocated for strong backup power
requirements in proceedings before the Federal Communications Commission.
Further, LinkNYC will increase access to affordable broadband through a network of
public Wi-Fi, and is a model for incorporating resiliency requirements into franchise
agreements, ranging from enhancing cyber-security to submitting an annual
resiliency plan.
The City will proceed with the retrofit of critical buildings, such as healthcare,
hospitals, and long-term care facilities, and other critical municipal assets for
long-term resiliency and to help our critical buildings withstand the risks posed by
climate change. The City has secured nearly $1.7 billion from FEMA to execute a
comprehensive resiliency program across four HHC facilities: Bellevue Hospital,
Coney Island Hospital, Metropolitan Hospital, and Coler Rehabilitation and Nursing
Care Center. Resiliency upgrades to these facilities will include the installation of
backup power systems, the elevation and hardening of building systems, and flood-
proofing of lower levels. The City is also working to secure funds from FEMAs
Hazard Mitigation Grant Program for the resiliency of long-term care facilities
located in the 100-year floodplain.
Initiative 2
Adopt policies to support infrastructure adaptation
The City will use the best available climate science, as well as robust research,
legislative action, advocacy, and regional coordination to adapt the citys
infrastructure to be resilient against disruption. It is critical to standardize the
process by developing and implementing a set of design guidelines for resiliency to
ensure what we build adheres to the highest performance standards. By 2018, we
aim to have all New York City agencies adopt standardized resiliency design
guidelines for streets, transportation, public spaces, utilities, and other
infrastructure.
The City will call on regional infrastructure providers and operators, such as the
MTA, PANYNJ, ConEdison, National Grid, LIPA, and Verizon to make critical
resiliency investments in their systems, coordinated through the Climate Change
Adaptation Task Force.
The City will explore, with our State and academic partners, the preparation of a
Regional Resiliency Assessment Program with the U.S. Department of Homeland
Security on the resiliency of the Citys supply chain for critical commodities such as
food, fuels, materials, and consumer goods. NYC EM and Department of Citywide
Administrative Services are in development of operational response strategies to
address possible fuel disruptions to New York City. In order to prevent and prepare
for such disruptions, these agencies and the Mayors Office are working in
partnership with the Columbia University SIPA Center on Global Energy Policy, as
well as state, federal, and private sector partners to develop a liquid fuels resiliency
strategy. This may include standardized regulatory waivers, communications
protocols, fuel reserves, and hardening of assets for the refinement, storage, and
delivery of fuels.
The City will also conduct an analysis and develop recommendations to enhance the
resiliency of the citys food supply chain, which is expected to support further
investments at the Hunts Point Food Distribution Center beyond the funds that have
already been identified through HUDs Rebuild by Design competition.
Activity at the New Fulton Fish Market at Hunts Point
Vision 4
Coastal Defense
Goal: New York Citys coastal defenses will be
strengthened against flooding and sea level rise
Overview
Hurricane Sandy vividly demonstrated the citys vulnerability to coastal storms.
INDICATORS + TARGETS With 520 miles of coastline, New York City has been exposed to these risks since its
Increase the linear feet of founding. Over the past 400 years, the citys shoreline has been developed and
coastal defenses completed modified in ways that have contributed to increased risks from coastal storms. Now,
Increase the acres of coastal a changing climate is adding to the risks.
ecosystems restored
Our current understanding of flood risk comes from FEMA and its Flood Insurance
Increase the number of
Rate Maps (FIRMs). These maps were first adopted in 1983 and showed that 33
residents benefiting from
coastal defenses and square miles of the city were in the 100-year floodplain, which includes 218,000
restored ecosystems people. Updated maps will show approximately 400,000 people currently in the
100-year floodplain.
These maps do not include projections on rising sea levels. In addition to the
approximately 1.1 feet of sea level rise the city has experienced since 1900, current
mid-range projections show sea levels will rise another one to two feet by 2050 and
two to four feet by 2100. The NPCC shows that due to sea level rise, these
floodplains are expected to continue growing and increase the frequency and
intensity of citywide flooding. In fact, the floodplain projections provided by the
NPCC show 71 square miles will be in the 100-year floodplain in 2050, which
includes approximately 808,900 people. This is a 42 percent increase.
Alarming as they are, these projections largely assume that no action will be taken to
mitigate this risk. However, the City is continuing to act to reduce the impacts of
climate change. We will expand our efforts to adapt coastal communities to the
evolving risks of climate change, including flooding and sea level rise. In June 2013,
the City released its first-ever comprehensive coastal protection plan, which will
significantly reduce the citys vulnerabilities.
Since 2013, the city has initiated many projects to strengthen our defenses against
the risks associated with climate change. These projects include beach nourishment
in Coney Island, the Rockaways, and Staten Island; miles of new dunes across the
citys beaches; repairs to bulkheads in low-lying neighborhoods; new investments in
Red Hook, the east side of Manhattan, Lower Manhattan, Breezy Point, Howard
Beach, and Tottenville; and feasibility studies for flood protection systems for
Newtown Creek, Gowanus Canal, East Harlem, the North Shore of Staten Island,
and Coney Island Creek.
Vision 4 Coastal Defense
We are also partnering with U.S. Army Corps of Engineers (USACE) as it

implements new coastal resiliency projects, including construction of T-groins at
Sea Gate in Coney Island, advancing implementation of the East Shore levee and
South Shore investments in Staten Island, and development of the Rockaway
Reformulation investments on the Rockaway peninsula beaches and in Jamaica Bay.
All of this work will continue to require funds and new sources of financing. While the
City has successfully launched its first phase of a coastal protection program with
nearly half of the funding secured, more funds are needed now and in the future to
implement this program fully and effectively reduce risk in our coastal communities.
New York City's Comprehensive Coastal Protection Plan
Source: A Stronger, More Resilient New York, 2013
Initiative 1
Strengthen the citys coastal defenses
Prior to 2013, the City had never adopted a comprehensive coastal protection plan to
reduce the risk of coastal flooding and sea level rise. With the release of A Stronger,
More Resilient New York, the City now has a comprehensive coastal protection plan
in place and has already taken steps to implement its first phase, which includes a
$3.7 billion program of infrastructure investments, natural area restorations, and
design and governance upgrades. The City will, as funds continue to be identified,
make progress on the entire plan.
Over the next ten years, the City will strengthen its coastal defenses by completing
many vital projects in all five boroughs, including:
An integrated flood protection system for the east side of Manhattan and in Lower
Manhattan south of Montgomery Street to the northern end of Battery Park City
Armored levee and stormwater management on the East Shore of Staten Island,
in partnership with USACE
Investments on the Rockaway peninsula beaches and in Jamaica Bay, as part of

the USACE Rockaway Reformulation, plus further investments in Breezy Point
An integrated flood protection system in Red Hook, in partnership with the State
Coastal and energy resiliency improvements in Hunts Point to protect the citys
food distribution center from flooding and power loss
Investments to improve low-lying shorelines across the city, including in Coney

Island and the South Shore of Staten Island
Nature-based measures in Jamaica Bay, such as those at Sunset Cove in Broad

Channel and Spring Creek in Howard Beach
To deepen public participation in the implementation of this coastal protection plan,

the City will also reestablish and expand the Waterfront Management Advisory
Board (WMAB) to advise the City on the waterfront, including coastal resiliency,
natural resources, and related waterfront topics.
Through a partnership with the NPCC and the Science and Resilience Institute at
Jamaica Bay, the City will continue to expand its understanding of the science of
resiliency and explore nature-based strategies to enhance resiliency in the city. The
City will also continue to explore the implementation of other innovative resiliency
programs, including oyster production and education programs.

In June 2014, the City was awarded $355 million for coastal resiliency investments through
HUDs Rebuild by Design competition, aimed at stimulating the development and funding of
innovative resiliency projects in the Sandy-impacted region. Of the total amount, $335 million
was earmarked for development of the first phase of an east side integrated flood protection
system in Lower Manhattan. This system is expected to stretch from East 23rd Street to
Montgomery Street, with enhanced resiliency against flooding while expanding public access
to East River Park and its adjacent esplanades. When completed, it will benefit thousands of
public housing and other residents of a particularly vulnerable part of Manhattan, and will
demonstrate a new model for integrating coastal protection into neighborhoods, consistent
with the Citys resiliency vision.
A Resilient City
Coastal Protection Project Status
Completed
Study Funded
Project Funded
DCP Resilient Neighborhoods Study Areas
2013 100-Year Floodplain
2050s 100-Year Floodplain

$335 million
Resilient Neighborhoods Study Area
West Chelsea
Lower East Side
Southern Manhattan Multipurpose
Levee Study
$1 million
Battery Park Resiliency Improvements
$8 million
Lower Manhattan
Comprehensive Coastal Protection
$7 million
USACE NY Harbor and Tributaries
Feasibility Study
Red Hook
Integrated Flood Protection System
$100 million
North Shore Staten

Island Resiliency
$1 million Belt Parkway
Saw Mill Creek Bulkhead Repair
Wetlands Mitigation Bank $10 million
$15 million
East Shore
of Staten Island
$500 million
Resilient Neighborhoods
Study Areas
South Beach
Midland Beach
New Dorp Beach
Oakwood Beach
Staten Island
Emergency Berm Oakwood Beach
Restoration Tide Gate Repair
$9 million Great Kills Breakwater
Wolfes Pond Park Berm Repair

$5 million
South Shore Shoreline Elevation
$32 million
Tottenville Living Breakwaters
$60 million
Floodplain Source: FEMA (Current Floodplain) NPCC 2015 Tottenville Dunes and
(2050s Floodplain) Coastal Dune Plantings
Note: NPCC Floodplain is a high-end projection (90th percentile). $7 million
All costs are rounded estimates. Not all projects shown.
Tibbetts Brook Daylighting

$2 million
Hunts Point Lifelines

$45 million
Starlight Park Edge Restoration
$16 million
Hart Island Shoreline Restoration

East Harlem Resiliency $13 million
$1 million
Edgewater Park

Harding Park
Rikers Island Shoreline Restoration

$49 million
Flushing Meadow Tide Gate

$5 million
Newtown Creek and Gowanus Canal

Local Storm Surge Barrier
$2 million
Canarsie
Upper Spring Creek Wetland Restoration
$12 million
Howard Beach/Lower Spring Creek Flood Protection
$50 million
Hamilton Beach and Old Howard Beach
Plumb Beach Nourishment

and Breakwater
$5 million
Rockaway Reformulation (Jamaica Bay)
Study Area Head of Bay Oysters
Gerritsen Beach $1 million
Broad Channel
Study Area
Sheepshead Bay Brant Point Wave Attenuation
$1 million
Rockaway Peninsula
Emergency Beach Nourishment
Rockaway Reformulation (Atlantic beaches)

Sunset Cove Marsh Restoration
$9 million
NPS Rockaway Beach and Rockaway Park
Investments Beach Channel Drive Bulkhead Repair
Breezy Point Double Dunes $26 million
$58 million
Rockaway Inlet Barrier Study
Coney Island Emergency Beach Nourishment
Coney Island Creek Shoreline Elevation
$32 million
Coney Island Creek Tidal Barrier Study
$2 million
Sea Gate T-Groins
$30 million
Sea Gate Bulkhead
$3 million
Initiative 2
Attract new funds for vital coastal protection projects
The Citys $3.7 billion coastal protection plan is nearly 50 percent funded and
moving forward. But significant portions of the plan still require additional funds
for implementation.
To address this need, the City will continue to identify and secure new sources of
funds to reduce coastal flooding risk. In partnership with USACE, a new feasibility
study for New York Harbor and its tributaries will launch in 2015. It is intended to
result in new projects that can be authorized and funded in New York City, in
accordance with the Citys coastal protection plan.
To advance elements of its full-build coastal protection plan, the City is conducting
its own feasibility studies of several investment opportunities, including at Coney
Island Creek, Newtown Creek, Gowanus Canal, and Lower Manhattan. These
studies are being conducted to inform future USACE studies, and are intended to
strengthen the Citys ability to secure additional funds.
The City will also seek out new sources of funding. HUD is currently running a
National Disaster Resilience Competition which will fund innovative resiliency
measures that strengthen communities. The City has already submitted its phase
one application to this competition. Throughout the rest of 2015, the City will
work with community partners and other stakeholder agencies to secure funds
through this competition.
In addition, the City will continue to

evaluate long-term coastal protection
measures, such as a multipurpose
levee in Lower Manhattan,
particularly where investments could
strengthen communities and
potentially generate funding to offset
construction costs. Finally, the City
will continue to explore other
innovative financing opportunities.
A proposed multipurpose
levee in Lower Manhattan
Initiative 3
Adopt policies to support coastal protection
In order to strengthen the citys coastal defenses effectively, policies must be aligned
and adopted to support the right investments in coastal protection and ensure those
investments are operated and maintained effectively.
As new assets are built, it will be necessary for the City to have a more effective
management plan for waterfront assets. To address this need, the City will continue
to upgrade its waterfront management tools and fund citywide waterfront
inspections to assess and better manage its assets.
The City will also explore new governance models to support the completion and
long-term operation of integrated coastal resiliency measures, based on national and
international best practices.
Construction of t-groins at Sea

Gate in Brooklyn
Diverse and Inclusive Government
Diverse and
Inclusive
Government
One of New York Citys greatest strengths is its diversity. We have always been a
city of many cultures, attracting people from across the nation and around the world
who seek opportunity in a vibrant, engaging, and supportive urban environment.
City governments ability to govern effectively and serve all our residents depends
on the diversity of our workforce and senior leadership, and maintaining an
atmosphere in City workplaces that accepts and embraces diversity.
Diversity helps increase innovation. Research has shown that effective diversity
management coupled with an inclusive work environment improves organizational
performance and innovation. A diverse workforce also brings different perspectives
and solutions to challenges, often resulting in new and creative advances.
City agencies invest large amounts of their budgets in compensation and benefits.
The return on this investment significantly increases with a leadership pipeline of
diverse individuals that is representative of all New Yorkers. The diversity dividend
is maximized when employees perform at their peak. Peak performance can only
happen in inclusive, harassment-free environments where workplace policies that
enhance retention, produce greater workplace engagement, and further productivity
across the organization are in place.
Diversity and inclusion increase an agencys capacity to serve and protect people with
different experiences or backgrounds; they also enhance an agencys ability to be
receptive to different traditions and ideas. A workforce that reflects the City of
New York builds trust in government and inspires our residents civic
engagement. Building on this legacy of improving diversity and inclusion, New York
City is now positioned to strengthen its commitment and accelerate our efforts to
attract, retain, and develop a diverse workforce. The City is also determined to serve
all New Yorkers equally, including representation and participation of minority- and
women-owned businesses (M/WBE) in OneNYC and all City initiatives.
Government Workforce
Goal: Build a government workforce reflective of
the diversity and inclusion of all New York City
communities
Overview
A majority of the Citys current civil workforce is comprised of women and people of
color. Given the diversity of our population, we must also diversify our senior
leadership. Equitable representation across all levels of City government strengthens
the city by increasing efficiency, excellence, and strong delivery of City services;
increasing the economic security of previously excluded professionals and their
families; growing a diverse middle class; enhancing trust in government with a
workforce that reflects the community it serves; and creating a pipeline of young
leaders to join New York City government.
Initiative 1
Improve the way New York City recruits a diverse
workforce
In order to show that government work is an attractive career path for graduating high
school and college students from all backgrounds, we have strong programs and
partnerships with organizations, high schools, colleges, and graduate programs to
learn from and grow targeted talent recruitment pipelines.
We will launch new programs to recruit administrative talent as we better leverage

and publicize our existing programs. In addition to the Public Service Corps, we
currently run the Management Academy, a program designed specifically for the citys
new and emerging leaders; the Leadership Institute, which has helped prepare
outstanding mid-level agency executives to lead organizational change initiatives; and
the Urban Fellows program, which was designed to introduce Americas finest college
students and graduates to local government and public service.
We will study the potential of three new programs: the Mayoral Leadership Institute
for mid-level administration leaders to partner with a local university; the Mayoral
Public Sector Fellowship to provide graduate school opportunities for high performing
mid- and senior-level officials; and the Smart Government Initiative partnership with
Cornell Tech for entry- and junior-level public sector professionals.
The New York City government has

built a diverse and inclusive workforce
of 327,793 employees
Successful Existing
Programs
Gender Balance
NYC Government NYC Population
43% 48%
male male
The Citys Public Service Corps program is the

nations first and largest off-campus internship
program for college students. It provides under-
57% 52%
female female graduate and graduate students with opportunities
2013 Workforce Profile Report, NYCEDCs Center for Economic Transformation
to serve their communities, build professional
skills, and learn about careers in the public sector.
The Department of Citywide Administrative Ser-
Median Age vices (DCAS) and Department of Education (DOE)
currently partner to provide internships, training,
NYC Government NYC Population and other support to the Citys automotive high
45.2 35.6
schools, led by the Brooklyn Automotive High
School. This successful partnership has improved
educational opportunities and led to direct em-
years years ployment for automotive high school participants.
2013 Workforce Profile Report, ACS 2013 DCAS offers training courses designed to strength-
en test-taking skills and workforce readiness, and
assists students in matching their education and
Racial Diversity experience with City jobs and highlighting poten-
NYC Government NYC Population tial exams from the exam schedule.
39% 32% 33% 25%
White Black White Black
1%
Other
1%
Other 20% 28%
8% Hispanic 13% Hispanic
Asian Asian
2013 Workforce Profile Report, ACS
Initiative 2
Improve the way New York City retains
a diverse workforce
Recruiting a diverse workforce is only part of the story. Unless the City provides
workplaces that embrace diversity and provide equitable opportunities for all City
workers to grow and succeed, we will struggle to both recruit and maintain that diversity.
This means the City must takes steps to ensure it is diverse at every level and
that people from all backgrounds have opportunities across disciplinary areas.
This is the 21st century. Its no longer acceptable for our teaching corps to be all
female or our firefighters all male.
To improve the way New York City retains a diverse workforce, City agencies have
formed diversity work groups and internal councils to develop and share best
practices and address the underrepresentation of various demographic groups in
certain areas. For example, the Department of Design and Construction has
established a cross-divisional task force to focus on hiring and succession planning
within their agency. Meanwhile, the Law Department has established a mentoring
initiative called the Coaching Collaborative, which meets on a regular basis to
discuss ways to enhance the work environment. And the Fire Department is
planning a specific initiative to recruit talented women firefighters as part of its
broader diversity agenda.
The opportunity to increase diversity is particularly ripe at this moment, with large
segments of the City workforce soon eligible to retire. DCAS will lead a project to
integrate workforce analytics into succession planning to promote career
opportunities that exist, and utilize long-range planning to map retirement trends
and establish New York City government workforce needs and hiring imperatives
for the future. In the next two years, DCAS plans to conduct an annual Employee
Engagement survey; deploy onboarding and exit interview guidance; issue a full
Workforce Profile Report; identify workforce trends; issue an updated Risk
Assessment Tool to enable each agency to analyze its own workforce, turnover rates,
and attrition risks; develop a retirement predictor analysis and incorporate findings
into exam planning and attrition risk assessments; and analyze training records to
identify training efficacy and impact on career mobility.
Initiative 3
Improve the way New York City develops a diverse
workforce
New York City is undertaking a disparity study in accordance with Local Law 1.
The results of this study will help inform M/WBE goals, which will be included in
the future OneNYC progress update. For the first time since 2005, DCAS, in
cooperation with the Mayors Office, issued a revised citywide Equal Employment
Opportunity (EEO) policy that included diversity and inclusion leadership best
practices for commissioners. Agencies are currently participating in the Managing
Diversity and Inclusion Leadership Initiative (MDLI), which focuses on 15
best practices including commitment statements from commissioners, quarterly
reviews of workforce data on the diversity of senior leadership candidate slates,
mentoring, succession planning, identification of high potential talent, structured
interviewing, and measuring the establishment of employee resource groups.
Seventy percent of agencies have already incorporated a focus on ten of the best
practices into their annual diversity and EEO plans. NYPD is the top performer
engaged in or exploring all 15 best practices.
DCAS developed and promotes Everybody Matters, the Citys flagship diversity and
inclusion training program available to all agencies. Between January and April 2015,
DCAS has trained more than 6,000 employees.
To further expand our diversity, we will focus on recruiting and including

populations that historically have not been measured in our multicultural and
multi-generational workforce. These populations include disabled, veterans, and
LGBT residents.
We will also expand vocational skills and training programs in public service, which
are expected to help the City reach populations that have previously been under-
represented in government jobs that require vocational skills. These programs will
be developed with our union partners to address the skills gap. We will also establish
clear career pathways and mentoring programs, enhance our talent development
framework, and include budget allocations for agencies to enhance diverse
recruiting practices.
Minority and Women-owned Business

Enterprises
Goal: Increase total City awards to Minority and
Women-owned Business Enterprises (M/WBEs)
to $16 billion over the next ten years
Overview
Minority and Women-owned Business Enterprises (M/WBEs) are some of the
strongest drivers of local economic growth because they tend to hire from within
New York Citys diverse communities and keep money and investments flowing back
into our communities. By awarding contracts to M/WBEs, the City will not only
help close the inequality gap when it comes to wealth creation, but also support
sustainable and diverse communities and local economic growth.
New York City is currently a leader in M/WBE inclusion, but there is still significant
room for improvement. Contracts have not historically been awarded to M/WBEs at
a level commensurate with their representation in the marketplace. That is changing
as the City undertakes a range of efforts to boost M/WBE participation. For
example, under Local Law 1, in Fiscal Year 2014 the City awarded $690 million to
certified M/WBEs in all prime and subcontracts, for a 57 percent increase over
Fiscal Year 2013.
But this is not enough. In addition to increasing M/WBE program participation, the
City can better increase M/WBE participation, even when not subject to Local Law.
The City will aim to continue our positive trend and award more than $16 billion to
M/WBEs over the next ten years. This target assumes that there will not be major
downward deviations in economic conditions and that the City is able to win the
changes in state and local law that we seek to give us the legal flexibility necessary to
boost M/WBE participation to these levels. To be clear, this goal is a floor, not a
ceiling, and includes all City contractsnot just those subject to the M/WBE program.
Total Initiative 1
Year
M/WBEs
Increase the number of certified M/WBEs
2011 3,244
As of July 2014, there were 3,783 certified M/WBEs in New York Citya slight
increase from 3,700 in July 2013. The City sponsored 20 certification workshops in
2012 3,526 Fiscal Year 2014, with community partners supplementing this outreach with
marketing workshops, networking events, and business development services.
However, there are still opportunities for increased support during the certification
2013 3,700
process, which the City continues to streamline. These include the use of the
recently-launched New York City online certification portal and increased outreach
2014 3,783 to firms that could be eligible. We will engage in a marketing push to attract M/
WBEs, with a special focus on those that could support OneNYC initiatives. These
Annual City M/WBE Compliance Reports, efforts will be undertaken in conjunction with Small Business First and efforts to
2011-14.
reform procurement processes in the City.
Initiative 2
Increase the rates at which agencies utilize M/WBEs
Across contracts of all sizes, M/WBEs are still underutilized. Increasing agency
utilization will require support from the City. We will provide agencies with
additional tools to support their utilization of M/WBEs and hold them accountable
for using them. We will invest in additional capacity building services for M/WBEs,
and increase the use of strategies proven to support M/WBEs, including prequalified
lists and pre-bid conferences. We will negotiate modifications to the Citys Project
Labor Agreements that will be more M/WBE-friendly and, where appropriate,
encourage agencies to elevate the role of M/WBE officers and identify and cultivate
M/WBEs relationships with contracting agencies.
Initiative 3
Expand legal tools to induce greater usage of M/WBEs
New York City is undertaking a disparity study in accordance with Local Law 1. The
results of this study will help inform M/WBE goals, which will be included in the future
OneNYC progress update.The City will seek to amend legal and policy barriers to
greater M/WBE awards in City procurement, including seeking State legislative changes
designed to increase M/WBE participation, and presenting proposed changes to the
Procurement Policy Board (PPB) rules to expand best value as a basis for procurement.
Performance Tracking
Goal: Systematically track performance of equity
outcomes to ensure OneNYC is making a positive
and equitable impact on all New York City
communities
Overview
New York City does not have a consistent and centralized way to ensure physical
interventionssuch as those called for by OneNYChave an impact on all residents
in an equitable way. Collecting data at a population-wide level, rather than
disaggregating it, can mask deep problems and deprive the City of the ability to
identify when initiatives may have unintentionally disparate impacts on certain
communities. For example, tracking marijuana arrests by race allowed the City to
see that African-American and Latino New Yorkers were being arrested at far higher
rates than white New Yorkers even though research has shown that, across racial
groups, people use marijuana at roughly similar rates. This led to policy reform.
Going forward, the City will systematically track metrics on opportunity, progress,
and livability across all of New York Citys traditionally disadvantaged groups. We
will establish a cross-agency group to oversee the collection, analysis, and internal
reporting of the data at the agency level. The City will use this data to support
agencies in making decisions around OneNYC and other initiatives designed to
better support equitable outcomes.
Initiative 1
Issue an Executive Order requiring regular compilation
and use of equity metrics
We will issue a Mayoral Executive Order requiring the Social Indicator Report,
which analyzes the social, economic, and environmental health of the city, to break
out measurements by traditionally disadvantaged groups and to gather that data
where it is not currently being collected.This and additional reports, such as those
being developed by the Young Mens Initiative, DOHMH, and others, will also bring
attention to disparities. Through these reports, we can ensure that policy decisions
advance the Mayor's equity platform.
Indicators
In order to track our progress toward meeting the goals detailed in OneNYC, we developed a set of key indicators
that will be reported on an annual basis.* These 55 quantitative indicators are designed to hold us accountable
while providing instructive data on the effectiveness of OneNYC programs and policies. They are critical to
maintaining transparency, but also represent the means by which we will assess our efforts.
OneNYC includes many new indicators that reflect the expanded scope and breadth of the plan, as well as its
emphasis on addressing issues of equity for our residents. Several of the sustainability indicators overlap with
past plans. OneNYC annual Progress Reports will continue tracking past initiatives.
Indicator data is either provided by fiscal year or calendar year, depending on the data source; for some data,
there is a multi-year time lag due to data availability.
*OneNYC has a total of 27 goals, 21 of which have goal-level indicators.

The remaining six will be tracked at the initiative level in the annual Progress Report.
Figure for most
Vision Goal Indicator Target
recent year
Population 9 million 8.4 million
Median household income Increase $52,250

Gross City Product growth Outperform national economy $647 billion
annually
Total number of jobs 4.896 million by 2040 4.166 million

Vision-level Indicators Number of jobs accessible to the average New Yorker 1.8 million by 2040 1.4 million
within 45 minutes by transit
Share of New Yorkers that can access at least 200,000 90% by 2040 83%
jobs within 45 minutes by transit
Number of housing units issued New Building Permits 240,000 total between 2015 and 200,180
2024 250,000-300,000
between 2024 and 2040
New York City will have the space and assets to be a global economic leader and grow quality jobs across a diverse range of sectors
Number of jobs in the City 4.896 million by 2040 4.166 million
Share of jobs in innovation industries 20% by 2040 15%
Industry Expansion
& Cultivation Median household income Increase $52,250
V I S I O N 1: O U R G R O W I N G , T H R I V I N G C I T Y
Gross City Product growth Outperform national economy 647 billion

annually
New York City will have a workforce equipped with the skills needed to participate in the 21st century economy
Labor force participation rate Increase from 61% 61%
Number of individuals receiving industry-focused training 30,000 by 2020 8,900
Workforce Development each year
Number of NYC public school students attaining Increase N/A
Associates or Bachelors degrees
New Yorkers will have access to affordable, high-quality housing coupled with robust infrastructure and neighborhood services
Number of new construction affordable housing units 80,000 by 2024 6,191 units
Housing Supply Number of affordable housing units preserved 120,000 by 2024 11,185 units
& Affordability
Total new construction permits issued (affordable and 240,000 by 2024 and additional 22,801 units
market rate housing units) 250,000 to 300,000 by 2040
All New Yorkers will have easy access to cultural resources and activities
Number of public cultural and civic events in community Increase N/A
Culture districts with the highest rates of poverty and lowest rates
of public cultural and civic programming
New York Citys transportation network will be reliable, safe, sustainable, and accessible, meeting the needs of all New Yorkers and supporting the citys
growing economy
Overall rail transit capacity into the Manhattan core 20% Increase (2040) 627,890 (2015)
measure (8am-9am)
Transportation NYC In-Season Commuter Cycling Index 844 (2020) 437

Share of cargo volumes by rail Increase by 5% (2040) 2.3% (2007)
Share of cargo volumes by water Increase by 3% (2040) 5% (2007)
Every resident and business will have access to affordable, reliable, high-speed broadband service everywhere by 2025
Number of NYers with (affordable, reliable, high-speed) 100% by 2025 78.10%
internet service at home
% of New Yorkers with access to free public WiFi within Cover a crucial mass of 13.90%
Broadband 1/8th of a mile from home public spaces
% of commercial enterprises with access to fast, 100% by 2025 N/A
affordable, reliable connection at 1 gbps (gigabits per
second) or higher
Figure for most
recent year
Poverty Rate: Number of New Yorkers in or near poverty 800,000 people lifted out of 3.7 million
poverty or near poverty by 2025
Premature mortality rate 143.32 deaths per 100,000 (25% 191.09 deaths per
Vision-level indicator decrease) and dramatically 100,000
decrease racial/ethnic disparities
by 2040
Median household income Increase $52,250
Every child in New York City will be nurtured, will be protected, and will thrive
Infant mortality rate 3.7 infant deaths per 1,000 live 4.6 infant deaths per
births (20% decrease) and 1,000 live births
Early childhood dramatically reducing racial and
ethnic disparities by 2040
V I S I O N 2 : O U R J U S T A N D E Q U I TA B L E C I T Y
Number of 4-year-olds enrolled in full day Pre-K Increase 53,230

New Yorkers of all ages will live, work, learn, and play in neighborhoods that promote an active and healthy lifestyle
Average number of servings of fruits and vegetables that 3 mean servings (25% increase) 2.4 mean servings
adult New Yorkers eat per day by 2035
Percentage of adult New Yorkers that meet physical 80% (2035) 67%
activity recommendations
Healthy neighborhoods,
active living Percentage of NYC public high school students who 30% (2035) 19%
report meeting recommended levels of aerobic physical
activity
Rate of asthma emergency department visits by children 224 per 10,000 (25% decrease) 299 per 10,000
by 2035
All New Yorkers will have access to the physical and mental healthcare services that they need
Percentage of New Yorkers that felt that they received the Increase 89%
medical care that they have needed in the past 12 months
Access to healthcare Percentage of New Yorkers with a serious psychological Increase 44%
distress that received mental health treatment in the past
year
Among large U.S. cities, New York will continue to be the safest, and will have the lowest rate of incarceration, with a criminal justice system that leads the
nation in fairness and efficiency
Crime rate Decrease 110,023 crimes
Average daily population (ADP) in jail Decrease 11,408
Criminal justice reform
Percentage of domestic violence victims turned away Decrease 48%
from shelters
New Yorkers will continue to embrace Vision Zero and accept no traffic fatalities on New York City streets
Number of traffic fatalities 0 255

Vision Zero
Number of serious injuries due to traffic collisions 0 3,766
Figure for most

recent year
Greenhouse gas emissions reductions relative to 2005 80% reduction by 2050 relative 19%
to 2005
S U S TA I N A B L E C I T Y
Vision-level indicator Reduction in total waste disposed relative to 2005 90% reduction by 2030 12%
VISION 3: OUR
Reduce risk of stormwater flooding in most affected Decrease

communiites
The New York Citys greenhouse gas emissions will be 80 percent lower by 2050 than in 2005
80% reduction by 2050 relative

80x50 Greenhouse gas emissions reductions relative to 2005 19%
to 2005
Figure for most
recent year
New York City will send zero waste to landfills by 2030
Volume of DSNY-collected refuse (excluding material 90% reduction by 2030 from 3,193,800 tons
collected for reuse/recycling) relative to 2005 baseline of 2005 baseline
~3.6M tons
V I S I O N 3 : O U R S U S TA I N A B L E C I T Y C O N T I N U E D
Zero Waste
Curbside and Containerized Diversion Rate Increase 15.40%
Citywide diversion rate (including all streams of waste: Increase 52%
residential, commercial, construction and demolition, and fill)
New York City will have the best air quality among all large U.S. cities by 2030
Air-quality ranking among major U.S. cities 1st 4th
Disparity in SO2 across city neighborhoods 50% reduction (2.25 ppb) by 4.51 ppb, range in
2030 winter average across
Air quality CDs in 2013
Disparity in PM2.5 levels across city neighborhoods 20% reduction (5.32 mg/m3) by 6.65 mg/m3 range
2030 annual average across
CDs 2013
New York City will clean up contaminated land to address disproportionately high exposures in low-income communities and convert land to safe and
beneficial us
Brownfields Number of tax lots remediated since January 1, 2014 750 (Q1, 2019) 71
New York City will mitigate neighborhood flooding and offer high-quality water services
Violations with Safe Drinking Water Act No SDWA violations 0 violations of SDWA
Water management Backlog of catch basin repairs Maintain < 1% 0.25%
Combined Sewer Overflow capture rate Increasing 78%
All New Yorkers will benefit from useful, accessible, and beautiful open spaces
Percentage of New Yorkers living within a walking 85% by 2030 79.50%
Parks and natural resources
distance of a park
Indicator Target Figure for most

Vision Goal
recent year
Eliminate disaster-related long-term displacement of New Eliminate by 2050 N/A
Yorkers from homes by 2050
Reduce the Social Vulnerability Index for neighborhoods Reduce 4
Vision-level indicators across the city
Reduce average annual economic losses resulting from Reduce $1.7B
climate related events
Every city neighborhood will be safer by strengthening community, social, and economic resiliency
VISION 4: OUR RESILIENT CIT Y
Capacity of accessible emergency shelters 120,000 10,000

Neighborhoods
Rate of volunteerism among New Yorkers 25% by 2020 18%
The citys buildings will be upgraded against changing climate impacts
Percentage of households in the 100-year floodplain with Increase 55%
flood insurance policies
Buildings
Square footage of buildings upgraded against flood risk Increase N/A
Number of elevated homes in the Build-it-Back program Increase 31 underway
Infrastructure systems across the region will adapt to maintain continued services
Customer-hours of weather-related utility and transit Decrease N/A
space service outages
Infrastructure
Percentage of hospital and long-term care beds 100% by 2020 79%
benefitting from facility retrofits for resiliency
New York Citys coastal defenses will be strengthened against flooding and sea level rise
Linear feet of coastal defenses completed Increase 36,500
Acres of coastal ecosystems restored Increase N/A
Coastal Defense
Number of residents benefiting from coastal defenses and Increase 200,000
restored ecosystems
Summary of
Initiatives
The table below shows the funding status and funding source for each OneNYC initiative and supporting initiative.
Specific funding details for newly funded initiatives are available in a separate table featured in the FY16
Message of the Mayor, and are marked with an asterisk.
KEY FOR CHART
Funded*/Partially funded* Funding detail available in FY 16 Message of the Mayor (visit nyc.gov/omb)
Funded Funded in 2014
Partially funded Some resources provided by City or other sources
Budget neutral Initiative requires no new resources and/or funds were reallocated within agency budget
In planning The City has begun planning or feasibility study for this initiative
Call for action The City will work with other governmental or private entities to secure funding or enact legislative change
Initiative Supporting Initatives Lead Agency/ Funding Funding
Agencies Status Source(s)
Vision 1: Our Growing, Thriving City

INDUSTRY EXPANSION AND CULTIVATION
Initiative 1 A. Maintain and grow New York Citys traditional economic sectors. DCP and Budget N/A
Maintain New York as the global others neutral
capital for innovation by
B. Ensure that businesses in emerging sectors are able to find and fit EDC In planning N/A
supporting high-growth,
out the space they need to start, grow, and scale their companies.
high-value industries
Initiative 2 A. Support a state-of-the-art food production and distribution EDC Funded* City capital
Make triple bottom line industry.
investments in infrastructure and
B. Activate the Citys industrial assets to support the creation of EDC Funded* City capital
City-owned assets to capture
quality jobs.
economic, environmental, and
social returns
Initiative 3 A. Reduce the regulatory burden on small businesses through the SBS Funded* City capital
Foster an environment in which Small Business First plan.
small businesses can succeed
WORKFORCE DEVELOPMENT
Initiative 1 A. Establish and expand Industry Partnerships. SBS Funded* City operating
Train New Yorkers in high-growth
B. Use Common Metrics for workforce programs. Mayors Funded* City capital
industries, creating an inclusive
VISION 1
Offfice and operating

workforce across the city
C. Create bridge programs to prepare low-skill job seekers. DYCD, Funded* City operating
Mayors
Offfice
D. Ease path to employment for formerly incarcerated people. Mayors Budget Regulatory/
Offfice neutral legislative
Initiative 2 A. Leverage City investments to create jobs and training SBS Funded* City capital
Leverage OneNYC investments opportunities for New Yorkers, and encourage targeted hiring. and operating
to train and employ New Yorkers
B. Capitalize on the Career Pathways Construction Industry SBS Funded* City operating
of all skill levels
Partnership to create and expand construction training and
employment opportunities for traditionally underrepresented New
Yorkers.
C. Support the creation of, and training for, green jobs DEP, Mayor's Funded City operating
Office
Initiative 3 A. Significantly expand access to computer science/technology DOE In planning N/A

Ensure that all New York City education across New York City public schools by 2020.
students have access to an
B. Strengthen and expand Career and Technical Education programs. DOE In planning N/A
education that enables them to
build 21st century skills through C. Expand Transition Coordination Centers to every borough by 2020 DOE In planning N/A
real-world, work-based learning to improve postsecondary outcomes for students with disabilities.
experiences
D. Explore the opportunity to create bilingual learning environments DOE Budget City operating
to promote multilingualism among New York City students. neutral
Initiative 4 Increase postsecondary attainment by promoting high-school CUNY, DOE Funded City operating
Increase postsecondary graduation, college matriculation and degree completion.
attainment
HOUSING
Initiative 1 A. Maximize the use of City-owned land for new housing. HPD, EDC Funded* City capital
Create and preserve 200,000
B. Conduct collaborative, holistic neighborhood planning to support HPD, DCP Budget City capital
affordable housing units over ten
new mixed-income housing creation with supporting neutral
years to alleviate New Yorkers
infrastructure and services.
rent burden and meet the needs
of a diverse population. Support C. Establish a Mandatory Inclusionary Housing program to promote HPD, DCP Budget Regulatory/
efforts by the private market to economic diversity and affordable housing development. neutral legislative
produce 160,000 additional new
units of housing over ten years D. Expand opportunities for minority- and women- owned HPD, SBS & Budget N/A
to accommodate a growing enterprises and expand the pool of developers building affordable others neutral
population. housing.
E. Support and expand efforts to preserve affordable units through HPD, DCP Budget N/A
neighborhood planning and outreach. neutral
F. Foster large-scale development at potential major site HPD, DCP, In planning N/A
assemblages. EDC
Initiative 2 A. Collaborate with regional municipalities and housing agencies on DCP Budget City operating
Support efforts to create new shared priorities. neutral
housing and jobs throughout the
region
Initiative 3 A. Strengthen community-based homelessness prevention systems. DHS Funded* City operating
VISION 1
Expand housing and related

B. Create a more streamlined process for intake, assessment, and HPD, DHS Funded* City operating
services to support the citys
rehousing to end veteran homelessness.
most vulnerable populations
C. Develop affordable housing appropriate to community needs, HPD Funded* City capital
including housing for families, supportive housing, and senior
housing.
D. Expand rental assistance and aftercare to support individuals DHS, HPD, Funded* City operating
transitioning from shelters to permanent housing. NYCHA
E. Expand housing options for people with disabilities by increasing HPD Funded* City operating
oversight, targeting placement strategies, and accessing housing
subsidies.
F. Advocate for state and federal funding to increase supportive HPD, Mayor's Budget Regulatory/
housing production. Office neutral legislative
THRIVING NEIGHBORHOODS
Initiative 1 A. Pursue neighborhood planning strategies that expand SBS, DCP Funded* City operating
Support creation of vibrant opportunities for mixed-use development, and especially for
neighborhoods by alleviating attraction of retail and services to underserved neighborhoods.
barriers to mixed-use
B. Maximize the use of available financing tools that assist the SBS, DCP Funded* City operating
development and utilizing
commercial components of mixed-use projects to support vibrant
available financing tools
mixed-use neighborhoods.
Initiative 2 Make strategic investments for livable neighborhoods. DCP Budget City capital
Make strategic investments for neutral and operating
livable neighborhoods
CULTURE
Initiative 1 A. Provide funding and capacity-building support to local cultural DCLA Funded* City operating
Ensure well-used, high-quality organizations to create public art and programming in
cultural facilities and underserved areas.
programming in all
B. Facilitate cultural partnerships, such as artists-in-residence, in DCLA Funded* City operating
neighborhoods
public agencies.
C. Streamline the permitting process in order to increase access to DCLA Budget N/A
public spaces and facilities for community events. neutral
D. Increase use of parks and public spaces by expanding cultural, DCLA In planning N/A
educational, and civic engagement programming available to the
public.
TRANSPORTATION
Initiative 1 The City will look to every level of government to support the DOT & others Partial funding MTA & others
Support full funding of the MTA modernization and expansion of New York's transit system.
capital plan
Initiative 2 A. Relieve congestion on major subway corridors. DOT & MTA Partial funding MTA
Improve existing transit services
B. Improve and expand bus transit throughout the City. DOT & MTA Funded*/ City capital
partial funding and operating,
& MTA
Initiative 3 A. Develop a regional transit strategy to address the growing number PANYNJ, Partial funding PANYNJ,
Plan for major expansions of the of commuters from west of the Hudson River. AMTRAK & AMTRAK &
VISION 1
transit network others others
B. Study new subway routes in underserved communities and other MTA Call for action MTA
improvements to the subway network.
C. Expand the ferry network. EDC Funded* City capital

and operating
D. Expand and improve service to and within Staten Island. DOT & MTA Call for MTA/City
action/ budget capital and
neutral operating
Initiative 4 A. Continue to expand the Citys bike lane network, especially to DOT Funded* City operating
Expand the Citys bike network neighborhoods with limited bike infrastructure.
B. Improve bike access on bridges. DOT Funded* City capital

and operating
C. Expand bike share. DOT Funded Private
Initiative 5 A. Increase accessibility of the pedestrian network to people with DOT Funded* City capital
Expand the accessibility of the disabilities. and federal
Citys transportation network to
B. Improve accessibility to bus services for transit users with DOT Funded* City capital
people with disabilities
disabilities. and operating
C. Improve convenience and reliability of modes of transit for New MTA, TLC Funded City
Yorkers with disabilities. operating,
private
Initiative 6 A. Encourage water and rail freight to the New York region through PANYNJ, EDC Call for action City capital,
The City will make the trucking projects such as the Cross-Harbor Rail Tunnel and Brooklyn federal, &
sector greener and more efficient, Marine Terminals. PANYNJ
and continue to expand freight funding
movement via rail and water
B. Reduce the impact of the trucks that must bring freight the last DOT, EDC Partially City operating
where possible
mile to market. funded*
C. Expand JFK Airport's air freight activity. PANYNJ, EDC Call for action PANYNJ
TRANSPORTATION
Initiative 7 Work with PANYNJ, NY State, and the Federal Government to Call for action PANYNJ
Expand airport capacity expand flight capacity and improve airport facilities and terminals in
the regions airports, particularly LaGuardia and JFK.
Initiative 8 Work with the Port Authority, the MTA, and the State of New York to PA, MTA, NYS Call for action PANYNJ
Provide reliable, convenient develop a plan for better transit options in the longer term to LGA.
transit access to all three of the
region's major airports
Initiative 9 Department of Transportation Bridge and Highway Structure DOT Funded* City capital
Improve the City's roads, bridges, Rehabilitation/Reconstruction Program; and Street Reconstruction
and highways and Resurfacing Program.
INFRASTRUCTURE PLANNING
Initiative 1 A. Advocate for robust federal commitment to funding infrastructure. Mayor's Office Call for action Federal
Secure funding sources that are
B. Leverage land-use actions to encourage infrastructure DCP Budget Regulatory/
equitable, sustainable, and
investments. neutral legislative
dedicated to our core
infrastructure
Initiative 2 The City should maintain a focus on achieving a state of good repair Mayor's Office, Budget N/A
Maximize the economic, for its infrastructure assets while prioritizing projects that are socially, DCP neutral
environmental, and social fiscally, and environmentally advantageous.
benefits of infrastructure
investments
VISION 1
Initiative 3 A. Reform state laws to enable design-build. DOT, Mayor's Budget Regulatory/
Enhance capital project delivery Office neutral legislative
B. Expand the Accelerated Work Program. DEP, DDC Funded City capital
C. Improve project scoping and design to improve green-building Mayor's Office Funded* City operating
and save costs.
D. Modernize project delivery requirements and project management Mayor's Office Budget N/A
processes. neutral
BROADBAND
Initiative 1 Create new or expanded franchises and alternative service models Mayors Office, Budget Legislative/
Promote competition in the to expand infrastructure and produce more competition and DoITT neutral regulatory
residential and commercial increase affordability by 2025.
broadband markets
Initiative 2 Invest in networks providing high-speed residential access either Mayors Office, Partially City capital
Provide high-speed, residential free or at low-cost for low-income communities. DoITT funded* and operating
Internet service for low-income
communities currently without
service
Initiative 3 Mayors Office, Partially City capital

Increase investment in EDC funded and operating,
broadband corridors to reach State
high-growth business districts,
with a focus on outer borough
neighborhoods
Initiative 4 Ensure a successful citywide roll-out of LinkNYC network; Cover Mayors Budget Private
Promote seamless user critical mass of the city's public spaces with free Wi-Fi by 2025. Office,DoITT neutral
experience across public
networks to create high-speed
access across the boroughs
BROADBAND
VISION 1
Initiative 5 Conduct research on latest broadband developments and trends to Mayors Office, In planning N/A
Explore innovative ways to help inform the Citys strategy on connectivity. DoITT
provide high-speed Internet to
homes, businesses, and the
public
Vision 2: Our Just and Equitable City

EARLY CHILDHOOD
Initiative 1 A. Create neighborhood spaces dedicated to advancing women's DOHMH In planning N/A
Nurture and protect all infants so health.
they thrive during their first year
B. Expand the number of baby-friendly hospitals to promote DOHMH Funded* City operating
of life and beyond
access to breastmilk for newborns.
Initiative 2 Continue to focus on developing high-quality early childhood DOE Funded* City operating
Offer free, full-day, high-quality programs through teacher recruitment and training as well as through
pre-kindergarten for every increased support for students whose native language is not English,
four-year-old to ensure all New students with disabilities, and students from high-need areas.
York children have the
opportunity to enter elementary
school with a solid foundation for
future success
Initiative 3 Develop a plan to close the gap in access to childcare. ACS Budget City operating
Develop a comprehensive plan neutral
for high-quality early childcare
INTEGRATED SOCIAL & GOVERNMENT SERVICES DELIVERY

VISION 2
Initiative 1 Implement key system-building initiatives to strengthen Community DOE Funded* City operating
Transform schools into Schools.
Community Schools
Initiative 2 Launch Neighborhood Health Hubs in neighborhoods with high DOHMH Partially City operating
Establish Neighborhood Health health disparities. funded*
Hubs that co-locate clinical
health and mental health services
with social services and City
agencies to foster improved
coordination
Initiative 3 Develop ways to enhance the digital experience of New York City DoITT & Budget City capital
Enhance the digital capabilities of residents so they can receive services and information in a more others Neutral
NYC 311 to provide easier efficient and simple manner.
connections to government and
community services and
information
Initiative 4 With greater investments in integrated data systems, the City will Mayors Office, Partially City operating
Expand the Citys internal data also be able to better track the results of its programs. DoITT funded*
integration capacity to help
ensure clients receive the right
resources and service at the
right times
HEALTHY NEIGHBORHOODS, ACTIVE LIVING
Initiative 1 A. Increase the share of regional food in the NYC food system EDC, Mayor's Budget N/A
Improve food access, through investments in the regional food distribution system. Office neutral
affordability, and quality, and
B. Expand and improve quality of New York City school food. DOE, SCA Funded* City capital
encourage a sustainable, resilient
food system C. Ensure all communities have access to fresh food retail options, DOHMH, Budget City
with special focus on traditionally underserved neighborhoods. Mayors Office neutral operating,
private
D. Support community gardens and urban farms in select Mayor's Office Partially Private
neighborhoods in the city. & others funded
Initiative 2 A. Increase opportunities for physical activity in and around schools. DOE Funded City capital
Create environments that
B. Increase design elements that promote physical activity in DOHMH/DDC Budget N/A
encourage New Yorkers to be
buildings. neutral
physically active regardless of
age C. Provide opportunities for physical activity in the community for DPR/DOHMH Partially City capital
residents of all abilities. funded
Initiative 3 A. Reduce asthma triggers in the home. NYCHA Partially City capital
Address health hazards in homes funded*
B. Decrease secondhand smoke exposure in the home. DOHMH/DOB Budget Regulatory/

neutral legislative
C. Reduce housing-related fall hazards for older adults. DOHMH Budget City operating
neutral
VISION 2
HEALTHCARE ACCESS
Initiative 1 We will fight for critical healthcare services across the City and not HHC Funded Federal
Ensure all New York City accept the closure of any more hospitals in Brooklyn or any other
neighborhoods have access to communities which would be left without the medical care we need.
high-quality essential healthcare
services
Initiative 2 A. Create health access points embedded in communities rather HHC Budget HHC capital
Transform NYC Health and than hospital campuses. neutral
Hospitals Corporation into a
B. Ensure critical hospital services are fully functioning in the face of HHC Partially Federal, HHC
system anchored by community-
increased demand, weather disasters, and aging infrastructure. funded/ capital
based preventive care
budget neutral
C. Adequately provide healthcare services to New York Citys HHC Budget HHC capital
growing senior population. neutral
Initiative 3 Create at least 16 Health Clinics in primary care shortage areas. DOHMH/HHC Funded* City operating
Expand access to primary care
by establishing health clinics in
high-need communities
Initiative 4 Co-located and integrated behavioral healthcare in primary care DOHMH/HHC Funded City operating
Expand access points for mental through the integrated Collaborative Care model.
health and substance abuse care,
including integrating primary care
and behavioral health services
Initiative 5 A. Integrate patient data across healthcare systems. HHC Call for action State
Work with New York State in
enabling and supporting B. Transform the Medicaid reimbursement methodology. DOHMH/HHC Partially State
the transformation of the funded/ Call
healthcare delivery system for action
CRIMINAL JUSTICE REFORM
Initiative 1 A. Use advanced technology and integrated data to accurately and Mayors Office Funded Asset
Reduce crime and unnecessary effectively reduce crime. forfeiture
incarceration
B. Reduce crime through changes to criminal justice facilities that Mayors Office Funded Asset
will promote concepts of fairness and confidence in the law. forfeiture, City
operating
C. Enable crime prevention through environmental design. Mayors Office Partially Asset
funded forfeiture
D. Reduce incarceration by examining risk, needs, programming, Mayors Office Partially City operating
and system flow. funded
Initiative 2 A. Create neighborhood CompStats with residents and City Mayors Office Funded Asset
Build sustained neighborhood agencies in high-distress neighborhoods. forfeiture
engagement to employ fairness
B. Implement a regular citywide method of surveying resident Mayors Office Partially Asset
as a crime reduction tool
engagement. funded forfeiture
Initiative 3 A. Introduce strategic tools for health and neighborhood safety. Mayors Office Funded Asset
Use criminal-justice data-driven forfeiture
VISION 2
strategies to improve decision

B. Build crime-and-incarceration-reduction strategic tools. Mayors Office Funded Asset
making and reduce crime and
forfeiture
unnecessary incarceratio
Initiative 4 Establish community-based Family Justice Centers. Mayors Office Partially City operating
Ensure all victims of domestic funded
violence have access to a shelter
and necessary services
VISION ZERO
Initiative 1 Work closely with communities around the city to expand a bicycle DOT/DCAS Funded City capital
Continue implementation of the network that improves safety for all road users.
Vision Zero Action Plan
Initiative 2 Each year through 2017, complete 50 Vision Zero safety projects at DOT Funded City capital
Use Borough Pedestrian Safety the priority corridors, intersections, and areas identified in the and operating
Action Plans to guide future Borough Plans.
engineering projects and
enforcement priorities
Initiative 3 Rethink and redesign major corridors in order to prevent serious DOT Funded* City capital
Transform Dangerous Arterial crashes. and operating
Roads into Vision Zero Great
Streets
Vision 3: Our Sustainable City

80x50
Initiative 1 Develop 80 x 50 action plan for the power sector. Mayor's Budget City operating
Develop near-term local actions Office neutral
and long-term regional strategies
A. Remove barriers to more efficient power generation and Mayor's Call for action Regulatory/
to reduce greenhouse gas
increased renewable power production. Office legislative
emissions from the power sector
(State &
federal)
B. Support the development of renewable power resources. Mayor's Call for action Regulatory/
Office legislative
(State &
federal)
C. Increase the share of wind power in the Citys power mix. Mayor's Call for action Regulatory/
Office legislative
(State &
federal)
D. Adopt smart grid technologies and reduce transmission Mayor's Call for action Regulatory/
bottlenecks. Office legislative
(State &
federal)
E. Expand decentralized power production. Mayor's Partially City capital,

Office funded/ call private
for action
F. Achieve net-zero energy at in-city wastewater treatment plants DEP, Mayor's Partially City capital
(WWTP) by 2050. Office funded
VISION 3
Initiative 2 Develop 80 x 50 action plan for the transportation sector. Mayor's Budget City operating
Develop a mode shift action plan Office neutral
to reduce greenhouse gas
A. Reduce carbon emissions from the City government vehicle fleet. DCAS, Budget City capital
emissions from the transportation
Mayor's neutral
sector
Office
Initiative 3 Develop 80 x 50 action plan for the solid waste sector. DSNY, Budget City operating
Build upon Zero Waste to reduce Mayor's neutral
greenhouse gas emissions from Office
the solid waste sector
Initiative 4 DCAS, Funded* City capital

Continue implementation of One Mayor's and operating
City: Built to Last to reduce Office
greenhouse gas emissions from
buildings by 30 percent by 2025,
and chart a long-term path away
from fossil fuels
ZERO WASTE
Initiative 1 Expansion of NYC Organics program. DSNY Partially City capital

Expand the NYC Organics funded* and operating
program to serve all New Yorkers
A. Develop additional organics sorting and processing capacity in DSNY In planning City capital,
by the end of 2018
New York City and the region. private
B. Process 250 tons of food waste per day at City WWTPs and DEP Partially City capital
assess long-term feasibility of scaling up processing of organic funded
food waste.
C. Expand community composting opportunities in all five boroughs. DSNY/ Funded City operating,
GrowNYC private
ZERO WASTE
Initiative 2 Develop a plan to convert all curbside recycling collections from DSNY In planning N/A
Enhance the Citys curbside dual-stream to single-stream.
recycling program by offering
A. Create and expand markets for recycled materials. DSNY In planning N/A
single-stream recycling by 2020
Initiative 3 DSNY Budget Regulatory/

Reduce the use of plastic bags neutral legislative
and other non-compostable
waste
Initiative 4 DSNY/ Budget Private

Give every New Yorker the NYCHA neutral
opportunity to recycle and reduce
waste, including at NYCHA
housing
Initiative 5 DSNY/DOE Partially City operating

Make all schools Zero Waste funded*
schools
Initiative 6 DSNY Budget Private

Expand opportunities to reuse neutral
and recycle textiles and
electronic waste
Initiative 7 DSNY Funded* City operating

Develop an equitable blueprint for
a Save-As-You-Throw program to
reduce waste
VISION 3
Initiative 8 A. Conduct a comprehensive studyof commercial waste collection zones. BIC Funded City operating
Reduce commercial waste by 90
B. Encourage periodic waste audits for large commercial buildings. DSNY In planning N/A
percent by 2030
C. Create a Zero Waste challenge program for large commercial DSNY In planning N/A
waste generators.
D. Revise the commercial recycling rules to make recycling easier for DSNY In planning N/A
businesses.
E. Require all food service establishments to source-separate food waste. DSNY In planning N/A
AIR QUALITY
Initiative 1 DEP Funded* City operating

Enforce the updated DEP Air
Pollution Control Code
Initiative 2 Expand the Environment and Health Data Portal (EHDP) to DOHMH, In planning N/A
Identify additional targeted incorporate neighborhood-level sustainability indicators, create a Mayors Office
air-quality improvements through neighborhood-level Sustainability and Health report, and develop
data analysis and community an educational module on sustainability and health used for
engagement outreach in public schools and community based organizations.
Initiative 3 DCAS, Budget City capital

Accelerate conversions of Mayors Office neutral and operating
residual heating oil boilers in
buildings
Initiative 4 A. Reduce emissions from the City fleet. DCAS, Budget City capital
Cut emissions from mobile Mayors Office neutral
sources
B. Reduce emissions from private truck fleets and for-hire vehicles. DOT Call for action Federal
C. Reduce emissions from vehicle idling and toll crossing. MTA Budget neutral/ Regulatory/
call for action legislation, &
MTA
BROWNFIELDS
Initiative 1 Establish the Brownfield Jumpstart program to provide higher levels OER Funded* City operating
Accelerate cleanup of of City funding for environmental investigations and cleanup.
brownfields to improve public
safety and encourage private
investment in new development
on brownfield sites
Initiative 2 OER Budget City operating

Support community engagement neutral
by establishing Place-Based
Community Brownfield Planning
Areas
Initiative 3 OER Budget City operating

Facilitate clean-up of properties neutral
in coastal flood zones to reduce
environmental risks from storm
surge
WATER MANAGEMENT
Initiative 1 DEP Funded* City capital

Protect the Citys water supply
and maintain the reliability and
resiliency of the water supply
system
Initiative 2 DEP/DOH Budget City operating

VISION 3
Install or repair 500 water neutral

fountains and water bottle refilling
stations across the five boroughs
Initiative 3 Continue the NYC Green Infrastructure Program in areas served by DEP Funded* City capital
Expand green infrastructure and the combined sewer system to reduce Combined Sewer Overflow,
smart design for stormwater and expand the use of green infrastructure to other parts of the city.
management in neighborhoods
A. Alleviate flooding in Southeast Queens. DEP Funded* City capital
across the city
Initiative 4 DEP Budget City operating

Reduce pollution from neutral
stormwater runoff
PARKS & NATURAL RESOURCES
Initiative 1 Community Parks Initiative Phase II. DPR Funded* City capital
Strengthen the utility of parks and and operating
public space in under-resourced
and growing neighborhoods
Initiative 2 Parks Without Borders. DPR Funded* City capital

Improve outdoor spaces through
Parks Without Borders, a new
strategy to enhance
neighborhood access and
connectivity
Initiative 3 Mayors Office, Budget City capital,

Reduce light pollution from large DCAS neutral regulatory/
buildings at night legislative
Initiative 4 Public Plaza maintenance. DOT Funded* City

Expand the use of our streets as operating,
places to play, congregate, and private
be together
PARKS & NATURAL RESOURCES

VISION 3
Initiative 5 Enhancements to medians. DOT Funded City capital

Create beautiful and well-tended
streets in neighborhoods across
the city
Initiative 6 Tree plantings across five boroughs. DPR Budget City capital
Green the citys streets, parks, neutral
and open spaces
Vision 4: Our Resilient City

NEIGHBORHOODS
Initiative 1 Work to build capacity in communities by strengthening community- Mayor's Funded* City capital
Strengthen community-based based organizations that serve their neighbors and by working to Office, DYCD, and operating
organizations expand civic engagement and volunteerism. NYC Service,
DoITT
Initiative 2 Secure and bolster operations and physical assets for emergency Mayor's Funded City capital
Improve emergency response,and expand public education efforts on how to prepare for Office, NYC and operating
preparedness and planning and respond to extreme weather events and other disasters. EM, FDNY
Initiative 3 Provide financial investments, technical assistance and tailored Mayor's Funded Federal and
Support small businesses and resources regarding preparedness and resiliency to small Office, SBS, State
local commercial corridors businesses and commercial corridors. DOT
Initiative 4 Ensure that all investments in resiliency will create job opportunities Mayor's Budget City operating
Ensure that workforce for residents and low-income applicants, and build on successful Office neutral and federal
development is a part of all workforce development models to encourage the hiring of
resiliency investments Sandy-impacted residents.
Initiative 5 Take steps to mitigate the risks of heat in order to reduce DOHMH, In planning N/A
Mitigate the risks of heat heat-realted illnesses and deaths, and reduce disparities in Mayor's
vulnerability to climate change. Office
VISION 4
BUILDINGS
Initiative 1 Adapt vulnerable building stock to withstand the risks of climate Mayor's Office, Funded Federal
Upgrade public and private city change and extreme weather events. DDC funding
buildings
Initiative 2 Develop and adopt policies that facilitate investments in building Mayor's Budget City operating
Adopt policies to support building resiliency, including evaluating land use as a tool to promote Office neutral
upgrades resiliency across the city.
Initiative 3 Pursue a comprehensive set of activities to promote investments in Mayor's Budget City operating
Work to reform FEMAs National physical risk reduction, and policies that promote insurance Office neutral
Flood Insurance Program (NFIP) affordability.
INFRASTRUCTURE
Initiative 1 Continue to pursue programs to coordinate resiliency investments Mayor's Funded City capital,
Adapt the regions infrastructure across City agencies and with other infrastructure providers and Office Federal, State &
systems operators. private funding
Initiative 2 Use the best available climate science with robust research, Mayor's Budget City operating
Adopt policies to support legislative action, advocacy, and regional coordination to adapt the Office neutral
infrastructure adaptation city's infrastructure to be resilient against disruption.
COASTAL DEFENSE
Initiative 1 Complete the City's $3.7 billion coastal protection plan, a program Mayor's Partially City capital,
Strengthen the citys coastal of infrastructure investments, natural areas restoration, and design Office funded* Federal &
VISION 4
defenses and governance upgrades of which nearly half is funded. State funding
Initiative 2 Continue to identify and secure new sources of funds for Mayor's Partially Federal
Attract new funds for vital coastal infrastructure to reduce coastal flooding risk. Office funded funding
protection projects
Initiative 3 Align and adopt policies to support the right investments in coastal Mayor's Budget City operating
Adopt policies to support coastal protection, and ensure those investments are operated and Office neutral
protection maintained effectively.

GOVERNMENT WORKFORCE
Initiative 1 DCAS Budget City operating

Improve the way NYC recruits a neutral
diverse workforce

Improve the way NYC retains a neutral
DIVERSE AND INCLUSIVE GOVERNMENT
diverse workforce

Improve the way NYC develops a neutral
diverse workforce
MINORITY AND WOMEN-OWNED BUSINESS ENTERPRISES
Initiative 1 Mayor's Budget City operating

Increase the number of certified Office neutral
M/WBEs

Increase the rates at which Office neutral
agencies utilize those M/WBEs

Expand legal tools to induce Office neutral
greater usage of M/WBEs
PERFORMANCE TRACKING
Initiative 1 Mayor's Budget Regulatory/

Issue an executive order requiring Office neutral legislative
regular compilation and use of
equity metrics
2011
Sustainability
Initiatives
Chapter Initiative Initiative Initiative Initiative Status Description 2014 Milestone Milestone
Number Status Status
CREATE CAPACITY FOR NEW HOUSING

1 Continue transit- In Progress The City continues to pursue opportunities for rezonings Continue to create Completed
oriented rezoning in transit rich neighborhoods. For further updates on this opportunities for denser
initiative, refer to the Citys comprehensive housing plan, development in transit-
Housing New York: A Ten-Year, Five-Borough Plan. accessible areas, in large
rezonings including Sunnyside/
Woodside, Bedford-Stuyvesant
North, West Harlem, West
Clinton, and East Fordham
Road
Continue to apply Inclusionary Partially

Housing Program in re-zonings Completed
that encourage substantial new
housing development
2 Explore additional In Progress Work is underway on the open space for the first phase of Advance development and Partially
areas for new New Stapleton Waterfront, anticipated to open to the open space plans for the Completed
development public in the spring of 2016. Advance Phase II open space Staten Island North Shore
plans for New Stapleton Waterfront by end of 2015.
Additionally, the City will implement plans for the Staten Identify additional potential infill Partially
Island Innovation Cluster on the North Shore in 2015. As opportunities citywide Completed
part of NextGen NYCHA, consultation with residents has
begun regarding new development opportunities on three Explore opportunities for the Completed
public housing properties located in Brooklyn and the use of underutilized MTA
Bronx respectively. The City released the RFP for the properties to create housing,
Seward Park RFP in Jan 2013 for the development of nine economic development, open
HOUSING AND NEIGHBORHOODS
parcels in the Lower East Side. The development, Essex space, or other opportunities to
Crossing, will include 1,000 housing units, half of which enhance surrounding
will be permanently affordable. The first phase of communities
construction is projected to begin in 2015.
Implement improvements in Completed
Hudson Yards to catalyze
development
Unlock development potential Completed

of underutilized Seward Park
sites
Reduce City government Completed

leased or owned space by 1.2
million square feet
3 Enable new and In Progress The City continues to enable new and expanded housing Explore regulatory and Partially
expanded housing models to serve evolving population needs. For further legislative changes to allow the Completed
models to serve updates on this initiative, refer to the Citys creation of safe and legal
evolving population comprehensive housing plan, Housing New York: A additional units in existing
needs Ten-Year, Five-Borough Plan. housing
Explore new housing models to Completed

promote smart growth and
serve smaller households
FINANCE AND FACILITATE NEW HOUSING

4 Develop new In Progress Construction has commenced for Parcels A and B of Begin construction on 900 units Partially
neighborhoods on Hunters Point South, totaling 925 units of affordable of housing in Hunters Point Completed
underutilized sites housing. Design for Willets Point Phase 2 infrastructure South, Queens
and waterfront park commenced in August 2014 and is
expected to be completed by August 2015. More than
1,190 units in 724 homes have been completed in Begin infrastructure Partially
Arverne, Queens. Over 1,000 additional units are construction and remediation Completed
expected to be completed in 2015. for Willets Point Phase I, a
mixed-use development
including 400 housing units
Complete construction on Partially

1,300 units and begin Completed
construction on 900 units in
Arverne, Queens; Complete
construction on 400 units and
start construction on 80 units in
Gateway Brooklyn
5 Create new units in In Progress In total, 3,035 new construction units in the Melrose Develop 20,000 new units by Completed
existing Commons URA have been completed and occupied. 2014 under the New Housing
neighborhoods Since 2004, NYCHA has completed more than 2,730 units Marketplace Plan
of affordable housing. For more information related to this
initiative, refer to the Citys comprehensive housing plan, Complete construction of over Completed
Housing New York: A Ten-Year, Five-Borough Plan. 3,000 units in Melrose
Commons Urban Renewal Area
Complete construction on Completed

1,640 units and begin and
finish construction on 1,800
affordable units in NYCHA sites
Explore modification of parking Completed

requirements for affordable
housing to lower construction
costs and facilitate housing
creation
6 Develop new housing In Progress Construction and marketing have commenced at Start construction of housing Partially
units in existing City Artspace PS109 in East Harlem. The City is exploring the units in the former PS 109 in E Completed
properties development of the West 20th St. site as public Harlem
openspace in additional to the continued creation of
affordable housing in CB 4. For more information related
to this initiative, refer to the Citys comprehensive housing
plan, Housing New York: A Ten-Year, Five-Borough Plan.
ENCOURAGE SUSTAINABLE NEIGHBORHOODS

HOUSING AND NEIGHBORHOODS
7 Foster the creation of Completed This initiative was completed in 2013. The City continues Launch Greener, Greater Completed
Greener, Greater to encourage green communities through various Communities pilot
Communities programs.
8 Increase the In Progress Since July 2014, more than 80 HPD-funded projects Certify 40 affordable housing Partially
sustainability of consisting of nearly 200 buildings and over 9,600 dwelling projects with Enterprise Green Completed
City-financed and units applied for Enterprise Green Communities (EGC) Communities every year
public housing certification. Additionally, 13 HPD-funded projects were
LEED certified. Also in 2014, HPD conducted six Green
Owners Nights for small and medium sized building
owners, providing best practices on green energy, water,
materials, and community issues. In 2014 HPD rolled out
new green standardized specifications for preservation
projects, incorporating best practices in sustainable
building material selection into all of the agencys
sponsored rehab projects. In April 2015, Mayor de Blasio,
HUD Secretary Julian Castro and NYCHA announced the
launch of the largest energy savings program for any public
housing authority in the country. Through a series of
competitive Energy Performance Contracts, it is estimated
that at least $100 million in work will occur across nearly
300 NYCHA developments to upgrade and retrofit
thousands of buildings, dramatically reducing greenhouse
gas emissions and generating tens of millions of dollars in
cost savings, as well as creating more than 500 jobs.
9 Promote walkable In Progress The City continues to promote neighborhood shopping Promote neighborhood Partially
destinations for retail districts. In Staten Island, two additional Race for Space shopping districts Completed
and other services businesses opened and a third is expected to open in
2015. In June 2014, a 14,000 square foot Fine Fare
supermarket to be located in the Melrose section of the
Bronx was approved for FRESH benefits. In October
2014, a FRESH ShopRite supermarket was opened in
East New York, Brooklyn. At 90,000 square feet, this is the
largest supermarket in New York City. A FRESH Western
Beef store located in the Soundview section of the Bronx
is expected to open in 2015. To date, FRESH benefits
have incentivized the renovation, expansion, or creation of
approximately 585,000 square feet of supermarket selling
area and represent a private investment of over $80
million in supermarket development for healthy food in
underserved neighborhoods. The City, through the FRESH
program, continues to explore challenges and
opportunities in improving food retail access in the most
underserved neighborhoods.
HOUSING AND NEIGHBORHOODS 10 Preserve and In Progress In April 2015, Mayor de Blasio, HUD Secretary Julian Preserve 34,000 affordable Completed
upgrade existing Castro and NYCHA announced the launch of the largest units by 2014 under the New
affordable housing energy savings program for any public housing authority Housing Marketplace Plan
in the country. Through a series of competitive Energy
Performance Contracts, it is estimated that at least $100
million in work will occur across nearly 300 NYCHA
developments to upgrade and retrofit thousands of
buildings, dramatically reducing greenhouse gas
emissions and generating tens of millions of dollars in
cost savings, as well as creating more than 500 jobs. For
more information related to the preservation of
affordable housing refer to the Citys comprehensive
housing plan, Housing New York: A Ten-Year, Five-
Borough Plan.
11 Proactively protect Completed This initiative was completed in 2014. For more Proactively conduct field Completed
the quality of information related to this initiative, refer to the Citys studies in 1,000 buildings at
neighborhoods and comprehensive housing plan, Housing New York: A risk for distress or decline
housing Ten-Year, Five-Borough Plan.
TARGET HIGH IMPACT PROJECTS IN NEIGHBORHOODS UNDERSERVED BY PARKS

1 Create tools to Completed Parks has completed a project to pilot the use of a Develop matrix assessment Completed
identify parks and multi-variable matrix based on scorecard information, and mapping tools to assist in
public space priority demographic data, environmental factors, physical targeting high priority areas
areas condition and community need and support to identify
high priority areas.
2 Open underutilized In Progress To date, 234 schoolyards to playgrounds sites across Complete construction and Completed
spaces as the city have been completed and are open to the open for community use an
PA R K S A N D P U B L I C S PA C E
playgrounds or part public. In 2014, DOT held Summer Streets over three additional 60 schoolyards to
time public spaces weekends in August, attracting over 300,000 people. playgrounds sites bringing the
The agency is currently planning for Summer Streets total number open for public
2015, which will be held the first three Saturdays in use to 234
August. In partnership with community organizations
throughout the City, 32 Weekend Walks were held. This Conduct Summer Streets for Completed
program continues to expand, with Community groups three Saturdays each year
planning about 50 Weekend Walks for summer 2015.
Parks created Play Streets to help combat the Conduct Weekend Walks at 20 Completed
childhood obesity epidemic in our cities. Play Streets locations annually
allows communities to open up their streets to
Expand the number of schools Partially
pedestrians for play on a recurrent basis. Thirteen
with access to Playstreets by Completed
Playstreets were conducted in 2014. DOH has assisted
40
29 schools with applying for and obtaining Play Streets
permits. The school permit renews every year with no Conduct 15 Community Partially
need to reapply. Three new applications have been Playstreets each year Completed
received for schools in 2014. Since 2009, DOH as
assisted 69 Community Groups with applying for and
obtaining Play Streets permits. DOT worked with CAU,
DOH, and SAPO to streamline the Summer Play Streets
application process, with SAPO playing a coordinating
role. SAPO permitted 29 Summer Play Streets total in
2014, including about 50% PAL Play Streets.
3 Facilitate urban In Progress A study to identify potential urban agriculture or community Launch study to identify Completed
agriculture and garden sites on City-owned properties was completed in potential urban agriculture or
community gardening 2014. Local Law 48 of 2011 required the New York City community garden sites on
Department of Citywide Administrative Services (DCAS) to City-owned properties
create an online, public database of vacant City-owned unsuitable for other
property that includes an assessment of the lands development
suitability for urban agriculture projects. It also provides
GreeThumb contact information for those interested in Plant 129 new community Partially
gardening on the plot. In the process of developing an gardens on NYCHA sites Completed
inventory of usable land, more than 100 properties have
Create one urban farm on a Completed
been identified as potentially suitable for urban agriculture.
NYCHA site
Five vertical farm operators toured NYCEDCs East NY
Industrial site in November 2014 and an operator is
Establish five additional farmers Completed

expected to move onto the site in June 2015. Forty-five
markets at community garden
new community gardens were constructed on NYCHA sites
sites
in 2014, with 70 additional sites projected for 2015. In
addition, two urban farms have been created on NYCHA Increase number of community Completed
property, one at Frederick Douglass Houses in the spring of volunteers registered with
2012 on a tennis court and another was created in the GreenThumb by 25%
spring of 2013 as the first large scale urban farm on
NYCHA Property at Red Hook West Houses. DPR has Expand support for community Partially
established five farmers markets at community garden gardens into new underserved Completed
sites. The number of volunteers increased 14 percent from neighborhoods
2013 to 2014, bringing the total to 14,055. With more than
14,000 volunteers, the number of community volunteers Register 25 new school Completed
registered with GreenThumb has increased by more than gardens with Grow to Learn
25% since 2011. DPR is currently exploring expansion of NYC per year, and retain at
the Building Healthy Communities (BHC) initiative with the least 75% of registered school
Mayors Fund. The BHC focuses on the 352 gardens gardens year to year
throughout the Community Parks Initiative zones in
underserved neighborhoods. Reduce impediments to Completed
agriculture in relevant laws and
regulations
4 Continue to expand In Progress Construction of the 19th lighting installation is expected Complete 26 multi-purpose Completed
usable hours at to begin in 2015. fields
existing sites
Complete 19 new lighting Partially
installations Completed
CREATE DESTINATION-LEVEL SPACES FOR ALL TYPES OF RECREATION

5 Create and upgrade In Progress Work continues on the Ocean Breeze Park Field House. Highland Park: Complete Completed
flagship parks The restoration of bridge and access paths within renovations including reservoir
Highland Park is approximately 85% complete, with full perimeter lighting, path
completeion by July 2015. The third and final section of restoration, and new entry
the Highline, from 30th Street to 34th street, was points
completed in 2014. Phase 3 of Fort Washington Park,
which includes a 1.2-mile greenway to north of the McCarren Park: Complete Completed
George Washington Bridge was opened in June 2014. construction of pool and
The final phase of construction, which includes pedestrian year-round recreation center
and ADA access, greenway connections, and shore
Ocean Breeze Park: Complete Partially
stabilization and Dyckman Street is 75% complete and is
2,500-seat field house Completed
expected to be completed by July 2015. Phase 1 of
Soundview Park , including the running track, was opened
Highbridge Park: Restore Partially
to the public in spring 2014. The Rosedale amphitheater
bridge and access paths within Completed
and Metcalf playground will open in Spring 2015. The
park to improve connectivity
Metcalf Playground comfort station is still under
between Northern Manhattan
construction and a completion date is pending. Package
and the Bronx
3 of the East River Esplanade was opened to the public in
April 2014. This portion of the park is located underneath The High Line: Construct Completed
the FDR between Pike/Allen and Rutgers Slip; it contains Section 2 (20th to 30th streets)
active recreational uses including basketball courts, and pursue acquisition of
petanque courts, and exercise equipment. Phase 1 of Section 3
Governors Island park and public space project was
opened to the public in May 2014. In addition, Dreier-Offerman Park (Calvert Completed
infrastructure investment is complete, potable water, Vaux Park): Construct new
electric, seawall, maritime and historic building sports fields, lighting, and
stabilization projects are complete, on time and pedestrian paths as part of

on-budget. One additional parcel for Bushwick Inlet Park Phase 1 construction
was acquired by the City in December 2014 and another
parcel is expected to be acquired in June 2015. Together, Fort Washington Park: Partially
these parcels comprise 15.5 acres and include the actual Complete phase I construction Completed
inlet at the mouth of Bushwick Creek. In addition, National
Grid ,who is responsible for remediating a portion of the Soundview Park: Complete Partially
park already owned by DPR, is expected to begin construction of Metcalf Completed
remediation of the 50 Kent Site, in Fall 2015. Bush Playground, Rosedale
Terminal Park opened to the public in November 2014. Amphitheater, and Metcalf
Track & Field
Rockaway Park: Complete Completed

construction of Phase I
Brooklyn Bridge Park: Completed

Complete Pier 5, re-open
Empire Fulton Ferry Park and
Squibb Bridge
Transmitter Park: Construct Completed

1.5-acre site, including a
playground, benches, and trees
East River Park Esplanade: Completed

Substantially complete park
elements
East River Park: Complete Completed

reconstruction of seawall and
esplanade
Governors Island: Commence Partially

parkland and infrastructure Completed
development
Hunters Point, Queens: Completed

Complete construction of a
new five-acre park
Bushwick Inlet Park: Continue Partially

phased acquisition, Completed
remediation, and development
of parks
Stapleton, Staten Island: Begin Partially

construction of six-acre Completed
waterfront esplanade
Steeplechase Park: Complete Partially

construction of Steeplechase Completed
plaza and restoration of
carousel
Orchard Beach: Replenish with Completed

clean sand, and expand the
South Jetty
Long Island City, Queens: Partially

Complete design and Completed
reconstruction of pier in the
Anable Basin
Hudson River Park: Construct Completed

an upland esplanade in Tribeca
and reconstruct Pier 97
Bush Terminal: Complete Completed

remediation of open space and
advance Phase l of park
6 Convert former In Progress Over 10,000 people visited Freshkills Park in 2014 through Freshkills Park: Develop the Partially
landfills into public organized events and tours. Construction of North Park first public access areas Completed
space and parkland and Phase 1 of East Park, comprising an additional 509 overlooking Main Creek and
acres in total, are funded. Designs for North Park are continue capping and closing
completed and construction services will be procured in of east and west mounds
2015,. Designs for East Park are expected to be
completed by June 2016,. Construction services would be Pelham Landfill: Open to the Partially
procured as soon as the design is complete for that area. public Completed
The New Springville Greenway is on schedule at 70%
Ferry Point Park: Complete Completed
completion and is expected to be completed in Summer
Community Park
2015.
7 Increase In Progress DPR continues to pursue funding to complete the Develop multi-agency task Completed
opportunities for expansion of launch platform at Hunts Point-Riverside force to assess opportunities
water-based Park and for the repair and replacement of floating docks for expanding the blue network
recreation at Dyckman Street Marina. across the city for water-based
recreation
Complete expansion of launch Partially

platform at Hunts Point- Completed
Riverside Park
Complete repair and Partially

replacement of floating docks Completed
at Dyckman Street Marina
Activate West Harlem Piers Completed

Parks excursion boat pier and
ferry barge
RE-IMAGINE THE PUBLIC REALM

8 Activate the In Progress Since the inception of the plaza program, DOT has Complete construction on 13 Completed
streetscape initiated 63 plazas projects throughout the city, 43 of plazas
which are currently open to the public. Ten plaza capital
projects have been completed, with another two in Install 500 benches throughout Completed
planning, 20 in design, and 12 in construction. Another 33 the city
plazas have been opened with interim materials. This
Approve the urbanSHED Completed
program involves a comprehensive outreach process and
Design Competition winning
enjoys broad community support. To date, DOT has
design. Work with City
installed more than 1,250 benches throughout the five
agencies, buildings owners,
boroughs, exceeding the 2011 goal by more than 100%.
contractors and professionals
The City continues to encourage the revitalization of
on adoption of the new design
underutilized arcades in Lower Manhattan with new active
uses including the Water Street POPS 2014 Summer
Release recommendations to Completed
Events Programming. A zoning text amendment is
further streamline the
expected to be referred in 2015. DOTs The Street Seats
permitting process for sidewalk
program enables seasonal public open spaces, generally
cafes
including seating and tables, at locations where sidewalk
seating is not available. To date, four Street Seats have Amend zoning to facilitate Completed
been installed, two in Manhattan and two in Brooklyn. revitalization of underutilized
arcades in Lower Manhattan
with new active uses
Open four new pop-up cafes Partially

Completed
9 Improve collaboration In Progress DPR and the Natural Areas Conservancy (NAC) continue Conduct five joint research Completed
between City, state, to advance and pursue projects with other agencies, projects via the NYC Urban
and federal partners non-profits, and universities to study urban systems. The Field Station
US Forest Service Urban Field Station is currently
engaged in over 20 joint research projects with various Align pathways, hours of Partially
other institutions. In addition, the NAC ecological and operation, and bicycling rules Completed
social assessments were completed this fall, painting a on neighboring park sites
vivid picture of the social and ecological services provided
by natural areas in NYC.
10 Create a network of In Progress In 2014, DPR completed an additional 0.8 lane miles of Continue to build and expand Partially
green corridors the Soundview Greenway along Lafayette Avenue in greenway waterfront network Completed
Soundview Park. DPR also completed three lane miles of including Brooklyn Waterfront
the Manhattan Waterfront Greenway from 187th Street to Trail, Queens East River Trail,
the northern tip of Manhattan on the West Side. Soundview Greenway, South
Construction began on Randalls Island Connector and Bronx Greenway, Staten Island
ongoing construction on Food Center Drive as part of South Shore greenway and
completion of Phase I of South Bronx Greenway. DOTs Manhattan waterfront greenway
Greenways program includes the Brooklyn Waterfront
Greenway, Bronx River and South Bronx Greenways, the
Manhattan Waterfront Greenway (EDC/DOT/DPR), the
Jamaica Bay Greenway (DOT/DPR), and the Harlem River
Greenway. Two Brooklyn Waterfront Greenway capital
projects will begin construction in 2015: Flushing Avenue
Release update to Streets Completed
and West Street. An additional six segments of this
Design Manual that contains
greenway, which totals six miles, are in design at DDC.
guidance on landscaping and
The Bronx River Greenway was extended to the Bryant
the use of other sustainable
Avenue Pedestrian Bridge. The Concrete Plant Park and
elements
Starlight Park are seamlessly linked. Capital projects are
in development for these segments of the Bronx River
Greenway. The 2nd edition of the Street Design Manual
was released in October 2013. DOT has distributed over
675 copies of the new Manual (including 112 through
CityStore) and made presentations to all relevant City
agencies. DOT will continue to update the manual on a
regular basis.
PROMOTE AND PROTECT NATURE

11 Plant one million In Progress As of April 2015, more than 949,000 trees have been Plant a total of 695,000 trees Completed
trees planted as part of the Million Trees Initiative. DPR
continues to develop its stewardship program,
transitioning from planting trees to caring for them. The
Explore methods to ensure Partially
Young Street Tree Pruning project continues with 10,000
long-term survival of existing Completed
trees pruned in 2014.
urban forest
12 Conserve natural In Progress The Natural Areas Conservancy continues to work closely Explore the establishment of a Completed
areas with NYC Parks to advance and expand its work in natural natural area conservancy to
areas. preserve the citys remaining
wild lands
13 Support ecological In Progress DPR is now transitioning from the design and construction Complete 80 greenstreets per Partially
connectivity of greenstreets in the right of way to retrofitting parkland year Completed
to better manage stormwater. DPR has completed design
for the first stage of restitution/restoration work in Conduct a study to determine Partially
conjunction with the Belt Parkway Seven Bridges project, best practices for promoting Completed
which includes the planting of thousands of trees and biodiversity in green roof
anticipates construction to begin in the summer of 2015. design and construction
In 2014, DPR kicked off Phase 2 of that project, between
Restore parkway landscapes to Partially
Plumb Beach and Rockaway Parkway, with construction
improve landscape connectivity Completed
anticipated to begin in Summer 2016. DPR also began
design for the Canarsie West Trail Connector in 2014,
Develop a framework to Partially
which will include a bike path through Canarsie Park that
comprehensively address Completed
connects to the Jamaica Bay Greenway.
landscape issues on building
sites in City codes and

regulations
Create green standards for City Partially

government building site Completed
development and renovations
ENSURE THE LONG-TERM HEALTH OF PARKS AND PUBLIC SPACE

14 Support and In Progress DPR continues to cultivate stewards, transitioning our Expand access to free tree care Partially
encourage volunteer days from exclusively planting days to workshops and tool kits to Completed
stewardship stewardship days. The Young Street Tree Pruning project stewardship groups across the
continues with 10,000 trees pruned in 2014. In 2014, DPR five boroughs
led 85 small scale stewardship workshops throughout the
year as well as spring and fall stewardship days and Institute DPRs network Completed
planting events. meetings for at least one park
in every borough
Increase training activities and Completed

networking forums at catalyst
parks
Increase attendance at Completed

programming to more than
15,000 across all catalyst parks
annually
15 Incorporate In Progress The City continues to incorporate sustainability through Develop digital library tracking Completed
sustainability through the design and maintenance of all public space when system for cataloging
the design and practicable. sustainable aspects of capital
maintenance of all projects
public space
Develop sustainable design Completed
checklist to be used with all
DPR capital projects that
comply with national
Sustainable Sites standards
Develop indicators to measure Completed

existing and new sustainability
initiatives at DPR related to
water, material resources,
energy, fuel, and partnerships
P U B L I C S PA C E Release first version of the Completed

Sustainable Parks Plan to
PA R K S A N D
promote accomplishments,
train and educate DPR staff in
best practices, and improve
sustainability initiatives across
the agency
DEVELOP PROGRAMS TO ACCELERATE BROWNFIELD CLEANUP AND REDEVELOPMENT

1 Increase participation Completed OER established the NYC Environmental Review and Establish programs for financial Completed
in the NYC Voluntary Assessment program to provide comfort letters to institutions to increase lending
Cleanup Program by facilitate land transactions and support more lending on for properties in the NYC VCP
partnering with brownfields with emphasis in low-income communities.
lenders and insurers OER worked with the environmental insurance industry to Establish programs with the Completed
develop Pollution Liability policies tailored to the needs of insurance industry to deliver
projects enrolled in the VCP. OER has included financial preferred insurance policies for
escrow analysis and environmental insurance premiums properties in the NYC VCP
as reimbursable items under the NYC BIG Program.
2 Increase the capacity In Progress To increase the capacity of small businesses and Establish a brownfield pro bono Completed
of small businesses small- and mid-size developers to conduct brownfield referral program to provide
and small- and cleanup and redevelopment, OER established the Pro inexperienced developers with
mid-size developers Bono Environmental Assistance program. This will help advice on how to conduct
to conduct achieve social equity goals by assisting CBOs, non-profit investigations and cleanups
brownfield cleanup community developers, and small businesses in
and redevelopment developing cleanup plans in the VCP, and establishing the
CBO Peer Assistance program to assist CBOs and
community developers with brownfield land transactions,
cleanup and site redevelopment. OER is working with the
NYC Brownfield Partnership to increase industry
awareness of environmental hardship claims and have
encouraged legal specialists to join the Pro Bono
Environmental Assistance program to deliver advice on
hardship relief.
BROWNFIELDS
3 Enable the In Progress OER strengthened cleanup standards for waterfront Establish flexible NYC BCP Completed
identification, industrial properties to achieve social equity goals by provisions to allow for land
cleanup, and minimizing environmental impact in environmental justice preparation for resale
redevelopment of communities associated with severe storm events. OER is
brownfields engaging community and industry experts in Community Perform market outreach to Completed
Brownfield Planning Areas, community development improve the SPEED real estate
organizations, and the Brownfields Industry Task Force to search engine to promote
improve OER programs and get feedback on brownfield cleanup and
improvements to SPEED, our online environmental redevelopment
research engine. OER established the Look Back mode
and Stand-Still mode for enrollment in the VCP, and
Collaborate with community Completed
approved cleanup plans for first projects using each
development corporations to
mode. OER also launched workshops to train the
advance the cleanup and
environmental industry to effectively navigate the VCP.
redevelopment of property
OER has institutionalized exit interviews with volunteers
across the city
completing cleanup projects in the VCP and have used
the feedback to improve program delivery. OER is Establish a web-based Partially
currently building the EPIC (Environmental Project application that automates and Completed
Information Center) online interface for community streamlines the navigation of
members and volunteers using the BCP and are targeting City cleanup programs
launch in Fall 2015. OER collaborated on the
Streamlining Site Cleanup in NYC report with EPA to In partnership with the EPA, Completed
illustrate the use of Triad approaches on VCP projects. implement approaches and
improve Triad tools to
accelerate property
investigation and cleanup
Encourage cleanup and Redirected

redevelopment of waterfront
sites by proposing
amendments to the Zoning
Resolution that would allow
greater flexibility for
non-residential uses and floor
area
4 Build upon existing Completed The State delegated authority to OER to operate the NYC Develop stronger liability Completed
state and federal Clean Soil Bank to enable free exchange of clean native protection at the state level
collaborations to soil to achieve cost savings and resiliency, and improve
improve the Citys social equity by advancing affordable housing and
brownfield programs community projects. OER has established a program to
unlock abandoned properties in disadvantaged
neighborhoods through a case-by-case waiver of State
environmental liens with NYC OMB and NYS Office of the
State Comptroller, and we are now enabling these sites to
proceed to auction. OER has extended the Memorandum
of Agreement between New York State and the City for
operation of the VCP and delegation of State liability
protection and petroleum cleanup oversight to OER until
2016. OER has advocated for legislation to enable full
statewide liability release for VCP cleanups and has
advocated for and obtained State legislation that provides
a waiver of State hazardous waste disposal taxes and
fees for VCP projects which will greatly lower cost of Develop stronger liability Completed
cleanup in the VCP. OER has received recognition from protection at the federal level
EPA that provides comfort on federal environmental
liability for volunteers using the VCP and enables VCP
cleanups to qualify for EPA grants, and worked with EPA
Develop a pilot program for Completed
to allow property owners near federal superfund sites to
environmental lien forgiveness
acquire federal liability protection for cleanup and
redevelopment.
STRENGTHEN INCENTIVES FOR BROWNFIELD CLEANUP AND REDEVELOPMENT

5 Study the economic Completed OER is pursuing unique research that will evaluate the Assess the fiscal and Completed
value of brownfield social and environmental justice benefits of brownfield employment benefits of
redevelopment in cleanup and redevelopment in the VCP in low-income and brownfield redevelopment in
BROWNFIELDS
New York City disadvantaged communities in NYC. OER has completed New York City
the financial analysis of the first three years of over 260
cleanup projects to assess the amount of affordable
housing that will be created (3,850 new units), job creation
(4,500 permanent new jobs and 19,500 construction jobs),
leveraging of private investment ($8.4 billion in new
investment).
6 Leverage the NYC Completed OER established a series of programs to achieve social Develop programs that align Completed
Voluntary Cleanup equity goals including the Affordable Housing Cleanup incentives for neighborhood
Program to establish Fund using EPA grants to support cleanup of affordable housing or infrastructure
funding and other housing projects in the VCP. OER established Preferred revitalization with brownfield
incentives for Community Development Grants to prioritize City funding incentives
cleanup and for cleanup of affordable housing, community facilities,
redevelopment and community-supported projects. OER established the Establish brownfield Completed
NYC Green Property Certification program to encourage redevelopment financial
more developers to work with government on cleanups to counseling program
ensure that disadvantaged communities with a
disproportionate number of brownfields are better Develop a web-based, Completed
protected from environmental pollution. We received brownfield financial assistance
$500,000 from the NYS Regional Economic Development search tool
Council to fund cleanup of VCP projects to promote
affordable housing and economic development in
disadvantaged communities. OER launched the
Brownfield Certification program in collaboration with
NYS DEC to enable small businesses and community
development corporations to claim Federal IRS tax
deductions for brownfield cleanup costs incurred under
the VCP, and OER is advocating in Congress for
reauthorization of these deductions which expired in
2011. OERs pre-application meetings include discussions
of available financial and technical assistance tailored
toward redevelopment of individual projects. Additionally,
OER will launch the Financial Assistance Search Tool
(FAST) to help CBOs, community developers, and others
find available grants in our Brownfield Incentive Grant
(BIG) program.
DEEPEN OUR COMMITMENT TO COMMUNITIES FOR COMMUNITY BROWNFIELD

PLANNING, EDUCATION, AND SERVICE
7 Support community- In Progress OER has designated 19 place-based Community Brownfield Establish 25 NYC Place-Based Completed
led planning efforts Planning Areas and has established nine additional areas for Community Brownfield Planning
designation under this plan. Future plans are to continue to Areas
expand into new neighborhoods. This will expand the reach of
OER community assistance programs, including eligibility for Provide focused City assistance Completed
up to $50,000 in OER grant funding to CBOs for grass-roots and services to designated
community brownfield planning. OER functions as an CBPDs for brownfield and
ombudsman for CBOs trying to work with City agencies to sustainability planning
help them achieve local community planning goals. OER is
providing special attention, benefits, and resources to
brownfield sites in the East New York Community Brownfield Pilot incorporation of brownfield Completed
Planning Area. OER has extended funding for OER grants to planning into early stages of
support community brownfield planning through 2015. OER redevelopment planning with
has established the CBO Peer Assistance Program and East New York Sustainable
selected an experienced CBO (SoBro) to perform brownfield Communities project
financial and real estate peer counseling and assistance for
other CBOs with less experience on brownfield
redevelopment, and are developing a brownfield management Identify 8-12 new Place-Based Completed
reference manual for CBOs that provides best management Community Brownfield Planning
practices. OER has advocated for reforms to BOA designation Areas in neighborhoods
and for continued State funding of the BOA community disproportionally impacted by
planning grant program. clusters of brownfields
8 Support local and In Progress OER has established a program to build capacity of CBOs Conduct a study to identify best Completed
area-wide community and other community brownfield planners by sharing best management practices for
brownfield planning management practices for brownfield planning, assisting community planners undertaking
efforts CBOs in working with city agencies, and helping them community brownfield planning
navigate the VCP. OER has acquired HUD funding to efforts
complete our online community planning portal to help
CBOs achieve their revitalization goals. Working with NYS Establish training and other Completed
Department of State, OER is encouraging development of programs to build the capacity of
BROWNFIELDS
new community brownfield planning areas in regions of community-based organizations

New York City heavily impacted by Superstorm Sandy and in brownfield redevelopment,
are involved, in cross-government collaboration with NY planning, and implementation
State, in the NY Rising program and Regional Economic
Development Council to promote community resiliency Develop online community Partially
planning. planning portal to provide Completed
cutting edge tools to community
brownfield planners
Support pilot program Completed

established by New York State
Department of State for
area-wide community brownfield
planning and cross-government
collaboration
9 Increase the Completed OER has developed a wide variety of programs to promote Establish an online document Completed
transparency and transparency including provisions for New York Citys three repository for VCP project
accessibility of library systems to assist patrons with online access to VCP information
brownfield cleanup project information and OER educational information. OER
plans established an online repository of documents for all Establish advanced methods for Completed
projects in the VCP. A public contact list is developed for the communication of brownfield
each VCP project, and OER publishes three fact sheets for project information to New York
release to these contacts at each stage of cleanup. A City communities
Community Protection Statement is developed for each
cleanup project in the VCP and is written in six languages to Develop web-based educational Completed
promote wider dissemination of plans for community tools to help all stakeholders
protection. OER established the BrownfieldWorks! program understand brownfield cleanup
to place workforce development graduates on cleanup and redevelopment processes
projects in the VCP. OER expanded our grant program to
fund salaries for BrownfieldWORKS! trainees and launched
a professional mentorship program by OER staff to assist Expand the NYC Completed
trainees in getting full time jobs. OER produced four BrownfieldWORKS! training
educational videos and posted them on OERs website to program
inform communities of the importance of community
engagement on brownfields to address environmental
injustice and about OER programs for investigation and
cleanup. OER recently produced a new video on the
meaning and value of certification of properties under the
NYC Green Property Certification Program and will release
that under this plan.
EXPAND THE USE OF GREEN REMEDIATION

10 Promote green Completed OER was delegated the authority by NY State to establish Establish the Sustainability Completed
remediation in the the NYC Clean Soil Bank to promote recycling of clean Statement in all cleanup plans
NYC Brownfield soil from VCP redevelopments. The Clean Soil Bank
Cleanup Program promotes social equity and economic development goals Accelerate adoption of green Completed
including cost-free reuse on affordable housing projects, remediation practices by
wetland restoration, climate change resiliency projects establishing a program for
and City capital construction projects. OER established green remediation audits of
Climate Resiliency and Green Remediation Surveys that cleanup plans under the VCP
are performed free of charge to ensure that cleanup and
Encourage the use of recycled Completed
redevelopment projects in the VCP are prepared for the
concrete aggregate (RCA) as
impacts of climate change and will minimize future
substitute for conventional
community environmental impact during severe storm
backfill material
events. OER established a Sustainability Statement in all
cleanup plans and a Sustainability Report in all final
Develop tree-based Completed
cleanup reports to promote green remediation and
phytoremediation approach for
development. Recycled concrete aggregate is now reused
end-of-cleanup polishing, also
for backfill on many VCP projects. Hundreds of new trees
BROWNFIELDS
promoting the MillionTreesNYC

have been planted as part of final development on VCP
program
projects approved in the first three years of operation to
support Million Trees and also provide groundwater Establish green remediation Completed
quality polishing. High efficiency stormwater management storm water management
techniques and green infrastructure education are approaches on remedial sites
provided by Climate Resiliency and Green Remediation and expand green
Surveys performed by OER for projects in the VCP. infrastructure implementation
as part of redevelopment
11 Promote green space Completed OER has completed environmental investigations that Create three Pocket Parks in Completed
on remediated enable the creation of parks in underserved collaboration with community
brownfield properties neighborhoods in Staten Island and Brooklyn. Cleanup planning organizations
was performed by OER using federal funds to enable
creation of a park at Mariners Marsh on Staten Island. The Create design for state-of-the- Completed
NYC Clean Soil Bank was used to provide free soil for art community gardens on
shaping of park space at Fresh Kills Park and numerous remediated brownfields
brownfield cleanups are in progress or completed on
coastal parkland. OER has established conceptual plans
for raised-bed community garden space suitable for use
on brownfield sites. OER has established the NYC Clean
Soil Bank and are working with CBOs to provide clean soil
free of charge for backfill for affordable housing and other
social equity uses. We have established OER funded
grants to fund investigation and cleanup of properties to
enable community uses.
CONTINUE IMPLEMENTING GREY INFRASTRUCTURE UPGRADES

1 Upgrade wastewater Completed In May 2011, the City certified that Newtown Creek Certify that the Newtown Creek Completed
treatment plants to Wastewater Treatment Plant meets federal Clean Water WWTP meets secondary
achieve secondary Act (CWA) standards for secondary treatment two years treatment standards
treatment standards ahead of schedule. All 14 of the Citys wastewater
W AT E R W AY S
treatment plants now meet CWA secondary treatment

standards.
2 Upgrade treatment Completed In 2013, DEP completed a $237 million upgrade to the Complete upgrades at the Completed
plants to reduce Wards Island Wastewater Treatment Plant that reduced Wards Island WWTP
nitrogen discharges the amount of nitrogen discharged from the plant by
nearly 50 percent. DEP has completed the construction at Complete upgrades at the Completed
the Tallman Island Wastewater Treatment Plant as of May Tallman Island WWTP
1, 2014. The remaining plant upgrades and stabilization
work at the Bowery Bay, Wards Island, and Tallman Island Complete upgrades at the Completed
Plants, as well as at the 26th Ward and Jamaica Plants, Bowery Bay WWTP
are projected to be complete in February 2016.
3 Complete Completed DEP has completed the shotcreting of an old brick sewer Complete Paerdegat Basin Completed
cost-effective grey as of April 2014. The Avenue V Pumping Station has been CSO Facility
infrastructure operating at the new wet weather capacity of 80 MGD as
projects to reduce of October 2014. DEP placed the Gowanus Flushing Complete Alley Creek CSO Completed
CSOs and improve Tunnel in full operation as of April 23, 2014 with a 10-day Facility
water quality test to verify the system was working correctly, completed
on May 3, 2014. The Gowanus Pumping Station has been Complete Avenue V Pumping Completed
placed into operation with the CSO Screening System as Station
of November 22, 2014 and fully tested as of December
Complete upgrades to the Completed
24, 2014. The Flushing Tunnel System and the Pumping
Gowanus Canal Pumping
Station System has been placed into full operation.
Station
Substantial completion for Lower English Kills aeration
was issued March 31, 2014. Complete upgrades to the Completed
Gowanus Canal Flushing
Tunnel
Construct an aeration system Completed

for Lower English Kills in
Newtown Creek
Complete a destratification Completed

facility at Shellbank Creek
4 Expand the sewer In Progress In 2013, DEP and DDC completed design and bid projects Completed over 60 miles of Completed
network in the Twin Ponds Area, Sheldon Avenue Area, and Richard new or reconstructed sewers
Avenue area. These projects will install new sanitary and from FY08 to FY12
sewer storm infrastructure areas and the Twin Ponds
projects will have Bluebelt components. In 2013, the City
also initiated a program to advance sewer construction
where possible to alleviate flooding in targeted areas
affected by repeat events. Two accelerated construction
projects were completed in late 2013, with studies
underway for similar projects in southeast Queens.
W AT E R W AY S
5 Optimize the existing Completed In 2010, DEP implemented more efficient work practices Continue to inspect each tide Completed
sewer system and used in-house staff to expand our sewer cleaning gate once per month as per
operations. In 2011, the City finished inspecting all 138 standard operating procedure.
miles of interceptor sewers and in 2012, DEP completed
the first two-year cycle of interceptor cleaning. In total, DEP
removed 30 million gallons of material, freeing up storage
capacity of 3.06 million gallons. Collectively, this translates
into a reduction of combined sewer overflows of 100
million gallons per year. In addition, in 2012, DEP inspected
the remaining 219 tide gates and repaired or replaced
those deemed necessary. Reported sewer backups Clean 138 miles of interceptor Completed
continue to decline. In 2013, DEP cleaned more than 760 sewers
miles of sewers and continues to expand several programs
to address sewer backups, including programmatic
degreasing and improved sewer backup response
practices. In addition, DEP expanded the pilot to evaluate
sewer manhole sensors and installed additional devices for
a total of 64 throughout the city. These sensors measure
the elevation of wastewater in the sewer and wirelessly
transmit that information to DEPs computer systems,
allowing DEP to dispatch crews promptly and fix the
problem before it results in a sewer backup. In November,
the City released the second annual State of the Sewers,
which includes key performance indicators for sewer
maintenance and construction for each borough.
USE GREEN INFRASTRUCTURE TO MANAGE STORMWATER

6 Expand the Bluebelt In Progress In 2013 DEP continued to develop the Springfield Expand Bluebelt system into Completed
program Gardens Bluebelt in southeast Queens and accomplished Queens
a critical milestone for the Mid-Island Bluebelt by
completing the Final Generic Environmental Impact
Statement. The first capital project in the Mid-Island
Bluebelt is scheduled to start construction in Fall 2014
and will involve the restoration of New Creeks west
branch. In addition, the City has advanced a second
Mid-Island Bluebelt project called Last Chance Pond,
estimated at approximately $35 million.
7 Build public green In Progress By the end of 2014, DEP and the Departments of Parks 28 GI sites have been Partially
infrastructure and Recreation, Design and Construction and the completed, with an additional 5 Completed
projects Economic Development Corporation had initiated substantially completed.
construction on multiple area-wide contracts covering
approximately 27,000 acres of the City. DEP is currently in Capture the first inch of runoff Partially
construction or in final design phase on approximately from 70 additional acres of Completed
2,000 bioswales and stormwater greenstreets. impervious surface
8 Engage and enlist Completed By 2015, DEP committed over $13 million to 33 grantees Implement a green Completed
community through the Green Infrastructure Grant Program. In 2014, infrastructure grant program
stakeholders in DEP also conducted a targeted outreach campaign to
sustainable storm property owners that would be eligible for the Grant
water management Program, and accepted applications in both the spring
and the fall. In addition, DEP investigated a pilot a
mini-grant program for homes and small properties. DEP
continued to meet with the Water Infrastructure Steering Seek input through the Green Completed
Committee (formerly the Green Infrastructure Steering Infrastructure Citizens Group
Committee) on a range of stormwater management and
water quality issues, including resiliency and the Long
Term Control Plan process. DEP also continued to engage
with a broad range of stakeholders including
neighborhood associations, community boards, elected
officials, schools and environmental organizations.
9 Modify codes to In Progress Throughout 2014, the City continued to track compliance Require greater on-site Completed
increase the capture with the 2012 stormwater performance standard (or detention and infiltration for
of storm water stormwater rule) for new development and significant new development and
redevelopment. Compliance is tracked through house redevelopment
connection and sewer connection proposals received by
W AT E R W AY S
DEP. In 2014 the City adjusted its reporting methods to Require greater storm water Partially
more accurately track compliance and eliminate runoff controls from Completed
redundancy. Since the stormwater rule for new construction sites
development and significant redevelopment took effect in
Study potential code changes Partially
2012, approximately 260 sites were required to comply.
to incorporate blue roofs on Completed
Planned source control technologies on those sites
existing buildings
include 100 blue roofs, 160 tanks, 11 drywells, and 8
perforated pipe systems. Of these, approximately 60
Develop new design standards Partially
connections have been constructed; this includes 27 blue
for sidewalks Completed
roofs, 29 tanks, 3 drywells, and 1 perforated pipe system.
Pursuant to LL80 of 2013, DEP and DOT are planning to Study improved regulation of Completed
pilot porous paving materials in the roadway and on city open industrial uses to reduce
sidewalks. Monitoring will be conducted and a final report runoff
will be submitted to city council in 2016. DEP collaborated
with DCP on the Open Industrial Uses Study to suggest
appropriate stormwater controls for open industrial sites.
10 Provide incentives for Completed First initiated in 2011, DEPs Parking Lot Stormwater Pilot Evaluate the feasibility of using Completed
green infrastructure Program generates revenue for operation and price signals to reduce storm
maintenance of the Citys wastewater system. The water runoff
program applies a stormwater discharge fee to
stand-alone parking lots that contribute runoff to the
Citys wastewater system, but that do not receive City Evaluate the efficacy of the Completed
water service. DEPs stormwater charge increased from green roof tax abatement
$0.06 per square foot in 2013 to $0.063 in 2014, to
account for rate structure increases. In 2014, DEP billed
557 accounts for $501,882.68. Parking lot owners who
implement green infrastructure practices are exempt from
the stormwater discharge fee. The Green Roof Tax
Abatement program was fully in place and available to
property owners for only three to four months of 2014,
therefore DEP will gather another year of data to
determine the efficacy of the program. There were no
applications for the green roof tax abatement in 2014.
REMOVE INDUSTRIAL POLLUTION FROM WATERWAYS

11 Actively participate in In Progress The City worked with other responsible parties throughout Participate in the Superfund Partially
waterway clean-up 2014 to ensure that the implementation of the selected investigation and feasibility Completed
efforts remedy addresses contamination results in a clean and study in the Gowanus Canal
safe waterway, and incorporates principles of social
justice. In 2014, the City conducted sampling of Participate in the Superfund Partially
groundwater and point sources in Newtown Creek, investigation in Newtown Creek Completed
including stormwater and CSOs, providing more data to
support the Superfund investigation. In 2014, the DEP Submit application to dredge Completed
Gowanus Canal maintenance dredging project was CSO mounds for Gowanus
superseded by the National Grid dredge of the entire Canal and Flushing Creek
canal. Application to dredge CSO mounds in Flushing
Creek were prepared for submittal. Completion of Begin CSO dredging in Completed
dredging in Paerdegat Basin certified by DEP on Nov. 18, Paerdegat Basin
2014 and approved by DEC on Dec. 1, 2014. Completion
of dredging in Hendrix Creek certified by DEP on October Complete dredging in Hendrix Completed
17, 2011 and approved by DEC on May 3, 2012. Creek
PROTECT AND RESTORE WETLANDS, AQUATIC SYSTEMS, AND ECOLOGICAL HABITAT

12 Enhance wetlands In Progress In 2014, the City continued to develop wetland resources, Transfer at least five Completed
protection including the one foot Digital Elevation Model (DEM) of City-owned wetlands to DPR
wetland areas, which has been completed. This
information will be used in discussions with state and Work with state and federal Partially
federal partners to potentially update existing wetland partners to update wetlands Completed
maps and the methodology to produce them. The City is maps
also working with federal and state partners through the
Modify the Waterfront Completed
USACEs Rockaway Reformulation in Jamaica Bay and
Revitalization Program to
the NY Rising Program, which are currently evaluating
proposals that will help protect existing infrastructure and designate additional sites of
ecological importance
increase the resiliency of coastal ecosystems.
Evaluate the vulnerability of salt Partially
W AT E R W AY S
marshes through additional Completed

monitoring
Develop a comprehensive Completed

strategy for wetlands
13 Restore and create In Progress Major construction in the Paerdegat Basin was completed Complete Paerdegat Basin Completed
wetlands in December 2013, and the project has moved into the restoration
monitoring and maintenance phase. Restoration
construction of Pugsley Creek Park was completed in Complete Pugsley Creek Park Completed
summer 2013; restoration construction of Soundview Park restoration
was completed in fall 2013. Bronx River fish passage
Complete Soundview Park Completed
construction was completed at River Park, at the 182nd
restoration
Street Dam, to allow upstream access for spawning for
river herring. The fish passage will be open when the first
Complete Bronx River Partially
migration season begins in spring 2015. The USACE has
restoration - all phases Completed
re-started site evaluations and is continuing discussions
with local agency partners in the development of Complete Randalls Island Partially
restoration concepts for sites identified in the 2008 Bronx shoreline restoration Completed
River Ecosystems Feasibility Study. Construction
documents for Randalls Island shoreline restoration are Complete Dreier Offerman Park Completed
nearing completion. Presentation to Public Design restoration
Commission is expected in January 2015 and
construction is expected to begin in 2015. Restoration Complete Meadow Lake Partially
construction of Dreier Offerman Park was completed in restoration Completed
summer 2013. Meadow Lake restoration contract has
been bid and awarded and is expected to begin Complete Freshkills North Park Completed
construction in 2015. Freshkills North Park restoration restoration construction by
construction was completed in summer 2013. DPR is 2013 summer
undertaking the Spring Creek and Sunset Cove projects,
Invest $15 million in wetlands Partially
which together total over $15 million. The projects will
restoration in Jamaica Bay Completed
restore marshland and upland forest to improve the bays
ecological function and resiliency to coastal storms as
well as create new recreational opportunities. DEP has
already invested $8 million to complete the restoration of
Yellow Bar, Black Wall and Rulers Bar, with an additional
$7 million expected to be allocated based on
recommendations in the USACE Jamaica Bay
Reformulation Study due in April 2016.
14 Improve wetlands In Progress The City, led by the NYCEDC, received approval on the Establish a wetland mitigation Partially
mitigation mitigation bank prospectus. Two drafts of the Mitigation banking or in-lieu fee program Completed
Banking Instrument (MBI) have been submitted to the
Interagency Review Team. A final signed MBI is expected
in February or March of 2015. The Public Comment
periods opened for Army Corps in-water construction
permits as well as the Community Development Block
Grant Program - Disaster Recovery action plan
amendment allocation.
15 Improve habitat for In Progress DEP and DPR have worked with Baykeeper, the Harbor Expand oyster pilot project and Partially
aquatic species School, Hudson River Foundation and other partners to conduct additional research Completed
add spat on shell to the existing reef at Soundview Park
to expand it, and monitoring continued to evaluate its Develop a strategy to advance Partially
effect. DPR is also designing a restoration project at restoration efforts Completed
Sunset Cove in Jamaica Bay that will incorporate a pilot
Complete ribbed mussel bed Completed
oyster reef restoration project. In 2014, the City continued
to leverage grant funds to support aquatic habitat pilot
improvement projects. DEP was awarded a $1 million
Complete eel grass pilot Completed
grant from the Department of Interior to expand the oyster
restoration efforts at the Head of Bay - Jamaica Bay. The
City is contributing an additional $375,000 to the project,
bringing the total to $1.375 million. Design will begin in
spring 2015 with expected construction to start in fall
2015. The oyster restoration project is being carried out in
partnership with Cornell Cooperative Extension, Hudson
River Foundation, and the New York Harbor School.
ENSURE THE QUALITY OF OUR DRINKING WATER

1 Continue the In Progress New York State Department of Health released the final Maintain the citys Filtration Partially
Watershed Protection version of the Revised 2007 Filtration Avoidance Avoidance Determination (FAD) Completed
Program Determination (FAD) on May 7, 2014. DEP continues to
W AT E R S U P P LY
implement the watershed protection program including Seek to acquire land by Completed
the land acquisition program. contacting the owners of at
least 50,000 acres of land every
year
2 Protect the water Completed On December 17, 2014, Governor Cuomo announced his Work with the State to secure Completed
supply from intention to prohibit natural gas extraction using the prohibition of hydrofracking
hydrofracking for high-volume hydrofracking in New York State. within the citys watersheds
natural gas
3 Complete the Completed In October 2013, DEP announced the completion of the Complete construction Completed
Catskill/Delaware Catskill/Delaware Ultraviolet Treatment Facility. The $1.5
Ultraviolet (UV) billion Catskill/Delaware UV Facility will provide an added
Disinfection Facility layer of protection against pathogens and other harmful
microorganisms for the drinking water consumed by more
than 9 million residents of New York City and portions of
Westchester County.
4 Complete the Croton In Progress Construction of the above grade structures continues. Complete construction Partially
Water Filtration Plant Startup and testing of both Plants A & B continued. Completed
Modifications of Valve Loops in Plants A & B were
completed. The City is on schedule to begin full
operations no later than 2015.
MAINTAIN AND ENHANCE THE INFRASTRUCTURE THAT DELIVERS WATER TO NEW YORK CITY
5 Repair the Delaware In Progress Design of the bypass tunnel and Wawarsing repairs was Break ground on the aqueduct Partially
Aqueduct completed in late 2014 and public bidding for bypass Completed
construction commenced in January 2015. The bypass
tunnel contract was bid on March 27, 2015. This contract Complete upgrades to the Completed
is expected to be awarded in May 2015 and registered in Cross River Pumping Station
July 2015. The project continues to be on schedule and
on budget. The New Croton Aqueduct was completed on Complete design for the Completed
June 30,2013. The Jamaica groundwater system design upgrades to the Croton Falls
has been decides into four groups. The first three groups Pumping Station
have passed through facility planning, and the Basis of
Complete rehabilitation of the Completed
Design Reports are approved. Design will progress to 30
New Croton Aqueduct
percent compete for the last group by the end of 2015.
Begin design for the upgrades Partially
to the Jamaica groundwater Completed
system
6 Connect the In Progress By late March 2014, all seven holes were cored into the Start construction Partially
Delaware and Catskill Catskill Aqueduct. Meetings have been held with the DEP Completed
Aqueducts and design consultant in regards to start-up and flow
testing for the development of standard operating
protocols and procedures. Substantial completion is
anticipated on, or about, June 30, 2015 with a final
completion date, on, or about, June 29, 2016.
7 Pressurize the In Progress In 2014, DEP refined project objectives and reached Complete Facility Planning and Partially
Catskill Aqueduct consensus on capacity requirements supporting release Basis of Design Report Completed
of a final Facility Plan in February 2015 that identifies the
need for a secondary pressure tunnel between Kensico
and Eastview. The project will commence a Basis of
Design effort during 2015, with active design to
commence in 2016. Construction is anticipated to
commence in 2019.
8 Maintain and In Progress The reconstruction of Gilboa Dam is 95% complete. Begin rehabilitation of the Completed
upgrade dams Design for the new low level outlet and Schoharie Release Gilboa Dam
Chamber was completed and the pre-bid meeting was
recently held and construction is anticipated to
commence in 2015. All engineering assessments as Begin engineering assessments Partially
required by NYS were completed. Engineering studies are for dams as required by the Completed
underway for the rehabilitation of the Ashokan Reservoir State
dam and dikes, which is phase one of the reconstruction
of the New Croton Dam began in July 2013 and is
expected to be substantially completed in July 2016. This
work includes the mechanical replacement and other
W AT E R S U P P LY
structural repair to the outlet works.
MODERNIZE IN-CITY DISTRIBUTION

9 Complete City Water In Progress In October 2013, the City announced the activation of the Activate Stage 2 in Manhattan Completed
Tunnel No. 3 Manhattan portion of Stage 2 of City Tunnel No. 3. The
Brooklyn-Queens section is scheduled for completion in
2018.
10 Build a backup In Progress In 2012, in partnership with the Port Authority of New York Begin construction Partially
tunnel to Staten and New Jersey and the New York City Economic Completed
Island Development Corporation, DEP launched tunneling
operations for construction of the Staten Island Siphon.
During Hurricane Sandy, the Staten Island shaft site was
inundated with water and the tunnel boring machine was
damaged, delaying the project for approximately one year.
The tunnel boring machine has been refurbished from the
flooding, and tunneling operations and resumed in April
2014.
11 Upgrade water main In Progress DEP initiated construction in Coney Island and continues Replace 80 miles of water Completed
infrastructure to make substantial progress on key water supply mains
projects in targeted areas, such as the Rockaways. Some
major improvements were also made citywide. Completed
projects include a trunk water main replacement in
Atlantic Avenue, Brooklyn, valued at $14.5 million and a
trunk water main project on E59th Street, Manhattan
Community Boards 6 and 8, valued at $33.5 million. This
project was a key component in the activation of City
Water Tunnel No. 3, connecting Shaft 31B to the
distribution network. Finally, DEP invested over $30
million in three distribution water main projects in Queens,
improving water quality and distribution in Community
Boards 4, 6, 8, 9 and 13.
IMPROVE THE EFFICENCY OF THE WATER SUPPLY

12 Increase operational Completed As of January 2015, the City has installed Automated Complete the installation of Completed
efficiency with new Meter Reading (AMR) devices for over 97 percent of AMR devices citywide
technology customers. In February 2012, the City expanded the Leak
Notification Program to proactively notify large building
owners of potential leaks and enable owners and Replace 10,000 large water Completed
managers to quickly respond and fix leaks before they meters
become a costly problem. Since starting the program in
March 2011, more than 72,000 customers have saved an
estimated $60 million in otherwise wasted water or
Optimize delivery by integrating Completed
damaging leaks. Since January 2012, DEP staff have
forecasting models into
replaced over 19,000 underperforming meters.
operations
W AT E R S U P P LY
13 Increase water In Progress In 2014, the City officially released the Water Demand Release a design manual for Completed
conservation Management Plan, launched the Municipal Water water conservation in buildings
Efficiency Program, and completed conservation retrofits
in 60 schools, 12 fire houses, and over 150 spray Pilot advanced strategies for Completed
showers. The overall program will target municipal water conservation in City
buildings for water savings of nine million gallons per day buildings
and cost $60 million by 2019. The City completed analysis
Launch a process to replace all Completed
of costs and benefits of widespread replacements of
old, inefficient toilets in City
inefficient toilets and developed a strategy to achieve an
Buildings
optimal flow. The City launched the Toilet Replacement
Program in August of 2014 to replace approximately
Analyze the costs and benefits Completed
200,000 fixtures in its first Phase. On August 8, 2012, the
of widespread replacements of
Local Law 41 of 2012, the Plumbing Code Revisions Bill
inefficient toilets and develop a
(Intro 807A) was signed into law. The new law
strategy to achieve an optimal
incorporates greywater reuse standards into NYC
flow
Plumbing Code by bringing it up to date with the 2009
edition of the International Plumbing Code and making Develop comprehensive Partially
amendments to the Code that reflect the unique character greywater reuse standards Completed
and needs of the City. DEP is in the process of developing
a guidance document outlining various processes and
making the plumbing code requirements more accessible.
IMPROVE AND EXPAND SUSTAINABLE TRANSPORTATION INFRASTRUCTURE AND OPTIONS

1 Improve and expand In Progress The following SBS corridors have been launched: Launch Nostrand Ave., Completed
bus service Nostrand Avenue (Nov 2013), LaGuardia (May 2014), 34th Brooklyn SBS Corridor
throughout the city Street (Nov 2011) and Hylan Blvd (Sept 2012). Additional
enhancements will be completed to the Williamsburg Launch LaGuardia, Queens Completed
Bridge plaza stop on the Nostrand Ave. Corridor in 2015. SBS corridors
Design for the Woodhaven Blvd. Corridor is underway.
Launch 34th Street, Manhattan Completed
The Corridor is expected to launch after capital
reconstruction in 2017. In the interim, initial bus priority SBS Corridor
T R A N S P O R TAT I O N
improvements will be installed on the Corridor in the

Launch Hylan Blvd., Staten Completed
summer of 2015.Transit Signal Priority has been installed
Island SBS Corridor
on three corridors and design is underway for an
additional eight corridors. It is expected that all 11 Launch initial Woodhaven Blvd. Partially
corridors will be active by summer 2016, with additional Completed
corridors will follow in the future. The MTA has installed
Bus Time real time information on every route in New York Implement bus operations Partially
City. Improvements to bus access to the Ed Koch improvements on all routes, Completed
Queensboro Bridge were completed in 2011. with transit signal prioritization
on eleven routes in five
boroughs
Install Bus Time on all 31 bus Completed

routes in Staten Island and B63
in Brooklyn
Improve bus priority of Ed Koch Completed

Queensboro Bridge and
approaches
2 Improve and expand In Progress Construction of the 7 Line Extension is nearly complete Complete construction of 7 Partially
subway and and is scheduled to open for revenue serivice Q2 2015. Line extension to the Hudson Completed
commuter rail service The first phase of Second Avenue Subway is scheduled Yards area of far west Midtown
to be completed in December 2016. The major remaining
work involves station finishes and systems. Construction Continue construction of first Partially
continues on East Side Access, with revenue service phase of Second Avenue Completed
expected to begin in December 2022. Subway
Continue construction of East Partially

Side Access, the LIRRs direct Completed
service to Grand Central Terminal
Complete analysis for North Completed

Shore Transportation
Improvements, Staten Island
3 Expand for-hire Completed TLC issued the first Street Hail Livery (SHL) permit in June Allow livery vehicles to accept Completed
vehicle service 2013 and by November 2013 had issued all 6,000 permits street hails outside of
throughout our in the programs first year. By March 2014 over 4,300 Manhattan
neighborhoods Boro Taxis, including nearly 250 wheelchair accessible
Boro Taxis, were already in service providing call-ahead
and street hail service in Brooklyn, Bronx, Queens, Staten
Island, and Northern Manhattan neighborhoods that had
previously lacked access to safe, convenient and legal
street hail service. TLC has commenced the second
issuance of SHL Permits.
4 Promote car-sharing Completed The City, through DCAS, currently operates the largest Assess car-sharing potential for Completed
fleet share program in the United States. In 2014 DCAS City fleet vehicles
worked with Zip Car to better identify usage patterns with
shared vehicles to further enhance operations. DCAS
renewed its contract with Zip Car in January 2015.
5 Expand and improve In Progress The City will launch a new Citywide Ferry Service that will Launch East River service pilot Completed
ferry service knit together existing East River routes with new landings to support the continued
and services to Astoria, the Rockaways, South Brooklyn, redevelopment of the East
Soundview and the Lower East Side. Service will launch River waterfronts
in 2017. Further expansion to Stapleton and Coney Island
will constitute a second phase of expansion, pending
additional funding. The project will include the
construction of multiple new ferry landings.
6 Make bicycling safer In Progress DOTs bike-sharing program launched in May 2013. In Double bike commuting from Completed
and more convenient 2014, DOT installed 41.3 miles of bike facilities. In 2007 levels
addition, the bike counting methodology was improved by
installing loop induction counters on the four East River Launch pilot bike-sharing Completed
Bridges. The new counters provide a more robust data set program
by counting cyclists all year round. As of January 2015,
DOT installed 2,318 bike racks at 336 stations; 45 bike Install bike racks near 15 Completed
corrals; and has a total of over 22,400 bike racks (or subway stations
provides 44,800 bike parking spaces). Bike commuting
has doubled from 2007 levels.
7 Enhance pedestrian In Progress As of December 2014, pedestrian countdown signals have Install countdown pedestrian Completed
access and safety been installed at more than 4,400 intersection, with another signals at 1,500 intersections
4,500 intersections expected to be completed by the end of
2016. The City Council adopted a zoning text amendment Adopt new guidelines for public Partially
in May 2013 that partially adopts new guidelines of public parking garages that promote Completed
parking garages that promote pedestrian safety. pedestrian safety
Construction was complete for one Safe Routes to Transit
projects in 2014. Nine additional locations will be Continue to implement Safe Partially
constructed in 2015 and 11 to follow in 2016-17. Eight Safe Routes to Transit projects, Completed
Routes to School projects were completed since April 2014, including nine Bus Stops under
bringing the total number of complete to 40. As of January Els
2015, 13 locations are under construction and 29 additional
Implement 32 Safe Routes to Completed
locations are in the final design phase. DOTs WalkNYC
School projects
Wayfinding program has installed 100 wayfinging signs in
neighborhoods in the Bronx, Brooklyn, Manhattan, and Design a standardized, Completed
Queens. As of April 2015, DOT has installed an additional consistent pedestrian
50 WalkNYC signs and developed a map-based Greenway wayfinding system
network sign for future deployment. DOT has also designed
and launched SBS Wayfinding signs (incorporating real time
bus arrival information) and subway station neighborhood
maps using the WalkNYC database and graphic standards.
REDUCE CONGESTION ON OUR ROADS, BRIDGES, AND AT OUR AIRPORTS

8 Pilot technology and In Progress DOT is engaged in outreach to neighborhoods across the Expand ParkSmart program to Partially
pricing-based City to expand the use of the agencys innovative three new neighborhoods Completed
mechanisms to curb-management toolbox. In January 2013, NYCDOT
reduce traffic completed conversion of the parking meter system to Install 4,500 Muni-Meters Completed
congestion multi-space pay stations. In total, this system has over
13,000 Muni-Meters. In addition, by Winter 2015, the Install Intelligent Transportation Completed
Department will have modernized all meters to Systems (ITS) approach to
state-of-the art Smart meters. DOT expanded Midtown in reducing congestion in selected
Motion, an ITS congestion-reduction project, from 34 St. areas
to 57 St., river to river. DOT also installed cameras and
traffic detection equipment on select coastal storm
evacuation routes including Woodhaven Blvd, Flatbush
Avenue and Hylan Blvd.
9 Modify parking Completed In May, 2013, Manhattan Core Text Amendment was Explore modifications to Completed
regulations to adopted, enacting improvements to off-street parking Manhattan Core parking
balance the needs of regulations to ensure that the right amount of parking regulations
neighborhoods spaces is being provided to support Manhattan Core
businesses, residents and visitors while also addressing Explore revisions to off-street Completed
the citys sustainability objectives to encourage public parking requirements in areas
transit and reduce energy use and greenhouse gas close to the Manhattan Core
emissions.
10 Reduce truck In Progress The City has received $450,000 in grants from FHWA and Implement new peak and Partially
congestion on city EPA to implement off-hour delivery programs modeled off-peak delivery windows in Completed
streets after the NYC off-hour delivery program. In addition, DOT congested areas
has received a NYSERDA Grant Funding Award of
$112,500 to pursue low noise truck tests and $625,000 in Implement commercial paid Partially
FHWA funds to expand the program. DOT expanded paid parking at high-demand Completed
commercial parking with the installation of 275 loading zones citywide
MuniMeters in the Financial District, the Meatpacking

District, and sections of Broadway. Improve landside access to the Partially
New York Container Terminal Completed
11 Improve freight In Progress The City is in the process of procuring a consultant to Study the Sheridan Corridor in Completed
movement assist in a food system resiliency study. This study is the Bronx
expected to be completed in 2016. Work has begun on
rehabilitation of track serving Hunts Point cooperative Launch a study of New York Partially
warehouses; tracks for Building B are complete. Doubling Citys food distribution Completed
of lead track and transload platform are currently in pathways
design. The City is working to expand transload
operations. Accommodate more inbound Partially
freight trains at Hunts Point Completed
Establish new rail transfer hubs Partially

in Brooklyn and Staten Island Completed
Increase rail and waterborne Completed

freight deliveries to the South
Brooklyn Marine Terminal
12 Improve our In Progress The City continues to advocate for improved aviation Advocate for federal investment Partially
gateways to the traffic control, including investments in NextGen in NE Corridor passenger rail Completed
nation and the world technology in the New York Region. The JFK Air Cargo and improved aviation traffic
Study was released in 2013. NYCEDC in conjunction with control
the Port Authority of New York and New Jersey has begun
work on a market and commodity assessment and
strategic plan for the JFK focused industry. EDC, in Launch study of JFK air cargo Completed
conjunction with City DOT and the PANYNJ conducted a industry
series of outreach meetings in the fall of 2014 with local
community boards, elected officials and trade groups
regarding a change to traffic regulations that would allow Improve truck access to JFK Partially
for industry standard 53 foot trailers to access cargo Completed
facilities at JFK Airport. City DOT published a draft rule
and solicited public input on the proposed change. (DOT)
The City adopted a traffic rule change to allow 53-foot
trailers to access the JFK Airport as long as they used
major highways and did not enter local streets. Public
hearings were held in October 2014. The rule will be come
effective in March 2015. CCTV cameras will be installed at
key access points to JFK to monitor compliance.
MAINTAIN AND IMPROVE THE PHYSICAL CONDITION OF OUR ROADS AND TRANSIT SYSTEM
13 Seek funding to In Progress The $32 billion capital program was submitted to the Fund MTA Capital Program Partially
maintain and improve Capital Program Review Board (CPRB) in October 2014 beyond 2011 Completed
our mass transit for statutory review. At that time it was vetoed without
network prejudice. MTA awaits CPRB direction for resubmission.
The City continues to stress the need to fully fund the
MTAs 2015-2019 Capital Plan and is urging our federal

and state partners to develop a funding solution for the
Citys transit infrastructure.
14 Maintain and improve In Progress DOT owns, operates, and maintains 789 bridges and Seek opportunities to improve Partially
our roads and tunnels throughout New York City. Over the past four bridge conditions Completed
bridges years DOT has spent more than $1 billion on the bridge
capital program. In 2014, DOT repaved 1,000 lane miles
of city streets and filled over 254,000 potholes. Legislation Seek opportunities to improve Partially
for joint bidding of public works projects was signed by the state of repair of the citys Completed
the Governor in summer 2014. streets
Seek legislation for joint Completed

bidding of public works
projects
IMPROVE ENERGY PLANNING

1 Increase planning In Progress The City continues to advocate for clean, reliable, and Work with multiple energy Partially
and coordination to affordable energy with multiple stakeholder groups, as stakeholders to encourage Completed
promote clean, part of its 80 x 50 plan to reduce greenhouse gas clean energy supply
reliable, and emissions by 80 percent by 2050 and a 30 percent investments, effective incentive
affordable energy reduction in building-based emissions. One City: Built to programs, shared data
Last, released in September 2014, lays out a ten-year collection and management,
plan that will help New York City reduce citywide energy and coordinated energy
use in buildings and promotes the adoption of cleaner forecasting
energy and innovative building technologies. Following
the release of One City: Built to Last, the City launched a
technical working group of experts in real estate,
architecture, engineering, and affordable housing to help
inform the direction of future policies.
INCREASE OUR ENERGY EFFICENECY

2 Implement the In Progress LL87 submissions were collected for the second year in Complete the development of Partially
Greener, Greater 2014. More than 1,000 submissions have been collected. rules and guidelines and fully Completed
Buildings Plan The City is continuing to implement, enforce, and expand enforce the Greener, Greater
EN ERGY
the Greener, Greater, Buildings Plan (GGBP). The final Buildings Plan
benchmarking report on 2013 data and the public
disclosure of 2014 data were both released in September Complete an annual analysis Completed
2014. Through One City: Built to Last, the City has and report on benchmarking
proposed to expand GGBP requirements to mid-sized results
buildings between 25,000 to 50,000-square feet. A fully
operational Benchmarking Help Center will be established
to assist with GGBP compliance.
3 Improve our codes In Progress Green Codes Task Force proposals enacted into law Complete the incorporation of Partially
and regulations to include: requirements for commissioning of energy the Green Codes Task Force Completed
increase the systems; increased boiler efficiency; standards for proposals into law
sustainability of our attaching rooftop solar PV panels, standards for mold
buildings prevention, increased lighting efficiency on Construction Propose amendments to the Completed
sites; and required insulation of pipes exposed during Zoning Resolution and City
construction. The 2014 NYC Energy Conservation Code codes to remove the barriers to
update was enacted with significant improvements to energy efficient building
energy performance requirements. envelopes and the sitting of
clean energy on buildings
Work with the International Completed

Code Council and ASHRAE to
bring New York Citys codes
and the model codes into
greater alignment
4 Improve compliance In Progress Through One City: Built to Last, the City has committed to Aim to achieve compliance by Partially
with the energy code enhancing Energy Code enforcement by allocating 2017 Completed
and track green resources to ensure that requirements are fulfilled both in
building the design and construction phase. The City will also Develop a green report card Partially
improvements begin a comprehensive effort to track retrofits in private and an online tracking tool for Completed
citywide buildings through a new outreach and technical green building improvements
assistance program called the Energy and Water Retrofit
Accelerator.
5 Improve energy In Progress Through One City: Built to Last, the City allocated funding Develop a strategy to increase Partially
efficiency in smaller to implement new energy efficiency related GreeNYC the energy efficiency of smaller Completed
buildings campaigns for New Yorkers to reduce residential energy buildings
consumption and develop a strategy to encourage
efficiency upgrades in smaller buildings. Execute GreeNYC public Completed
education campaigns to
encourage New Yorkers to
reduce energy consumption at
home
Launch an energy efficiency Not Started

competition between residential
neighborhoods throughout the
five boroughs
6 Improve energy In Progress The technical working group launched as part of One City: Work with historic preservation Partially
efficiency in historic Built to Last will consider strategies to improve energy societies and energy code Completed
buildings efficiency in historic buildings. The City, in partnership councils to reconcile the energy
with the Building Energy Exchange, has also begun codes with preservation
developing a website that will provide comprehensive, requirements
updated information on energy efficiency that will include
information about energy efficiency strategies for historic Partner to create a handbook Completed
buildings. of energy efficiency strategies
for historic buildings
EN ERGY
7 Provide energy In Progress In One City: Built to Last, the City announced it will create Create a not-for-profit Completed
efficiency financing an Energy and Water Retrofit Accelerator to help building corporation, the New York City
and information owners implement energy efficiency projects and navigate Energy Efficiency Corporation
financing and incentive offerings, including products that (NYCEEC), to provide energy
are available through the New York City Energy Efficiency efficiency financing
Corporation (NYCEEC). The City will also build out the
Building Energy Exchange as a physical resource center Create an information center to Partially
for energy efficiency strategies and technologies and provide comprehensive, Completed
create a web portal as a single source of information updated information on energy
about energy efficiency financing, incentives, and other efficiency funding and tax
resources. incentives
8 Create a 21st century In Progress Through One City: Built to Last, the City has committed to Work with Amalgamated Green Completed
energy efficiency upgrading the skills of building staff in both City-owned to ensure that we have a
workforce and private buildings by offering low or no-cost training in qualified workforce to
energy efficiency best practices. These expanded implement our sustainability
trainings are expected to reach a total of more than 7,000 policy
building operators and will reach new constituencies,
including building supers and operators who speak Partner to launch Green Light Completed
English as a second language. New York, an energy efficiency
education center for building
professionals
Incorporate Energy Code Partially

training into licensing and Completed
continuing education
requirements for electricians
Adopt national standards for Completed

energy efficiency professionals
Develop and implement a Completed

sustainable contractors
designation program for
electricians, plumbers, and
general contractors
9 Make New York City In Progress In 2014, the New York City Economic Development Work with an academic partner Partially
a knowledge center Corporation partnered with New York University to open to create a world-class energy Completed
for energy efficiency the Urban Future Lab, a business incubator in Downtown efficiency engineering and
and emerging energy Brooklyn that supports startup companies, showcases building science program
strategies innovation, and provides programming focused on
sustainable infrastructure and urban resiliency. The
creation and ongoing operation of the Urban Future Lab is
expected to generate over 9,000 new jobs by 2025. With Partner with an academic Partially
the release of One City: Built to Last, the City committed institution to develop a Completed
to creating an Energy and Water Retrofit Accelerator to standardized energy database
help building owners implement energy efficiency projects and make this data widely
and navigate the complex market for energy services and available
to engage new communities in developing more energy
efficient and resilient communities. As part of the Retrofit
Accelerator, the City will support the creation of a web Partner with our cultural Partially
portal for information on energy efficiency. Finally, the City institutions to showcase the Completed
is working with Broadway theatres, museums, and other best new building strategies
iconic cultural institutions to deepen their commitments to
improving energy efficiency.
10 Provide energy In Progress With the release of One City: Built to Last, the City Pursue a variety of Partially
efficiency leadership updated the GHG reduction goal for City-owned buildings procurement mechanisms for Completed
in City government to a 35 percent reduction by 2025. As part of this goal, 30 x 17, including Energy
buildings and DCAS has implemented the new Accelerated Savings Performance
operations Conservation and Efficiency (ACE) competitive capital Contracting
program that rigorously evaluates agency-identified
energy projects and provides funding for cost-effective
greenhouse gas reduction projects that agencies Incentivize City agencies to Partially
implement using their own contracts. The City continues reduce energy consumption by Completed
to explore opportunities for alternative contracting improving operations and
vehicles in order to increase our capacity to implement maintenance
the most impactful energy efficiency projects across our
EN ERGY
diverse building portfolio.
DCAS has implemented the Expenses for Conservation Create standards and a Partially
and Efficiency Leadership (ExCEL) program to provide handbook for high Completed
competitively-awarded expense funding to support performance, green renovations
Agencies energy priorities including the implementation of typical space types
of energy efficient retrofits, operations and maintenance
measures, training, tools and studies at City agencies.
DCAS created a program called the Preventative Create a board to review new Partially
Maintenance Collaborative, in partnership with OMB, to technologies and pilot them in Completed
help fund maintenance programs at Agencies to City buildings
implement industry best practices, perform regular routine
maintenance on building systems, optimize operations,
save energy and ensure equipment longevity.
DCAS launched the Innovative Demonstrations for Energy Incorporate energy-aligned Partially
Adaptability (IDEA) program and designated the Phase 1 lease language in City Completed
to focus on building controls with implementation government leases, and
complete and monitoring underway. Phase 2 of the IDEA promote energy aligned leases
program is going to focus on energy storage. in the private sector
DCAS has added standard energy-aligned lease language

for all new city leased facilities. New York City government to Partially
pilot net-zero school, a Passive Completed
The first net-zero school is currently under construction in House project, and a deep
Staten Island by School Construction Authority. DCAS is energy retrofit project
exploring additional public buildings to serve as additional
net-zero or Passive House pilot projects.
11 Expand the NYC In Progress The NYC Carbon Challenge continues to expand. With Continue to support the Partially
Carbon Challenge to the release of One City: Built to Last, the City committed University and Hospital Completed
new sectors to expand the Challenge to new sectors, increase the Challenges, and develop
number of participants in existing sectors, and encourage stretch goals
participants to commit to deeper carbon reductions.
Launch at least two new Completed

Carbon Challenges
PROVIDE CLEANER, MORE RELIABLE, AND AFFORDABLE ENERGY

12 Support cost- In Progress The City continues to work with the New York State Advocate for a wholesale Partially
effective re-powering electricity market operator to ensure that the latest energy market design that does Completed
or replacement of our repowering market rules will encourage the entry of not discourage sensible
most inefficient and cleaner and more efficient generation sources, and extend repowering and new generation
costly in-city power appropriate preferences to renewable power in projects
plants recognition of its value in advancing our public policy
goals. The City has provided comments to the FERC in
response to NYISOs application of Buyer-Side mitigation
rules that appear to be disincentivizing entry of new
generation.
13 Encourage the In Progress The City installed a 15 MW cogeneration plant at Rikers Examine the feasibility of Completed
development of clean Island, which was operational as of January 2015, and a developing clean DG at various
distributed 100 KW fuel cell at City Hall. DEP has led the first of City-owned sites and assets
generation several advanced contracts related to the installation of a
new 12 MW cogeneration plant at the North River WWTP
and will complete design in 2015. DEP is evaluating the
feasibility of developing cogeneration at the Wards Island
WWTP and, in partnership with DCAS, conducted a Work with utilities and project Partially
preliminary analysis of cogeneration potential at 26th developers to streamline Completed
Ward Wastewater Treatment Plant. DCAS also completed permitting and interconnection
a cogeneration feasibility study of Woodhull Hospital. In processes and to improve
EN ERGY
June 2014, NYCEDC completed a Smart Grid coordination of electric and gas
demonstration project at the Brooklyn Army Terminal, as distribution planning
part of the DOEs Smart Grid Demonstration Program
(administered by Con Ed). Advocate for cost-effective Partially
ratepayer-funded incentives to Completed
The NYC Mayors Office of Sustainability (MOS) has catalyze clean DG development
submitted comments to the Public Service Commission
regarding Standard Interconnection Requirement tariffs,
which streamline permitting and utility interconnection
processes for small systems. In particular the City has
called for increasing the threshold from 2 MW to 5 MW,
greater enforcement of interconnection review deadlines,
increased transparency in interconnection costs and
feeder capacities.
The City has raised barrier issues with NYSERDA as part

of their Clean Energy Fund development and is
developing comments regarding NYS PSC Stand-by
Rate rules that currently create a barrier to expanded DG
development. In addition, DEP and Con Ed have
coordinated on gas distribution pipeline replacement
planning.
The City has submitted comments to the Public Service

Commission supporting the State Reforming Energy
Vision initiative (REV). The goal of REV is to change the
paradigm of central generating facilities as the majority
component of energy generation to include a much
higher component of distributed energy generation
resources to increase grid reliability. In its comments, the
City has made recommendations to enhance the REV
process, the Clean Energy Fund and the Green Bank
development. The City is a member of the REV Market
Design working group.
14 Foster the market for In Progress With the release of One City: Built to Last, the City set a goal Work with stakeholders to Partially
renewable energy in of installing 250 MW of solar PV installations in private explore ways to pool consumer Completed
New York City buildings by 2025. As part of this goal, Sustainable CUNY purchasing power and demand
issued an RFP supported by the Department of Energy for Solar PV installers for locally produced renewable
to participate in a pilot program to conduct a NYSolar Smart Solarize in energy
Community Board 6 in Brooklyn. The chosen installer(s) will work with
Sustainable CUNY and partners to form a group purchasing program to drive
community adoption of Solar PV. Building off of this pilot, along with lessons Work with Energy Service Completed
learned from other solarize campaigns, a broader group purchasing program Companies to conduct
will be developed by Sustainable CUNY. An accounting methodology for greenhouse gas accounting for
solar energy purchased through a Power Purchase Agreement (PPA) was local purchases of Renewable
developed for the NYC Carbon Challenge. Energy Credits
Under the leadership of CUNY, the City, NYSERDA, NYPA, NYSIO and the
utilities are working together to expand the NY Solar Map and Portal with Develop an online solar map Partially
support from the US Department of Energy. An expanded tool is expected to and a solar PV performance Completed
be launched in September 2015. Through the NYC Solar America Cities monitoring network to promote
Partnership, NYCEDC continues to work with MOS, Sustainable CUNY, Con market growth and improve
Edison and multiple City and State agencies to develop and pilot innovative integration with utility planning
tracking software designed to streamline the permitting process, both
speeding up solar adoption in NYC and reducing the soft costs of Work with Con Edison and Partially
installation. other parties to explore the Completed
development of a one-stop,
With the release of One City: Built to Last, the City has committed to installing centralized website for permit
100 MW of solar PV installations on City-owned buildings property by 2025. application and tracking
So far the City has committed to constructing and interconnecting substantial
solar PV projects at an additional 24 schools by 2016; of which 2 MW at nine Install small-scale solar PV and Partially
schools is actively in design. Building on the success of the pilot PPA, DCAS solar thermal projects at Completed
is also developing a large-scale solar PPA. In June 2014, NYCEDC completed City-owned sites
a Smart Grid demonstration project at the Brooklyn Army Terminal, as part of
the DOEs Smart Grid Demonstration Program (administered by Con Ed). The Explore public-private Partially
project includes 100kW of rooftop solar PV and a 170kW VRLA battery. partnerships to develop utility Completed
Under a pilot solar Power Purchase Agreement (PPA) led by DCAS, 1.8 MW scale solar energy projects at
of solar PV was installed at four sites across the city including two high capped municipal landfills
EN ERGY
schools, a maintenance facility and a wastewater treatment plant, with DEPs

Port Richmond WWTP being the largest solar PV system on City property. Work with state and federal Partially
regulators to support Completed
MOS is coordinating efforts among DSNY, DPR, DEC and SunEdison to cost-effective proposals for
develop solar at the Fresh Kills Landfill. The City selected SunEdison to both public and private offshore
develop up to 8 MW of solar PV at Fresh Kills landfill, and negotiations are wind projects that will benefit
ongoing to complete that project. This system will be built, owned, and New York City
operated by SunEdison, who will also sell the energy generated to third
parties. DEP has advocated to the NPS to include solar in its Master Plan for Explore the feasibility of Partially
the development of Fountain Avenue Landfill. The City submitted comments developing small scale Completed
to the Bureau of Ocean Energy Management (BOEM) in July 2014 supporting hydroelectric projects at
NYPAs application for an offshore wind development proposal of between upstate reservoirs and in water
350MW and 700 MW, and urging BOEM to act in a manner that ensures the and wastewater distribution
highest and best use of federal resources, noting a potential conflict with an systems in a cost-effective and
offshore LNG proposal. The U.S. Department of Interior has issued a environmentally sensitive
statement of competitive interest for offshore wind farm applications in manner
federal waters, and now has an active agency review process under way.
Undertake waste-gas-to-grid Partially
DEP received a license from FERC for the development of a 14 MW and cogeneration projects at Completed
hydroelectric plant at its Cannonsville Dam on May 13, 2014. DEP is starting City-owned buildings and
the design phase. In addition, a system-wide evaluation of traditional, small, infrastructure sites
and micro hydroelectric potential in the water supply, water distribution, and
wastewater systems was completed in November 2013. The report did not
Reuse as an energy resource Partially
indicate substantial opportunities for additional development. However, DEP
60% of anaerobic digester gas Completed
continues to monitor the evolution of innovative micro hydroelectric
produced in our wastewater
technology that may become feasible for implementation. DEP is working
system by 2017
with National Grid to clean up digester gas from the Newtown Creek WWTP
to pipeline quality gas to produce renewable natural gas for sale to
customers. Construction to begin before the end of 2015. Newtown Creek
WWTP will accept food waste to enhance a waste gas to grid project. That
system is expected to be operational in Winter 2015.
DEP has almost $500 million allocated in its capital improvement plan for
2013-2017 to increase the capture and beneficial use of digester gas from
38% to 58%. DEP is also in design on a 12 MW cogeneration system at the
North River Wastewater Treatment Plant that will use biogas, generated as
byproduct of the wastewater treatment process, as a fuel source.
MODERNIZE OUR TRANSMISSION AND DISTRIBUTION SYSTEM

15 Encourage In Progress The New Jersey/New York pipeline was in installed Work with pipeline developers, Partially
conversion from November 2013. Subject to approval by the Federal regulators, and community Completed
highly polluting fuels Regulatory Commission, the Williams pipeline is expected stakeholders to facilitate the
by increasing natural to enter service before the 2015 peak winter gas demand permitting and development of
gas transmission and season. Natural gas development and distribution appropriately sited natural gas
distribution capacity regulations and safety standards continue to be reviewed transmission lines
and improving at the Federal, State and City level. The City will continue
reliability to consider opportunities to safely ensure the supply of Work with utilities, regulators, Partially
natural gas. and stakeholders to accelerate Completed
natural gas distribution
upgrades in the areas where
they can have the most impact
in reducing residual fuel usage
and improving air quality
Advocate for improved Partially

regulations and safety standards Completed
for natural gas production and
transmission nationwide
16 Ensure the reliability In Progress NYSDEC Staff has proposed that IPEC be subject to Support the continued safe Partially
of New York City forced outages during summer months as an alternative to operation and relicensing of the Completed
power delivery a closed cycle cooling system. The City will submit expert Indian Point Energy Center
testimony in June, 2015 on the adverse impacts on system
reliability, energy affordability and emissions. The NYS
Department of Environmental Conservation has proposed
denial of a water discharge permit for the Indian Point
power plant. Entergy, the Indian Point owner, has
challenged that decision and agency proceedings on the Explore more robust Partially
challenge are now ongoing at DEC. The City has intervened interconnection with Completed
in the DEC case and submitted expert testimony to ensure neighboring power systems
that critical electric reliability and environmental concerns such as the Pennsylvania-New
EN ERGY
are fully considered in the DEC hearing process. Jersey-Maryland (PJM) grid
The City is now working with Con Edison to ensure that

necessary transmission system upgrades in the
Pennsylvania-New Jersey-Maryland (PJM) grid territory are Continue to evaluate the costs, Partially
completed and financed in a manner that is equitable to benefits, and feasibility of other Completed
New York ratepayers. With City support, the Champlain- transmission line proposals that
Hudson Power Express transmission line was granted a could deliver cleaner energy to
certificate of approval by the PSC in 2013, and the relevant New York City
federal permits in late 2014. If built as projected, it would
deliver up to 1000 MW of clean hydropower from Quebec,
Increase ability of City buildings Partially
Canada to Astoria, Queens by 2018.
to shed load during peak Completed
demand periods and
DCAS has implemented a new Demand Response
emergency events to 50 MW
program for municipal facilities, including City University of
New York campuses, and wastewater treatment plants.
The City is on track to increase the number of City
buildings enrolled in the program to shed load during peak
demand events to at least 50 MW by 2018.
17 Develop a smarter In Progress DCAS is leading an effort to enable real time electricity Lay the foundation for a Partially
and cleaner electric metering capabilities in larger locations participating in smarter grid by deploying an Completed
utility grid for New demand response program and continues to work with Energy Enterprise Metering
York City utilities to enhance utility hosted metering programs and System (EEMS) in thousands of
initiatives. The City has supported Con Edisons initiatives City-owned buildings
to pilot alternative approaches, including utility-
dispatchable DG and targeted energy efficiency measures
to meet peak demand growth, in selected networks in lieu
of traditional distribution capacity investments. The City
submitted two proposals, one for private sector and one
for public sector, in response to Con Eds request for
information for their Brooklyn-Queens Demand
Management network. In proceedings at the PSC, the
City has and will continue to advocate for improved
alignment of incentive programs to encourage greater
participation by the citys large energy consumers in
demand management programs.
Explore opportunities to Partially

leverage city wireless Completed
communication assets to assist
utilities in conducting
automated meter reading for
power and gas customers
Partner with utilities, the private Partially

sector, and academic Completed
institutions to demonstrate the
viability of virtual generation to
allow buildings to sell energy
curtailment services on
wholesale electricity markets
EN ERGY
Support Con Edisons efforts to Partially

capitalize on lessons learned in Completed
smart-grid demonstration
projects and to scale up
cost-effective technologies that
will help reduce consumption
or improve grid reliability
Work with regulators, utilities, Partially

building owners, and energy Completed
companies to encourage
deeper participation by
commercial and industrial
consumers in market-based
programs to reduce peak
demand
UNDERSTAND THE SCOPE OF THE CHALLENGE

1 Monitor and model In Progress The Department of Health and Mental Hygiene continued Maintain a street-level air Partially
neighborhood-level to monitor criteria air pollutants at 60 core street-level monitoring network to track Completed
air quality sites throughout the city. In June 2014, monitoring began neighborhood air quality
at 15 additional sites in high poverty neighborhoods and differences over time
five additional continuous air quality monitors were
deployed. DOHMH published additional air quality reports
including: neighborhood-specific Outdoor Air and Expand the methods and Partially
Health reports on its Environment and Health Data pollutants measured to look Completed
Portal, online charts summarizing trends in levels of more closely at specific types
criteria pollutants over 5 years, and three scientific reports of emission sources and
on: spatial variation in noise, health benefits of converting exposure settings
to cleaner heat fuels and NYC air pollution exposure and
birth weight.
AIR QUALIT Y
REDUCE TRANSPORTATION EMISSIONS

2 Reduce, replace, In Progress The Clean Fleet Transition Plan is now codified fleet policy Reduce the Citys fleet by at Completed
retrofit, and refuel as per the rollout of the Fleet Management Manual (FMM) least 5%
vehicles in October 2013. It requires that all agencies replace
vehicles with equal or more fuel efficient options and that Implement the Clean Fleet Partially
any departures from that be approved in writing by the Transition Plan Completed
Chief Fleet Officer. The City, through DCAS enforces
CFTP issues all the time, with most replacements Install over 60 electric vehicle Completed
resulting in fuel efficiencies. DCAS continues to add charging units at City-owned
plug-in and natural gas vehicles to the fleet along with facilities and garages
some right sizing and downsizing.
Expand the use of biodiesel in Completed
the Citys fleet
Complete upgrades of 400 Completed

vehicles through existing
Congestion Mitigation and Air
Quality (CMAQ) and other
funding sources
Install Diesel Particulate Filters Completed

(DPFs) on 685 buses
3 Facilitate the In Progress DOT is participating in the EV advisory committee, a five Work with Con Edison and auto Completed
adoption of electric year initiative that commenced in 2014. This committee manufacturers to streamline the
vehicles will provide an annual report to City Council. In addition, installation process for home
EDC is exploring the use of the Skyport parking garage as EV chargers
a potential charging station for multiple fleet vehicles.
Work with parking garage Partially
owners, co-op boards, Completed
consumers, and Con Edison to
ensure that each group
understands the technical and
consumer needs associated
with EV chargers
Work with private and Partially

non-profit parties to inform Completed
New Yorkers about the benefits
and use of EVs
4 Reduce emissions In Progress The Green Taxis Act of 2011 was introduced in 2011 Work with Congress to pass Partially
from taxis, black and referred to Committee on Commerce, Science, and legislation to explicitly allow Completed
cars, and for-hire Transportation. state and local governments to
vehicles incentivize fuel-efficient
vehicles
Launch an electric vehicle taxi Completed

pilot program
5 Reduce Illegal Idling Completed In 2014 the City continued working on a campaign to Improve compliance of existing Completed
educate motorists about idling regulations, particularly anti-idling laws through
near the most sensitive populations schools in areas targeted enforcement and
with high asthma rates. The Health Departments New education
York City Community Health Survey and latest data show
that New York City has the highest asthma rates among
children in the country, and in particular the communities
AIR QUALIT Y
of East Harlem, and Mott Haven and Hunts Point in the

Bronx, persist in having the highest rates in the city. DEP
has conducted targeted enforcement at more than 88
schools and as a result, idling prohibited signage has
been installed; DEP also works with the NYPD to increase
targeted enforcement where idling problems are identified.
DEP also, through the enforcement responsibilities under
the New York City Air Pollution Code, conducts annual
outreach to all agency fleet directors of the adverse
effects of illegal idling by City fleet vehicles. Additionally,
DEP annually sends idling reminder letters to city schools,
alerting staff and parent organizations of the idling laws.
6 Retrofit ferries and In Progress DOT has completed upgrades and retrofits on Staten Complete engine upgrades on Completed
promote the use of Island ferries and 20 privately-operated vessels. four Staten Island ferries
cleaner fuels
Retrofit 20 private ferry boats Completed
with Diesel Oxidation Catalysts
(DOCs) and repower nine
additional vessels to improve
fuel efficiency
Work with the State to repeal Not Started

the exemption on Petroleum
Business Tax for bunker fuel
7 Work with the Port In Progress The City continues to work with PANYNJ on the Clean Air Work with the Port Authority Partially
Authority to strategy. The new strategy will be released by PANYNJ in and other partners to Completed
implement the Clean 2015. The Brooklyn Cruise Terminals shore power is implement the actions outlined
Air Strategy for the estimated to be completed by summer of 2015, with in the Clean Air Strategy for the
Port of New York and vessel commissioning in Fall of 2015. Port of New York and New
New Jersey Jersey
Install shore-power capability Partially

at the Brooklyn Cruise Terminal Completed
Look for additional Partially

opportunities at other facilities Completed
to connect ships to the citys
grid
REDUCE EMISSIONS FROM BUILDINGS

8 Promote the use of Completed In 2011, the City launched the NYC CleanHeat Program, Launch a program to Completed
cleaner-burning which provides technical, educational, and financial encourage and support the
heating fuels assistance to property owners to convert to cleaner fuels early phase-out of Number 4
at a faster pace than required by regulation. The program and 6 heating oil
goal is a 50 percent reduction of fine particulate matter
emissions (PM 2.5) from the use of heavy heating. The Release Requests for Completed
program helped more than 1,000 buildings convert their Proposals to enter into energy
heavy heating oil to a cleaner fuel this year, and the City is performance contracts for City
working to help all buildings convert their No. 6 oil to a schools
cleaner fuel by July of 2015.
AIR QUALIT Y
Complete boiler conversions at Completed

15 schools
UPDATE CODES AND STANDARDS

9 Update our codes In Progress Local Law 72 mandates minimum filtration requirements Propose regulations to reduce Completed
and regulations to for mechanical ventilation systems in buildings. Local Law exposure to toxins released by
improve indoor air 72 established limits on volatile organic compounds in building materials
quality carpet and carpet cushion in the city. Title 15 of the NYC
Rules removes obstacles to asbestos removal.
10 Update our air quality Completed The City completed a revised draft update of the Air Update the NYC Air Code Completed
code Pollution Control Code, which addresses currently
unregulated sources such as cooking emissions, and
continued to engage stakeholders and city agencies to
discuss the potential changes to the Code. The revised
draft code was completed in 2014 and sent to City Council.
REDUCE WASTE BY NOT GENERATING IT

1 Promote waste In Progress Water fountains designed to accommodate reusable Install redesigned drinking Partially
prevention bottles are currently being tested for deployment. In 2014, fountains in public spaces and Completed
opportunities DSNY and GreeNYC launched a Stop Junk Mail parks to encourage adoption of
campaign to encourage New Yorkers to reduce the reusable water bottles
number of catalogs and other junk mail they receive and
request paperless service for most household bills. In Implement public education Partially
2014, our partner organizations diverted more than 16 campaigns to reduce litter, Completed
million pounds of material from the waste stream, encourage switching to
contributing to a reduction of more than 10,000 metric reusable bags and reusable
tons of greenhouse gas emissions and an energy savings water bottles for tap water, and
of 150 billion BTUs. to encourage New Yorkers to
reduce paper consumption
2 Increase the reuse of Completed GreeNYC partnered with GrowNYC to promote the use of Implement public education Completed
materials reusable bags at all greenmarkets through signage, campaign and leverage online
pledges and distribution of reusable bags. In 2013, DSNY platforms to encourage and
and Housing Works partnered to launch re-fashioNYC, a increase reuse of materials
SOLID WAST E
textile recycling program for buildings with 10 or more

units that benefits Housing Works, an NYC-based
non-profit organization. As of January 2015, more than
500 buildings in all five boroughs participated in Encourage businesses, Completed
re-fashioNYC, and another 500 buildings had applied to institutions, and individuals to
join the program. In 2014, DSNY and GrowNYC partnered reuse materials
to host 59 Stop N Swap events, one per community
district. DSNY has continued to support ReuseNYC and
the NYC Center for Materials Reuse, which promotes
innovation in materials reuse.
INCREASE THE RECOVERY OF RESOURCES FROM THE WASTE STREAM

3 Incentivize recycling In Progress DSNY has a number of programs in place to help Encourage businesses to Partially
incentivize recycling including expansion of public recycle, and use recyclable and Completed
recycling bins and revising commercial recycling rules to recycled materials through
simplify recycling for businesses. corporate challenges,
partnerships, or recognition
programs
Improve access to residential Completed

waste generation and diversion
rate data
Implement new residential Not Started

recycling penalties
4 Improve the In Progress In 2014, DSNY increased the number of public space Increase recycling in public Partially
convenience and recycling baskets to more than 3,000 across the City. spaces and parks Completed
ease of recycling DSNY is prioritizing neighborhoods with historically low
diversion rates for the placement of new public space
recycling baskets to increase public awareness about
recycling in those neighborhoods. On January 1, 2015,
DSNY issued a determination that expanded polystyrene Require new residential Partially
foam, commonly known as styrofoam, is not recyclable buildings to provide space for Completed
in the Citys metal, glass, and plastic recycling program. recycling
As of July 1, 2015, foam food-service products and
packing peanuts will be banned in New York City,
eliminating this non-recyclable product from the waste
stream. DSNY and the Department of Small Business
Services will conduct outreach to small businesses to
help them find affordable and sustainable alternative Expand recycling education Partially
products. Removing non-recyclable materials from the programs Completed
waste stream makes recycling simpler and more
streamlined.
5 Revise City codes In Progress As part of the New York City Building Code update Require use of recycled content Completed
and regulations to passed on December 30, 2013, a provision was added in building materials
reduce construction through Local Law 141 of 2013 that increases the
and demolition waste proportion of alternative cementitious material to Portland
cement in concrete exposed to deicing chemicals from 25 Require recycling of building Partially
percent to 35 percent for a single alternative material. For materials Completed
multiple alternative materials, the total amount must not
exceed 50 percent.
6 Create additional In Progress DSNY has expanded the curbside organics collection Expand opportunities for Partially
opportunities to program to service more than 100,000 households, 700 communities to compost food Completed
SOLID WAST E
recover organic schools, and several agencies and institutions. In Spring waste
material 2015, DSNY is adding an additional 40,000 households.
DSNY continues to support the expansion of community Expand leaf and yard waste Partially
compost sites and food waste drop-off sites in all five composting Completed
boroughs, giving New Yorkers the opportunity to compost
Complete the curbside Partially
in their neighborhoods. DEP is continually looking for
organics feasibility study Completed
opportunities to recover energy from its biosolids in a
fiscally responsible manner. Although we have contracts
Implement a public-private Completed
to beneficially use approximately 30 percent of the
textiles recycling program in
biosolids the City produces, the vendors compost facility
every borough
has run into some regulatory problems. As such, no
biosolids are currently being reused beneficially. It is Encourage use of new Partially
expected that the beneficial reuse contractor will resolve technologies to increase Completed
their regulatory problems in 2015 and beneficial use can recovery of commercial food
resume. Pilot program to take in food waste from schools waste
and process it into a bioslurry for anaerobic digestion at
the Newtown Creek WWTP were completed in May 2014. Encourage in-city opportunities Partially
Construction for a 250 tons per day system is beginning to recover yellow grease and Completed
in 2015. convert it to biofuel
Pursue opportunities to Partially

beneficially use biosolids Completed
7 Identify additional In Progress DOTs use of road renovation spoils (RAP) increased with Explore expansion of Completed
markets for recycled the rebuilding of the Brooklyn Municipal asphalt plant. designated plastics
materials DOT increase RAP use to 50 percent from 40 percent at
the Brooklyn facility, which supplies half of DOTs asphalt Promote beneficial use of Partially
need. DSNY continues to explore and identify additional dredge and road renovation Completed
markets for recycled materials. spoils
8 Pilot conversion Cancelled Proposals were received to develop a conversion Solicit proposals to develop Cancelled
technologies technology facility to dispose of waste. The RFP was conversion technology facilities
cancelled in 2014 because none of the proposals were to dispose of waste
cost-effective, there were also siting concerns raised by
elected officials and residents.
IMPROVE THE EFFICIENCY OF THE WASTE MANAGEMENT SYSTEM

9 Reduce the impact of In Progress With the construction of the Sims recycling facility at the Achieve significant progress Completed
the waste system on South Brooklyn Marine Terminal, DSNY expanded the toward completion of the
communities Citys metal, glass, and plastic recycling program to include Hamilton (Brooklyn) and North
all rigid plastics. This change has contributed to an Shore (Queens) Marine Transfer
increase in curbside diversion rates from 14.7 percent in Stations
the first four months of FY14 to 15.3 percent in the same
period in FY15. After a year of operation, the North Shore Open the Sims recycling facility Completed
MTS will begin accepting commercial waste in limited
quantities. Investments in railroad development and rail
access at transfer stations in the Bronx, Queens, and
Brooklyn have created opportunities for those communities Promote export of commercial Partially
to export some commercial waste in sealed railcars. waste by barge and rail Completed
10 Improve commercial In Progress DSNY and BIC are working together to simplify Complete the Comprehensive Completed
solid waste commercial recycling rules and streamline the data Commercial Waste System
management data submission process for carters and transfer stations. Study and implement
DSNY has also published the 2012 Commercial Waste recommendations
System study and continues to explore opportunities to
improve NYCs commercial waste system. Improve access to commercial Partially
carter information and disposal Completed
practices
11 Remove toxic In Progress On January 1, 2015, a state law banning the curbside Expand Household Hazardous Completed
materials from the disposal of electronic waste took effect. DSNY has Waste collection program
general waste stream engaged in extensive public education and outreach to
help New Yorkers comply with this law, including issuing Enhance the publics access to Partially
warnings to residents who improperly set out electronics information about and Completed
for curbside collection. In April 2015, DSNY established a participation in the NYS
SOLID WAST E
rule allowing Sanitation Officers and Enforcement agents e-waste program

to issue tickets to residents for improper disposal of
electronic waste. As of April 2015, more than 4,000 Promote product stewardship Partially
buildings in all five boroughs have applied to participate in programs for high toxicity Completed
e-cycleNYC, an electronics recycling program DSNY products
created in partnership with Electronics Recycling
International for buildings with 10 or more units. More
than 900 of those buildings currently participate, and
DSNY is working with GrowNYC to bring additional
buildings into the program. New Yorkers can also recycle
electronic waste at more than 95 drop-off locations
citywide. DSNY has opened a new Household Hazardous
Waste Site in Manhattan and extended hours at sites in all
five boroughs. In 2015, DSNY will expand the number of
SAFE Disposal events to 10 from 5 in each borough. In
2014, New Yorkers brought nearly 700,000 pounds of
electronics, pharmaceuticals, and household hazardous
waste to SAFE Disposal events for proper recycling,
handling, and disposal. DSNY continues to support
programs and policies that encourage extended producer
responsibility of hazardous and toxic products. In 2015,
DSNY established new rules that allow the Department to
bill the manufacturers of CFC-containing items for the
cost of refrigerant recovery.
REDUCE THE CITY GOVERNMENTS SOLID WASTE FOOTPRINT

12 Revise City In Progress Continue to research procurement best practices to Develop best practices that Partially
government reduce solid waste. address solid waste reduction Completed
procurement for procurement and
practices incorporate into
Environmentally Preferable
Purchasing
Incentivize city vendors to Not Started

recover and reuse products
13 Improve the City Completed DSNY has expanded curbside organics collection to Improve quality of and access Completed
governments service more than 700 schools and many agencies and to City government solid waste
diversion rate other institutions. Waste from New York City schools is generation data
comprised of 40 percent paper, 40 percent organic
material, 10 percent metal, glass, and plastic, and 10% Develop pilot at targeted City Completed
other items, making them ideal candidates for intensive buildings to measure diversion
SOLID WAST E
recycling programs. DSNY has partnered with DOE to rate

launch the Zero Waste Schools initiative to make targeted
Ensure all DOE schools have Completed
investments in staff training, student curriculum, and
sustainability plans (including
recycling infrastructure with the goal of zero waste from
recycling) and designate a
participating schools sent to landfills. DSNY has also
sustainability coordinator
partnered with the New York City Housing Authority to
develop an aggressive plan to bring all NYCHA
Sponsor packaging contest Completed
developments into compliance with the Citys recycling
with design schools and
laws over the next five years. In 2015, NYCHA will invest
corporate sponsors for
$15 million to create new recycling centers and will train
products with high city agency
residents and staff on the importance of proper recycling.
consumption
REDUCE AND TRACK GREENHOUSE GAS EMISSIONS

1 Release an annual In Progress The City released its most recent annual inventory of Expand GHG inventory to Completed
inventory of greenhouse gas emissions in November 2014, include neighborhood level
greenhouse gas demonstrating a 19 percent decrease in emissions. analysis and reporting
emissions
2 Assess opportunities In Progress The City has adopted a goal to reduce greenhouse gas Complete study to determine Completed
to further reduce emissions 80% by 2050. strategies to reduce citywide
greenhouse gas GHG emissions by 80% below
emissions by 80% by 2005 levels by 2050
2050
ASSESS VULNERABILITIES AND RISKS FROM CLIMATE CHANGE

3 Regularly assess In Progress The City continues to assess climate change projections Institutionalize New York City Completed
climate change on a regular basis. For further updates on this initiative, Panel on Climate Change
projections refer to the Citys resiliency program updates. (NPCC) and establish process
to regularly update its climate
projections
4 Partner with the In Progress The City continues to partner with FEMA to update the Release draft updated Digital Completed
Federal Emergency Citys flood insurance rate maps. For further updates on Flood Insurance Rate Maps
C L I M AT E C H A N G E
Management Agency this initiative, refer to the Citys resiliency program (DFIRMS) for public comment
(FEMA) to update updates.
Flood Insurance Rate
Maps
5 Develop tools to In Progress The City continues to develop tools to measure the citys Develop a climate risk Completed
measure the citys current and future climate exposure. For further updates assessment tool
current and future on this initiative, refer to the Citys resiliency program
climate exposure updates. Develop an updated digital Completed
elevation model using LiDAR
data to promote more accurate
sea level rise modeling
Launch effort to develop Completed

publicly-available projected
flood maps that incorporate
sea level rise projections for
planning purposes
INCREASE THE RESILIENCE OF THE CITYS BUILT AND NATURAL ENVIROMENT

6 Update regulations to In Progress The City has updated regulations to increase the Conduct study of the urban Completed
increase the resiliency of buildings. For further updates on this design implications of
resilience of buildings initiative, refer to the Citys resiliency program updates. enhanced flood protection for
buildings
Pursue amendments to Completed

freeboard requirements to
require freeboard for wider
range of buildings to account
for climate change projections
Incorporate consideration of Completed

climate change within the
policies of the Citys Waterfront
Revitalization Program (WRP)
Launch study of effects of Completed

rising water tables, inland
flooding, wind, and extreme
heat events on buildings
7 Work with the In Progress The City continues to work with the insurance industry to Explore measures to promote Completed
insurance industry to develop strategies to encourage the use of flood flood protection in areas that
develop strategies to protections in buildings. For further updates on this may be subject to flooding
encourage the use of initiative, refer to the Citys resiliency program updates. based on climate change
flood protections in
buildings
8 Protect New York In Progress The City continues to work to protect the citys critical Complete Climate Change Completed
Citys critical infrastructure. For further updates on this initiative, refer to Adaptation Task Force
infrastructure the Citys resiliency program updates.. assessment and report and
begin to implement its
recommendations
Maintain the Climate Change Partially

Adaptation Task Force with an Completed
expanded focus on public
health and safety services
Assess the opportunities for the Completed

incorporation of climate change
projections into design
specifications and standards
for critical infrastructure
9 Identify and evaluate In Progress The City continues to identify, evaluate, and implement Develop an inventory of best Completed
citywide coastal citywide coastal protection measures. For further updates practices for enhancing climate
protective measures on this initiative, refer to the Citys resiliency program resilience in coastal areas
updates.
Coordinate with academic Completed
institutions, scientists,
engineers, and designers to
develop pilot projects to test
potential strategies and
evaluate their costs and
benefits
PROTECT PUBLIC HEALTH FROM THE EFFECTS OF CLIMATE CHANGE

10 Mitigate the urban In Progress The City continues to mitigate the urban heat island Coat an additional two million Completed
heat island effect effect. For further updates on this initiative, refer to the square feet of cool roofs
Citys resiliency program updates.
Pursue a cool roof requirement Completed
for existing buildings
Work with neighborhoods most Completed

impacted by the urban heat
island effect to develop and
implement community-specific
strategies
11 Enhance our In Progress The City continues to enhance its understanding of the Complete study on the impact Completed
understanding of the impacts of climate change on public health. For further of climate change on public
impacts of climate updates on this initiative, refer to the Citys resiliency health
change on public program updates.
health
INCREASE CITYS PREPAREDNESS FOR EXTREME CLIMATE EVENTS

12 Integrate climate In Progress The City continues to integrate climate change projections Integrate climate change Completed
change projections into emergency management and preparedness. For projections into the Citys
into emergency further updates on this initiative, refer to the Citys emergency management and
management and resiliency program updates. preparedness plans and
preparedness procedures
Launch a process to include Completed

climate change as a hazard
assessed under the Natural
Hazard Mitigation Plan
CREATE RESILIENT COMMUNITIES THOUGH PUBLIC INFORMATION AND OUTREACH

13 Work with In Progress The City continues to work with communities to increase Ensure that outreach efforts Completed
communities to their climate resiliency. For further updates on this target appropriate communities
increase their climate initiative, refer to the Citys resiliency program updates. and provide up-to-date climate
resilience risk information
Improve the access to Completed

publicly-available data on the
locations of hazardous material
storage in flood zones
throughout the city
2013 Resiliency
Initiatives
No. Status Status
STRENGTHEN THE QUALITY OF AVAILABLE CLIMATE ANALYSIS

1 Work with FEMA to improve In Progress The City continues to work with FEMA to improve the flood Implement Completed
the flood-mapping process mapping process and provided expert analysis in FEMAs most technical and
recent release of Preliminary FIRMs. The first Technical Mapping process
Advisory Council meeting, on which the City sits, was held in improvements
September 2014. The next one will be held in May 2015.
2 Work with FEMA to improve In Progress The City has partnered with the Center For New York City Launch a new Completed
the communication of current Neighborhoods (CNYCN) on its interactive webtool (floodhelpny. interactive tool
flood risks org), which was launched in September 2014. Additionally, the
City is conducting a consumer education campaign and
developing tools for explaining flood risk and the changes that
are coming to the maps and insurance programs. Finally, the
City continues to advise FEMA on its local flood risk messaging
C L I M AT E A N A LY S I S
and online tools.
3 Call on the State and Federal Completed NOAA and the USACE have agreed to incorporate the most Obtain Federal Completed
governments to coordinate recent NPCC projections into their climate models. agreement to rely
with the City on local climate on NPCC
change projections
4 Continue to refine local Completed The City released expanded NPCC projections to include Issue expanded Completed
climate change projections to humidity and new projections through 2100. NPCC3 will focus NPCC
inform decision-making on the following: enhancing coordination across the entire New projections;
York metropolitan region, looking at a neighborhood scale, and release
studying the interactions of mitigation, adaptation, and equity. evaluation metric
for climate
change
5 Explore improved In Progress The City, with Stevens Institute of Technology, has completed its Develop revised Completed
approaches for mapping study of Sea Level Rise mapping, which was incorporated into future flood maps
future flood risks, the NPCCs most recent report. NPCC has also developed
incorporating sea level rise future flood maps to show the projected floodplains.
6 Launch a pilot program to In Progress The City, in partnership with the Nature Conservancy, has Launch pilot Partially
identify and test strategies for launched a new urban heat island working group to develop program Completed
protecting vulnerable new monitoring methods and tools for mitigating heat risk.
neighborhoods from extreme
heat health impacts
INCREASE COASTAL EDGE ELEVATIONS

1 Continue to work with the Completed Over 600,000 cubic yards of sand have been placed on Coney Complete beach Completed
USACE to complete Island. nourishment
emergency beach projects
nourishment in Coney Island
2 Continue to work with the Completed Over 3,500,000 cubic yards of sand have been placed on the Complete beach Completed
USACE to complete Rockaway Peninsula. nourishment
emergency beach projects
C O A S TA L P R O T E C T I O N
nourishment on the
Rockaway Peninsula
3 Complete short-term beach Completed Over 26,000 linear feet of shoreline protection and reinforced Complete beach Completed
nourishment, dune dunes have been installed on Staten Island. Additional nourishment and
construction, and shoreline reinforced dune projects are expected to be installed in related projects
protection on Staten Island Tottenville with State funds.
4 Install armor stone shoreline In Progress The City launched a feasibility study that will generate specific Begin design Partially
protection(revetments) in recommendations for investments in shoreline protection along Completed
Coney Island Coney Island Creek. The study is expected be finished in
December 2015, leading to design and construction, with over
$30 million in funds already available.
5 Install armor stone shoreline In Progress The City launched a citywide assessment of low-lying shorelines Begin design Partially
protection (revetments) on that will generate specific recommendations for investments in Completed
Staten Island shoreline protection along the South Shore of Staten Island. The
assessment is expected to be finished in December 2015,
leading to design and construction, with over $30 million in
funds already available. This work will be coordinated with other
Federal and State investments underway on the South Shore.
No. Status Status
6 Raise bulkheads in low-lying In Progress The City launched a citywide assessment of low-lying shorelines Launch study of Partially
neighborhoods across the that will generate specific recommendations for investments in low-lying Completed
city to minimize inland tidal shoreline protection across the city. The assessment is neighborhoods;
flooding expected to be finished in December 2015, leading to design begin selected
and construction, with approximately $40 million in funds implementation
already available.
7 Complete emergency Completed Emergency repairs were completed in 2013. Complete Completed
bulkhead repairs adjacent to bulkhead repairs
the Belt Parkway in Southern
Brooklyn
8 Complete bulkhead repairs In Progress Construction of all bulkhead repairs and related drainage Complete Partially
and roadway drainage improvements is expected by Summer 2015. bulkhead repairs Completed
improvements adjacent to and related
Beach Channel Drive on the drainage
Rockaway Peninsula improvements
9 Continue to work with the Completed Emergency floodgate repairs were completed. Complete Completed
USACE to complete floodgate repairs
emergency floodgate repairs
at Oakwood Beach, Staten
Island
10 Complete tide gate repair In Progress The City expects to receive approximately $5 million in FEMA Study tide gate Partially
study at Flushing Meadows funds for this initiative and will launch the tide gate repair study repairs Completed
Corona Park, Queens upon approval by FEMA.
MINIMIZE UPLAND WAVE ZONES

11 Continue to work with the In Progress The City continues to work with the USACE on its Rockaway Begin study of Completed
USACE to complete existing Reformulation Study. Investment options on the beach and in flood risk
studies of the Rockaway Jamaica Bay are currently being evaluated, with final selection reduction
Peninsula and implement of preferred alternatives expected in 2015. Design and projects;
coastal protection projects construction will follow, with Federal funds already available. complete
identified
short- term dune
improvements
12 Call on and work with the In Progress The City expects to receive approximately $58 million in FEMA Begin study Partially
USACE to study and install funds for this initiative and will launch the dune system design Completed
primary and secondary dune study upon approval by FEMA.
systems in vulnerable
Rockaway Peninsula
neighborhoods (such as
Breezy Point)
13 Call on and work with the In Progress In partnership with the City, the State has launched a study to Begin study Completed
USACE to study and install evaluate offshore breakwater designs in Great Kills. The study is
offshore breakwaters currently underway and anticipated to be completed in 2015.
adjacent to and south of
Great Kills Harbor
14 Call on and work with the In Progress Design is already underway for wetlands and wave attenuation Begin study Completed
USACE to study and install investments in Howard Beach at Spring Creek and in Broad
wetlands for wave Channel at Sunset Cove, with funds already available for
attenuation in Howard Beach construction.
and to study further flood
protection improvements
within Jamaica Bay
15 Call on and work with the In Progress The State was awarded $60 million through HUDs Rebuild by Begin study Completed
USACE to study and install Design program for implementation of the project.
living shorelines for wave
attenuation in Tottenville
16 Continue to work with the Completed In partnership with DPR, the project was completed by the Complete Completed
USACE to complete its USACE in 2014. construction
Plumb Beach breakwater and
beach nourishment project in
Southern Brooklyn
No. Status Status
17 Complete living shorelines In Progress The City, through DEP, has completed the installation of a Complete Completed
and floating breakwaters for floating wave attenuator adjacent to a tidal wetland at Brant construction
wave attenuation in Brant Point, Queens as part of a five-month study to evaluate the
Point, Queens attenuation of wave energy against the wetland edge and
accretion of sediment.
18 Continue to work with the In Progress Construction is underway and is expected to be completed in Complete Partially
USACE to complete its Sea 2015. construction Completed
Gate project in Southern
Brooklyn
PROTECT AGAINST STORM SURGE

19 Install an integrated flood In Progress The City was awarded $20 million through HUDs Rebuild by Begin design Completed
protection system in Hunts Design program for continued design and implementation of a
Point pilot project, and the City subsequently allocated an additional
$25 million to the project. The City is coordinating these
investments with other City-funded projects and will launch the
next phase of design and implementation in 2015.
20 Install an integrated flood In Progress The City has allocated $1 million to begin planning and Begin design Not
protection system in East preliminary design for this project, which will begin in 2015. Completed
Harlem
21 Install an integrated flood In Progress The City was awarded $335 million through HUDs Rebuild by Begin design Completed
protection system in Lower Design program for continued design and implementation of the
Manhattan, including the project, which is currently in design north of Montgomery Street.
Lower East Side A final conceptual design is expected to be completed in 2015,
with a goal of starting construction in 2017. The City and State
also allocated $6.75 million in additional funds to begin design
south of Montgomery Street, including funds for implementing
an $8 million in City funds for first-phase investment in Battery
Park. The City continues to pursue additional funds for this
project.
22 Install an integrated flood In Progress The City is no longer pursuing an integrated flood protection Launch Completed
protection system at Hospital system for Hospital Row. In its place, the three primary hospitals competition;
Row between 23rd Street and 34th Street are investing in higher begin design
levels of flood protection and storm hardening measures, and
has secured hundreds of millions in FEMA funds at Bellevue
Hospital alone.
23 Install an integrated flood In Progress The City and State have each committed $50 million for an Begin design Partially
protection system in Red integrated flood protection system in Red Hook. The City has Completed
Hook released an RFP for design services and expects to begin
design in 2015.
24 Continue to work with the In Progress The USACE is now expected to complete its draft feasibility Complete study Partially
USACE to complete existing study for Phase 1 in May 2015, with a goal of starting Completed
studies on Staten Island and construction in 2017. The City has committed $50 million in
implement coastal protection local matching funds for the project and expects to hear the
projects results of the USACE Phase 2 feasibility study in 2015.
25 Continue to work with Con In Progress Through a settlement with ConEd, the State, and the City, File comments Completed
Edison to protect the ConEd is investing in storm hardening at critical substations on rate case
Farragut substation across the city, as part of its $1 billion storm hardening program.
26 Call on and work with the In Progress The City has launched a feasibility study for a Newtown Creek Begin study Completed
USACE to study and install local storm surge barrier.
local storm surge barriers at
Newtown Creek
No. Status Status
IMPROVE COASTAL DESIGN AND GOVERNANCE

27 Continue to work with the Completed The USACE released its North Atlantic Coast Comprehensive Complete draft Completed
USACE to complete its Study in January 2015. The City is now working with the USACE study,
comprehensive flood to launch a new feasibility study for NY Harbor and its recommending
protection study of New York tributaries, with the expectation that it will result in projects projects ready for
Harbor ready for authorization by Congress. authorization by
Congress
28 Implement the WAVES Action In Progress All of the recommendations from the Waves Action Agenda Complete Completed
Agenda have been completed or reconsidered. scheduled
projects
29 Implement citywide In Progress The City has allocated funds to update its portfolio of waterfront Implement Partially
waterfront inspections to assets within its Waterfront Facilities Maintenance Management program Completed
better manage the Citys System and is revising its Inspection Guidelines Manual to
waterfront and coastal assets better account for new coastal protection assets.
30 Study design guidelines for In Progress The City, through DPR, has launched a study to evaluate Complete study Partially
waterfront and coastal assets resiliency design guidelines for waterfront and coastal Completed
to better mitigate the effects structures. This study will be completed in 2015.
of flooding
31 Evaluate soft infrastructure as In Progress In partnership with the City, the State has completed and Partner with the Completed
flood protection and study released a study to evaluate the effectiveness of natural and planned Jamaica
innovative coastal protection nature-based infrastructure. The City continues to work closely Bay Science and
techniques with State and Federal agencies to advance natural and Resilience Center
nature-based features as part of its coastal protection initiatives, and others to
and the City, in partnership with NPS, has launched a CUNY-led begin studies
Science and Resilience Institute at Jamaica Bay to research

innovative resiliency measures.
32 Evaluate the citys In Progress This work will occur as a regular part of all of the Citys coastal Complete study Completed
vulnerability to drainage pipe protection projects. as part of other
flooding and identify coastal
appropriate solutions to protection
minimize those risks projects
33 Evaluate strategies to fund In Progress The City has allocated funds for the construction of wetland Complete study Completed
wetland restoration and restoration in Saw Mill Creek as part of a pending mitigation of mitigation
explore the feasibility of banking program. Construction is expected to begin in 2015. banking
wetland mitigation banking
structures
34 Work with agency partners to In Progress The City, through NYCEDC, is gathering information on all Launch website Partially
improve the in-water relevant waterfront permit processes from federal, state and Completed
permitting process local regulatory partners and is in the early stages of website
design that will make permitting more predictable.
35 Enhance waterfront In Progress Additional personnel have been added to the Waterfront Permit Explore options Completed
construction oversight by Unit and new procedures have improved the permit filing to enhance
strengthening the Citys process. The City continues to explore methods to enhance waterfront
waterfront permit and waterfront permitting. permitting and
dockmaster units dockmaster
function
36 Identify a lead entity for Completed The Office of Recovery and Resiliency (ORR) has been Identity lead Completed
overseeing the collaboration designated as the lead entity for the Citys coastal protection entity
on the USACE initiatives.
comprehensive study and for
overseeing the
implementation of coastal
flood protection projects
37 Call on and work with the In Progress The City has convened FEMA and USACE to ensure that Identify risk Completed
USACE and FEMA to projects are coordinated. reduction
collaborate more closely on standards
flood protection project
standards
No. Status Status
STRENGTHEN NEW AND SUBSTANTIALLY REBUILT STRUCTURES TO MEET THE

HIGHEST RESILIENCY STANDARDS MOVING FORWARD
1 Improve regulations for flood In Progress The City has adopted changes to the zoning code, including a Adopt changes Completed
resiliency of new and new Flood Resilience Zoning Text Amendment. This action to Construction
substantially improved clarified building and mechanical equipment elevation and Codes and
buildings in the 100-year measurement, freeboard, alternative uses of ground floor space, zoning
floodplain and parking issues; these zoning text changes are now in effect.
Sixteen updates were made to the building code, including
Local Law 83, which is designed to prevent the backflow of
sewage; Local Law 96, regarding the adoption of best available
flood maps; and Local Law 99, which allows the elevation of
certain building systems in flood-prone areas including
telecommunications cabling and fuel storage tanks.
2 Rebuild and repair housing In Progress As of April 2015, the Mayors Office of Housing Recovery Disburse funds Completed
units destroyed and Operations (HRO), through its Build it Back program, has made to rebuild and
substantially damaged by over 9,200 offers to homeowners, started construction on 1,159 repair 500
Sandy homes, and granted 3,298 reimbursement checks amounting to buildings
over $60 million. As part of the Build it Back multifamily
program, run jointly with HPD, HPD has provided over $24
million in repairs and reimbursements to multifamily buildings,
benefiting over 6,400 households. HRO is quadrupling its
design and construction capacity in 2015 and has introduced a
number of new initiatives, including temporary rental assistance
to homeowners in construction, to assist applicants.
3 Study and implement zoning In Progress The City launched 10 land use resiliency studies (Harding Park, Begin studies for Completed
changes to encourage Edgewater Park, West Chelsea, East Village/Lower East Side/ 5-10
retrofits of existing buildings Two Bridges, Canarsie, Gerritsen Beach, Sheepshead Bay, Old neighborhoods
and construction of new Howard Beach/Hamilton Beach/Broad Channel, Rockaway and citywide
resilient buildings in the Beach/Rockaway Park, Staten Island East Shore). Additionally, strategies
BUILDINGS
100-year floodplain the City released a report Retrofitting Buildings for Flood Risk to
offer guidance to building owners that are making resiliency
investments.
4 Launch a competition to In Progress The City is no longer pursuing this competition. In its place, Launch and Completed
encourage development of HPD has developed prototypes for new cost-effective housing award Phase I of
new, cost-effective housing to replace vulnerable structures. competition and
types to replace vulnerable launch Phase II
stock
5 Work with New York State to In Progress The City continues to coordinate with the State on its buyout Identify all Partially
identify eligible communities program in Oakwood Beach, Ocean Breeze, and Graham projects and Completed
for the New York Smart Beach. complete
Home Buyout Program transactions
6 Amend the Building Code In Progress The City amended its building code to clarify current Implement initial Completed
and complete studies to wind-resistance specifications for faade elements and expects Building Code
improve wind resiliency for to launch a wind study in 2015. changes
new and substantially
improved buildings
RETROFIT AS MANY BUILDINGS AS POSSIBLE SO THAT THEY WILL BE SIGNIFICANTLY

MORE RESILIENT THAN THEY ARE TODAY
7 Encourage existing buildings In Progress The City released a report Retrofitting Buildings for Flood Risk Implement code Partially
in the 100-year floodplain to to offer guidance to building owners that are making resiliency changes and Completed
adopt flood resiliency investments. The City continues to seek funding for a building launch incentive
measures through an resiliency incentive program. program
incentive program and
targeted requirements
8 Establish Community Design Completed In 2014, the City, in collaboration with Pratt University and other Launch centers Completed
Centers to assist property local partners, held a series of events in the Rockaways, in targeted
owners in developing design Brighton Beach, Coney Island, Staten Island, and Canarsie to neighborhoods
solutions for reconstruction assist property owners in developing design solutions for
and retrofitting, and connect reconstruction and retrofitting, insurance issues and provide an
them to available City opportunity to connect with other related City programs.
programs
No. Status Status
9 Retrofit public housing units In Progress NYCHA has secured over $3 billion of FEMA funds to make Install backup Partially
damaged by Sandy and resiliency investments across all of its Sandy-damaged generators in Completed
increase future resiliency developments. Design has begun for over 30 developments. vulnerable
buildings; launch
planning efforts
for undamaged
but vulnerable
buildings
10 Launch sales tax abatement Completed A sales tax abatement for flood resiliency in industrial buildings Launch program Completed
program for flood resiliency in was approved by the IDA board in 2013, prioritizing 1-2 story
industrial buildings buildings with at least 4 feet between their actual ground
elevation and the applicable base flood elevation.
11 Launch a competition to In Progress The City launched a competition and expects to award $30 Launch Partially
increase flood resiliency in million to deploy innovative resiliency technologies to small competition and Completed
building systems business locations. In August 2014, RISE : NYC selected 27 select winners
technologies as finalists in the program. These finalists had the
opportunity to participate in a public Technology Demo Night on
October 7, 2014. Following the Technology Demo Night, the
BUILDINGS
RISE : NYC evaluation team expects to select winning

proposals in early 2015.
12 Clarify regulations relating to Completed The Landmarks Preservation Commission (LPC) has issued a Issue written Completed
the retrofit of landmarked Frequently Asked Questions guide about making changes to a guidance
structures in the 100-year landmarked building, particularly in regard to adding or
floodplain relocating mechanical equipment for buildings in flood hazard
areas. Additional flood resiliency guidance will be developed by
LPC over time on a case-by-case basis as the outcomes of
individual cases are determined.
13 Amend the Building Code to In Progress The New York City building code has been amended to expand Implement initial Completed
improve wind resiliency for the existing DOB Faade Inspection Program to include rooftop Building Code
existing buildings and structures and equipment. The New York City building code and changes
complete studies of potential the New York City mechanical code have been amended to
retrofits strengthen provisions to prevent wind damage to certain
buildings and building systems. The City is also in the process
of launching a study of the impacts of future wind events on
buildings.
14 Amend the Construction Completed In 2013, the City enacted several laws increasing protection Implement Completed
Codes and develop best against utility service interruptions. changes to
practices to protect against Construction
utility service interruptions Codes
SUPPORT COMMUNITY AND ECONOMIC RECOVERY IN IMPACTED AREA

1 Launch Business Recovery In Progress The City is no longer pursuing the Business Resiliency Launch program Partially
and Resiliency Programs Investment Program. In its place, the City, through SBS, will and begin Completed
launch a new $3 million Business PREP program in 2015 to disbursing funds
assist small businesses making resiliency investment and
ECONOMIC RECOVERY
operational changes.
2 Launch Neighborhood Game Completed The Neighborhood Game Changer competition has been Issue RFP and Completed
Changer Competition discontinued and funds have been reallocated to more effective select winning
business resiliency programs and targeted resiliency proposals
investments that will improve local commercial corridors.
3 Launch Neighborhood Retail In Progress Last year, the Public Service Commission approved the NYC Launch Business Completed
Recovery Program Superstorm Sandy Business Incentive Rate program. Incentive Rate for
retail and
approve
applications
4 Support local merchants in In Progress The City, through the SBS, is currently providing ongoing Provide technical Completed
improving and promoting support to local merchants in Sandy-affected areas through assistance and
local commercial corridors capacity building, retail faade and streetscape improvements, funding
and marketing/business attraction activities. The new Business
PREP program will expand these services.
No. Status Status
5 Continue to support the In Progress The City continues to advance the FRESH program. Additional Pursue FRESH Completed
FRESH program to increase FRESH stores seeking benefits for new construction, expansion, programs in
the number of full-line and renovation have received approval and authorization. Sandy-impacted
ECONOMIC RECOVERY
grocers in underserved FRESH continues to pursue the most underserved neighborhoods

neighborhoods neighborhoods throughout the city.
6 Reassess commercial Completed For Fiscal Year 2014, DOF recognized Sandys impact by Establish new Completed
properties citywide to reflect making downward adjustments to the market values of more market values
post-Sandy market values than 88,000 properties. These adjustments led to tax reductions and lower
for more than 50,000 properties affected by the storm. For the property taxes
Fiscal Year 2015 assessment roll, DOF inspected 5,400
properties that had received physical reductions on the Fiscal
Year 2014 roll in order to evaluate the current status of the
properties. Market values for properties in the surge zones will
remain at the Fiscal Year 2014 levels, unless the properties have
been repaired or rebuilt.
TARGET AFFORDABILITY SOLUTIONS TO LOW-INCOME POLICYHOLDERS

1 Support Federal efforts to In Progress The City provided input on the Homeowners Flood Insurance Complete Partially
address affordability issues Affordability Act of 2014, slowing the steep increases in flood affordability Completed
related to reform of the NFIP insurance premiums. While the National Academy of Sciences study
affordability study is underway, the City is conducting its own
affordability studies to better understand the impacts of recent
reforms on New York Citys neighborhoods and residents. These
studies are expected to be completed in 2015.
DEFINE RESILIENCY STANDARDS FOR EXISTING BUILDINGS

2 Develop FEMA-endorsed In Progress In October 2014, the City released a report Retrofitting Buildings Complete Partially
flood protection standards for Flood Risk to offer guidance to building owners that are development of Completed
and certifications for existing making resiliency investments. This document aligns current building
urban buildings building and zoning codes with new flood insurance regulations. standards and
FEMA review
3 Call on FEMA to recognize In Progress FEMA has recently updated its insurance policy form to allow Create a Partially
mixed-use buildings as a applicants to indicate the percentage of a building that is used mixed-use Completed
distinct building category for commercial purposes. The City will continue to advocate for building category
INSURANCE
a distinct building category. within the NFIP
INCORPORATE RESILIENCY STANDARDS IN INSURANCE UNDERWRITING

4 Call on FEMA to develop In Progress The City continues to advocate to FEMA for mitigation credits. Complete study Partially
mitigation credits for The City is working closely with FEMAs mitigation credits study of mitigation Completed
resiliency measures and has offered extensive technical comments for FEMAs options and risk
consideration that better represents building types that reduction
withstand flood and mitigation approaches to reduce flood
losses in dense, urban settings. It is anticipated that FEMA will
complete its mitigation credits study in 2015.
5 Study approaches for New In Progress FEMA is currently conducting a Community Assistance Visit, the Complete study Partially
York City to join FEMAs first step before joining the Community Rating System (CRS). of Citys ability to Completed
Community Rating System Based on the results of that visit, the City will evaluate its be admitted to
program participation in the CRS. CRS program
and cost-benefit
analysis
EXPAND PRICING OPTIONS FOR POLICYHOLDERS

6 Call on FEMA to allow In Progress The City advocated and provided technical assistance for the Complete Partially
residential policyholders to Homeowners Flood Insurance Affordability Act of 2013, which evaluation of Completed
select higher deductibles includes a provision for the development of higher deductible higher deductible
policies. The Citys flood insurance affordability studies will options
evaluate the benefits of a higher deductible option.
No. Status Status
IMPROVE AWARENESS AND EDUCATION ABOUT INSURANCE

7 Support the goals of the NYS In Progress The City continues to coordinate and support DFS with the Support State Completed
2100 Commission to protect implementation of its NYS 2100 Commission goals. efforts
New York State, consumers,
and businesses
8 Call on New York State to In Progress The City advocated and provided technical assistance for the Support State Completed
improve policyholder Homeowners Flood Insurance Affordability Act of 2013, which efforts to improve
awareness at the point of included provisions regarding establishing an insurance policyholder
sale or renewal advocate to support public outreach. In addition, the City has awareness
INSURANCE
met with insurance associations to develop ways of improving

point of sale communication. The City will continue to advocate
for improved agent training by FEMA and will utilize its
consumer education campaign to improve policyholder
awareness.
9 Launch a consumer In Progress The City continues to coordinate with the Center for New York Complete Partially
education campaign on flood City Neighborhoods on resources for the public around flood citywide Completed
insurance risk and flood insurance. This includes working closely with the campaign
Center on a flood risk website (floodhelpny.org). The Citys
consumer education campaign will launch in Summer 2015.
10 Launch an engagement In Progress The City, in cooperation with DFS, has hosted a forum to Establish regular Partially
campaign targeting insurers engage private insurance companies to discuss flood products meetings with Completed
and mitigation strategies. The City continues outreach to leading insurers
insurers to discuss flood products and mitigation strategies.
REDESIGN THE REGULATORY FRAMEWORK TO SUPPORT RESILIENCY

1 Work with utilities and In Progress ConEd continues to harden critical infrastructure under a Incorporate Completed
regulators to develop a PSC-approved program. In addition, $164 million worth of work cost-benefit
cost-effective system is scheduled in 2016 and all work is scheduled to be completed analysis tool into
upgrade plan to address by 2021. The PSC recently approved National Grids request for regulatory
climate risks recovery of incremental capital costs for improvements in the framework
Rockaway Peninsula that will increase system resiliency and
replace leak-prone gas mains. The City is assessing LIPAs
storm hardening initiatives for the Rockaways and will provide
testimony as to its adequacy in LIPAs 2015 Rate Case.
2 Work with utilities and In Progress ConEds $1 billion storm hardening program was approved by Submit Completed
regulators to reflect climate the PSC and is currently underway across the City, which comments to
risks in system design and includes provisions to plan for climate risks based on the most 2014 NYISO
equipment standards recent NPCC climate projections. National Grids replacement of Reliability Needs
leak-prone pipe also addresses climate risks by reducing Assessment
UTILITIES
methane emissions. The City is assessing LIPAs storm

hardening initiatives for the Rockaways and will provide
testimony as to its adequacy in LIPAs 2015 Rate Case.
3 Work with utilities and In Progress The PSC introduced a statewide scorecard to measure utilities Complete Con Completed
regulators to establish performance in preparation for, and restoration from, major Edison rate case
performance metrics for outage events. There were no major storms in 2014, therefore proceeding
climate risk response the scorecard was not used.
HARDEN EXISTING INFRASTRUCTURE TO WITHSTAND CLIMATE EVENTS

4 Work with power suppliers In Progress Con Edison is proceeding with plans to harden generating Launch effort Completed
and regulators to harden key facilities. Discussions are ongoing at the NYISO and at the with stakeholders
power generators against Public Service Commission to develop potential compensation
flooding mechanisms for power suppliers.
5 Work with utilities and the In Progress ConEds $1 billion storm hardening program was approved by Complete Con Completed
PSC to harden key electric the PSC and is currently underway across the City, which Edison rate case
transmission and distribution includes efforts to harden key electric transmission and proceeding
infrastructure against flooding distribution infrastructure against flooding. The City is assessing
LIPAs storm hardening initiatives for the Rockaways and will
provide testimony as to its adequacy in LIPAs 2015 Rate Case.
No. Status Status
6 Work with utilities and the In Progress ConEds $1 billion storm hardening program was approved by Complete Con Completed
PSC to harden vulnerable the PSC and is currently underway across the City, which Edison rate case
overhead lines against winds includes efforts to underground a portion of its overhead wires proceeding and
and to employ other measures to increase the resiliency of Local Law 13
overhead lines in high risk areas. In addition, the City completed study
and released a study in 2013 assessing the relative value and
cost of selectively undergrounding power lines. The City is
assessing LIPAs storm hardening initiatives for the Rockaways,
including overhead lines, and will provide testimony as to its
adequacy in LIPAs 2015 Rate Case.
7 Work with utilities, regulators, In Progress ConEds $1 billion storm hardening program was approved by Complete Con Completed
and gas pipeline operators to the PSC and is currently underway across the City, which Edison rate case
harden the natural gas includes provisions to accelerate replacement of leak prone proceeding
system against flooding pipe and harden tunnel head houses. National Grid has
commenced a program in in the Rockaway Peninsula to make
its gas system more resilient through accelerated replacement
of leak-prone mains and installation of automated meters and
other devices.
8 Work with steam plant In Progress ConEds $1 billion storm hardening program was approved by Complete Con Completed
operators and the PSC to the PSC and is currently underway across the City, which Edison rate case
harden steam plants against includes efforts to harden steam plants against flooding. proceeding
flooding
RECONFIGURE UTILITY NETWORKS TO BE REDUNDANT AND RESILIENT

9 Work with industry partners, In Progress The City continues to participate in proceedings at the NYISO Continue Completed
New York State, and and before the FERC to modify market rules to eliminate ongoing power
regulators to strengthen New barriers to entry of new resources. The City also continues to supply efforts
York Citys power supply participate in proceedings before the PSC related to relief of
UTILITIES
transmission congestion and support for renewable energy

resources.
10 Require more in-city plants to In Progress The City continues to work with the NYISO to ensure adequate Continue Completed
be able to restart quickly in blackstart capability to meet future contingencies. The City ongoing efforts
the event of blackout supported revisions to the NYISOs tariffs that would maintain,
as needed, the current complement of black start capable
generating units within New York City.
11 Work with Con Edison and In Progress The City continues to participate in the Reforming Energy Vision Complete Con Completed
the PSC to develop a proceeding. Edison rate case
long-term resiliency plan for proceeding
the electric distribution
system
12 Work with utilities and In Progress ConEds $1 billion storm hardening program was approved by Complete Con Completed
regulators to minimize the PSC and is currently underway across the City, which Edison rate case
electric outages in areas not includes network reconfiguration in the Bowling Green and proceeding
directly affected by climate Fulton network areas. Other efforts include adding sectionalizers
impacts to reduce the number of customers affected by outages on the
radial system, the addition of smart grid technologies, and the
use of devices and equipment that allow for continuation of
service and/or expeditious restoration of service following
accidents, storm damage, or other events.
13 Work with utilities and In Progress ConEd is undertaking work to subdivide its network to limit the Complete Con Completed
regulators to implement degree a system disruption in one area will have on adjacent Edison rate case
smart grid technology to areas. proceeding
assess system conditions in
real time
14 Work with utilities and In Progress ConEds $1 billion storm hardening program was approved by Complete Con Completed
regulators to speed up the PSC and is currently underway across the City, which Edison rate case
service restoration for critical includes efforts to install customer isolation switches to protect proceeding
customers via system high tension network supply feeders.
configuration
No. Status Status
15 Work with utilities and In Progress The PSC introduced a statewide Scorecard to measure utilities Complete Con Completed
regulators to speed up performance in preparation for, and restoration from, major Edison rate case
service restoration via outage events. There were no major storms in 2014, therefore proceeding
pre-connections for mobile the scorecard was not used.
substations
16 Work with pipeline operators In Progress The City continues to work with the PSC and the two delivery Continue Completed
to expand and diversify utilities to ensure a safe natural gas infrastructure supplying the ongoing efforts
natural gas supply five boroughs.
17 Work with utilities and In Progress The City continues to work with the PSC and our two delivery Complete Con Completed
regulators to strengthen the utilities to ensure a safe natural gas infrastructure supplying the Edison rate case
in-city gas transmission and five boroughs. proceeding
distribution system
18 Launch energy infrastructure In Progress The City launched a competition and expects to award $30 Select winners of Partially
resiliency competition million to deploy innovative resiliency technologies to small competition Completed
business locations. In August 2014, RISE : NYC selected 27
technologies as finalists in the program. The RISE : NYC
evaluation team has selected winning proposals to be
announced in Spring 2015.
REDUCE ENERGY DEMAND

19 Work with utilities and In Progress The City is working with the PSC, ConEd, and the NYISO to Complete Con Completed
regulators to expand citywide make the in-City demand response program more robust and to Edison rate case
demand response programs ensure continuity of such programs.
20 Work with government and In Progress In September 2014, the City worked with government and Launch Green Completed
private sector partners to private sector partners to release a ten-year citywide energy Light New York
UTILITIES
expand the energy efficiency efficiency plan, One City: Built to Last. As part of this plan, the Center
of buildings City committed to an 80% reduction in greenhouse gases by
2050. To put New York City on this pathway, the City also set a
30% reduction target for building emissions by 2025 and a 35%
reduction target for government buildings by 2025. These
targets will be met through leadership by example, resident
empowerment to take action, high energy performance
standards, equitable benefits to all neighborhoods, and
approaches informed by data analysis and stakeholder
feedback. The City is committing $1 billion to energy efficiency
improvements in municipal buildings. The City is also launching
a retrofit accelerator to assist the private sector in making these
same investments.
DIVERSIFY CUSTOMER OPTIONS IN CASE OF UTILITY OUTAGE

21 Work with public and private In Progress The City continues to participate in the Reforming Energy Vision Launch Completed
partners to scale up proceeding, which includes efforts to support distributed micro-grid
distributed generation (DG) generation and microgrids. The City is also working with ConEd feasibility study
and micro-grids and the PSC on revisions to ConEds standby tariffs that would
lessen economic impediments to distributed generation, and is
working with the PSC and NYSERDA on funding opportunities
for distribute generation and micro-grids.
22 Incorporate resiliency into the In Progress The City continues to monitor the development of electric Continue Completed
design of City electric vehicle vehicle-to-grid / vehicle-to-building standards, which are still ongoing efforts;
initiatives and pilot storage only in limited pilots nationally. implement and
technologies pilot at Brooklyn
Army Terminal
23 Improve backup generation In Progress The City is currently finalizing the contracting for 45 mobile Expand City Partially
for critical customers generator units. emergency Completed
generator fleet by
20 to 30 units
No. Status Status
SEEK TO HARDEN THE LIQUID FUELS SUPPLY INFRASTRUCTURE

1 Call on the Federal In Progress Working closely with the Columbia University Center on Global Develop regional Partially
government to convene a Energy Policy, the City has convened relevant stakeholders, strategy Completed
regional working group to including Federal and State agencies, the National Petroleum
develop a fuel infrastructure Council, and private industry to discuss opportunities for a
hardening strategy coordinated and regional liquid fuels infrastructure resiliency
plan. A report will be released in October 2015.
2 Develop a reporting In Progress The City, through NYCEDC, has developed a database of liquid Ensure Partially
framework for fuel fuel assets in the New York metropolitan region. NYCEDC development of Completed
infrastructure operators to expects to pilot this database with relevant governmental IT systems and
support post-emergency agencies and begin input of data with industry in 2015. information
restoration reporting
framework
3 Work with Buckeye and New In Progress The City will continue to consider opportunities to safely ensure Ensure booster Partially
York State to safely build the supply of liquid fuels. stations to Completed
pipeline booster stations in withstand climate
New York City to increase change impacts
supply and withstand
extreme weather events
4 Work with New York State to Completed In 2013, New York State adopted into law a requirement that all Assist in Not
provide incentives for the gas stations within a half-mile of a major highway or evacuation launching Completed
hardening of gas stations to route to build generator transfer switches and be able to source incentive
withstand extreme weather generators during a power outage. NYSERDA also offered program
events incentives for generator transfer switches.
LIQUID FUELS
5 Ensure that a subset of gas Completed In 2013, the State launched its FuelNY program, with gas Ensure creation Partially
stations and terminals have stations meeting a certain criteria within a half-mile of a highway of a generator Completed
access to backup generators exit or hurricane evacuation route now required to have pool and
in case of widespread power quick-connects for generators. pre-event
outages positioning plan
ENHANCE THE ABILITY OF THE SUPPLY CHAIN TO RESPOND TO DISRUPTIONS

6 Explore the creation of a In Progress The Federal government created a 22 million gallon gasoline Evaluate Partially
transportation fuel reserve to fuel reserve in NY Harbor. The State created a 3 million gallon feasibility and Completed
temporarily supply the private pilot gasoline fuel reserve on Long Island. For emergency diesel cost
market during disruptions needs, fuel oil from the federal Home Heating Oil Reserve can
be used, if appropriate emergency waivers are obtained. In
2015, the City will continue to work to advocate for a fuel supply
chain resiliency strategy for NYC, in partnership with State and
industry partners, that will focus on protecting critical assets.
The City will also explore funding for a Regional Resiliency
Assessment Program with the U.S. Department of Homeland
Security on the supply chain of fuels and other critical
commodities.
7 Call on New York State to In Progress The City continues to pursue regulatory opportunities to ensure Secure passage Partially
modify price gouging laws the protection of consumers during fuel shortages following of legislation Completed
and allow flexibility of gas emergency events. This initiative can be carried out through
station supply contracts to legislation, or directly through executive action by the Governor
increase fuel availability and New York Attorney General, and will be included in the
during disruptions regulatory waiver playbook.
8 Develop a package of City, Completed The City, through OEM, is enhancing its playbook with a robust Complete Completed
State, and Federal regulatory Citywide Emergency Fuel Operations Plan. This plan will provide rationing plan
actions to address liquid fuel a strategy for fueling priority vehicles and equipment in the and package of
shortages during event of a disruption to the supply chain. It will also include NY regulatory
emergencies National Guard pre-scripted mission requests to provide site waivers
security. OEM anticipates completing the Citywide Emergency
Fuel Operations Plan in 2015.
No. Status Status
IMPROVE THE CITYS ABILITY TO FUEL FIRST RESPONDERS AND PRIVATE CRITICAL FLEETS
9 Harden municipal fueling In Progress DCAS has ordered 35 fuel trucks. The pilot inspection unit has Procure Partially
stations and enhance mobile arrived and arrival of all units is expected by the end of 2015. equipment Completed
fueling capability to support DCAS is currently finalizing the contracting for 45 mobile
both City government and generator units. DCAS has installed automated fuel tracking for
critical fleets all agencies except DSNY where installations will be completed
by the end of 2015.
ENSURE CRITICAL PROVIDERS OPERABILITY THROUGH REDUNDANCY AND

THE PREVENTION OF PHYSICAL DAMAGE
1 Improve design and Completed The City has enacted several local laws to improve the design Amend Completed
construction of new hospitals and construction of new hospitals in the floodplain. Construction
Codes
2 Require the retrofitting of In Progress The City will explore re-introducing legislation that would require Amend Not
existing hospitals in the retrofits to existing hospitals. Construction Completed
500-year floodplain Codes
3 Support the Health and In Progress The City, through HHC, has secured nearly $1.7 billion in Determine Completed
Hospitals Corporation effort recovery and resiliency funding from FEMA to protect Bellevue, strategies and
to protect public hospital Metropolitan, Coler, and Coney Island Hospitals. Design for identify funding
emergency departments these projects will begin in 2015. for each at-risk
(EDs) from flooding ED
4 Improve the design and Completed The City has enacted several local laws to improve the design Amend Completed
construction of new nursing and construction of new nursing homes and adult care facilities Construction
homes and adult care in the floodplain. Codes
facilities
existing nursing homes in the retrofits to existing nursing homes. Construction Completed
100-year floodplain Codes
existing adult care facilities in retrofits to existing adult care facilities. Construction Completed
the 100-year floodplain Codes
H E A LT H C A R E
7 Support nursing homes and In Progress The City expects to receive approximately $19 million in FEMA Develop and Partially
adult care facilities with funds for this initiative and will launch the nursing homes and launch program Completed
mitigation grants and loans adult care facility mitigation grants program upon approval by
FEMA.
8 Increase the air conditioning In Progress Prior efforts to advance this initiative have proven ineffective. The Develop and Not
capacity of nursing homes City will identify alternative mechanisms for achieving the goals of launch program Completed
and adult care facilities this proposal, and will explore using the nursing home and adult
care facility mitigation grant program to advance this initiative.
REDUCE BARRIERS TO CARE DURING AND AFTER EMERGENCIES

9 Harden primary care and Not Started The City continues to pursue funding to complete this initiative. Develop and Not
mental health clinics launch program Completed
10 Improve pharmacies power In Progress In 2014, DOHMH launched an emergency preparedness website Implement Completed
resiliency for pharmacies and will continue to populate this site with regulatory
helpful information to prepare for and respond to emergencies. changes
11 Encourage In Progress In 2014, DOHMH developed and distributed a City Health Develop and Completed
telecommunications Information (CHI) publication dedicated to emergency distribute best
resiliency preparedness for health providers. The CHI is an evidence-based practice guide
clinical bulletin for healthcare providers throughout New York City.
This was developed as a best practice guide w to help
community-based providers understand the importance of
telecommunications resiliency as well as the options they might
consider and questions to ask when evaluating different solutions
12 Encourage electronic health In Progress DOHMHs Primary Care Information Project (PCIP) sponsors Incorporate Completed
record-keeping numerous initiatives to help primary care and mental health resiliency into
providers citywide with EHR technical assistance for their EHR programs
practices. In August 2014, DOHMH developed and distributed a and conduct
City Health Information (CHI) for healthcare providers outreach
encouraging office preparedness as well as Electronic Health
Records (EHRs) and telecommunication redundancy.
No. Status Status
IMPROVE THE ABILITY OF COMMUNITIES TO PREPARE FOR AND RESPOND TO DISASTERS

1 Launch pilot program to In Progress OEM continues to work with the FEMA Long Term Recovery Complete pilot Partially
identify and address gaps in Groups and other community based coalitions by attending assessment Completed
community capacity meetings and organizing workshops. NYC Citizen Corps is
developing a COOP training for CBOs and a Community
C O M M U N I T Y P R E PA R E D N E S S
Preparedness Toolkit for community organizations to better

prepare and increase community capacity for emergencies.
Both efforts are expected to be complete by the end of 2015.
2 Continue and Expand OEMs In Progress Working in concert with DoITT, OEM will distribute one 700 Expand Completed
Community Emergency megahertz radio to each CERT team throughout the city to programs
Response Teams ensure communication among teams during an emergency.
OEM has also updated CERT curriculum to incorporate lessons
learned from Hurricane Sandy.
3 Expand the Worker Connect Not Started The City continues to pursue funding to complete this initiative. Create new Not
information technology tool emergency Completed
to serve as an Emergency services portal
Services Portal and strengthen
functionality of
Worker Connect
4 Explore the creation of a new Not Started The City continues to pursue funding to complete this initiative. Begin to create Not
online Emergency Notification voluntary Completed
Contact System database
INCREASE ACCOUNTABILITY TO PROMOTE RESILIENCY

1 Establish an office within Completed This office has been established at DoITT. Establish and Completed
DoITT to focus on operationalize
telecommunications new office
regulation and resiliency
planning
2 Establish new resiliency In Progress The City has begun to review existing franchise agreements and Establish Partially
requirements for providers commenced planning for framework of new resiliency framework of Completed
using scheduled renewals of requirements. A new public communications structure (PCS) new resiliency
the Citys franchise franchise included resiliency and disaster recovery requirements
agreements requirements. DoITT is developing a framework of new
resiliency requirements for franchise renewals and continues to
explore opportunities for incorporating resiliency and disaster
recovery requirements in new franchises and contracts.
T E L E C O M M U N I C AT I O N S
ENABLE RAPID RECOVERY AFTER EXTREME WEATHER EVENTS

3 Request business continuity Completed Business continuity plans have been requested and obtained. Establish regular Completed
plans from current City Planning for annual follow up meetings with franchisees is meetings with
franchisees as permitted underway. Regular meetings with franchisees are ongoing. cell providers;
under existing franchise develop criteria
agreements for hardening cell
sites
HARDEN FACILITIES TO REDUCE WEATHER-RELATED IMPACTS

4 Develop flood protection In Progress The City has enacted several local laws to improve the design Implement Partially
standards for placement of and construction of telecommunications infrastructure in programs Completed
telecommunications buildings.
equipment in buildings
5 Use the DoITT franchise In Progress The City has begun to review franchisees hardening measures Audit critical Partially
agreements to ensure and plans for critical facilities, which includes site visits. facilities and Completed
hardening of all critical provide guidance
facilities for hardening
6 Work with cell providers to In Progress The City conducts regular meetings with cell providers. Establish regular Partially
encourage hardening of cell Discussions of carriers plans and efforts for hardening cell sites meetings with cell Completed
sites are ongoing. DoITT will continue to encourage carriers to providers; develop
continue undertake hardening measures at cell sites and to criteria for
assist in clearing any barriers to implementation within the City. hardening cell
sites
No. Status Status
CREATE REDUNDANCY TO REDUCE RISK OF OUTAGES

Study options to increase In Progress The City conducts regular meetings with conduit infrastructure Launch study Partially
T E L E C O M M U N I C AT I O N S
conduit infrastructure providers; these are ongoing. DoITT will continue to explore Completed
redundancy and resiliency further options, based on maps and information provided, for
improving the availability and redundancy of conduit in the City.
8 Continue implementation of Completed The City completed all build-outs from contracts signed in 2014. Complete Partially
ConnectNYC Continued monitoring of active applications and applicant second round of Completed
negotiations are ongoing with participating ISPs. applications and
begin installing
fiber connections
9 Add telecommunications Completed WiredNYC was officially launched on Sept. 30, 2014, which Launch updated Completed
provider quality and resiliency included the release of broadband infrastructure maps in NYC. maps
to the WiredNYC and NYC
Broadband Map ratings
PROTECT ASSETS TO MAINTAIN SYSTEM OPERATIONS

1 Reconstruct and resurface In Progress The City, through DOT, continues to resurface and reconstruct Begin Completed
key streets damaged by Sandy-damaged streets. As a result of Sandy damage, reconstruction
Sandy NYCDOT is reconstructing 33 lane miles at a cost of $114 and resurfacing
million and resurfacing 155 lane miles at a cost of $53 million.
2 Integrate climate resiliency In Progress The City, through DOT, is developing standard guidelines for Continue to Completed
features into future capital incorporating resiliency features into street reconstruction develop standard
projects projects. Bridge, Staten Island Ferry, and Traffic units have guidelines
already initiated projects with climate resiliency features.
3 Elevate traffic signals and In Progress The foundations of traffic signals in flood prone areas are being Begin effort Completed
provide backup electrical raised through the installation of coastal storm foundations
power which will inherently raise control boxes as well. A total of 336
coastal storm foundations will be installed in areas south of the
Belt Parkway.
4 Protect NYCDOT tunnels in In Progress The City, through DOT, has completed design for the Launch design Completed
Lower Manhattan from rehabilitation of the damaged electrical, mechanical and
flooding ventilation equipment for the Battery Park and West Street
underpasses. Construction is anticipated to commence by
Summer 2017.
5 Install watertight barriers to In Progress The City, through DOT, has completed design for the Launch design Completed
protect movable bridge rehabilitation of the damages sustained to the electrical, and
machinery mechanical equipment for the 13 movable bridges. Several of
these bridges will have the mechanical and electrical equipment
raised and protected above flood levels.
6 Protect Staten Island Ferry In Progress The City, through DOT, will be implementing wet and dry Design underway Completed
and private ferry terminals flood-proofing protective measures at the St George and
from climate change-related Whitehall terminals and at the Staten Island Ferry Maintenance
threats Facility.
7 Integrate resiliency into In Progress The City, through DOT, has already begun making resiliency a Begin effort Completed
planning and project critical consideration in prioritizing capital projects. DOT is
development developing standard guidelines for incorporating resiliency
features into street reconstruction projects.
8 Call on non-City agencies to Completed The City continues to coordinate with the MTA and Port Engage with Completed
implement strategies to Authority of New York & New Jersey in an effort to ensure non-City
address climate change greater coordination of resiliency investments. agencies
threats
No. Status Status
PREPARE THE TRANSPORTATION SYSTEM TO RESTORE SERVICE AFTER EXTREME CLIMATE EVENTS
9 Plan for temporary transit In Progress The City, through DOT, has worked with OEM to draft a Complete initial Completed
services in the event of Transportation Playbook covering HOV restrictions, temporary planning
subway system suspensions transit services, bike/pedestrian facilities and other traffic
management issues in an emergency situation.
10 Identify critical transportation In Progress DOT is working with other agencies to set up tabletop exercises Complete initial Partially
network elements and to review the Transportation Playbook. One resiliency planning planning, Completed
improve transportation exercise has been held. DOT plans to hold further exercises including multiple
responses to major events with agency partners to increase its preparedness. planning
through regular resiliency exercises and
planning exercises one live drill
11 Develop standard plans for In Progress DOT is planning to apply for federal funding to do further Complete plan Partially
implementing High- contingency planning to respond to future climate events. Completed
Occupancy Vehicle (HOV)
requirements
12 Plan for and install new In Progress The City, through DOT, has worked with OEM to draft a Develop plan for Completed
pedestrian and bicycle Transportation Playbook covering HOV restrictions, temporary improvements;
facilities to improve transit services, bike/ped facilities and other traffic management begin
connectivity to key issues in an emergency situation. DOT continues to work with implementation
transportation hubs partner agencies to regularly update the formal plans. Citi Bikes of most critical
planned Phase II expansion will double the size of the bike components
share network to 12,000 bicycles and about 700 stations by the
end of 2017. The expanded network will cover several
neighborhoods that are vulnerable to weather-related
transportation interruptions, including Red Hook, Greenpoint,
and Long Island City.
13 Construct new ferry landings In Progress The City will launch a new Citywide Ferry Service that will knit Identify locations Completed
to support private ferry together existing East River routes with new landings and and launch
services services to Astoria, the Rockaways, South Brooklyn, Soundview design
and the Lower East Side. Service will launch in 2017. Further
expansion to Stapleton and Coney Island will constitute a
second phase of expansion, pending additional funding. The
project will include the construction of multiple new ferry
landings.
14 Deploy the Staten Island In Progress DOT has secured an FTA Hurricane Sandy Competitive Complete Partially
Ferrys Austen Class vessels Resilience Grant, providing funds for two flex landings, which operational plans Completed
on the East River Ferry and will be capable of handling Austen-class vessels and can be for various types
during transportation deployed at multiple locations, including East River terminals. of deployment
disruptions Existing ferry landings at Hunters Point and East 34th Street will
also be retrofitted to accommodate the New Generation Vessels
also being procured as part of the FTA grant.
15 Improve at all levels In Progress The City, through DOT, has worked with OEM to draft a Put Partially
communications about the Transportation Playbook covering HOV restrictions, temporary communications Completed
restoration of transportation transit services, bike/ped facilities and other traffic management plan in place
services issues in an emergency situation. NYCDOT continues to work
with partner agencies to regularly update the formal plans and
improve communications.
IMPLEMENT NEW AND EXPANDED SERVICES TO INCREASE SYSTEM FLEXIBILITY AND REDUNDANCY
16 Expand the citys Select Bus In Progress Seven SBS routes are currently in operation. Thirteen additional Implement four Completed
Service network routes will be added by 2018 including the Woodhaven line SBS routes
which will service the Rockaways, a climate vulnerable area.
17 Expand the network of bus In Progress The City continues to pursue funding for this initiative. Initiate planning Not
priority strategies on arterial for first highway Completed
highways priority corridor
18 Expand ferry services in In Progress The City will launch a new Citywide Ferry Service that will knit Complete Completed
locations citywide together existing East River routes with new landings and Citywide Ferry
services to Astoria, the Rockaways, South Brooklyn, Soundview Study
and the Lower East Side. Service will launch in 2017. Further
expansion to Stapleton and Coney Island will constitute a
second phase of expansion, pending additional funding.
No. Status Status
ADAPT PARKS AND EXPAND GREEN INFRASTRUCTURE TO SHIELD ADJACENT COMMUNITIES FROM
THE IMPACTS OF EXTREME WEATHER EVENTS
1 Restore city beaches In Progress All City beaches were opened to the public in time for the 2013 Engage Completed
summer season and included new comfort stations to replace community and
those damaged by Sandy. DPR continues to improve recreational begin design
opportunities and amenities at city beaches, including options
reconstruction of damaged boardwalks.
2 Harden or otherwise modify In Progress DPR, working with NYCEDC, has launched a new waterfront Complete Partially
shoreline parks and adjacent inspection program and is developing design guidelines for the preliminary Completed
roadways to protect adjacent flood zone to better enable parks to serve as a buffer for design
community (See Coastal adjacent areas. investigation for
Protection Initiative 30) pilot
3 Reinforce or redesign In Progress DPR, working with NYCEDC, has launched a new waterfront Inspect damaged Completed
bulkheads in coastal parks inspection program and will use the results of those inspections bulkheads on
(See Coastal Protection to better manage its waterfront assets. parkland and
Initiative 6; see Coastal develop plan
Protection Initiative 29)
4 Expand the Citys green In Progress The City, through DPR and in partnership with ORR, secured a Expand program Completed
streets plan, including for NFWF grant awarded to DPR for green Infrastructure in Brighton to area around
Jamaica Bay Beach. Issued RFP for engineering services. Jamaica Bay
RETROFIT OR HARDEN PARK FACILITIES TO WITHSTAND THE IMPACTS OF CLIMATE CHANGE

5 Fortify marinas and piers In Progress The City, through DPR, has secured FEMA funds to upgrade and Complete Completed
fortify the 79th Street Boat Basin, Worlds Fair Marina, preliminary
Sheepshead Bay Piers, Bayside Marina, Lemon Creek, design
Hammonds Cove, and Paerdegat Basin marinas. investigation
6 Relocate or increase the In Progress The City, through DPR, continues to assess and upgrade Complete Completed
PA R KS
resiliency of playgrounds and playgrounds and athletic fields in at-risk neighborhoods for preliminary
athletic fields increased resiliency. These include Tiffany Street Pier, Brigham design
Park, Lindower Baseball Field, Red Hook Baseball Field, Fort investigation
Washington, MacNeil Seawall, Rockaway Roller Hockey Rink,
Sandpiper Playground, New Dorp Soccer Field, Manresa Field,
Kaiser Park, and the Ocean Breeze Riding Area.
7 Protect mechanical systems In Progress The City, through DPR will begin design in 2015 at Tony Dapolito Complete Completed
at major park facilities and Recreation Center and in 2015 will complete design for the preliminary
buildings Asser Levy Recreation Center boiler. As funding is made design
available, DPR will continue to assess and upgrade its facilities. investigation
8 Move or protect critical In Progress At the Olmsted Center, DPR has completed procurement and Begin to Completed
operations centers begun construction of flood mitigation measures, including the construct
incorporation of berms, stormwater detention areas, a flood protective
gate, flood vents, concrete wall panels, tide gates, and elevation measures
of the Annex.
PROTECT WETLANDS, OTHER NATURAL AREAS, AND THE URBAN FOREST

9 Work with the Federal In Progress The City continues to work with its Federal government partners Continue to Completed
government to transform and outside institutions to improve and transform Jamaica Bay. advance
Jamaica Bay The General Management Plan was completed with a Record of partnership and
Decision in Summer 2014. The Science and Resilience Institute launch
at Jamaica Bay is developing a research and policy agenda and transformation
recently hired a new executive director to lead the scientific
work in Jamaica Bay.
10 Increase the health and In Progress The City, through DPR and in partnership with ORR, secured a Launch projects Completed
resiliency of natural areas, NFWF grant for Tibbetts Brook. DPR will issue an RFP for in Alley Creek
including Tibbetts Brook daylighting Tibbetts Brook in 2015. Additionally, a final draft of and Bronx River
the Alley Creek Watershed Plan was completed. A Bronx River watersheds and
fish passage was constructed and the first phase of a pilot tidal wetlands in
stormwater capture program was completed at Shoelace Park. Staten Island,
Bronx, and
Queens
No. Status Status
11 Improve the health and Completed The City, through DPR, has hired 20 foresters to improve the Hire and train 10 Completed
resiliency of the citys urban health and resiliency of the citys urban forest. Tree Trust, through foresters
forest the City Parks Foundation, has expanded several hundred tree
beds citywide this year. DPR will continue to increase pruning
capacity and operations and expand tree beds.
12 Increase growth of local plant Completed Production of beachgrass at Floyd Bennett Field has been Launch Completed
material for restoration work completed for 2014. The grass was harvested at the end of improvements to
2014 and will be made available for dune plantings. The Greenbelt Native
production field will be replanted for the next growing season. Plants Center
DEVELOP TOOLS FOR COMPREHENSIVE CLIMATE ADAPTATION PLANNING AND DESIGN

13 Establish a center for Completed The Science and Resiliency Institute at Jamaica Bay launched in Launch initial Completed
resiliency and restoration 2013 with a scientific consortium led by CUNY. In 2014, the operations of
efforts in the Jamaica Institute played a key role in the Citys efforts to work with the center
PA R KS
Bay-Rockaway Parks USACE in Jamaica Bay. The Institutes first executive director
was hired in 2014.
14 Quantify the benefits of the In Progress The City, through DPR, continued its work to quantify the Commission Completed
citys ecosystems and green benefits of green infrastructure, including stormwater retention, studies on the
infrastructure infiltration and sewer flow, evapotranspiration, and pollutant impact of the
removal. citys green
infrastructure
program
15 Create climate adaptation In Progress The City, through DPR, has mapped parks in the 100-year Map and Completed
plans for all parks in the floodplain and continues to implement improvements based on catalogue
100-year floodplain its High-Performance Landscape Guidelines, which are currently vulnerable sites
being revised.
16 Map the citys overhead In Progress The City, through DPR, has mapped its street trees and met Launch mapping Completed
utilities and street trees with ConEd and looks forward to working with ConEd to effort
complete the necessary analysis.
PROTECT SITES WITH HAZARDOUS SUBSTANCES AND ENCOURAGE BROWNFIELD REDEVELOPMENT

1 Identify cost-effective Completed The Citys Open Industrial Uses study was completed in 2014, Complete Open Completed
measures to safeguard identifying measures that can be undertaken to safeguard open Industrial Uses
exposed substances in the industrial uses, including those in the floodplain. study
E N V I R O N M E N TA L P R O T E C T I O N A N D R E M E D I AT I O N
100-year floodplain
2 Develop a catalogue of best In Progress Building on the results of the Open Industrial Uses Study, the Begin process of Completed
practices for storing enclosed City, through DCP, has launched a study to evaluate measures developing best
hazardous substances in the to improve resiliency in industrial zones. The study is expected practices
100-year floodplain to be completed in 2016.
3 Accelerate brownfield Completed To accelerate cleanup of flood-prone areas, OER expanded the Launch Completed
cleanup in the 100-year NYC Brownfield Incentive Grant program to establish a new expansion of
floodplain to prevent release Climate Change Resilience Bonus Cleanup Grant with funding existing
of pollutants from the New York State Regional Economic Development Brownfield
Council and city sources, to provide up to $10,000 in bonus Incentive Grant
grants for cleanups in the NYC Voluntary Brownfield Cleanup program
Program in the 100-year floodplain.
4 Explore strengthened cleanup Completed OER established new regulations to strengthen standards for Examine existing Completed
standards on industrial cleanup of waterfront industrial properties. The impact of future soil cleanup
waterfront brownfields storms on communities in coastal industrial areas will be lessened standards and
by reducing the level of contaminants that can be left on evaluate how to
waterfront brownfield sites, especially environmental justice strengthen
neighborhoods that are already greatly overburdened by pollution. protections
5 Launch brownfield climate Completed OER is now performing resiliency surveys at no charge for Begin audits of Completed
change resiliency audits and developers of brownfield sites in the Brownfield Cleanup brownfield
improve storm preparedness Program. These surveys educate developers on the most cleanup and
protective building design practices to lower vulnerability to publish report
severe storms and other effects of climate change and on findings
incentives to achieve these goals. After completing
approximately 20 surveys, OER will publish a report on findings
and best management practices to educate the broader
development community.
No. Status Status
6 Launch full operations of the Completed OER was delegated authority to make solid waste beneficial use Launch NYC Completed
E N V I R O N M E N TA L P R O T E C T I O N A N D R E M E D I AT I O N
NYC Clean Soil Bank determinations by New York State and established the NYC Clean Soil Bank
Clean Soil Bank in 2013 to enable no-cost exchange of clean
native soil from remediated brownfield sites to City construction
projects, including those designed to elevate grades and
promote climate change resiliency and new affordable housing
projects. In its first six months of operation, the Clean Soil Bank
enabled transfer of more than 67,000 tons of clean native soil
and saved the City and brownfield developers more than $2.5
million in soil disposal and purchase costs.
7 Perform update of SPEED, In Progress Subject to available funding, the City will expand the information Complete update Completed
the Citys online available in SPEED to enable climate change resiliency to SPEED
environmental research analyses, and to improve the efficacy of its use before, during, database
engine and after future extreme weather. Using an existing State grant,
OER also will establish an innovative IT application for use by
community brownfield planners working to improve local
brownfield cleanup, development, and resiliency efforts. In 2014
OER worked to expand support for grass roots planning for
climate resiliency by creating networks of community-based
organizations. OER has established 15 new place-based
Community Brownfield Planning Areas in communities in all five
boroughs, including five new planning areas in neighborhoods
heavily impacted by flooding from Sandy (Red Hook in
Brooklyn, Edgemere in the Rockaways in Queens, Stapleton
and West Shore on Staten Island, and East Harlem in
Manhattan).
PROTECT WASTEWATER TREATMENT FACILITIES FROM STORM SURGE

1 Adopt a wastewater facility Completed The City, through DEP, has adopted internal guidelines for Adopt new Completed
design standard for storm wastewater facility design for storm surge and sea level rise. design guidelines
surge and sea level rise DEP will continue to implement these guidelines in new capital
projects.
2 Harden pumping stations In Progress The City, through DEP, has secured $156 million in Federal Incorporate Completed
funding to harden pumping stations and wastewater treatment resiliency
plants. DEP will continue to incorporate resiliency measures in measures in
repairs and capital projects. repairs and
capital projects
W AT E R A N D W A S T E W AT E R
3 Harden wastewater treatment In Progress The City, through DEP, has secured $156 million in Federal Incorporate Completed
plants funding to harden pumping stations and wastewater treatment resiliency
plants. DEP will continue to incorporate resiliency measures in measures in
repairs and capital projects. repairs and
capital projects
4 Explore alternatives for the In Progress The feasibility study is underway to explore alternatives for the Initiate feasibility Completed
Rockaway Wastewater Rockaway Wastewater Treatment Plan and is expected to be study
Treatment Plant completed in 2015.
5 Develop cogeneration In Progress Funding has been secured for the cogeneration facilities at Substantially Completed
facilities at North River North Rivers Wastewater Treatment Plant and the project is complete design
Wastewater Treatment Plant currently in design. of cogeneration
facilities
6 Explore opportunities to In Progress The Wards Island Wastewater Treatment Plants feasibility study Initiate feasibility Completed
expand cogeneration and is currently underway. study
other energy measures
7 Encourage regional resiliency In Progress DEP helped organize a workshop at the February 2014 New Share results of Completed
planning York Water Environment Association annual conference on DEPs detailed
Preparing for Climate Change Impacts to Wastewater wastewater risk
Infrastructure in Coastal Communities. DEP presented the NYC and adaptation
Wastewater Resiliency Plan and invited utilities from Nassau analysis
and Westchester counties to present on their resiliency projects.
DEP will continue to present NYCs wastewater resiliency
approach as opportunities arise.
No. Status Status
IMPROVE AND EXPAND DRAINAGE INFRASTRUCTURE

8 Reduce combined sewer In Progress DEP and partner agencies have initiated construction on Complete four Completed
overflows with Green multiple area-wide contracts covering approximately 27,000 long-term control
Infrastructure acres of the City. DEP is currently in construction or final design plans
on approximately 2,000 bioswales and stormwater greenstreets.
Consistent with the 2012 Amended CSO Consent Order, DEP
has also completed and submitted four long-term control plans:
Alley Creek/Little Neck Bay, Westchester Creek, Hutchinson
River and Flushing Creek. DEP will continue to comply with the
milestones set forth in the 2012 Amended CSO Consent Order.
9 Reduce combined sewer In Progress In July 2014, DEP began construction of an $18 million Bluebelt Begin or continue Partially
overflows with high-level and high level storm sewer project (HLSS) at Twin Ponds in the construction of 4 Completed
storm sewers citywide Laurelton area. DEP will construct two miles of high level storm high-level storm
sewers that will capture stormwater before it enters the sewer capital
combined sewer and divert it directly to the Twin Ponds projects
Bluebelt.
10 Continue to implement and In Progress DEP continues to build out the South Richmond Bluebelt. The Continue build Partially
accelerate investments in Mid-Island Bluebelt construction is anticipated to begin in 2015. out of South Completed
Bluebelts across the city Richmond
Bluebelt and
begin
W AT E R A N D W A S T E W AT E R
construction of
Mid-Island
Bluebelt
11 Build out stormwater sewers In Progress DEP is installing 84 catch basins and approximately 2.8 miles of Begin or continue Partially
in areas of Queens with new sewer lines in Springfield Gardens, Queens. As a construction of Completed
limited drainage systems component of this project, stormwater from the surrounding three storm
area has been redirected into a newly constructed wetland sewer build-out
conveyance system as part of the Springfield Lake Bluebelt capital projects
initiative, and now makes its way through Springfield Lake. In
2015, DEP will complete construction of the fourth phase of a
$175 million project to improve drainage in Springfield Gardens,
Queens.
12 Periodically review rainfall Completed The latest assessment of precipitation data was completed and Create process Completed
trends and implications for featured in the NYC Wastewater Resiliency Plan. to reassess
stormwater infrastructure precipitation data
PROMOTE REDUNDANCY AND FLEXIBILITY TO ENSURE CONSTANT SUPPLY OF HIGH-QUALITY WATER

13 Repair the leak in the In Progress The construction of the access shafts is underway. The project Continue Completed
Delaware Aqueduct is currently on schedule to for completion in 2016. construction of
bypass tunnel
14 Improve interconnection In Progress Construction contracts are currently being procured. Begin Partially
between the Catskill and construction of Completed
Delaware aqueducts and inter-connection
maximize capacity to deliver
water from the Catskill/
Delaware system
15 Continue the Watershed In Progress DEP continues to implement the watershed protection program, Incorporate Completed
Protection Program to including the land acquisition program. updates to
maintain drinking water Long-Term
quality Watershed
Protection
Program
No. Status Status
IDENTIFY AND HARDEN CRITICAL FOOD DISTRIBUTION ASSETS

1 Study the food distribution In Progress The City is in the process of procuring a consultant to assist in a Launch study Completed
system to identify other food system resiliency study. This study is expected to be
prospective vulnerabilities completed in 2016.
2 Expand upon prior energy In Progress The study has been completed and will inform ongoing energy Expand current Completed
studies, to explore options resiliency work in Hunts Point. study
for cost-effective, continuous
power for the Hunts Point
Food Distribution Center
IMPROVE THE RESILIENCY OF CONSUMER ACCESS

3 Call on New York State to Completed The City, in cooperation with the State, has drafted and released Disseminate Completed
issue preparedness preparedness guidelines. State-issued
guidelines to retailers in preparedness
anticipation of extreme guidelines
F O O D S U P P LY
weather events
4 Call on the State legislature In Progress Legislation was introduced and has stalled at the State level. Advance Completed
to pass City-sponsored OEM will explore other options. legislation
legislation mandating electric
generators for food retailers
5 Continue to support the In Progress The City continues to advance the FRESH program. Additional Pursue FRESH Completed
FRESH program to increase FRESH stores seeking benefits for new construction, expansion programs in
the number of full-line and renovation have received approval and authorization. Sandy-impacted
grocers in underserved FRESH continues to pursue the most underserved neighborhoods
neighborhoods neighborhoods throughout the city.
6 Expand DCAS food Completed DCAS has registered a contract with Garner Environmental Begin expansion Completed
procurement pilots towards Services effective July 1, 2014 which provides for emergency of suppliers
contracts with larger, more procurement and delivery of meals ready to eat, other food
resilient distributors that have products, and mass feeding services in response to emergency
active New York operations conditions.
7 Implement preparedness Completed This initiative is completed. Waivers for immediate submissions Prepare waiver Completed
measures for continued have been completed. for immediate
availability of SNAP benefits submission if
for vulnerable consumers necessary
following large-scale power
outages
PROTECT SOLID WASTE FACILITIES AND DISPOSAL NETWORKS

1 Harden critical City-owned In Progress In 2014, DSNY completed flood mitigation assessments of six Incorporate Completed
facilities major facilities -- the Manhattan Borough Repair Shop, the resiliency
Manhattan District 3 Garage on Pier 36, a DSNY-owned office measures in
building at 44 Beaver Street, the Brooklyn 11 District Garage, repairs and
the DSNY general supply warehouse in Greenpoint and the capital projects
SOLID WAST E
Bronx 12 District Garage. As a result of these assessments,

DSNY has developed mitigation project proposals that will be
included in future facility capital upgrades. DSNY will continue
to Incorporate resiliency measures in repairs and capital
projects as appropriate.
2 Work with third-party owners In Progress All long-term refuse and recycling vendors have taken steps to Develop an Completed
to protect critical assets and reduce vulnerability to coastal flooding. In addition, DSNY has inventory of
networks identified and catalogued potential system vulnerabilities, critical system
including those in the regions transportation network, that could vulnerabilities
pose a threat to the Citys solid waste management system and and catalogue
developed contingencies to operate in the case of an known risks
emergency.
No. Status Status
COASTAL PROTECTION
1 Work with the Port Authority In Progress The City continues to work with the Port Authority on coastal Complete study Partially
to continue a study of protection measures in Red Hook, as part of the Citys efforts to and launch pilot Completed
innovative coastal protection implement an integrated flood protection system. measures
measures using clean dredge
material in Southwest
Brooklyn
2 Call on and work with the In Progress The City has launched a feasibility study for a Gowanus Canal Complete Partially
USACE to develop an local storm surge barrier. preliminary Completed
implementation plan and feasibility study
preliminary designs for a local and design and
storm surge barrier along the launch USACE
Gowanus Canal study
3 Implement strategies to In Progress Construction of the John Street section of the Park is nearing Begin construction Partially
protect Brooklyn Bridge Park completion. A developer has been designated and construction of the John St. Completed
and DUMBO of the development site is expected to be completed in 2016. section of the
park; designate
developer for John
St. lower site;
complete study of
DUMBO resiliency
measures
B R O O K LY N - Q U E E N S W AT E R F R O N T
4 Support private investments In Progress The City expects to serve businesses along Newtown Creek Advertise Partially
that reduce flood risk along through its new Business PREP program, which will launch in support to Completed
Newtown Creek 2015. businesses;
provide technical
assistance
5 Create an implementation In Progress The City will continue to work with the USACE to advance Commence Completed
plan for comprehensive projects in vulnerable locations citywide, including the study
flood-protection Williamsburg, Greenpoint, and Long Island City coastlines. As
improvements on public and new waterfront development occurs, the City looks to leverage
private property along the opportunities created by new construction to advance flood
Williamsburg, Greenpoint, and protection.
Long Island City coastlines
BUILDINGS
6 Implement planned upgrades In Progress The City is implementing upgrades to City-owned industrial Commence Completed
to vulnerable City-owned, properties including electrical equipment elevation at Brooklyn property
industrial properties Army Terminal and Bush Terminal. upgrades and
substantially
complete
CRITICAL INFRASTRUCTURE
7 Improve connections Completed DOT has completed work at this location to allow a better flow Complete Completed
between Red Hook and the of pedestrian traffic and public transit at this location. enhancements to
rest of Brooklyn Enhancements to Mill Street connection and BQE underpass Mill street
are complete. connection and
BQE underpass
8 Call for the MTA to explore In Progress The City will launch a new Citywide Ferry Service that will Complete Partially
Red Hook-Lower Manhattan include Red Hook. Service will launch in 2017. assessment Completed
bus connections
9 Implement expanded free Completed The City will launch a new Citywide Ferry Service that will Complete Completed
summer weekend ferry include Red Hook. Service will launch in 2017. summer 2013
service from Manhattan to service and
Red Hook in 2013 evaluate results
No. Status Status
COMMUNITY AND ECONOMIC RECOVERY

B R O O K LY N - Q U E E N S
10 Create and implement a Not Started The City continues to pursue funding to begin this work. Complete Not
W AT E R F R O N T
revitalization strategy for assessment Completed

targeted retail and community
spaces within Red Hook
Houses
11 Implement planned and In Progress The City continues to implement investments to increase Complete first Completed
ongoing investments by the resiliency along the Brooklyn-Queens Waterfront. phase of Bush
City and private partners Terminal Park
COASTAL PROTECTION
1 Call on and work with the In Progress The City will continue to work with the USACE on its South Commence Completed
USACE to study the Shore phase 2 feasibility study and possibly through its CAP study
construction of a floodgate at program to advance projects in vulnerable locations along the
Mill Creek South Shore, including at Mill Creek.
E A S T A N D S O U T H S H O R E S O F S TAT E N I S L A N D
BUILDINGS
2 Assist Staten Island Completed The City committed $28 million to both SIUH campuses to Provide technical Completed
University Hospital (SIUH) in upgrade the facilities against future climate risks. Prior to this, support to SIUH
applying for hazard mitigation the City provided technical assistance to SIUH in submitting
funding their HMGP grant application to the State for HMGP funding,
resulting in a State award of $12M in HMGP funding to protect
critical infrastructure at the North Campus.
3 Implement and expedite In Progress NYCDOT is currently working on 13 street reconstruction Commence Partially
roadway and sewer capital projects in the South Shore areas. sewer Completed
projects along Hylan enhancement
Boulevard, especially in and paving
vulnerable South Shore areas projects;
complete
intersection
improvements
4 Call on and work with the In Progress The City has called on the MTA to secure funding for this study. Commence Not
MTA to create an relocation Completed
implementation plan for the feasibility study
relocation of Richmond Valley
SIR station to Page Avenue
No. Status Status
5 Study potential new ferry In Progress NYCEDC is working to lease City-owned land adjacent to the Commence Completed
routes serving Staten Island planned New York Wheel and Empire Outlets development for a Comprehensive
and issue a Request for ferry landing to serve smaller vessels coming from various Citywide Ferry
Expressions of Interest (RFEI) locations across the harbor. In addition, further expansion to Study
to gauge market interest Stapleton could constitute a second phase of expansion in the
recently announced Citywide Ferry Service, subject to the
availability of additional funding. Ferry Service to all boroughs was
examined in NYCEDCs Comprehensive Citywide Ferry Study.
6 Secure available Federal In Progress The City, through DPR, continues to seek funds for this initiative. Apply for relevant Completed
funding to implement the funding
Community Wildfire
Protection Plan for fire-prone
areas on the East Shore
7 Launch the first capital In Progress Construction of the first capital project for the Mid-Island Finalize Completed
E A S T A N D S O U T H S H O R E S O F S TAT E N I S L A N D
project for the Mid-Island Bluebelt in Midland Beach is projected to start in 2015. Environmental
Bluebelt in Midland Beach Impact
Statement; obtain
all necessary
permits; begin
property
acquisition
8 Explore expansion of the Not Started Upon successful demonstration of the Saw Mill Creek mitigation Develop pilot Completed
Citys mitigation banking pilot banking pilot, the City will explore expanding mitigation banks mitigation
as a funding mechanism to to other locations citywide. banking structure
facilitate the construction of
the Mid-Island and South
Shore Bluebelts

9 Issue a Request for Completed An RFEI for concessions on City-controlled beachfront issued in Issue RFEI; Completed
Expressions of Interest (RFEI) 2014 yielded several activations over the summer including: activities subject
for new concessions and Staten Island Beach Fest; 7 weekends of programming and to RFEI response
services at City-controlled activations at Midland Beach, and; Fantasy Shore Amusement
beaches in the East Shore Park at Midland Beach and the Sunset Festival.
10 Create a comprehensive In Progress The City submitted an application to NFWF for this project but Complete plan Not
revitalization plan for Great was not awarded funding. The City will continue to identify Completed
Kills Harbor to increase possible funding alternatives for this initiative.
resiliency and to draw
additional investment
11 Create a strategic plan for public In Progress As part of a strategic East Shore planning exercise, DPR Complete plan Not
recreational land, including the anticipates leading a conceptual recreation planning process for Completed
beachfront recreation areas and the East Shore of Staten Island in 2015.
open space
12 Implement planned and In Progress Ocean Breeze construction is ongoing. The New Stapleton Complete Ocean Partially
ongoing investments by the Waterfront construction commenced in early 2014 and is on Breeze track and Completed
City and private partners schedule for 2016 completion. A Brielle Avenue developer was field athletic
selected and is a preparing ULURP application. complex; select
respondent for
Brielle Avenue
municipal site
COASTAL PROTECTION
1 Call for USACE to develop an In Progress The City continues to work with the USACE through the Launch study Completed
implementation plan to Rockaway Reformulation study to evaluate a Rockaway Inlet
SOUTH QUEENS
mitigate inundation risks storm surge barrier that would reduce risk, as part of a
through Rockaway Inlet, comprehensive strategy, in all vulnerable neighborhoods
exploring a surge barrier and surrounding Jamaica Bay.
alternative measures
2 Develop an implementation In Progress The City continues to evaluate resiliency options in Broad Complete study Partially
plan to address frequent tidal Channel through DCPs Resilient Neighborhoods study. Completed
inundation in Broad Channel
and Hamilton Beach,
incorporating international
best practices
No. Status Status
3 Complete short-term dune In Progress Short-term dune improvements were completed in 2014. The Complete dune Completed
improvements on the City continues to work with the USACE on its Rockaway improvements
Rockaway Peninsula Reformulation Study. Investment options on the beach and in
Jamaica Bay are currently being evaluated, with final selection
of preferred alternatives expected in 2015.
BUILDINGS
4 Complete design competition Completed The winners of the Arverne East resiliency enhancement design Complete Completed
to enhance resiliency of competition were announced in October 2013 and the City is competition and
planned Arverne East Project working with the developer and winning team to pursue announce winning
implementation. submission
5 Build a new multi-specialty In Progress NYCEDC sold the Rockaway Courthouse to a private developer With private Partially
ambulatory surgical center on in March 2015. The site will be renovated and reopened as a developer, Completed
the Rockaway Peninsula medical center, providing new health care services to the complete center
Rockaways. and make
operational
6 Expand ferry service to the In Progress The City will launch a new Citywide Ferry Service that will knit Construct flexible Partially
Rockaway Peninsula together existing East River routes with new landings and ferry infrastructure; Completed
commence
services to Astoria, the Rockaways, South Brooklyn, Soundview
comprehensive
and the Lower East Side. Service will launch in 2017. Citywide Ferry Study

7 Get New Yorkers Back to Completed All City beaches were opened to the public in time for the 2013 Complete Completed
the Beach for summer 2013 season and included new comfort stations to replace those summer 2013
damaged by Sandy. DPR continues to improve recreational beach programs;
SOUTH QUEENS
opportunities and amenities at city beaches. complete

near-term
restoration of the
boardwalk
8 Explore opportunities for In Progress The City continues to prioritize funding for the Rockaway Parks Continue to Partially
long-term activation of the Conceptual plan and is continuing to rebuild the Rockaway address Completed
beachfront boardwalk. substantially
damaged areas of
boardwalk;
explore options
for new
beachfront
destinations issue;
RFEI for cultural
programming
partners
9 Develop a revitalization In Progress The City continues to foster the revitalization of the Rockaway Complete Partially
strategy for the Beach 108th Peninsula through investments such as the upcoming launch of strategy Completed
Street corridor Citywide Ferry Service as well as pursuing funding
opportunities, jointly with the State, for targeted infrastructure
and resiliency improvements in key commercial corridors
throughout the Rockaways, including Beach 108th Street,
Beach 116th Street, Mott Avenue, and surrounding business
districts.
10 Develop a comprehensive In Progress The City continues to foster the revitalization of the Rockaway Complete plan Partially
commercial revitalization plan Peninsula through investments such as the upcoming launch of Completed
for Beach 116th Street Citywide Ferry Service as well as pursuing funding opportunities,
jointly with the State, for targeted infrastructure and resiliency
improvements in key commercial corridors throughout the
Rockaways, including Beach 108th Street, Beach 116th Street,
Mott Avenue, and surrounding business districts.
11 Develop a commercial In Progress The Urban Land Institutes Technical Assistance Panel report Complete plan; Partially
revitalization strategy for Far was completed. Beach 20th Street Plaza design has been issue RFP for Completed
Rockaway, potentially finalized and construction is expected to be completed in 2015. NYC/DOT/MTA
involving repositioning of controlled sites;
City- and MTA-controlled complete Beach
sites 20th Street plaza
No. Status Status
12 Launch a satellite Workforce1 Completed A Workforce1 Career Center satellite launched in Far Rockaway Complete and Completed
Career Center in Far in August 2013. SBS released an RFP for the Far Rockaway open Center
Rockaway Economic Advancement Initiative in 2014. In addition, SBS, in
collaboration with NYCHA, CEO, and Citi Community
SOUTH QUEENS
Development, is also launching a $1.1 million investment to

expand place-based economic empowerment and mobility and
connect Far Rockaway residents to high-quality, full-time
employment.
13 Implement planned and In Progress The City continues to implement investments to increase Launch Jamaica Partially
ongoing investments by the resiliency in South Queens. Bay/Rockaway Completed
City and private partners Restoration
Corps, complete
Beach 73rd
Street YMCA
COASTAL PROTECTION
1 Call on and work with the In Progress The City will continue to work with the USACE on its NY Harbor Launch study Completed
USACE to study additional study to advance projects in vulnerable locations citywide,
Sea Gate oceanfront including Sea Gate. Bulkheads will be improved in Sea Gate
protections with State funds.
2 Continue to work with the In Progress The City will continue to work with the USACE on its NY Harbor Launch study Completed
USACE to study study to advance projects in vulnerable locations citywide,
strengthening the Coney including Coney Island and Brighton Beach.
Island/Brighton Beach
nourishment
3 Call on and work with the In Progress The City will continue to work with the USACE on its NY Harbor Launch study Completed
USACE to study Manhattan study to advance projects in vulnerable locations citywide,
Beach oceanfront protections including Manhattan Beach.
4 Call on and work with the In Progress The City continues to work with the USACE through the Launch study Completed
USACE to study mitigating Rockaway Reformulation study to evaluate a Rockaway Inlet
inundation risks through storm surge barrier that would reduce risk, as part of a
Rockaway Inlet, exploring a comprehensive strategy, in all vulnerable neighborhoods
surge barrier and alternative surrounding Jamaica Bay.
measures
S O U T H E R N B R O O K LY N
5 Develop an implementation In Progress The City has launched a feasibility study for a Coney Island Complete Partially
plan and preliminary designs Creek tidal barrier. preliminary Completed
for new Coney Island Creek feasibility study
wetlands and tidal barrier and design and
identify next
steps
BUILDINGS
6 Study additional resiliency In Progress NYCHA has assessed 1007 ground/first floor apartments in Complete Partially
initiatives for ground-floor approximately 250 Sandy damaged buildings. Design of dry outreach process Completed
housing within NYCHA flood proofing measures has commenced. NYCHA will continue and study
buildings to develop plans to protect ground/first floor apartments with
FEMA funding.
7 Support CUNY launch of Not Started The City will support CUNY in its efforts. CUNY to identify Not
study and pilot of new site and launch Completed
technologies for high-rise study and pilot
buildings
8 Study options to ensure Not Started In 2014, the City explored, with stakeholders in Southern Launch study Not
resiliency of private Brooklyn, opportunities to develop cogeneration facilities. The Completed
cogeneration facilities in the City will continue to pursue future cogeneration opportunities
area and work to secure funding for any necessary studies.
9 Construct new Coney Island In Progress HHC is building a temporary clinic on an HPD site near the Open interim Partially
Hospital outpatient clinic to former Ida G. Israel facility. HHC is still searching for a suitable facility Completed
replace the destroyed Ida G. permanent site.
Israel facility
No. Status Status
10 Call for the USACE to In Progress The City will continue to work with the USACE on its NY Harbor Complete study Partially
develop an implementation study to advance projects in vulnerable locations citywide, Completed
plan for the reinforcement of including along the Belt Parkway
existing Belt Parkway edge
protections
11 Restore recreational In Progress DPR continues to restore recreational infrastructure along Complete Partially
infrastructure along Southern Southern Brooklyn beaches. restoration of Completed
Brooklyn Beaches infrastructure and
facilities
12 Complete planned drainage In Progress The first capital project in Coney Island is currently in Commence first Completed
improvements in Coney construction. The project includes the installation of a new phases of
Island to mitigate flooding larger outfall at West 15th Street, new storm sewers, construction and
replacement of existing sanitary sewers, replacement and advance design
upgrading of existing trunk and distribution water mains in West for future phases
15th Street between Hart Place and Surf avenue, as well as the
replacement of existing storm sewers in a portion of Surf
Avenue between Stillwell and West 17th Streets.
13 Provide technical assistance In Progress The City is in conversations with Sea Gate leadership on Work with Sea Partially
to support Sea Gate in opportunities to assist its infrastructure repairs and is working Gate Association Completed
repairing Sandy-damaged actively with the USACE to complete coastal protections in Sea to study private
infrastructure Gate. The City will continue to work with Sea Gate Association infrastructure and
to study private infrastructure and prepare scope for repairs. prepare scope
for repairs

S O U T H E R N B R O O K LY N
14 Work with Brooklyn Chamber In Progress Sheepshead Bay neighborhood was not eligible for AvenueNYC Assist local Not
of Commerce to assist in funding, as it is not low to moderate-income, thus Brooklyn merchant Completed
organizing Sheepshead Bay Alliance did not apply for funding. organizing efforts
businesses
15 Support area recovery In Progress The Coney Island entertainment district had a historic season in Complete phase Partially
through the rebuilding and 2014, attracting millions of visitors. The new roller coasterthe 5 of amusement Completed
expansion of the Thunderboltopened in June to great acclaim, and the Aquarium area expansion
entertainment district commenced work on their Ocean Wonders expansion project, as with new roller
planned, and received key approvals from FEMA for major repair coaster;
efforts for damage from Sandy. Further investments in the Coney commence
Island entertainment district, including new rides and attractions, Aquarium
are planned by private operators and developers in area. The City expansion
will continue to support the Aquarium expansion including
completion of the Ocean Wonders expansion project which is
anticipated to be completed in 2016.
16 Study opportunities along In Progress The City has launched a feasibility study for a Coney Island Complete study Partially
Coney Island Creek to Creek tidal barrier. As part of that study, NYCEDC continues to of economic Completed
generate economic activity and seek feedback from local stakeholders on related economic development
facilitate resiliency investments development opportunities. opportunities
17 Implement planned and In Progress There have been continued investments over the past year in Complete Calvert Partially
ongoing investments by the Coney Islands recreational and amusement attractions. NYC Vaux Park fields; Completed
City and private partners Parks Department has continued to progress renovations at West 8th Street
Calvert Vaux Park. A second phase of the West 8th Street Access Project;
Access Project is under construction, further improving Coney Island
pedestrian connections from the subway station to the Commons and
Boardwalk via a new plaza at West 10th Street. Construction will YMCA
soon commence on the Seaside Park and Community Arts
Center project, which will bring new open space and a cultural
attraction to a long-neglected landmark building on the
Boardwalk at West 21st Street. The City continues to work with
private partners to advance the revitalization of the Coney
Islands entertainment district, building on last years opening of
a state-of-the-art roller coaster and including progress on major
efforts such as the expansion of the New York Aquarium.
No. Status Status
COASTAL PROTECTION
1 Create an implementation In Progress The City, with support from the State, allocated $6.75 million in Commence Completed
plan and design for an additional funds to conduct preliminary design and planning competition and
integrated flood protection south of Montgomery Street to Battery Park City. In addition, the design study
system for remaining City allocated $8 million in capital funds for the implementation
Southern Manhattan areas of the first-phase of construction in Battery Park. The City
continues to pursue additional funds for further implementation,
building on the Rebuild by Design planning and design process.
2 Conduct a study for a Completed The City completed this feasibility study, demonstrating that the Complete initial Completed
multi-purpose levee along concept of a multipurpose levee was feasible. The City will feasibility study
Lower Manhattans eastern continue to pursue protections against long-term climate
edge to address coastal change impacts.
flooding and create economic
development opportunities
3 Construct physical In Progress DOT made several safety improvements to Water Street, Complete Completed
enhancements to Water including the creation of an expanded pedestrian plaza, and an temporary
Street increase in time allowed for pedestrian street crossing. improvements
and design
permanent
improvements

S O U T H E R N M A N H AT TA N
4 Implement temporary Completed DOT completed temporary art installations in Water Street and Approve zoning Completed
programming of Water Street Whitehall Plaza and art panel installations on Gouverneur Lane changes, select
privately owned public and Water Street between Wall Street and Maiden Lane. programming
spaces (POPS) NYCEDC facilitated temporary improvements and activations of partner, and
POPS with local partner during Spring and Summer 2014. commence
programming
5 Launch a program to enable Completed DCP is currently working with NYCEDC and the Alliance for Create design Completed
permanent improvements to Downtown New York (ADNY) to draft zoning text to facilitate criteria and solicit
Water Street privately owned upgrades of the Water Street POPS and infill of the arcades for design
public spaces (POPS) retail use. By April 2015, NYCEDC and ADNY will be preparing proposals;
the land use application. By the end of 2015, the zoning text facilitate land use
should be in public review or completed. approvals
6 Implement planned and In Progress The City continues to implement investments in the South Street Complete Completed
ongoing investments in the Seaport. resiliency
South Street Seaport improvements to
Schermerhorn
Row and
Museum Block
7 Use the Job Creation & In Progress The Job Creation & Retention Program was extended through Extend and Completed
Retention Program to attract 2015 and the vast majority of project funding has been create a new
and retain businesses in expended on projects in southern Manhattan, with the program to make
Sandy-impacted areas of remainder of the funds to be expended by the end of the year. awards to new
Lower Manhattan and renewing
tenants
8 Expand Take the HELM In Progress The Take the HELM program was created in 2012 to reward Expand Completed
program (Hire and Expand in innovative technology and creative companies for moving to competition and
Lower Manhattan) Lower Manhattan south of Chambers Street. Since 2012, two make awards to
successful iterations of the competition have been completed businesses new
and nine companies have been awarded cash prizes of to Lower
$250,000 for moving to or relocating in Lower Manhattan. In Manhattan in the
2015, a third iteration of the program will help develop a more 100-year
resilient Lower Manhattan by building stronger networks and floodplain
deeper collaboration among tech/creative tenants.
9 Implement planned and In Progress The City continues to implement investments to increase Complete Partially
ongoing investments by the resiliency in Southern Manhattan. Hudson Yards Completed
City and private partners South Tower,
Peck Slip School
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Directory of Abbreviations
100-year The geographical area with a 1 percent or greater chance of flooding HPD New York City Department of Housing Preservation and Development
floodplain in any given year
500-year The geographical area with a 0.2 percent chance of flooding in any HRA New York City Human Resources Administration
floodplain given year HRO New York City Mayors Office of Housing Recovery Operations
ACS New York City Administration for Childrens Services
HUD U.S. Department of Housing and Urban Development
BIC City of New York Business Integrity Commission
LIPA Long Island Power Authority
BOEM Bureau of Ocean Energy Management
LIRR Long Island Rail Road
CAU Mayors Community Affairs Unit
LPC Landmarks Preservation Commission
CBO Community-Based Organization
MMR Mayors Management Report
CEO Center for Economic Opportunity
MOIGA New York City Mayors Office of Intergovernmental Affairs
CERT Community Emergency Response Teams
MOS New York City Mayors Office of Sustainability
CSO Combined Sewer Outflow
MTA Metropolitan Transportation Authority
CUNY City University of New York
NAC Natural Areas Conservancy
DCA New York City Department of Consumer Affairs
NFIP National Flood Insurance Program
DCAS New York City Department of Citywide Administrative Services
NPCC New York City Panel on Climate Change
DCP New York City Department of City Planning
NPS National Parks Service
DDC New York City Department of Design and Construction
NYCEDC New York City Economic Development Corporation
DEP New York City Department of Environmental Protection
NYCEEC New York City Energy Efficiency Corporation
DFTA New York City Department for the Aging
NYCEM New York City Emergency Management Department
DHS New York City Department of Homeless Services
NYCHA New York City Housing Authority
DOB New York City Department of Buildings
NYCSCA New York City School Construction Authority
DOC New York City Department of Correction
NYPA New York Power Authority
DOE New York City Department of Education
NYPD New York City Police Department
DOF New York City Department of Finance
NYSDEC New York State Department of Environmental Conservation
DOH New York City Department of Health and Mental Hygiene
NYSDOH New York State Department of Health
DOHMH New York City Department of Health and Mental Hygiene
NYSDOS New York State Department of State
DOI New York City Department of Investigation
NYSDOT New York State Department of Transportation
DOITT New York City Department of Information Technology and Telecommunications
NYSERDA New York State Energy Research and Development Authority
DOP New York City Department of Probation
NYSOSC New York State Office of the Comptroller
DOT New York City Department of Transportation
OER New York City Mayors Office of Environmental Remediation
DPR New York City Department of Parks and Recreation
OMB New York City Office of Management and Budget
DSNY New York City Department of Sanitation
ORR New York City Mayors Office of Recovery and Resiliency
DYCD New York City Department of Youth and Community Development
PANYNJ Port Authority of New York and New Jersey
EPA U.S. Environmental Protection Agency
SBS New York City Department of Small Business Services
FAA Federal Aviation Administration
SCA New York City School Construction Authority
FDNY New York City Fire Department
SWMP Solid Waste Management Plan
FEMA Federal Emergency Management Agency
TLC New York City Taxi and Limousine Commission
FERC Federal Energy Regulatory Commission
UHI Urban Heat Island
FHWA Federal Highway Administration
USACE U.S. Army Corps of Engineers
FIRM Flood Insurance Rate Map
USFS United States Forest Service
FRESH Food Retail Expansion to Support Health
HHC New York City Health and Hospitals Corporation
Image Credits
Introduction, Today and Tomorrow Page 66 Page 163 Page 241
(Rent burden) (Port Richmond Waste Water (Cortlandt Street Tunnel)
Page 9 Figure: 2014 New York City Treatment Plant solar panels) Photo credit: Cortland St Tunnel
(NYC Timeline) Housing and Vacancy Survey Photo credit: Emily Dean, Image MTA New York CIty
Photo credit: NYC Municipal Department of Citywide Transit / Marc A. Hermann
Archives Page 87 Administrative Services
(Red Hook Container Terminal) Page 247
Page 18 Photo credit: Joshua Nelson Page 194 (East Side Coastal Resiliency)
(Town Hall Meeting) (Brownfield site) Rendering credit: Bjarke Ingels
Photo credit: Courtesy of New Page 87 Photo credit: Mayors Office of Group
York City Housing Authority (Port Authority Bus Terminal) Environmental Remediation
Photo credit: Michael Nagle Page 250
Page 19 Page 204 (Multipurpose levee)
(Clergy photo) Page 92 (Transmitter water bottle Rendering credit: NYC Economic
Photo credit: Raghavan Kumar (Ferry passengers) refilling station and fountain) Development Corporation
Photo credit: Hannah Henn Photo credit: Design by WXY
Page 21 Cover image
(PAL Program) Page 101 Vision 4 Ramiro Olaciregui / Getty Images
Photo credit: New York City (Students in a cafeteria at Frank
Housing Authority Sinatra School of the Arts High Page 221 We would like to thank the New
School in Queens) (Hunts Point Resiliency) York City Mayoral Photography
Page 23 Photo credit: NYC Department Rendering credit: Office for the many photos they
(5 boro bike tour) of Education PennDesign / OLIN provided for the report
Photo credit: NYC & Company
Vision 2 Page 221
Page 24-25 (Harding Park)
(Skyline) Page 127 Photo credit: New York City
Photo credit: NYC & Company (Saolme Urena de Henriquez Department of City Planning.
Campus School) All rights reserved.
Page 32 Photo credit: Julio Alvarado
(Infrastructure needs) Page 221
Photo credit: New York City (Starlight Park)
Department of Environmental Page 137 Photo credit: NYC Department of
Protection (Staircase) Parks and Recreation
Photo credit: Nikolas Koenig
Page 42-43 courtesy of 1100 Architect Page 223
(Technology spotlight) (Sheryl Nash-Chisholm)
Photo: NYC & Company Page 137 Photo credit: Red Hook Initiative
(Riverside Health Center)
Vision 1 Photo credit: Nikolas Koenig Page 224
courtesy of 1100 Architect (CERT Volunteer)
Page 54 Photo credit: NYC Emergency
(Applied Science) Page 143 Management Department
Photo / Rendering credit: (Access to hospitals)
Kilograph Photo credit: Office of the Public Page 231
Advocate, City of New York (Build it Back home)
Page 51 Photo: Mayors Office of Housing
(Brooklyn Navy Yard - Building 92) Vision 3 Recovery Operations
Photo credit: Tom Olcott
Page 163 Page 232
Page 57 (Jamaica Bay Wildlife Refuge) (Retrofit strategy for an
(Casita Maria and Dancing in Photo credit: New York City attached home)
the Streets) Department of Environmental Rendering credit: New York
Photo credit: Danza Fiesta at Protection City Department of City
Paseo Photo courtesy of Casita Planning. All rights reserved.
Maria and Dancing in the Streets
Acknowledgments
OneNYC is the product of the tremendous dedication, hard work, The incredibly hardworking staffs at the following
and input from nearly all City offices and agencies, as well as the City offices and agencies:
immense number of community and non-profit organizations, elected Office of the First Deputy Mayor, Office of the Deputy Mayor for
officials, experts, academics, and private sector leaders who Health and Human Services, Office of the Deputy Mayor for Housing
contributed their time and energy to share their knowledge of the & Economic Development, Office of the Deputy Mayor for Strategic
city, helping us shape the innovative strategies and initiatives in Policy Initiatives, Administration for Childrens Services, Business
OneNYC. We want to thank the exceptionally hardworking and Integrity Commission, Center for Economic Opportunity, Civilian
talented team at NYC & Company for all of their assistance. And Complaint Review Board, Commission on Human Rights,
finally, OneNYC would not have been possible without the help of Community Affairs Unit, Department for the Aging, Department of
over 10,000 New Yorkers who voiced their opinions at town hall Buildings, Department of City Planning, Department of Citywide
meetings and online, providing invaluable insights and ideas about Administrative Services, Department of Consumer Affairs,
our city. OneNYC is for themand for future generations. Department of Correction, Department of Cultural Affairs,
Department of Design and Construction, Department of Education,
We would especially like to thank the following: Department of Environmental Protection, Department of Finance,
Department of Health and Mental Hygiene, Department of Homeless
Steering Committee Services, Department of Housing Preservation and Development,
Anthony Shorris, Chair, First Deputy Mayor Department of Information Technology and Telecommunications,
Department of Investigation, Department of Parks and Recreation,
LarianAngelo, First Deputy Director, Office of Management Department of Probation, Department of Records and Information
and Budget Services, Department of Sanitation, Department of Small Business
Richard Buery, Deputy Mayor for Strategic Policy Initiatives Services, Department of Transportation, Department of Youth and
Community Development, Health and Hospitals Corporation,
William Goldstein, Senior Advisor to the Mayor for Recovery, Human Resources Administration, Landmarks Preservation
Resiliency, and Infrastructure Commission, Law Department, Mayors Office for Food Policy,
Mindy Tarlow, Director, Office of Operations Mayors Office for People with Disabilities, Mayors Office of
Administrative Trials and Hearings, Mayors Office of Appointments,
Carl Weisbrod, Chairman, New York City Planning Commission; Mayors Office of Contract Services, Mayors Office of Criminal
Director, New York City Department of City Planning Justice, Mayors Office of Environmental Remediation, Mayors
Office of Housing Recovery Operations, Mayors Office of Immigrant
Daniel A. Zarrilli, Director, Office of Recovery and Resiliency
Affairs, Mayors Office of Intergovernmental Affairs, Mayors Office
of International Affairs, Mayors Office of Labor Relations, Mayors
Project Director
Office of Management and Budget, Mayors Office of Media and
Nilda Mesa, Director, Office of Sustainability
Entertainment, Mayors Office of Operations, Mayors Office of
Recovery and Resiliency, Mayors Office of Strategic Partnerships,
OneNYC Team Mayors Office of Sustainability, Mayors Office of Technology &
Ibrahim Abdul-Matin, Susan Ambrosini, Oxiris Barbot, Ian Bassin, Innovation, Mayors Office of Veterans Affairs, Mayors Office to
Caitlin Benson, Ben Branham, Steven Caputo, Tina Chiu, Kate Combat Domestic Violence, NYC 311, NYC Economic Development
Collignon, Sarah Currie-Halpern, Linara Davidson, Michael Corporation, NYC Emergency Management Department, NYC Fire
DeLoach, Christine DOnofrio, Chloe Drew, Nellie Dunn, Andrew Department, NYC Housing Authority, NYC Housing Development
Eickmann, Casey Enders, Fenimore Fisher, Rick Fromberg, Danny Corporation, NYC Police Department, NYC Service, Office of the
Fuchs, Ben Furnas, Karin Goldmark, Molly Hartman, Peter Hatch, Chief Medical Examiner, Public Design Commission, Recovery,
Jonelle Hooper, Pablo Illanes, Lolita Jackson, Asima Jansveld, Resiliency and Infrastructure, School Construction Authority, Taxi
Morgan Jones, Purnima Kapur, James Katz, Trevor Kenmure, Jee and Limousine Commission
Mee Kim, Martha King, Kumar Kintala, Matthew Klein, Jonathan
Law, Douglas Le, John Lee, Nicolas Lefevre-Marton, Jose Louis,
Gwendolyn Litvak, Xiao Linda Liu, Anish Melwani, Morgan OneNYC is published pursuant to Local Law 84 of 2013
Monaco, Olivia Moss, Sophie Nitkin, Joseph Pikiewicz, Anna
Poe-Kest, Albert Pulido, Vincent Riscica, Jack Robbins, RoseAnn
Ryan, Kavya Shankar, Jessica Singleton, Laura Slutsky, Howard Design by NYC & Company
Slatkin, Sarah Solon, Amy Spitalnick, Jenny Sobelman, Jamie Project Lead: Sarah McCue Callaghan
Springer, Daniel Steinberg, Minerva Tantoco, Eddie Torres, Barbara Creative Director: Emily Lessard
Turk, Sonam Velani, Kelly Wang, Ala Warren, Dominic Williams, Lead Designer: Louis Lee
Adam Zaranko, 100 Resilient Cities Designers: Caitlin Clingman, Sara Duell, Noah Venezia
Mayors Sustainability Advisory Board
Co-Chairs Bomee Jung, Deputy Director, Enterprise Community Partners,

Larisa Ortiz, Larisa Ortiz Associates; Commissioner, New York City Planning Commission
City Planning Commission
Eric Klinenberg, Professor of Sociology, NYU
Donovan Richards, Jr., City Council, Chair, Committee on
Gary LaBarbera, President of the NYC Building and
Environmental Protection
Construction Trades Council
Jeffrey D. Sachs, Director of The Earth Institute, Quetelet
Peter J. Madonia, CEO, The Rockefeller Foundation
Professor of Sustainable Development, and Professor of Health
Policy and Management at Columbia University; Special Advisor Melissa Mark-Viverito, Speaker, New York City Council
to United Nations Secretary-General Ban Ki-moon on the
Cheryl McKissack Daniel, President & CEO, McKissack &
Millennium Development Goals
McKissack
Members Michael Northrop, Program Director, Rockefeller Brothers Fund

Vincent Alvarez, President, New York City Central Labor Council
Kate Orff, Founder & Design Director, SCAPE/Landscape
Richard T. Anderson, President, New York Building Congress Architecture
Jennifer Jones Austin, CEO and Executive Director, The Adam Parris, Director of Jamaica Bay Science and Resilience
Federation of Protestant Welfare Agencies Institute at Jamaica Bay, CUNY
John Banks, President, Real Estate Board of New York Lee H. Perlman, Chief Financial Officer and Executive Vice
President, Greater New York Hospital Association
Xavier de Souza Briggs, Vice President, Ford Foundation
Allison Sesso, Executive Director, Human Services Council of
Carlton Brown, CEO, Full Spectrum of NY, LLC
New York
Marcia Bystryn, President, New York League of Conservation
Peggy Shepard, Executive Director, WE ACT for Environmental
Voters
Justice
Andrew H. Darrell, Chief of Strategy, Energy and New York
Kate Sinding, Senior Attorney and Deputy Director, New York
Regional Director at Environmental Defense Fund
Urban Program of Natural Resources Defense Council
Jenny Dixon, Director, The Noguchi Museum
Lisa Sorin, Executive Director, Westchester Square Business
Margaret ODonoghue Castillo, President-Elect, American Improvement District
Institute of Architects, New York State
Amy Sugimori, Director of Policy and Legislation, Local 32BJ
Ingrid Ellen, Faculty Director, Furman Center for Real Estate SEIU
and Urban Policy
Mark Treyger, City Council, Chair, Committee on Recovery and
Robert E. Englert, Director of Land Use, Planning & Resiliency
Infrastructure
Thomas K. Wright, President, Regional Plan Association
William Floyd, Head of External Affairs, Google
Kathryn Wylde, President & CEO, Partnership for New York City
Peter Goldmark, Independent Consultant
Elizabeth C. Yeampierre, Executive Director, UPROSE
Henry Gutman, Chairman of the Board, Brooklyn Navy Yard;
Simpson Thacher & Bartlett LLP
David R. Jones, President & CEO, Community Service Society of

New York
nyc.gov/onenyc
#OneNYC
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One New York

The Plan for a Strong

The City of New York

Letter from the Mayor 2 Vision 3: Our Sustainable City 160

Vision 1: Our Growing, Thriving City 44 200 Water Management

50 Industry Expansion & Cultivation 206 Parks & Natural Resources

58 Workforce Development Vision 4: Our Resilient City 214

We are committed to building a stronger, sustainable, resilient, and equitable

Mayor Bill de Blasio

Our Vision for New York City

Our Growing, Thriving City

Our Sustainable City

We will strive to minimize our environmental footprint, reduce dangerous greenhouse

Our Resilient City

1821 1886 1903 1964

1625 1866 1895 1915 2014

These challenges reach beyond the five boroughs.

OneNYC is the first step in bringing together government at every level,

Meeting Past Challenges

I Running Head Here

The City of New York

1 One City, Rebuilding Together 1

INITIATIVES LAUNCHED IN 2014

New York City and the

INITIATIVES LAUNCHED IN 2015

OneNYC: New Approaches

Equity A Regional Perspective

Industry Workforce Housing Thriving Culture Transportation Infrastructure Broadband

Early Integrated Healthy Healthcare Criminal Justice Vision

80 x 50 Zero Waste Air Quality Brownfields Water Parks & Natural

Neighborhoods Buildings Infrastructure Coastal

These Bronx neighborhoodsvibrant, diverse, and

Our community has long been

Ive lived in the Bronx since

public transit to commute to work, 57% rate of 37% of households

longer to work. have finding well-paying jobs.

Percentage of Residents Who Asthma Emergency Department Visits

How New Yorkers Shaped OneNYC

177 civic organizations and over 50 elected officials

15 leaders from neighboring cities and counties met at City Hall

Led by the Office of Sustainability, over representatives 125

Most Important Issues According to New Yorkers

What We Heard from New Yorkers

New York Citys Greatest Assets, According to New Yorkers

Model Resident-Centered Government

To achieve this goal, we will implement outreach initiatives as described in this

New Yorkers Ideas for Our Citys Future

Kristal I., Brooklyn

New York City:

TD Five Boro Bike Tour

What Could Be Better

As commercial rents go up and neighborhoods change, existing small businesses and

Addressing Core Challenges and Opportunities

PlaNYC 2007 & 2011 OneNYC 2015

Growing Infrastructure Growing Importance of

New Vision for OneNYC

OneNYC builds upon the four