PROGRESS REPORTOneNYC2018

The City of New York
Mayor Bill de Blasio
Dean Fuleihan
First Deputy Mayor

Table of Contents
02

Letter from the Mayor

04

Executive Summary

12

Neighborhood Spotlight: Bronx River Corridor

14

VISION 1

58

Our Growing, Thriving City

VISION 3

Our Sustainable City

16

Industry Expansion & Cultivation

60

80 x 50

20

Workforce Development

64

Zero Waste

24

Housing

68

Air Quality

28

Thriving Neighborhoods

70

Brownfields

30

Culture72

Water Management

32

Transportation

76

Parks & Natural Resources

36

Infrastructure Planning & Management

38

Broadband

78

VISION 4

Our Resilient City
VISION 2

80

Neighborhoods

Our Just and Equitable City

82

Buildings

42

Poverty Reduction

84

Infrastructure

44

Early Childhood

86

Coastal Defense

46

Integrated Government & Social Services

48

Healthy Neighborhoods, Active Living

90

50

Healthcare Access

Diverse and Inclusive
Government

52

Criminal Justice Reform

56

Vision Zero

40

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Letter from
the Mayor
Friends,
Three years ago we released One New York: The Plan for aStrong and Just City as an urgent response to the related
challenges of climate change and inequality. Since then, we
have fought hard. We have been creative. We have harnessed
the full resources of our government. Today, we can point
to real progress on our path to becoming the fairest big cityin America.
We are growing: New Yorkers are creating good-paying

jobs and economic opportunity as our population rises.
We are more equitable: New Yorkers citywide have higher

wages, safer streets, more affordable housing, and better
access to healthcare. We are more sustainable: Our air
and water are cleaner, our streets are greener, and we are
emitting less greenhouse gas. We are more resilient: Ourneighborhoods are better equipped to withstand heat,flooding, and storms.
This progress report for OneNYC shows that we’ve hadmeasurable achievements on a wide variety of fronts. But wecannot stop. Now, we have to do more. We know that we’rein a time in history where there’s just no resting for us andwe accept that challenge gladly. More than ever, the rest of
the nation and the rest of the world are looking to New York
City to lead.
In the coming years we will deepen our efforts and fightevery day to ensure that our planet, our economy, and ourcity are fair, livable, and sustainable so that every New
Yorker, in every zip code, can thrive.

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nyc.gov/onenyc(Image on Page Left) Mayor Bill de Blasio
announces the first-ever citywide mandatethat will slash greenhouse gas emissions
by requiring owners of buildings larger than
25,000 square feet to cut their fossil fuelemissions and meet new efficiency targets.

Mayor Bill de Blasio

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OneNYC Progress Report 2018

Executive
Summary
Three years after the release of our OneNYC strategy, NewYork City is thriving as we are creating the fairest big city in
America. Jobs are at record highs across the five boroughs.
Crime is lower than it’s been since the 1950s. The air andsurrounding waterways are cleaner than they’ve been in decades.
Our neighborhoods are safer, more affordable, and moreenvironmentally just. And we have raised the bar on climate
leadership by taking the fight straight to the fossil fuel companies
that have created the climate crisis.
History
In April 2015, New York City took stock of its mostsignificant challenges—population growth, aging
infrastructure, increasing inequality, and climate change—
and released a blueprint for tackling these challenges headon. That blueprint, One New York: The Plan for a Strong andJust City (OneNYC), is the City’s strategic plan for inclusive
growth and climate action. It is the first resilience strategy
released by any city in partnership with 100 Resilient Cities,
pioneered by the Rockefeller Foundation. OneNYC also set a
global tone for the pursuit of sustainable development that
has influenced the work of other cities around the globe.
In OneNYC, we made significant commitments: lifting
800,000 New Yorkers out of poverty or near poverty;
creating new job opportunities; dramatically reducing ourgreenhouse gases and waste sent to landfills; achieving
the cleanest air of any large U.S. city; and ensuring thatthose on the front lines of climate change—often the mostvulnerable New Yorkers—are protected against its risks.

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Since April 2015

All OneNYC initiatives havelaunched and are already underway
Over 80% of OneNYC indicators
are stable or improving
Of the 564 milestones we set for
the end of 2017, 86% were either
completed or partially completed

The four OneNYC visions and their corresponding goals
and initiatives will ensure that as our city grows, it also
becomes stronger, fairer, and more capable of meeting thechallenges that lie ahead. So how are we doing?

(Image on Page Left)
Photo Credit: Edwin J. Torres/Mayoral Photography Office.

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OneNYC Progress Report 2018EXECUTIVE SUMMARYOneNYC Progress Report 2018EXECUTIVE SUMMARYVISION 1

VISION 2

Our Growing, Thriving City

Our Just and Equitable City

New York City will continue to be the world’s most dynamic urban economy,
where families, businesses, and neighborhoods thrive.

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

We have seen record job and wage growth and record low unemployment—with gains in all five boroughs.

The City’s jail population has fallen to the lowest number in decades, alongside record low crime rates.

Affordable housing in 2017 hit a 30-year high, with over 87,500 homes financed since 2014.

We are ahead of schedule in lifting 800,000 New Yorkers out of poverty or near poverty by 2025, withthe lowest poverty level since the Great Recession.

CreateNYC, with an over $15 million investment, will expand and diversify cultural offerings across thefive boroughs.

We tripled the number of children in free, full-day, high-quality pre-k and launched 3-K for All.
NYC has achieved the safest roads since record-keeping began in 1910.

Population Change by BoroughNet from 2010 Census to July 2017

Percent Population Change by Boroughfrom 2010 Census to July 2017

The city has not witnessed such a robust pace ofgrowth in over a half century.

Queens+ 127,860

Over 1 million New Yorkers have secured municipal identification through IDNYC.

NYC Traffic Fatalities 2000–2017

Before Vision Zero
Vision Zero

The years 2014 through 2017 had the fewest traffic fatalities on
New York City streets since record-keeping began in 1910.

Staten Island+ 10,728
The Bronx+ 86,052

2000–2013 average prior to Vision Zero

400

FATALITI ES

300

200

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2017

2016

2015

2014

2013

2012

2011

0

2010

StatenIsland2009

Queens2008

Manhattan

2007

Brooklyn

2006

The Bronx

2005

2.3%

2004

5.7%

2003

5.0%

2002

Brooklyn+ 144,071

5.8%

2001

Manhattan+ 78,854

6.2%

2000

100

OneNYC Progress Report 2018EXECUTIVE SUMMARYOneNYC Progress Report 2018EXECUTIVE SUMMARYVISION 3

VISION 4

Our Sustainable City

Our Resilient City

New York City will be the most sustainable big city in the world and a global
leader in the fight against climate change.

Our neighborhoods, economy, and public services will be ready to withstand andemerge stronger from the impacts of climate change and other 21st century threats.

NYC was the first major city or state in the nation to commit to divesting pension funds from fossil fuels.

We brought pioneering litigation against five fossil fuel companies most responsible for climate change.

NYC was the first city to align with the Paris Agreement; the City has reduced annual greenhouse gas
emissions 15 percent; first-in-the-nation mandatory building retrofits will deepen the City’s emissions cuts.

New Climate Resiliency Design Guidelines will institutionalize climate-smart construction across the city.
The City secured a groundbreaking commitment to redraw our flood maps to better account for flood risk.

The City’s renewable solar energy has increased solar sixfold to over 148 megawatts.

Major project milestones continue to be met across the City’s over $20 billion resiliency program,including completion of the Rockaway Boardwalk, interim flood protection measures, and hundredsof home elevations.

NYC enacted landmark environmental justice legislation to guide City decisions.
The City has over 1,200 electric vehicles in use by its agencies and over 500 charging stations are
already installed.

Launched a comprehensive $106 million heat mitigation and adaptation program to keep New
Yorkers safe during extreme heat.

Over 3.3 million New Yorkers are already served by organics collection.

NYC Projected Floodplain with
Sea Level Rise (SLR)

Solar Stats
NYC has increased solar deployment sixfold since the beginning of the de Blasio
administration on the way to 1GW by 2030.

2015 FEMA Preliminary FIRM
2020s: 10" Sea Level Rise160

2050s: 30" Sea Level Rise
2080s: 58" Sea Level RiseI NSTALLED CAPACIT Y (MWdc )140

2100s: 75" Sea Level Rise

120
100
80
60
40
20
0

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pre-2012

2012

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2013

2014

2015

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2016

2017

2018 (YTD)

Source: New York City Panel on
Climate Change 1 percent annual
chance floodplain with 90th
percentile SLR projections.

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EXECUTIVE SUMMARY

Next Steps
The City continues to hold itself
accountable for the delivery of
OneNYC initiatives, milestones, andindicators. Next year, the City willreport on its continuing progress andwill deliver an updated strategy. To
accomplish that, we intend to deepen
our engagement with New Yorkers
in all five boroughs to address thechallenges of today and tomorrow.
This is how we will build the fairest big
city in America.

Learn more.
Visit nyc.gov/onenyc for more
information on our work and how
you can be a part of this effort.

Photo Credit: Michael Appleton for the New York Times.

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PROGRESSA • The City continues to advance the $150 million
modernization and resiliency plan announced by
Mayor de Blasio in 2015.
The City is investing $45 million in HUD grant funds toprotect the peninsula, including the food distribution
center, from power outages due to flooding and otheremergency events. In addition, the City has $40 million
in investments underway, including remediating acontaminated site in the food distribution center andmaking capital improvements to the meat market.

NEIGHBORHOODS P OTLI G HT

Bronx River Corridor
B

Since the publication of OneNYC,
annual progress reports have featured
a spotlight on the Bronx River Corridor,
demonstrating how the plan’s four visions
are being fulfilled on a neighborhood level.
These updates demonstrate the ways
in which OneNYC serves as a resource
and guide for the community’s continued
growth, strengthened resiliency, andincreasing sustainability.

B
L

G

B

C
D

H
I

E

F

A

F

H

J

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C
K

K
13

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B • New Affordable Housing
Compass Residences will be a complex of ten newly
constructed affordable mixed income buildings, along
Boone Avenue. The complex will include approximately
1,300 residential units, as well as retail space, open
space, and space for a 450-seat Department of
Education school. Five of the buildings are alreadycompleted or are in construction.
C • Hunts Point Food Distribution Center
The City continues to advance the $150 million
modernization and resiliency plan announced by Mayorde Blasio in 2015. The City is working with GrowNYC andthe State to develop a 70,000-square-foot regional food
distribution hub on City-owned land, and issued a Request
for Expression of Interest to develop a food-relatedindustrial facility on site.
D • Sheridan Expressway Redevelopment
Sheridan Expressway: NYSDOT is converting theExpressway into an urban boulevard. NYSDOT iscurrently in final design and anticipates beginning
construction in the fall of 2018. Hunts Point Ramps: a
NYSDOT project to improve access to the Hunts Point
peninsula through the construction of ramps. This projectis currently in scoping, with a Draft Environmental Impact
Statement anticipated in May and a Final Environmental
Impact Statement by August. Construction is anticipatedto last through 2025.
E • Hunts Point Down to Earth Farmers Market and THE
POINT/Corbin Hill Farm Share
Building Healthy Communities supported the continuationof this year-round Fresh Food Box from November
2016 through June 2017 at THE POINT and from July to
November 2017 at Urban Health Plan. $4,286 in SNAP,FMNP, and HBs are redeemed annually at this site, with
20,000 pounds of produce via the Fresh Food Box
distributed in 2017 alone.
F • Vision Zero Priority Corridors and Intersection
DOT and MTA improved crosstown transit trips byadding Bx6 Select Bus Service in September 2017, whichconnects the Hunts Point Avenue 6 subway station to the
Hunts Point Coop Market and Washington Heights. Bus
stops were improved at Hunts Point Avenue and Bruckner
Boulevard by adding SBS fare machines, benches, andBus Time WalkNYC displays. An eastbound bus lane wasadded on 163rd Street (approaching Southern Boulevard)
approaching Southern Blvd and signal timing was
adjusted to improve bus and traffic operations.
G • Bronx River Houses
DSNY and NYCHA are continuing outreach and education
at all NYCHA developments, including those in the Bronx
River Corridor. Both agencies have conducted trainings
for NYCHA development staff to learn best practices
for managing recycling. DSNY funded GrowNYC toconduct ongoing recycling education activities at theBronx River Houses. DSNY and NYCHA are also actively
encouraging residents to participate in the Environmental
Ambassadors program. Residents can find out more andsign up at grownyc.org/NYCHA recycles.

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H • Lyons Square PlaygroundAs part of the Community Parks Initiative, Lyons
Square Playground in Hunts Point was redesigned
and reconstructed to better serve local residents. The
design, which was informed by local residents, includes
enhanced play equipment, basketball courts, adultfitness equipment, seating, and a new restroom. A ribbon
cutting was hosted on March 20, 2018, to celebrate thepark’s reopening to the public. The construction of therestroom is proceeding on schedule and expected to becompleted by the end of summer 2018.
I • NYC Voluntary Cleanup Program Site
The conversion of a former gas station to a newcommercial development has been completed. In
2017, four additional tenants moved into spaces in thedevelopment. The tenants now include a bank, threerestaurants, a retail business, and a deli.
J • ‘Hunts Point Wastewater Treatment Plant
The Department of Environmental Protection has
completed more than 30 percent design for the newanaerobic sludge digesters at Hunts Point Wastewater
Treatment Plant. These digesters will replace theexisting anaerobic digestion facilities and will enable
the facility to accommodate organic waste in the future.
The new sludge digesters will also increase the volume
of methane gas produced and will provide the ability toprocess and use that methane gas to offset some ofthe plant’s energy needs.
K • Hunts Point Resiliency
The City continues to advance the Hunts Point
Resiliency Project, which will provide citywide andlocal critical facilities with reliable and resilient energy
to the Hunts Point Food Distribution Center and two
local schools during emergency events such as coastal
flooding, high-heat days, and power outages. The City
received approval from HUD for the project in 2017,
and the conceptual design and environmental review
are underway. The City also completed an analysis ofvarious coastal flood risk reduction systems in 2017,and identification of a preferred project is expected by
the end of 2018.
L • Bronx River Shoreline at Starlight ParkIn April 2017, the Department of Parks and Recreation
recorded the first alewife, a species of herring found in
North America, passing the 182nd Street Dam by wayof the fish passage that was installed just two years
earlier. After the first siting, 73 total alewife traveled
upstream through the passage in 2017. Parks also
stocked 400 adult alewife just downstream of theTwin Dams in the Bronx Zoo in coordination with theConnecticut Department of Energy and Environmental
Protection and the Bronx River Alliance. The juveniles
will hatch, swim to the ocean, and return to the Bronx
River to spawn in three to five years, thus helping
jumpstart a sustainable population which will benefit
the regional fisheries and improve the local ecology forfish, wildlife, and humans. In addition, 448 eels were
documented using the American Eel passage, also
installed in 2015.

VISION 1

PROGRESS 2018

Our Growing,
Thriving CityG OA L S

Industry Expansion & Cultivation PG 16
Workforce Development PG 20
Housing PG 24
Thriving Neighborhoods PG 28
Culture PG 30

New York City continues to experience historic population growth andeconomic prosperity. Driven by an increase of 500,000 residents since2010, the city has not witnessed this pace of growth in over 50 years.
The local economy has kept pace and, in February 2018, hit a record low
unemployment rate of 4.2 percent—the lowest since NYS Departmentof Labor data became available in 1976. The administration continues
to craft policies that leverage this growth to combat inequality throughcustomized economic development strategies aimed at sectors with highwages and job potential, expanded workforce development programs, andenhanced support for small businesses. Going forward, the administration
will continue implementing the 2017 New York Works plan, a series of 25
initiatives to spur 100,000 jobs with good wages over the coming decade.
While this unprecedented growth has created vast
opportunities, it has also intensified a number of challenges
related to affordable housing and strained infrastructure,
which the City is meeting head on. Housing New York 2.0,
released in 2017, lays out new tools and programs to build andpreserve affordable homes for 300,000 units—up from thepreviously announced goal of 200,000 units. The City is two
years ahead of schedule in meeting this initial commitment
after financing nearly 25,000 affordable homes last year
alone, breaking the all-time record previously set in 1989. The
City has also dedicated unprecedented resources to combat
homelessness and help the most vulnerable New Yorkers
through a suite of new and expanded programs, including
rental and legal assistance.

Finally, the City has improved its transportation capacity
and connectivity, with a focus on providing more transit
options and access to economic opportunity throughthe expansion of Select Bus Service (SBS) to a total of
15 lines, protected bicycle lanes, and Citi Bike into newneighborhoods. The successful launch of NYC Ferry has
also surpassed projections, serving nearly 3 million riders in
its first year.

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Transportation PG 32
Infrastructure Planning & Management PG 36
Broadband PG 38

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New York City will create 100,000
good-paying jobs over ten years.

V I S I O N 1 G OA L

Industry Expansion& Cultivation
New York City has experienced four years of unprecedented economic
growth, accompanied by rising wages and an unemployment rate that is
historically low. The Economic Development Corporation (NYCEDC) ismaking an impact through targeted strategies to strengthen traditionaland emerging sectors with high growth potential and jobs that help more
New Yorkers access the middle class. NYCEDC is also making significant
investments in high-quality City-owned facilities that provide space andservices for businesses to grow. In 2017, Mayor de Blasio launched the
New York Works plan to create 100,000 jobs with good wages over the
coming decade, using an array of policy tools and 25 coordinated policy
initiatives to ensure that New Yorkers are prepared and have access tothese quality jobs.
I NDICATOR

Total number of jobs:

Share of (total private
sector) jobs in innovationindustries:
Median householdincome:Gross city product (GCP):

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L ATEST DATA

PR EVIOUS DATA

4.463

4.396

million (2018)

million (2017)

14.7%

14.8%

(2016)(2015)$58,856$56,457(2016)(2015)$678.3$674.5billion (2016)

billion (2016)

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Space for the
Jobs of the Future

Industrial and
Manufacturing

Life Sciencesand Healthcare+25,000 jobs

+20,000 jobs

+15,000 jobs

Creative andCultural Sectors+10,000 jobs

Tech+30,000 jobs

Three objectives:
1. Invest in thecreation of middleclass jobs

2. Ensure jobs
are accessible to
New Yorkers

3. Prepare forthe jobs of the
futureThe City will address the increasing
divide in the quality of job
opportunities available to New
Yorkers by investing in industries
where middle-class jobs are growing.
Across fields ranging from advanced
manufacturing to freight, from film andtelevision to the life sciences, the City’sefforts will specifically focus on creating
good, accessible jobs.

The City will create career
pathways and invest in industry
partnerships that make these
middle-class jobs accessible
across the diverse New Yorktalent pool. As the nature of workchanges, industrial and technology
jobs will require an increasing levelof qualification. The City will invest
in education, training, and industry
partnerships to ensure that New
Yorkers have the skills and digital
savvy they need to access middleclass job opportunities today and into
the future.

The city is in the midst of atechnology revolution. New
technologies like VR/AR (virtual
reality/augmented reality) andmachine learning, and new ways
of working, like the sharing and
gig economies, are transforming
the jobs New Yorkers have andhow they perform them. The City
will invest to stay at the forefrontof future technologies, ensuringthat New Yorkers are thebeneficiaries of these changes.

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As part of Urbantech NYC, in 2017 the City also announced
the opening of Urban Technology Growth Hubs in Brooklyn
and Manhattan that will activate approximately 100,000
square feet of flexible and affordable space for fast-growing
cleantech and smart cities companies.

NYC Brooklyn Army Terminal.

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Jan–18

Jul–17

Oct–17

Apr–17

Jan–17

Jul–16

Oct–16Apr–16

Jan–16

Jul–15

Oct–15

Apr–15

Jan–15

Jul–14

Oct–14

Apr–14

Jan–14

Jul–13

Oct–13

Apr–13

Jan–13

Jul–12

Oct–12

Apr–12

Jan–12

Jul–11

0%
Oct–11

3700
Apr–11

2%

Jan–11

3800

Jul–104%

Oct–103900

Apr–10

6%

Jan–104000

Jul–098%

Oct–094100

Apr–0910%

Jan–094200

Jul–08Cybersecurity is another fast-growing sector where New
York City is poised to become a global leader as demand forservices continues to surge. In June 2017, EDC announced
a bold investment in the local cybersecurity ecosystem.
Building on the 107 cyber companies in New York City today
and 6,000 related jobs, EDC will directly grow 3,500 new
cyber jobs and contribute to the growth of 10,000 cyber jobs
over the next decade. Released in December 2017, the Cyber
NYC Request for Proposals (RFP) will invest $30 million
through a suite of innovative public-private partnerships.
These opportunities include the creation of a Cyber
Center, which will provide the city with its first accelerator
dedicated to cybersecurity and serve as the hub for theindustry, as well as new programs to expand and diversify
the talent pipeline. The City also launched initiatives tosupport an array of industries such as VR/AR and the digital
health marketplace.

Unemployment Rate %12%

Oct–08In 2017 the City took major steps on LifeSci NYC, a $500
million, ten-year plan that will spur an estimated 16,000
new, good-paying jobs and establish the city as a global
leader in life sciences research and innovation. Since thelaunch of LifeSciNYC, the City has awarded $5 million forthe opening of a wet-lab incubator space, released a Request
for Expressions of Interest (RFEI) for the development of aworld-class Applied Life Sciences Hub, and launched a new
LifeSciNYC Internship Program with the first class of 40
students placed at several host companies.

Labor Force

4300

Apr–08The City is also focusing on the next generation of
manufacturing businesses through Futureworks NYC,
which creates a network of partnerships, services, andspaces to support advanced manufacturing. The de Blasio
administration has invested over $115 million into the
Brooklyn Army Terminal (BAT) to unlock over 500,000
square feet of affordable industrial space, creating capacity
for over 1,000 new jobs. In February 2018, NYCEDC
announced the opening of a Micromanufacturing Hub at
BAT, creating space and support for small industrial firms
to grow within the campus (this followed the 2016 creationof BAT’s food manufacturing hub).

EDC is also focused on positioning New York City forthe jobs and industries of the future, which entails being
responsive to macroeconomic trends; new technologies,
products, and services; and changing patterns in the way welive and work.

NYC Job Growth and Unemployment Rate
January 2008–January 2018

Jan–08

New York City’s traditional sectors, such as finance,
entertainment, fashion, and manufacturing, remain key
engines of economic activity, job creation, and tax revenue.
The City has launched a suite of initiatives focused on
maintaining and growing these sectors through specific andcustomized interventions. For instance, in 2016 the City
launched the Industrial Action Plan with more than $115
million in new funding, and continues to find new ways tobuild capacity for industrial sector growth across the city.

Targeting emerging industries—from
LifeSci to virtual reality

PRIVATE SECTOR JOBS (in 1000s)

Supported traditional sectors withinvestments to bring them into the
21st century

V I S I O N 1 G OA L

Workforce Development
The City is providing New Yorkers with opportunities to develop new skills,
enter the workforce, and earn wages that allow them to achieve economic
stability, regardless of their starting skill level or educational attainment.
The Mayor’s Office of Workforce Development (WKDEV) continues toshift the workforce system to emphasize education, employment skills,
advancement, and wage growth potential. Through its Career Pathways
strategy, the City fosters a more inclusive workforce by targeting three
key policy areas: building skills employers seek, improving job quality, andincreasing system and policy coordination.
Data from the New York State Department of Labor shows that the numberof jobs in the city reached a record high of 4.5 million in December 2017, andworkers experienced an average increase in wages of 4.7 percent between
December 2016 and December 2017. As the New York City economy
continues to expand, Career Pathways is critical to supporting prosperity
across the five boroughs and ensuring that all New Yorkers can benefit fromthe city’s success.

Receiving instruction through the Stage NYC program.

Expanded CUNY ASAP program to help
more students earn associate degrees

Created industry partnerships to build
pathways to good jobs

The City University of New York (CUNY) ASAP (Accelerated
Study in Associate Programs), which had 4,000 students in2014, is on track to reach its full expansion goal of 25,000
students by academic year 2018–2019. By providing students
with supports, including advisement, tutoring, and fee
waivers, ASAP students graduate at rates that are morethan double those of non-ASAP students and graduates are
empowered to enter the workforce or continue in four-yearcollege programs.

Since 2014, the City has launched five industry partnerships(IP) in key employment sectors: healthcare, technology,
industrial/manufacturing, construction, and foodservice. These IPs work collaboratively with a diverse setof stakeholders, including employers, community-basedorganizations, organized labor, philanthropy, government,
training providers, and educational institutions, toidentify employers’ needs for qualified talent and develop
solutions to address those needs. Ultimately, IPs support
the economic vitality of the city through job opportunities
for New Yorkers and quality talent for local businesses. The
NYC Food and Beverage Hospitality Council, for instance,
launched Stage NYC, which provides out of school/out
of work youth with on-the-job and classroom training toprepare them for careers in the restaurant industry.

The George Westinghouse robotics team makes it to the Hudson Valley
semifinal of the FIRST Robotics Competition.

I NDICATORL ATEST DATA

PR EVIOUS DATA

Increase workforce
participation rate fromcurrent rate of 61 percent

60.9%

60.6%

(2018)(2017)

Increase the number ofindividuals receiving City
sponsored, industryfocused training eachyear to 30,000 by 2020

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21,331

16,161(2017)(2016)

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Expanded CTE programs to enhance
students’ technical skills and support
work-based learning
Since 2015, 40 new Career Technical Education (CTE)
programs have been launched as the City invests in a rangeof systems and structures to ensure high-quality CTE
instruction and work-based learning opportunities. Workbased learning experiences for students have exceeded theinitial goal of increasing paid internships by 1,000 overthree years. The quality of these placements has also beenenhanced due to the sector-based engagement of high-value
industry partners.

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Launched Computer Science for All toensure every public school student getsa computer science education
In September 2015, the City launched Computer Science forAll, an ambitious program to ensure that all NYC publicschool students receive meaningful, high-quality computerscience education at each school level by 2025. The NYC
Department of Education (DOE) and partner organizations
offer an array of professional learning opportunities totrain nearly 5,000 teachers across elementary, middle, andhigh schools.
As of fall 2018, the program is already making a major
impact as approximately 940 teachers received Computer
Science for All training to bring back to a total of 524
New York City schools spanning elementary, middle, andhigh school. Additionally, since its launch, the number ofstudents taking an AP Computer Science exam more thantripled in 2017 and the number of students passing an AP
Computer Science exam increased more than fourfold.

Increased enrollment in summer job
programs to provide more youth withvaluable work experience
Enrollment in the Summer Youth Employment Programand Ladders for Leaders has increased by 50 percent overthe past three years. By promoting greater alignment andcollaboration across the youth workforce system, the City’s
Center for Youth Employment and its partners are helping
youth gain employment and work experience. Career
exploration services are provided as well.

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PS 41 Queens students celebrate Computer Science Week.
(Image on Page Right) Best for NYC Business Coaching.

B E S T FO R N YC B U S I N E S S C OAC H I N G

Helping small businesses
invest in their workforce.
The Best for NYC program aims to help
employers learn about and adopt practices that
benefit their workers and their bottom lines.
The program is the first City-led campaign ofits kind and leverages impact assessment tools
developed by B Lab, a nonprofit organizationthat certifies businesses globally for positivesocial and environmental impact. In 2017,
Best for NYC partners received philanthropic
support to pilot a business coaching model thatwill serve at least 20 businesses in the Bronx
and yield learnings that can be replicated. This
program builds on the Career Pathways goals tobuild a network of businesses that assess theirpractices and learn about tools to create highquality jobs.

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Financed over 87,500 affordable
apartments and homes

V I S I O N 1 G OA L

Housing

In Fiscal 2017, the New York City Department of Housing
Preservation and Development (HPD) and Housing
Development Corporation (HDC) financed 24,293 affordable
apartments and homes, the highest overall production
since 1989. HPD and HDC have financed over 87,500 new orpreserved affordable units since 2014.

Since 2014, New York City has accelerated the construction and preservationof affordable housing to levels not seen in 30 years. The City has secured
more affordable housing in the first four years of the Administration thanin any comparable period since 1978. The City has tripled the share ofaffordable housing for households earning less than $25,000. Funding for
housing construction and preservation has doubled, as have the numberof homes in the City’s affordable housing lotteries each year. Hundredsof affordable units are being developed on once-vacant lots. Reforms tozoning and tax programs are not just incentivizing, but mandating affordable
apartments—paid for by the private sector— in new development. With therelease of Housing New York 2.0, the City continues taking decisive action tobuild a just, equitable, and prosperous New York for generations to come.

New construction
starts (Finance the new
construction of 120,000
affordable units by 2026)*
Preservation starts(Finance the preservationof 180,000 affordable
housing units by 2026)*

Total new construction
permits issued*

L ATEST DATAThe City is exceeding targets set under Housing New Yorkin the first three years, financing and preserving about
15,000 units above what had been projected. In October
2017, the City announced Housing New York 2.0, an
expanded affordable housing plan that aims to create andpreserve 300,000 affordable homes for New Yorkers by 2026,
up from the previously announced goal of 200,000 homesby 2024. The City is also doubling its commitment to senior
housing in Housing New York 2.0 to serve 30,000 senior
households by 2026.

7,177

7,199

(2017)(2016)

17,35915,173(2017)(2016)

19,61916,144(2017)(2016)In March 2016, the City Council approved legislation enacting
the Mandatory Inclusionary Housing (MIH) program, whichmakes affordable housing mandatory and permanent wherever
new housing capacity is approved through land use actions. It
is the strongest and most flexible policy in any major U.S. city.
Since it came into effect, MIH has enabled the creation of over
4,000 new, permanently affordable housing units, in addition
to those created through neighborhood rezonings.

New York Land Opportunity Program
In August 2017, HPD announced the first five faith-based
nonprofits to participate in the New York Land Opportunity
Program (NYLOP). NYLOP is an ambitious, first-of-its-kindprogram designed to help mission-driven organizations findpartners to develop affordable or supportive housing onunderutilized land. NYLOP will provide free assistance, including
access to lawyers and architects, and help with issuing
requests for proposals so that the five groups can identify andselect experienced developers as joint venture partners.

Comparison of Original and Updated Housing Plan

PR EVIOUS DATAAFFOR DABLE HOUSI NG U NITS STARTEDI NDICATOR

Surpassed original affordable housing
targets and released new expanded
plan to create and preserve affordable
housing

Created over 4,000 affordable units
through a program that makes affordable
housing mandatory

300,000

Actual Housing
Production
and Updated
Targets

250,000

200,000

150,000

Original Targets
100,000

50,000

2014

2015

2016

2017

2018

2019

2020

2021

Source: Housing New York 2.0
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2022

2023

2024

2025

2026

Since 2017, the City, through HPD and the New York City
Housing Authority (NYCHA), has released a record numberof RFPs for development of high-quality, sustainable, andmixed-use affordable housing at sites throughout the city.
This includes RFPs for 100 percent affordable housing witha Universal Pre-Kindergarten operated by DOE and public
library operated by the New York Public Library in Inwood,as well as a plan to convert the historic Greenpoint Hospital to
300 to 600 new affordable apartments with community spaces.

Supported very low- and extremely
low-income households through new
subsidy programs
New programs overseen by HPD and HDC are doing more toserve very low-income and extremely-low income New Yorkers.
Nearly half of affordable homes financed in 2017, or about
12,000 units, have been created or preserved for the lowest
income households—New Yorkers making less than $33,400 fora single person or $42,950 for a family of three.

Committed additional $1.9 billion tohouse most vulnerable New Yorkers
In 2017, the City committed an additional $1.9 billion inCity subsidy to ensure that 50,000 affordable homes will
be reserved for the lowest-income New Yorkers, including
seniors and veterans. The City also announced Seniors First,
a slate of new affordable housing programs that will increase
the amount of senior housing across the city. The City
will invest $150 million to make more homes accessible toseniors and people with disabilities; build new 100 percent
affordable developments on underused NYCHA, public, andprivate sites; and preserve aging senior housing built as partof U.S. Department of Housing and Urban Development’s(HUD) Section 202 program.

Enacted legislation to protect tenantsfrom harassment
In November 2017, the City enacted new “Certification of No
Harassment” legislation, requiring covered building owners
to prove they have not engaged in tenant harassment prior
to seeking approvals for demolition or significant building
alterations. If a landlord is found to have harassed tenants,
they will not be able to pull those permits for five years—
unless they make a substantial portion of their building
affordable to low-income families, with no public subsidy.

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Created or preserved 7,285 apartments
for homeless New Yorkers
The City has created or preserved 7,285 apartments forhomeless New Yorkers, largely through homeless set-asides
in the majority of HPD’s new affordable housing programs.
HPD has also launched new initiatives such as Our Space,which provides additional capital subsidy to create a reserve
to fund units affordable to homeless households without
relying on rental assistance.

Dedicated nearly $59 million annually forhomelessness prevention
Homebase has become a cornerstone of the City’s
homelessness prevention strategy. Homebase programs
craft individualized service plans with core services to assist
individuals to remain in stable housing. Since 2014, theHomebase program has been expanded from 14 locationsin 2014 to 26 locations. As of FY 2018, nearly $59 million
annually is dedicated to an enhanced HomeBase programthat provides coordinated preventive, aftercare, andcommunity support services, including benefits advocacy,
budgeting, employment, short-term financial assistance,
and assistance with housing relocation. As a result of thisincreased investment, 27,607 households were reached in FY
2017, a 131 percent increase in households served compared to
FY 2014.

Increased funding for tenant legal
assistance to $77 million in FY 2018—a
120 percent increase since FY 2013

Emergency Rent Assistance

CalendarYear

Arrears
Paid Off(millions)

Cases

Average
Paid per
Case

2011

$107

40,300$2,6662012$121

44,500$2,731

2013$127

47,000$2,695

2014$149

48,600$3,0592015$188

54,700$3,442

2016$214

58,100$3,6882017$211

53,200$3,958Source: Department of Social Services

Homebase Households Served, by City Fiscal Year
30,000Helped over 77,000 people exit or avoid
entering shelter with rental assistance
Since 2014, the City launched three new rental assistanceprograms and reinstated rehousing programs. These
include the Living in Communities (LINC), City Family
Eviction Prevention Supplement/Family Exit Plan
Supplement (CityFEPS), and the Special Exit and Prevention
Supplement (SEPS) rental assistance programs, and therestoration of Section 8 and New York City Housing
Authority priorities. From the summer of 2014 through2017, these initiatives have helped more than 77,000 people
exit shelter or avoid entering shelter. The City has grown
emergency rental assistance from $121 million in FY 2014 to$210 million in FY 2017, serving over 55,500 households (anincrease of 14,000 households served).

Emergency Rent Assistance

Legal assistance for tenants facing eviction, harassment,
and displacement is a powerful tool to protect tenants,
maintain affordable housing, and combat income
inequality. The City increased funding for legal assistancefor tenants facing eviction and harassment from $6 million
in FY 2013 to over $77 million in FY 2018. In 2017, the City
also enacted legislation making New York the first and only
city in the country to ensure that all tenants facing evictionin Housing Court or public housing termination hearings
have access to free legal services. When fully implemented
in 2022, this initiative is expected to provide legal assistanceto 400,000 New Yorkers facing eviction and displacement
each year. Since 2014, tenant legal assistance programs havehelped over 180,000 New Yorkers.

25,00020,000

HOUSEHOLDS

Released record number of RFPs foraffordable housing development

15,00010,000

5,000

0
2005

2006

2007

2008

2009

2010

2011

2012

Source: Department of Social Services

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2013

2014

2015

2016

2017

V I S I O N 1 G OA L

Thriving Neighborhoods
As the city’s population continues to grow, neighborhoods require essential
services, healthy environments, a good quality of life, and connections tothe city’s job centers for residents to succeed. In 2015, OneNYC proposed
initiatives that expand opportunities for mixed-use development, attract
retail and services to underserved neighborhoods, and align investments
in infrastructure and services to support the livability of neighborhoods
slated for growth. In the last year, the City has continued its work supporting
vibrant communities and strengthening neighborhoods in all five boroughs.

Offered free design and media services
to support neighborhood development

Awarded over $8.5 million overthree years to fund commercial district
improvement projects
The NYC Department of Small Business Services (SBS)
awarded over $8.5 million in multi-year Neighborhood
360° grants in the six neighborhoods where Commercial
District Needs Assessments (CDNAs) were completed andpublished in late 2016: Downtown Flushing, Downtown
Staten Island, East Harlem, East New York, Inwood, andJerome Avenue in the Bronx. Eleven community-based

The new East 125th Street Plaza project will be constructed under the Park Avenue Metro-North Viaduct between East 124th and East 126th Streets andwill contain a newly constructed plaza area and other amenities such as expanded sidewalks surrounding the Metro-North station, improved crosswalks,enhanced street lighting, and traffic signal timing changes to improve the pedestrian experience and calm traffic movement nearby.

organizations received funding commitments throughFY 2020 to hire full-time program managers and to
implement projects identified within the CDNAs, including
supplementary sanitation, business assistance andretention, merchant organizing, wayfinding, beautification,
district marketing, and holiday lighting.

The City has committed an additional $15 million for repairs to the East River Esplanade between East 96th and East 125th Streets, which will supplement
the repair work that has already been funded in this area.

SBS also launched the Neighborhood Design Lab, a
new City program offering free visual design services tocommunity-based organizations leading neighborhood
development and commercial corridor improvements.
Additionally, SBS launched a new partnership with BRIC
Arts & Media to provide community-based organizations
with training in capturing and producing short digital
videos for use on social media in order to expand theiroutreach to local stakeholders and build awareness of theirwork to help with future private fundraising.
(Image Bottom Right) Downtown Far Rockaway Neighborhood Plan:
illustrative view looking east on Mott Avenue.
(Image Below) Land use changes along Jerome Avenue, supported
by pedestrian and public realm investments like streetscape
improvements under-the-el, will help to transform the corridor into an
active spine that connects neighborhoods and provides opportunities
for affordable housing.

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Allocated more than $700 million
to support projects in growing
neighborhoods
Since April 2017, the City Planning Commission and City
Council adopted comprehensive neighborhood plans for
Jerome Avenue in the Bronx, East Harlem in Manhattan,
and Downtown Far Rockaway in Queens. The plans
introduce zoning and land use changes to promotepreservation and development of affordable housing,
improve the public realm and community facilities, andfoster jobs and economic opportunity. Additionally,
commitments have been made for more than $700 million
in infrastructure and community resource investmentsin these neighborhoods, including $300 million from the
Neighborhood Development Fund (NDF). Created in 2015,
the NDF is a $1 billion dedicated funding source set aside
in the City’s Ten-Year Capital Strategy to support capital
investments that complement neighborhood growth.

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P U B L I C A R T I S T S I N R E S I D E N C E ( PA I R )V I S I O N 1 G OA L

The Mayor’s Office of Immigrant Affairs (MOIA) andartist Tania Bruguera initiated CycleNews, a layered
and collaborative art performance and community
organizing tactic in which a bicycle messenger
group opened opportunities for two-way dialogue
between the agency and those most affected byimmigration policies. CycleNews began as a pilot inCorona, Queens—one of the city’s most immigrantrich neighborhoods—with a group of neighborhood
mothers and activists, the Mujeres en Movimiento.
The Mujeres went out on weekly CycleNews shifts,
delivering trusted information from the agency tocommunity members and, in turn, bringing backinformation about what their neighbors needfrom the city to feel safe and welcome. Since thecompletion of the pilot, MOIA has been working
with local immigrant rights groups to explore how
to implement CycleNews in neighborhoods acrossthe city. By using creative and performative tools
to build trust and long-term relationships between
new immigrant communities and the government,
CycleNews demonstrates how art itself can be asolution to the city’s challenges.

CultureIn July 2017, Mayor Bill de Blasio and the NYC Department of Cultural
Affairs released CreateNYC, the City’s first-ever comprehensive culturalplan. Building on a deep public engagement process that included 400 live
events and the feedback of nearly 200,000 New Yorkers, CreateNYC laysout a blueprint for addressing the long-term health and vitality of the cultural
sector while targeting funds to historically underserved communities. Withan initial investment of $15 million, the plan features a number of immediate
actions to address equity and inclusion, affordability, arts and culture in
public spaces, and other strategies to help arts and culture grow across thefive boroughs.
I NDICATOR

Rate of cultural
participation in key
neighborhoods

L ATEST DATA

PR EVIOUS DATA

1.2

1.7

cultural experiences perhousehold a year (2016)

cultural experiences perhousehold a year (2015)

Sample flyers from Building Community Capacity members: the Bronx
Culture Collective, Jamaica Is..., and Manhattan Arts and Culture.

In the fall of 2015, the New York City Department of Cultural
Affairs (DCLA) launched PAIR, an inter-agency initiative thatembeds artists with New York City public agencies in order touse creative, collaborative art practices to discover solutions
to pressing civic challenges. The program takes its name andinspiration from artist Mierle Laderman Ukeles’ pioneeringresidency with the NYC Department of Sanitation, an
ongoing collaboration since 1977.

Supported communities in creating theirown cultural visions

A strong ecosystem of individuals, organizations, andagencies are essential for addressing cultural issues

on a community level. BCC supports communities by
empowering local stakeholders to create their own visionand by providing multi-year support toward executing
strategic cultural plans in targeted neighborhoods. Thusfar, the program created a steering committee led by anactive coalition of diverse local stakeholders from East
Brooklyn, Northern Manhattan, the South Bronx, andSoutheast Queens. Each of the four communities identified
local cultural needs and assets; created culture-related
databases and local calendars; nurtured new leadership; andbuilt cross-sector relationships between local arts agentsand other community stakeholders. In January 2018, theBCC program launched in three neighborhoods: Bushwick,
Far Rockaway, and Morrisania.

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CreateNYC was informed by the Social Impact of the Arts
Project’s (SIAP) groundbreaking two-year study, which
explored the relationship between arts and culture andsocial wellbeing on the neighborhood level. The study
discovered that cultural assets are not distributed evenly
across the city, and that the presence of cultural assets
in low-income communities correlates with improved
outcomes in education, health, and safety. These findings
laid an empirical foundation for many CreateNYC
recommendations and helped substantiate the rationale
behind the Building Community Capacity (BCC) program.

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Integrated artists into City Government
to promote creative problem solving

In its first iteration, PAIR established initial pilot residencies
with five City agencies: the Mayor’s Office of ImmigrantAffairs, the New York City Department of VeteransServices, the Administration for Children’s Services, theDepartment of Design and Construction, and the New
York City Housing Authority. In 2018, DCLA launched its
second PAIR cohort with the Department of Correction,
the Mayor’s Office to Combat Domestic Violence, and theCommission on Human Rights. Each residency begins witha three-month research period leading to a project proposal
followed by project implementation.

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Launched NYC Ferry, carrying nearly
3 million riders in its first year

V I S I O N 1 G OA L

Transportation
Our transportation network is the linchpin to New York City’s dynamism andvitality. It is at once our economic engine and our civic glue—our means foraccessing work, school, culture, shopping, and each other. Throughout its
history, the city’s growth has been supported by investment in its transit
system. But anyone who lives here can testify to the impacts of record
population and job growth, increased tourism, and aging systems that
require significant upkeep. Sidewalks are overflowing, subways are lessreliable, and our streets and bike lanes are congested during rush hour.
Capacity issues are not limited to Manhattan, and reliable and convenienttransit access to employment and other activities remains stubbornly out ofreach for too many New Yorkers.
For these reasons, OneNYC established goals and initiatives
to improve traffic safety and public health, expand travel
choices for all New Yorkers, double cycling by 2020, andmaintain our streets and bridges in a state of good repair.
The City made an historic $2.5 billion investment in the MTA
Capital Plan and committed an addition $418 million toward
the MTA emergency action plan with a lockbox to ensurethat money is spent on New York City subways and buses.
We continue to expand SBS to bring faster, more convenient

I NDICATORL ATEST DATA

PR EVIOUS DATA

Overall transit capacity
into the Manhattan
Central Business District(8am–9am)

Data Not Available

642,290

Number of NYC adults
who bike regularly(annual)32transit to communities underserved by subways. The City
expanded Citi Bike, our bike share system, and has set records
for the installation of new protected bike lanes for two
consecutive years. The City has also renewed its commitment
to our core responsibility of maintaining streets and bridges
in a state of good repair through significant investments inrepaving our roadways and repairing our bridge network,
including rehabilitating the Brooklyn-Queens Expressway’s
aging triple-cantilever structure in downtown Brooklyn.

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Just two years after Mayor de Blasio announced the
expansion of the East River Ferry system, the City launched
NYC Ferry in 2017. The public commuter system provides
a new and easily accessible transit option for traditionally
underserved communities and in areas where jobs andhousing are rapidly growing. It includes three new routes,
Rockaway, South Brooklyn, and Astoria, and the rebranded
East River route. In its inaugural year, the system carriednearly 3 million riders.
NYC Ferry continues to increase access to opportunity for
approximately half a million New Yorkers living within ahalf-mile radius of the ferry landings. A summer 2017 survey
found that 87 percent of riders are NYC residents, and over
two-thirds use the ferry to travel to work or school during
peak travel times. Since its launch, NYC Ferry has filled over
200 jobs and continues to recruit and grow the team—from
captains to deckhands to customer service agents. There
will also be many jobs at the new homeport facility at the
Brooklyn Navy Yard, which is currently under construction
and slated to be fully outfitted by the end of 2018.
Plans in 2018 include the launch of ferry routes to theSouth Bronx and the Lower East Side, and the addition of apassenger stop at the Brooklyn Navy Yard homeport facilityon the East River route. In response to popular demand, theCity has also committed to adding capacity with six new
vessels starting in 2018. These will be outfitted with bigger
engines and the capacity to hold 349 passengers each. Fares
remain at just $2.75 a ride and include free transfers to otherferry routes within the NYC Ferry system.

NYC Ferry Map: New routes to the South Bronx and the Lower East Sideto launch in 2018.

In its inaugural year, NYC Ferry carried nearly 3 million riders.

(2017)

828,000

778,000(2016)(2014)

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Expanded bus service to improve transit
options for more New Yorkers
The City continues to work with MTA New York City Transit(NYCT) to improve the speed, convenience, and reliability ofbus service. Buses are the most sustainable, affordable,
and space-efficient form of surface transportation,and SBS is a proven approach to improving bus service andincreasing ridership. In the past three years, DOT
and NYCT implemented eight additional SBS routes serving
over 178,000 riders, bringing the total number of SBS routes
citywide to 15. To keep the bus lanes on these SBS routes clearof traffic and double-parked cars, DOT installed bus lane
enforcement cameras at 58 locations on six routes since 2015,
bringing the total number of bus lane camera locations to 113
on 12 routes. Moving forward, NYCT plans to introduce busmounted bus lane cameras on SBS routes south of 96th Street
in Manhattan. DOT and NYCT also implemented transit
signal priority (TSP) on nine corridors citywide to reduce thetime buses spend stopped at red lights. Finally, DOT installed
381 real-time passenger information signs at bus stops toprovide waiting riders with information on bus arrivals.

F R E I G H T N YC
Beginning in 2018, New York City will launch
FreightNYC, a comprehensive, multimodal freight
management strategy to modernize the City’slogistics and distribution network. The strategy willtransform freight systems through investments inrail and maritime infrastructure, enhance “FreightHubs” across the City, and ensure that last-miletruck deliveries from those hubs are modern, clean,and safe for New Yorkers. The projects outlined
in FreightNYC will meet and surpass the goal of
creating 4,000 good-paying, middle class jobs. In
addition, the projects will remove up to 70,000 truck
trips from city streets, eliminate 52 million miles oftruck vehicle miles travelled, reduce PM2.5 by 87,000
pounds, and eliminate over 200,000 metric tons of
CO2 each year. Completion of FreightNYC included
extensive private sector and industry engagement,
market research, and partnership with NYCDOT.

BX6 crosstown in the South Bronx. Boarding islands on 161st Street
ensure bus riders have a safe place to wait for the bus.

Grew City’s bike network to support
safe cycling
The City continues to make significant progress in building
out its bike network, making cycling a safer and moreconvenient travel option for New Yorkers. About a quarterof New Yorkers ride a bike and more than 800,000 ride on aregular basis. To support these cyclists, DOT has added a total
219.9 lane miles to the bike network since 2015, including 56.8
lane miles of protected bike lanes, 52.4 lane miles of signed
or marked routes, and 110.7 miles of conventional bike lanes.
DOT continues to focus on bike access to major river crossings,
which are key links in the network. In the past three years,
the agency evaluated the approaches to 11 Harlem and East
River bridges, developed plans to improve bike facilities on
six of them, and completed four bike improvement projects.
NYC DOT has also dramatically expanded it bike sharing
system. Citi Bike now contains approximately 750 stations and12,000 bikes, doubling the size of the initial system launchedin 2013 and expanding service further north to 130th Street in
Manhattan, to Astoria in Queens, and to Prospect Heights andCrown Heights in Brooklyn. Looking to the future, in late 2017
DOT released an RFEI to bike share companies with “dockless”
bike share systems that do not require stations for bikes.
Responses to the RFEI will help inform the City’s strategy for
future bike share expansion.

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An example of complete streets design inUnion Square with added pedestrian space,bike lanes, and a Citi Bike station.
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V I S I O N 1 G OA L

Infrastructure Planning& Management
New York City has one of the largest and most complex
infrastructure systems in the world. It is the bedrock ofour regional economy and the product of remarkable
foresight and ingenuity. The age and density of the citymake it notoriously difficult and expensive to maintain thisinfrastructure, which is further strained by unprecedented
population and economic growth. For these reasons,
OneNYC highlighted the need for the City to continuously
improve its tools, methods, and processes for delivering
projects faster and more economically, and to prioritize
investments that meet a high standard of social, economic,
and environmental criteria.

Pershing Square, East Midtown rezoning.

Secured new sources of infrastructure
funding tied to development
The City Planning Commission and the City Council
approved the rezoning plan for Greater East Midtown inAugust 2017. The plan will foster development of new,modern office buildings needed to spur jobs in the city’score central business district and keep New York a global
capital of commerce. The plan ties growth directly to
improvements in the district’s public transit and public
space, so as new buildings rise, New Yorkers will see major
investments in subway stations, less congested sidewalks,and expansive plazas for office workers and visitors.
The initiative is projected to generate up to 28,000 new
permanent jobs and 23,000 construction jobs over the next
two decades. The East Midtown Public Realm Improvement
Governing Group approved its first allocation of funds,
approving a new pedestrian plaza at Pershing Square East
between 41st and 42nd Streets. The Governing Group also
funded security infrastructure for the planned shared street
on East 43rd Street between Lexington and 3rd Avenues,
which will provide a transformed experience for pedestrians
traveling to and from Grand Central Terminal.

Using innovative methods to reduce costand neighborhood disruption
An innovative process to revive older infrastructure is
being used by the New York City Departments of Design
and Construction (DDC) and Environmental Protection(DEP) as the City seeks to improve the water distribution
system in Williamsburg, Brooklyn. The method, known
as “slip lining,” threads new water mains through existingunderground pipes with the use of adjustable sliders,saving time and money and minimizing disruption toneighborhood streets. The $42 million project spans 16
blocks along Leonard Street, lining the existing 72-inchtrunk water main, originally installed in 1894, ensuring its
continued use for decades to come. The process will save an
estimated $4 million and expedite the project’s completion
by approximately one year.

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As part of the East Midtown rezoning, the City
committed to fund $50 million worth of early action
public realm improvements. This included $12
million for the East 43rd Street shared street capitalbuildout and interim treatments at three additional
locations, including a refresh of the Pershing Square
East pedestrian plaza, and traffic and pedestrian
improvements along Park Avenue and East 53rd
Street. In addition, $38 million was committed asseed money for projects selected by the Governing
Group, which allocated $21 million for improvements
in Pershing Square East and along East 43rd Street
in February 2018.

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Acquired ability to use design-build
method to speed up construction
projects, including NYCHA repairs
Design-build is widely recognized as an advantageous
method for delivering capital projects by reducing costs
and accelerating construction schedules. While traditional
contracts require separate procurement processes fordesign and construction, design-build allows one entity
to draft both the project blueprints and build the project
to completion. New York State presides over the laws andregulations governing public construction, and, in 2011,
authorized limited use of design-build contracting for certain
state agencies and authorities. In 2018, the City successfully
lobbied the state legislature for authority to use designbuild for NYCHA repairs, rehabilitation of the BrooklynQueens Expressway, and the construction of new, modern
jail facilities to replace Rikers Island. Combined with otherrecent reforms, design-build authority will help shave 18 to
24 months off the schedule for priority NYCHA projects,
including the replacement of 63 poorly-rated boilers.

Created Front-End Planning unit toimprove delivery of capital design andconstruction projects
DDC has made significant progress improving its projectdelivery. Even with nearly 1,000 active projects valued
at approximately $14 billion, DDC is processing a record
number of payments and change orders faster than ever andreducing the timeline for scheduling bids. One of the mosttransformative reforms was last year’s creation of a Front-End
Planning unit to work with client agencies on project scope,schedule, cost estimates, and risk assessments before theformal commencement of capital projects, to ensure that thescope of work and budget meet necessary requirements. By
dedicating more resources to projects prior to initiation andworking in lockstep with client agencies, project delays andcost overruns will be reduced over time.

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V I S I O N 1 G OA L

Broadband
OneNYC recognized the internet as aprerequisite for full participation in the city’s
economic and civic life and established thegoal of making sure every New Yorker has
affordable, high-speed internet access by
2025. This work is being advanced throughthe NYC Connected program, launched by
the Mayor’s Office of the Chief Technology
Officer to ensure high-quality internet
everywhere, to eliminate cost as a barrier toaccess, and to make the internet a just andequitable platform. Indeed, bold action isneeded to close the digital divide, with nearly
one third of New York City households lacking
a home broadband subscription and nearly
half of the city’s small businesses without
access to gigabit-speed service.

Over the past several years, the City has launched a suiteof innovative programs to move us toward universal,
affordable internet. More than 3.5 million people have used
free Wi-Fi at LinkNYC kiosks and thousands of NYCHA
residents are benefiting from free internet service; inthe meantime, NYC Connected Communities provides
additional resources at community centers across the city.

Percentage of commercial
enterprises with fast internal
access at 1 GBps (gigabites
per second) or higher

In December 2017, the Federal Communications Commission(FCC) repealed net neutrality rules that ensured that allinternet traffic be treated equally. By overturning the net
neutrality protections, internet service providers can now
slow down or charge customers more to access certain
websites. In a coordinated response, Mayor de Blasio hasformed a bipartisan national coalition of mayors and othercity leaders, and established the Cities Open Internet Pledge
to use local authority to protect net neutrality. The pledge
includes a specific set of commitments for how signatories
including New York City will use local public Wi-Fi ormunicipal broadband, plus local purchasing and regulatory
powers, to ensure the internet remains an open medium.
The FCC’s proposal to reverse rules that would maintaina free and open internet is part and parcel of a larger
effort by the federal government to erode protections forworking-class people, which also includes Congress’ and thepresident’s unconscionable gutting of essential online privacy
protections, the usurpation of authority to monitor the
deployment of critical internet infrastructure, and efforts toundermine the Lifeline subsidy to connect the underservedto the internet.

1,800

L ATEST DATA

69%

1,600

PR EVIOUS DATA

Kiosks Fully Operational
Kiosks Installed
Subscribers

1,400

Data Not Available(2018)

28%

26%(2018)(2017)In March 2018, the numberof subscribers crossed

3.5 million

56.49%(2018)(2017)

2.5
1,000
2.0
800
1.5
600
1.0

0.5

200
0

0.0
Jan–17 Feb–17 Mar–17 Apr–17 May–17 Jun–17 Jul–17 Aug–17 Sep–17 Oct–17 Nov–17 Dec–17 Jan–18 Feb–18

Source: NYC Department of Information Technology and Telecommunications
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3.5

3.0

400

55.96%

4.0

1,200

KIOSKS

Percentage of New Yorkers
with access to free public
WiFi within an eighth of amile from home

LinkNYC was launched in 2016 and has already become theworld’s largest and fastest free municipal Wi-Fi network,with over 1,400 payphones converted to Wi-Fi kiosks. Over
3.5 million people—more than the individual populations of
the cities of Chicago, Phoenix, Philadelphia, Dallas, and San
Diego—have used the free gigabit Wi-Fi service, with tensof thousands of new users joining the network each week.
LinkNYC Wi-Fi subscribers have used more than 3,625,000
GB of data, the equivalent of streaming 580 million songs
and 3 million video hours, sending 36 billion emails and 123
billion messages. LinkNYC kiosks are also being deployedfor other purposes, with the 55-inch digital displays
functioning as bus time arrival clocks in certain locations
and to broadcast public service announcements (PSAs) suchas healthcare enrollment deadlines.

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TOTAL SU BSCRI BERS (I N MI LLIONS)

Percentage of New York
City households with a homebroadband subscription

Led efforts to resist federal repeal of
net neutrality rules and protect free andopen internet

LinkNYC Kiosk Installations(January 2017–February 2018)

Bus countdown clock at a LinkNYC kiosk.

I NDICATOR

Served over 3.5 million people through
LinkNYC, the world’s largest and fastest
free municipal Wi-Fi network

VISION 2

PROGRESS 2018

Our Just andEquitable CityG OA L S

Poverty Reduction PG 42
Early Childhood PG 44
Integrated Government & Social Services PG 46
Healthy Neighborhoods, Active Living PG 48

The City is committed to making New York more equitable and inclusive andensuring that opportunity exists for all. To make this vision a reality, in thepast year the City has launched new initiatives and expanded existing ones.
A main focus has been on creating jobs and increasing income, particularly
for low-income New Yorkers. The City has been working steadily to achieve
the goal announced by the mayor last year of creating 100,000 wellpaying jobs over the next decade. As a result of increases in the minimum
wage—among other factors—poverty and near poverty rates have declined
significantly since this administration took office in 2014 and the City has
made substantial progress toward its commitment to lift 800,000 New
Yorkers out of poverty or near poverty in a decade.
The City has also made a priority of increasing the availability of affordable
housing in all five boroughs. It is ahead of schedule toward the announced
goal of building or preserving 200,000 units of affordable housing in ten
years. Last fall the mayor announced an expansion of that initiative, raising
the goal to 300,000 units.
In education, the City is building on the success of Pre-K for All by launching
3-K for All, which will eventually make free, high-quality pre-k available to all
three-year-olds in the city.

Healthcare Access PG 50
Criminal Justice Reform PG 52
Vision Zero PG 56

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V I S I O N 2 G OA L

Number of People Moved Out of Poverty or Near Poverty(Projected vs. Actual)

Poverty Reduction

Projected Estimate(simulating minimum wage effect)

Actual(drawing on Census data)

600,000

500,000

400,000

300,000

Tracking ahead of estimates to move
800,000 people out of poverty or nearpoverty by 2025
New York City has been making steady progress in
reducing poverty and near poverty. The City’s poverty rate
fell from 20.6 percent in 2014 to 19.5 percent in 2016, themost recent year for which data is available, according to
the annual New York City Government Poverty Measure
2005–2016 report, which the City released in April 2018.
This decline is a statistically significant decrease. With thelatest decline, poverty in the city is at its lowest level since
the Great Recession.
The City’s at or near poverty rate—the share of New
Yorkers living below 150 percent of the NYCgov poverty
threshold—has also been falling. The rate declined from45.1 percent to 43.5 percent from 2014 to 2016, a statisticallysignificant decrease.

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OneNYC Progress Report 2018

200,000

The City is on track to meet its goal to lift 800,000 people
out of poverty or near poverty between 2014 and 2025.
We have projected the effect of wage raises beginning in
2014, including the increase to a $15 minimum wage that
the City fought for and won. We assess these projections
by incorporating Census data as it becomes available.
Using the latest 2016 Census data, we found 141,000
fewer people in poverty or near poverty by the end of
2016, exceeding our original projection of about 80,000.
Looking forward, we estimate that 281,000 people will
have moved out of poverty or near poverty by the end of2017 and 519,000 by the end of 2018.

100,000

0

2013

2014

2015

2016

2017

2018

2015 Report(base simulation year)

2016 Report2017 Report2018 Report2019 Report2020 Report

These improvements in poverty and near poverty rates
are widely spread across the city. In the 3-year period
from 2014 to 2016 there were statistically significant
decreases in the poverty rate for working age adults,
for families with children under 18, among Blacks andHispanics, and in Queens and in the Bronx.

*2016 OneNYC Update included simulation of wage adjustments for City workers in addition to minimum wage;
all other simulations reflect minimum wage only. The projection for 2016 using minimum wage only was 80,258.

nyc.gov/onenyc

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V I S I O N 2 G OA L

Early Childhood
New York City continues to ensure that its youngest residents thrive. By
focusing on closing opportunity gaps, starting from the birth of every child,the de Blasio administration has made significant strides in leveling theplaying field for all children. Interventions to reduce the infant mortality rate,
implement supports for pregnant New Yorkers, and give every four-year-old
access to free, full-day, high-quality prekindergarten have seen unparalleledsuccess.
Conducted trainings to support children
and families experiencing trauma
ACS is helping children, families, and providers copewith adversity through the ACS Trauma Smart initiative.
In partnership with ThriveNYC, the Administration forChildren’s Services (ACS) launched Trauma Smart in 2016.
This social-emotional learning program is designed toaddress the wide range of experiences impacting children
and families. It provides communities with the essential
tools families, caregivers, and children can use to address

I NDICATOR

Reduce infant mortality rateby 20 percent to achieve
a historic low of 3.7 infant
deaths per 1,000 live births
citywide by 2040, anddramatically decrease the
racial/ ethnic disparity
All four-year-olds receive
access to free, full-day, highquality prekindergarten

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OneNYC Progress Report 2018

Three-year-olds engaged in hands-on learning during center time.

challenging life experiences. The first cohort of Trauma
Smart completed trainings in August 2017, with 65
EarlyLearn center-based programs progressing tobegin coaching and roll-out of the Smart Connections
component of Trauma Smart in their respective sites. In
September 2017, an additional 79 EarlyLearn program sites
began Trauma Smart trainings that will continue throughMay 2018.

L ATEST DATA

PR EVIOUS DATA

Tripled the number of children in free,high-quality, full-day pre-k
Since the Pre-K for All expansion launched in 2014, the City
has tripled the number of children in free, high-quality, fullday pre-k. Approximately 70,000 four-year-olds are enrolled.
The expansion focused not only on increasing access, butalso on investing in pre-k quality. In the two years following
the expansion, New York City met its goals of rapidly
implementing a free, high-quality, full-day universal pre-k
system. Enrollment is high across every community, withstrong participation among low-income families.

Launched 3-K for All

4.1

4.3

infant deaths per 1,000
live births (2016)

infant deaths per 1,000
live births (2015)

68,00070,430(2017–2018)(2016–2017)nyc.gov/onenyc

Building on the success of Pre-K for All, the City has launched
3-K for All—free, high-quality full-day early childhood
education for every three-year-old. 3-K for All has begun in
School Districts 7 (the South Bronx) and 23 (Brownsville, East
New York, and Ocean Hill). By 2020, 3-K for All will expand
to a total of 12 school districts. The 3-K for All initiative ispart of a broader effort to strengthen a continuum of earlycare and education programs for New York City children.
Beginning in February 2019, all programs serving children
from birth to five years old will be integrated into the
Department of Education, creating a unified system that will
benefit children, families, and educators.

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OneNYC Progress Report 2018

Grew participation in NYC Breastfeeding
Hospital Collaborative to 77 percent of
all NYC maternity facilities
The New York City Breastfeeding Hospital Collaborative(NYC BHC) supports NYC hospitals in achieving the WHO/
UNICEF “Baby-friendly” designation, earned by facilities
that create an environment that strongly supports bestpractices in maternity care and optimal infant feeding.
Since April 2015, 12 new hospitals joined the NYC BHC,
bringing the total number of participating facilities to 30(out of 39 NYC maternity facilities). Based on preliminary
birth certificate data, the percentage of NYC births that
occurred in Baby-friendly hospitals increased from 8.7
percent in 2015 to 15.9 percent in 2016, which surpasses the
Healthy People 2020 goal of 8.1 percent.

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V I S I O N 2 G OA L

Integrated Government &Social Services
The City is making progress in integrating data systems and co-locating
services to help give people what they are looking for where and when theyneed it. We want to make it as easy as possible for residents to access anarray of services in one convenient location, such as a health center or a
Community School, and to make sure that the data infrastructure agencies
use can help holistically support residents.

COMMUNITY SCHOOLS

Warby Parker Partnership:
Seeing is Believing
The Department of Education (DOE) expanded its
partnership with Warby Parker to provide visionscreenings and eyeglasses to city students at all 227
Community Schools.

Sprint 1Million Project:
Access is Granted
The DOE partnered with the Sprint Foundation andthe Fund for Public Schools to provide free wirelessdevices to over 30,000 city high school students.

Supported nearly 117,000 students in 227
Community Schools—more than double
the City’s original target of 100 schools

Launched three Neighborhood Health
Action Centers in Brownsville, East
Harlem, and Tremont

Community Schools deliver support by extending learning
time, emphasizing family engagement, improving chronic
absenteeism, and offering a wide array of health services
support, including mental health services and visionscreening. In addition to these core supports, Community
Schools seek to innovate around targeted services
for vulnerable youth and families, such as improving
attendance for students in temporary housing and offering
free immigration legal services for foreign-born families.
Community Schools are also developing new approaches
to using real-time data and analytics for continuous
improvement of student achievement in attendance,
behavior, and coursework.

Social conditions, rooted in historical and contemporary
racism, have a significant effect on the health of individuals,
but health care systems pay too little attention to poverty,
housing instability, lack of educational opportunity, andother root causes of health inequity. The Neighborhood
Health Action Centers work to address this disconnect
and bring about a more coordinated approach that
acknowledges the relationship between social conditions
and good health. In their first year of operation, over 24,000
people have visited the Neighborhood Health Action
Centers to receive services.

N E I G H B O R H O O D H E A LT H AC T I O N C E N T E R S

East Harlem Neighborhood Health
Action Center
The East Harlem Action Center has numerous colocated partners providing services to individuals
and families in the areas of behavioral health, youth
workforce development, benefits enrollment, nutrition,
and wellness. Other City services such as IDNYC,
tenant legal support, pest control, and newborn home
visiting are also available. Navigation and referral
services, both inside and outside the building, areprovided. Community engagement is a bedrock of
our work and 1,512 community engagement activities
reaching 23,984 people were conducted in 2017.

PS 15—Roberto Clemente, partnered with Pathways to Leadership. From social workers to community educators,
students in Community Schools received individualized attention and support from a variety of caring adults.

CIVIC SERVICE DESIGNThe City launched the nation’s first-ever Municipal
Service Design Studio dedicated to improving
services for low-income residents. The Studioreleased Civic Service Design Tools + Tactics, anintroduction to service design principles for public
servants to improve delivery of City services.

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V I S I O N 2 G OA L

Healthy Neighborhoods,
Active Living
The City continues to shape the built environment in support of an active
and healthy lifestyle for New Yorkers and a more sustainable, nutritious,and equitable food system. Through a targeted set of programs aimed at
improving neighborhood food options and opportunities for physical activity,
the City is committed to eliminating longstanding disparities in healthoutcomes and providing opportunities for healthy living.
Improved access to healthy food inunderserved communities
The City administers a number of programs aimed at
improving the overall food environment and addressing
disparities in access to nutritious food, including improving
healthy food options in retail stores, increasing thepurchasing power of New Yorkers for healthy food, andproviding education and resources for preparing balanced
meals at home. The City’s Health Bucks program, forexample, provides low-income New Yorkers with additionalpurchasing power to buy fresh, locally-grown produce.

I NDICATOR

Increase the average numberof servings of fruits andvegetables that adult New
Yorkers eat per day by 25
percent, from 2.4 to 3 servings,
by 2035
Increase the percentage of
New York City public highschool students who reportmeeting recommended levels
of aerobic physical activity
from 19 percent to 30 percent
by 2035

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OneNYC Progress Report 2018

Health Bucks are $2 coupons redeemable for fruits andvegetables at all 140 NYC farmers’ markets year-round. Since
2015, over $1.2 million of Health Bucks have been distributed
through farmers markets and 450 community organizations.
The City has also focused on the food environment in lowincome neighborhoods through programs like Shop Healthy
NYC, which recognized 131 bodegas and supermarkets in
Brooklyn, Harlem, and the Bronx last year with a special citation
for stocking and promoting of healthy foods in their stores.

L ATEST DATA

PR EVIOUS DATA

2.3

2.3

mean servings (2016)

mean servings (2015)

Data Not Available

21%

Increased opportunities for physicalactivity for New Yorkers of all ages

Addressed home health hazards in public
and private housing

Physical activity is crucial for improving and maintaining
health among New Yorkers of all ages. The City offers
programs for different age groups providing opportunities
for physical activity in schools, homes, streets, parks, andeven workplaces.

Asthma affects nearly 1 million New Yorkers and asthmarelated hospital visits are higher among residents living
in high-poverty neighborhoods. To reduce exposure
to potential triggers such as pests and mold, the City
administers programs in public and private housing. Since
2015, the New York City Housing Authority (NYCHA) has
budgeted $843.6 million for roof replacements and has
replaced 63 roofs at six developments. The mayor’s 13-phase
Roofing Initiative will replace aging roofs at 952 buildings
overall for a total of $1.3 billion. NYCHA launched Mold
Busters, a new program to train NYCHA staff aroundeliminating the root causes of mold, and also launched
an initiative to educate residents about the health risksof exposure to secondhand smoke. In addition, NYCHA
offers services for smokers who want to quit—in advance ofadopting a smoke-free housing policy to comply with new
U.S. Department of Housing and Urban Development rules.

By opening school sites to the public and adding new
equipment, sports coating, colorfully painted groundmarking games, tracks, and other designs, the Schoolyards
to Playgrounds program is helping address disparities inhealth outcomes and opportunities for healthy living in
low-income neighborhoods. Since 2015, NYC Parks andthe Department of Education have opened 17 additional
schoolyards as playgrounds, increasing community accessto quality recreational space in underserved neighborhoods.
During this period, the Department of Health and Mental
Hygiene (DOHMH) also provided 62 schools and 60 earlychildhood centers with training, technical assistance, andsupport to implement active design enhancements at theirsites. Overall, more than 7,600 students in early childhood
centers and more than 40,600 public school students havebenefited from the enhancements.
The City also leads initiatives that encourage physical activity
among adults and seniors. In 2017, NYC Parks hosted 170,000
visits to its Shape Up fitness classes and completed seven
Community Parks Initiative projects that included new adultexercise areas. Many more are in the pipeline. The City alsoestablished design guidelines to promote physical activity,
including annual FitCity conferences and the Active Design in
Early Childhood Settings Playbook.

The City has developed a range of programmatic efforts topromote healthy housing, including the DOHMH Healthy
Homes Training for Housing Preservation and Development(HPD)-financed new construction and substantial
renovation—a new HPD prerequisite for EnterpriseGreen Communities certification. Since 2015, DOHMH
has trained over 350 architects, general contractors, andowners/developers on integrated pest management (IPM),
smoke-free housing, and active design. In 2017, HPD
and DOHMH partnered with city and state entities tolaunch the Integrated Physical Needs Assessment, a newtool to better evaluate the water, energy, and health needs
and opportunities of properties.

(2015)

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V I S I O N 2 G OA L

Healthcare Access
Access to high-quality, responsive physical and mental health care services
is an integral need for all New Yorkers. The City continues to expand
connections to care by opening new health centers, upgrading the quality ofexisting healthcare services, and ensuring that mental health and substancemisuse supports are available to everyone who needs them.

Mental Health Service Corps is part of the ThriveNYC initiative. Photo Credit: Joanna Graham /Mayoral Photography Office.

Enrolled 80,000 New Yorkers inhealth insurance
GetCoveredNYC is a citywide outreach initiative createdby Mayor de Blasio that helps New Yorkers enroll in healthinsurance and provides access to primary and preventive
care. The initiative’s outreach specialists proactively engage
uninsured New Yorkers, providing free support in over 12
languages to help people understand their eligibility and assist
them throughout the enrollment process. GetCoveredNYC—a
partnership between the Mayor’s Public Engagement Unit,
NYC Health + Hospitals, the Department of Health andMental Hygiene, the Human Resources Administration, andthe MetroPlus Health Plan—reached over 400,000 people andenrolled over 80,000 previously uninsured New Yorkers inquality affordable health insurance in 2017.

I NDICATOR

Increase the percentage ofadult New Yorkers who feelthat they received the medicalcare they needed in the past 12
monthsIncrease the percentage ofadult New Yorkers with serious
psychological distress who
have received counseling or
taken a prescription medication
for a mental health problem

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GetCoveredNYC reached over 400,000 people.

L ATEST DATA

PR EVIOUS DATA

89%

90%

(2016)(2015)

Data Not Available

46%(2015)

nyc.gov/onenyc

Deployed 125 behavioral health clinicians
to high-need communities

Continued to upgrade electronic medical
record system to better serve patients

In 2015, the NYC Department of Health and Mental
Hygiene launched the Mental Health Services Corps(MHSC), a ThriveNYC program to fill long neglected gaps
in mental health and substance use services throughout
NYC by placing behavioral health clinicians within highneed communities. Designed with dual objectives, MHSC
is a joint career developing and training program forearly-career social workers, mental health counselors, andpsychologists, as well as a practice transformation programfor primary care and behavioral healthcare settings. As of
December 2017, MHSC has deployed 125 behavioral healthclinicians to 119 primary care sites and 61 behavioral healthsites. The program especially focuses on the mental healthneeds of elderly, homeless, HIV+, immigrant, low-income,limited English proficient, and uninsured New Yorkers.

NYC Health + Hospitals is undergoing one of the largest
implementations of Epic in the country, which will
ultimately unify 40,000 users in more than 70 patient caresites. Benefits of the integrated suite will be significant.
Health + Hospitals will experience improved clinicaldocumentation to support billed services, reduced claims
denials, and accelerated reimbursement. Providers will beable to access consolidated and complete patient records toimprove efficiency, and patients will more easily understandthe costs of their care and be able to pay their bills online.
Rollout of the integrated platform is expected to begin in
the fourth quarter of 2018 while the integrated revenue
cycle and electronic medical record suite is expected to be
fully completed in the last quarter of 2020.

Opened Geriatric Center at NYC Health +Hospitals/Harlem
In December 2017, NYC Health + Hospitals/Harlemcelebrated the opening of its Geriatric Center, locatedon the 13th floor of the Martin Luther King Pavilion.
The Center provides specialized care, evaluation, andmanagement of the unique healthcare needs and treatment
preferences of older New Yorkers. The eight-bed specialty
unit has furniture, fixtures, and equipment designed toaccommodate the clinical and physical requirements ofolder patients. The unit is staffed by a team well trained
to care for older New Yorkers and provide support to theirfamilies and caregivers.

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V I S I O N 2 G OA L

Criminal Justice ReformNew York City has implemented a broad,unified strategy to bring down crimeand reduce unnecessary enforcement
and incarceration. This comprehensive
approach places legitimacy, fairness, trust,cooperation, and visible accountability
at the center of the City’s criminal justicereform initiatives, organized aroundthree dominant principles: reforms must
be systematic, investments must be
consonant with costs, and initiatives mustdraw on the vanguard of research. The
strategy is spearheaded by the mayor
but it involves agencies across City
government, state and federal partners,
community groups, networks and people
in neighborhoods, and individual New
Yorkers, allowing residents to play a role inestablishing their own future.

Mayor Bill de Blasio announces the City’s commitment to closing Rikers
Island and creating a smaller, safer, and more equitable borough-basedjail system. Photo Credit: Ed Reed/Mayoral Photography Office.

L ATEST DATA

PR EVIOUS DATA

Decrease the crime rate

98,991

99,823major felony crimes (2017)

major felony crimes (2016)

9,500

9,790

(2017)(2016)

46%

48%(2017)(2016)

Decrease the percentage ofdomestic violence survivors not
linked to shelters|

Shooting Reduction

I NDICATOR

Decrease the average daily
population (ADP) in jail

52

Reduced crime to historic lows

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The Mayor’s Office to Prevent Gun Violenceis the backbone of citywide efforts to partnerwith New Yorkers in reducing the remaining gun
violence in New York City. The Gun Violence
Crisis Management System is a citywide initiative
to reduce gun violence in the 17 precincts that
account for 51 percent of shootings across thefive boroughs. Teams of “violence interrupters”—
typically, credible messengers who have turned
their own lives around—engage individuals
most likely to be involved in gun violence. The
teams work to deescalate disputes before crisis
or violence erupts and to connect high-risk
individuals with extensive networks that provide
job training, employment opportunities, mental
health services, and legal services to increase
the likelihood of long-term violence reduction.

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Between 2014 and 2017, major index crimes in NYC were
down 10 percent, homicides were down 13 percent, andshooting incidents were down 33 percent. The city ended
2017 with 290 murders—a historic low not seen since 1951.
New York had a murder rate of 3.4 per 100,000 residents
compared with other American cities, including four of thecountry’s largest: 7 murders per 100,000 in Los Angeles,
13 in Houston, 20 in Philadelphia, and 24 in Chicago. The
City also recorded 790 shooting incidents in 2017—anotherhistoric low—compared to 1,172 in 2014. The drop in rates
were made possible because of gains in the perceived
legitimacy of criminal justice actors, citizen participationand community involvement, and government cooperation
evolving into sharp crime-fighting tools.
New York City Mayor Bill de Blasio hosted a press conference toannounce the creation of the Mayor’s Office to Prevent Gun Violenceand visit the local anti-gun violence group Build Queensbridge 696 of
the Queensbridge North and South houses in Long Island City on Friday,
February 3rd, 2017. Edwin J. Torres/Mayoral Photo Office.

nyc.gov/onenyc

Assisted over 58,000 victims of intimate
partner violence at Family JusticeCenters since 2016

A Safer City, A Smaller
Justice System
The reduction of the jail population is driven by anumber of factors, including reduced crime and greatly
expanded alternatives to incarceration. For example:
 Supervised release allows judges to assign eligible,
lower-risk defendants to a supervisory program thatenables them to remain at home with their families
and continue working while awaiting trial.
 The expanded bail expediter program helps
defendants with low bail set pay bail. Bail expediters
interview defendants about who could help thempost bail, contact family members, and ensure that
defendants are held at the courthouse while bail isbeing paid.
 The City continues to introduce and expand
diversion programs designed to help people accessservices and avoid reoffending in the future.

SMALLERSAFERFAIRER

Criminal
JusticeA roadmap
to closing
RikersIslandLowered incarceration rate in City jails
These record crime lows fell alongside unnecessary
incarceration rates. Between 2014 and 2017, New York City’s
average daily jail population fell 15 percent—from 10,910 to
9,226. While incarceration rates at the national level did
not drop, the city continues to shrink its jail population.
Closing Rikers and further reducing the jail population
is now official City policy. Reductions have been achieved
without compromising public safety and by placing fairness
and legitimacy at the center of the incarceration reduction
strategy. On January 1, 2018, for example, the jail population
was 8,705—its lowest level since 1980—compared to 11,089
inmates on January 1, 2014. This substantial progress inincarceration reduction was a result of the administration’s
strategies to keep lower-level offenders out of jail and reducecase delays for violent and felony offenders.

Snapshot of the Daily Jail Population:
January 1, 2014 vs January 1, 2018
January
2014

January
2018

Jail Population

11,089

8,705

-22%

Misdemeanor

995

564

-43%

Violent Felony

3,969

3,346

-16%

Nonviolent Felony

3,343

2,662

-20%

City sentenced

1,600

1,081

-32%

State Technicalparole violators*

521

600

+15%

Other

661

452

-32%

In 2017, the City invested $10.9 million to fully fund therecommendations of the New York City Domestic Violence
Task Force to reduce domestic violence in the five boroughs.
The 32 recommendations, both criminal justice andsocial services interventions, included the creation of new
programs, the expansion of existing programs, and policies
to increase coordination across City agencies.

In November 2017, New York became
the first city to pass paid safe leave
legislation that includes survivors ofhuman trafficking, in addition to domestic
violence, sexual abuse, and stalking. The
new law will allow the nearly 3 million
New Yorkers eligible for paid leave
to attend to immediate safety needs
without fear of penalty or loss of income.
Workers who have been the victimsof these offenses—or family members
who need to assist them—can use Paid
Sick or Safe Leave to care for theirneeds, whether physical, psychological,
financial, or otherwise.

Family Justice Centers (FJCs) are co-locatedmultidisciplinary domestic violence service centers thatprovide social services as well as civil, legal, and criminal
justice assistance for survivors of intimate partner violence,
sex trafficking and elder abuse victims and their children.
With a fifth FJC opened on Staten Island in 2016, theMayor’s Office to Combat Domestic Violence (OCDV)
has worked to expand access and services, including 1)
expanding hours of operation to enable clients to receive
core services one evening per week at the three busiest FJCs;
2) expanding on-site mental health services to all FJCs;
and 3) adding an additional Spanish speaking children’s
counselor at the Bronx and Brooklyn FJCs.

New York City First Lady Chirlane McCray announces an expansion of
supports and programming to prevent and combat domestic violence in
New York City. Photo Credit: Benjamin Kanter/Mayoral Photography Office.

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Key Trends(December 2013–
December 2017)
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V I S I O N 2 G OA L

Vision ZeroAn ambitious goal requiring interagency collaboration and a fundamental
cultural shift among New Yorkers, Vision Zero has significantly lowered
the number of New Yorkers whose lives are lost in traffic crashes. 2017
was the safest year ever on New York City streets. But any life lost is one
too many, and the City continues to invest in best practices in engineering,
enforcement, and education to keep up this progress.
L ATESTDATAI NDICATOR

Reduce thenumberof traffic
fatalities tozeroReduced traffic fatalities to record lows

PR EVIOUSDATA

The years 2014 through 2017 had the fewest traffic fatalities
on New York City streets since record-keeping began in
1910, before the widespread use of the automobile. Since
the launch of Vision Zero in 2014, New York City has
witnessed a record-breaking 28 percent decline in traffic
fatalities and a 45 percent decline in pedestrian fatalities
despite a nationally upward trend in traffic fatalities overthe same period.

214 230(2017)(2016)

NYC Traffic Fatalities 2000–2017

Before Vision Zero
Vision Zero

400

2000-2013 average prior to Vision Zero

FATALITI ES

300

200

An emphasis on data has helped target the City’sengineering efforts where they are needed most. Since thestart of Vision Zero, the Department of Transportation(DOT) has completed a total of 356 street improvement
projects with an emphasis on the city’s most crash-prone
corridors and intersections. The Great Streets initiative
focuses on improving safety on four of New York City’smajor arterial routes: Atlantic Avenue, Fourth Avenue,
Grand Concourse, and Queens Boulevard—which has seen
zero pedestrian deaths since 2014.

A core part of the New York Police Department’s (NYPD)
Vision Zero strategy is using enforcement to stop collisions
before they happen. NYPD has designated six infractions
as Vision Zero Violations, including speeding, failure toyield to pedestrians, cell phone use, disobeying signs,
illegal turns, and failure to stop on signal. With prioritized
enforcement of these violations, Vision Zero summonses
now make up more than two-thirds of all moving violations
issued by NYPD.

Meanwhile, DOT has activated Leading PedestrianIntervals (LPIs) at more than 2,000 intersections citywide,causing the number of pedestrians and cyclists killed
or seriously injured to fall 37 percent at these locations.
In addition, DOT has installed left turn traffic calming
interventions at 217 intersections; this type of intervention
is proven to reduce median left turn speeds by 24 percent.

In 2014, the City lowered the speed limit on all New York
City streets without a posted sign from 30 MPH to 25 MPH.
With data showing that pedestrians struck by vehicles
traveling at 25 MPH are half as likely to die as those struckat 30 MPH, the City made it a priority to educate New
Yorkers about the new lower speed limit.
Safe Kids Walk This Way.

Engaged with New Yorkers about
traffic safety
Connecting with New Yorkers face-to-face in theircommunities is an essential part of Vision Zero. Vision Zero
Street Teams have been on the front lines of this outreach,teaching pedestrians skills to safely navigate dense urban
environments, urging motorists to slow down and yield topedestrians, and hosting “Know Your Limit” events at sports
games and concerts to emphasize legal alcohol limits. Vision
Zero has also targeted outreach to children and seniors, withan interactive traffic safety curriculum for public school
students and an educational program for older adults.

The City has also engaged drivers in its own fleets. Each
year, the Taxi and Limousine Commission (TLC) and theDepartment of Citywide Administrative Services (DCAS)
honor those outstanding drivers who make thousands of trips
annually without a single traffic incident on their record.

OneNYC Progress Report 2018

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2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

0

|

Prioritized enforcement of dangerous
driving violations

During the fall and winter months, the City has mobilized
to alert drivers to the safety risks that come with shorter
days and earlier sunsets. For the two consecutive years
that the Dusk and Darkness campaign has been underway,pedestrian fatalities have continued to decline during thefall and winter.

100

56

Made streets and intersections safer forpedestrians and cyclists

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VISION 3

PROGRESS 2018

Our Sustainable CityG OA L S

In 2015, New York City committed to becoming the most sustainable big
city in the world and a global leader in the fight against climate change. We
committed to reducing greenhouse gas (GHG) emissions 80 percent by
2050 (80x50); to having the cleanest air of any U.S. city; to achieving Zero
Waste by 2030 (0x30); to investing in contaminated land remediation; and toensuring all New Yorkers have better access to parks.
Despite the current lack of federal leadership, New York City
stands by its commitments to ensure that people, economic
development, and the environment all thrive together. And
we are proud of the progress made to date: Our air and water
are cleaner, our energy is greener, we are sending less waste tolandfills, and more New Yorkers than ever before live withinwalking distance of a park. Furthermore, we’ve increased
solar installations sixfold, invested nearly $500 million to
improve the energy efficiency of the city’s more than
1 million buildings, offered training programs to advancegreen jobs, and became the first city in the U.S. to commit
to the principles of the Paris Climate Agreement and divest
from fossil fuels.

80x50 PG 60
Zero Waste PG 64
Air Quality PG 68
Brownfields PG 70
Water Management PG 72
Parks & Natural Resources PG 76

Becoming the most sustainable big city in the world is noeasy task, but achieving this goal has real benefits for all
New Yorkers. With more than $340 million invested in
the City’s parks and streets, and over 620,000 trees andmore than 5 million flowers planted, the city landscape is

I N DICATOR

Reduce the city’s greenhousegas emissions by 80 percent by
2050 relative to 2005 levels
Reduce waste disposal by 90
percent by 2030 relative to2005 levels
Reduce the risks of stormwater
flooding in most affected
communities

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greener. Programs such as the NYC Clean Fleet initiative
and the Retrofit Accelerator have helped the city’s air
quality reach its cleanest levels in more than 50 years. The
City’s brownfield cleanup and redevelopment programs
have simultaneously improved the environment and thehealth of our neighborhoods, while catalyzing economic
development. The New York Harbor is cleaner and healthier
today than it has been in more than a century. And theCity’s organics collection program, the largest program ofits kind in the country, makes it easier for New Yorkers to
do their part.
As New York City continues to grow, meeting oursustainability goals will become more challenging. No
matter the obstacles, the City is committed to making
New York the most sustainable big city in the world andwill continue to expand upon and accelerate our existing
initiatives to improve the quality of life for every New
Yorker and to protect the planet.

L ATEST DATA

15%PR EVIOUS DATA

14%

reduction from 2005 levels by
the end of 2016

reduction from 2005 levels by
the end of 2015

3,213,400

3,196,200

tons in 2017

tons in 2016

1.8%

0.65%

backlog of catch basin repairs(2017)

backlog of catch basin repairs(2016)

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V I S I O N 3 G OA L

80x50
In 2014, the City committed to reducing its greenhouse gas emissions 80 percent
by 2050 (80x50), compared to 2005 levels. Achieving this ambitious goal isno easy task and requires active participation by New Yorkers to transform thebuildings we live in, the places we work, the ways we travel, and the goods weconsume. In 2016, the City published New York City’s Roadmap to 80x50, whichused the best available science and state-of-the-art analysis to identify strategies
in the buildings, energy, waste, and transportation sectors that would achieve
80x50 based on current technology. While progress toward 80x50 continues, theprograms, initiatives, policies, and legislation that have already been implemented
have begun to move the needle: our air is cleaner, our energy is greener, and weare sending less waste to landfills.
I NDICATOR

Reduce the city’s
greenhouse gas emissions
by 80 percent by 2050
relative to 2005 levels

L ATEST DATA

15%
reduction from 2005 levels by
the end of 2016

PR EVIOUS DATA

14%
reduction from 2005 levels by
the end of 2015

New Yorkers marching for the climate.

Became the first major U.S. city tocommit to divesting from fossil fuels
In January 2018, the City announced a goal to fully divest
its pension funds from firms that own fossil fuel reserves
within five years, which will make the City of New Yorkthe first major U.S. pension plan to do so. In a first-in-thenation step toward the goal of divestment, the mayor andcomptroller will submit a joint resolution to pension fundtrustees to begin analyzing ways to responsibly divest fromfossil fuel owners in a way that is fully consistent with theCity’s fiduciary obligations. The City’s five pension funds,
totaling approximately $189 billion, hold roughly $5 billion
in the securities of over 190 fossil fuel companies. The City’s
move is among the most significant divestment efforts inthe world to date.

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Increased solar installations sixfold
since 2014
The Department of Citywide Administrative Services(DCAS) has installed over 10 megawatts (MW) of solar todate on 57 City buildings, and is working to reach a goal
to install 100 MW of solar by 2025. In addition, more than
100 projects are set to begin construction this year, totaling
an additional 18 megawatts, which will bring the City’s
total installed capacity to nearly 29 megawatts. DCAS also
is deploying energy storage technologies to help the City
increase the resiliency of critical infrastructure, including
launching solar plus energy storage installations at
firehouses, libraries, and the Jacobi Medical Center.
Solarize NYC now has active solar group purchasing
campaigns in the Manhattan neighborhood of Harlem
and in Brownsville, Brooklyn, with more partnerships on
the way throughout the city. The first official campaign,
Solar Uptown Now, was launched in fall 2017. Centeredin Harlem, it featured a collaboration with WEACT for
Environmental Justice. More recently, the NYC Solar
Partnership—led by Sustainable CUNY in conjunction with
the NYC Economic Development Corporation (NYCEDC)
and the NYC Mayor’s Office of Sustainability—partneredwith Nehemiah Economic Development, Inc., to launch
Solarize Nehemiah, a group purchasing campaign forrooftop solar for the Nehemiah Homes in Brownsville.

Mayor Bill de Blasio and other trustees of the City’s pension funds announce
the City’s goal to divest City funds from fossil fuel reserve owners within five
years. Photo Credit: Benjamin Kanter/Mayoral Photography Office.

offers a way to access the benefits of clean solar energy
by subscribing to the electricity generated from asolar array located elsewhere in NYC. The first crop ofcommunity-shared solar projects are going live all acrossthe city and offer the environmental and bill savings
benefits of solar to more New Yorkers than ever before.
Public entities are also using their assets to catalyze
the growth of solar. The New York City Housing
Authority (NYCHA) will soon select vendors for its
first community shared solar Request for Proposals(RFP), which will lead to shared solar installations onlarger NYCHA rooftops. In addition, NYCHA will soonlaunch the ACCESSolar program, which aims to support
smaller solar companies by aggregating NYCHA’s
smaller rooftops for shared solar installations. Similarly,
NYCEDC recently released an RFP to install and operate
a community shared solar project at the Brooklyn Army
Terminal campus in Sunset Park, Brooklyn. This projectwill integrate a physical solar energy system with acommunity energy model that allows local businesses
and residents in Sunset Park to take advantage of
renewable energy at a reduced price.

For those without the authority to install solar panels on
their own rooftops, like renters, community-shared solar

New Yorkers interested in meeting a portion of theirelectricity needs with one of these shared solar projects
are encouraged to sign up through the NYC Shared
Solar Gateway at sharedsolarnyc.com.

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Invested nearly $500 million to
improve energy efficiency in public
and private buildings

Provided green job training to support
New York City’s green economy

New York City has over 1 million buildings that make up
more than 5 billion square feet of built area. More than90 percent of those buildings will still be here in 2050.
The energy used in the city’s building stock is the largest
contributor of greenhouse gas emissions. However, GHG
emissions from energy use in buildings continues todecrease, even as the city’s built area has increased. To
realize the full extent of potential GHG reductions, buildings
must transition away from fossil fuels for certain systems,
maximize on-site renewable energy, improve operations
and maintenance, and empower residents to reduce energy
use. Many of the initiatives to reduce GHG emissions frombuildings launched to date aim to do just that.
The City has focused its own investment in municipalowned buildings on high-value energy efficiency projects
by allocating competitive funding and implementing deep
retrofits in key facilities. Today, the City benchmarks theannual energy performance of all City buildings of at least
10,000 square feet. This helps target future energy efficiency
investments, tracks progress, and ensures compliancewith Local Law 84 of 2009—the City’s benchmarking law.
In 2016, the average Energy Star score for eligible Citybuildings was 70.8, a 21 percent improvement over the
average Energy Star score of 58.6 for 2010, the first yearthat City buildings were benchmarked. To date, DCAS
Energy Management (DEM) has awarded over $480 million
to City agencies for energy efficiency projects through the
Accelerate Conservation and Efficiency program (ACE) andthe Expenses for Conservation and Efficiency Leadershipprogram. Upon completion, these projects are expected toyield more than $67 million in avoided annual energy costs
and approximately 176,000 metric tons of avoided GHG
emissions, equivalent to almost 38,000 vehicles removed
from the road.

Aerial view of some of New York City’s more than 1 million buildings.
Photo Credit: Michael Appleton/Mayoral Photography Office.

in high performance retrofits over the next 10 to 15 years,
which are expected to achieve a 40 to 60 percent reduction
in GHG emissions. To date, the City has contributed
approximately $16 million for energy efficiency projects inprivate buildings. These projects are expected to reduce thecity’s greenhouse gas emissions by over 95,000 metric tonsof carbon dioxide equivalent.

The City is also committed to helping building owners
and decision-makers pursue energy efficiency and clean
energy projects through multiple City-funded programs.
The NYC Retrofit Accelerator and Community Retrofit
NYC programs are currently assisting building owners anddecision-makers in over 5,000 buildings identify energy andwater saving retrofit opportunities and connect to financial
and technical resources to complete the projects. This
year, the NYC Retrofit Accelerator launched a new High
Performance Retrofit Track to assist buildings in developing
and implementing long-term capital plans that will phase

The NYC Carbon Challenge is the City’s long-standing
voluntary leadership program that is working with morethan 100 companies and organizations that have committed
to 30 to 50 percent reductions in GHG emissions. The
program celebrated its tenth anniversary last year and now
represents more than 500 million square feet—or close to
10 percent of built space in NYC. To date, Carbon Challenge
participants have cut their emissions by close to 600,000
metric tons of carbon dioxide equivalent and are collectively
saving nearly $190 million annually in lower energy
costs. By the end of the program, current participants areprojected to reduce citywide emissions by nearly 1.5 million
metric tons of carbon dioxide equivalent—the equivalent oftaking more than 300,000 cars off the road—and result inan estimated $700 million in energy cost savings.

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The City is providing green job training in partnership with
Solar One both through educational programs at K-12 publicschools and through training programs at Rikers Island.
The City’s climate education program in public schools
has provided professional development to 670 teachers
to date. In 2017, the City also launched programming insolar energy installation basics for vocational high school
students focused on the fundamentals of solar photovoltaic(PV) installations to simultaneously educate and help
build our future renewable energy workforce. In addition,
the City is investing in traditionally hard-to-employ
populations through its Rikers Island solar basics training
program. Fifty-one inmates have taken a two-day in situ
training course and thirteen have completed a five-day
post-incarceration training program. The City is working
with the Fortune Society, Small Business Services, project
developers, and unions to connect these trainees withjobs. In addition, DCAS continues to work with the City
University of New York (CUNY) to train both City staff and
CUNY students in energy efficiency best practices. To date,more than 3,200 City workers have been trained acrossmore than 24 distinct course offerings, including Building
Operator Certification, trades-specific energy courses, anda renewable energy training class. Sixty-five graduate andundergraduate students have also received valuable energy
efficiency experience through their work in City buildings
during internships with CUNY’s Building Performance Lab.

Continued to lead the fight against
climate change, becoming the first city
to align its actions with the Paris Climate
Agreement
On June 1, 2017, President Trump abdicated American
leadership on climate change when he announced his
intention to withdraw the U.S. from the Paris Climate
Agreement (Paris Agreement). New York City knew thatit couldn’t turn its back on one of the most significant
challenges facing humanity. The next day, Mayor de Blasio
signed Executive Order 26, committing the most populous
city in the U.S. to the principles of the Paris Agreement
and to developing a pathway to advance its goal of limiting
global temperature rise to 1.5 degrees Celsius. Hundreds ofother U.S. cities and institutions followed suit by reiterating
their commitment to reduce GHG emissions—sending a
profound signal to the world that the majority of Americans
will not retreat from this existential fight.
Meeting the global carbon budget to keep global
temperature rise to 1.5 degrees Celsius requires that the City
implement a priority subset of its 80x50 strategies by 2020
in order to accelerate GHG reductions. This plan clearlylays out the pace, scale, and impact of actions across the citythat are necessary to bring NYC’s actions in line with theParis Agreement’s 1.5 degree Celsius outcome and commits
the City to lead in the development of a global protocol for
carbon neutrality.

To further bolster an emerging green economy, Mayorde Blasio and the Building Construction Trades Council(BCTC) announced an agreement in 2017 to launch thefirst class of pre-apprenticeships available through the
NYC Green Jobs Corps. The NYC Green Jobs Corps, firstannounced by the mayor during his 2017 State of the City
address, is a partnership with industry and labor aimed attraining 3,000 workers over the next three years with new
skills needed for the emerging green economy. In the year
since the agreement was signed, training providers havealready launched new classes and have started connecting
graduates to employment opportunities.

Students building solar powered cars on the roof of their school,
Global Learning Collaborative High School in Manhattan, which
has a solar installation.

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Expanded organics collection to serve
more than 3.3 million residents—thelargest program of its kind in the country

V I S I O N 3 G OA L

Zero Waste
The City is committed to becoming a worldwide leader in solid waste
management by achieving the goal of Zero Waste by 2030, eliminating
the need to send waste to out-of-state landfills and minimizing the overall
environmental impact of the city’s trash. In 2015 the City set the ambitious
target of reducing the amount of waste disposed of by 90 percent by 2030
from a 2005 baseline—and has already taken big steps to get there.
I NDICATOR

Reduce volume of DSNYcollected refuse (excluding
material collected for reuse/recycling) by 90 percent
relative to 2005 baseline of~3.6M tons
Increase curbside andcontainerized diversion from arate of 15.4 percent in 2014

L ATEST DATA

PR EVIOUS DATA

3,213,400

3,196,200

tons in 2017

tons in 2016

17.4%

16.9%

(2017)(2016)

Organic waste—food scraps, food-soiled paper, and yard
waste—accounts for about one-third of everything New
Yorkers throw away. When sent to landfills, it decomposesand generates methane gas, a greenhouse gas 28 to 36 times
more potent than carbon dioxide when released into theatmosphere. Instead, New York City is turning organic
waste into compost for rebuilding the City’s soils and into
clean energy to heat homes and generate power.
Since the original launch of the program as a pilot for 3,200
residents in spring 2013, the City of New York Departmentof Sanitation (DSNY) has distributed thousands of brownbins to single-family and small multi-family residences
and now provides curbside organics collection to morethan 3.3 million city residents. Apartment buildings inManhattan and the southern portions of the Bronx may
apply to participate. In 2018, DSNY will expand curbside
collection service to the remaining 17 community districtsin Brooklyn, Queens, and Staten Island.

NYC loves organics! Bay Ridge residents
showing off their NYC Organics bin.

For those residents who do not yet have access to curbside
collection or whose buildings have chosen not to participate,
DSNY funds and manages residential food scrap drop-off
sites throughout all five boroughs at commuter hubs, farmers
markets, community supported agriculture (CSA) pickup
sites, libraries, and in other high traffic areas. The number ofdrop-off sites has grown from 34 sites in April 2015 to 98 sites
in 2018.

NYC Organics is Expanding
Set out your bin! Neighborhoods withorganics curbside collection.

NYC resident dropping off food scraps at one of the city’s many drop-off locations.

Enroll today! Neighborhoods withbuildings eligible for collection service.
Future expansion. Curbside organics
collection service coming in 2018.
Drop it off! Visit your nearest foodscrap drop-off site.

Map Source: New York City Department of Sanitation
Map Date: 10/25/2017

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Studied the benefits of zoned waste
collection
Waste and recyclables from restaurants, stores, officebuildings, and other commercial establishments arecollected by approximately 90 private waste haulers. These
haulers often have long, overlapping routes that create
unnecessary truck traffic, promote unsafe work practices,and discourage proper recycling practices.
In 2016, the Department of Sanitation and the Business
Integrity Commission released a study of the potential
benefits of a zoned collection system, where certain haulers
would bid on the rights to collect within a certain geographic
zone. The study showed that creating commercial waste
collection zones would reduce truck traffic associated with
waste collection by 49 to 68 percent and reduce associatedgreenhouse gas emissions by 42 to 64 percent.
Today, the City is developing an implementation plan forcommercial waste zones with the goal of creating a safe,
efficient system with high quality, low cost service that sets
the City’s commercial sector on a path to achieve its zerowaste goals. To date, the project team has met with morethan 100 stakeholders representing businesses, haulers,
labor organizations, advocates, and trade organizations to
inform this plan, which will be released this summer.

2017 Composition of Residential Curbside
Aggregate Discards

34%

34%

residential curbside
recyclables

organics suitablefor composting

17%

21%

clean paper,
cardboardfood scraps

17%

8%

metal, glass,plastic, cartonsfood-soiled paper

Released study showing New Yorkers
are producing less waste at home thanever before
In April 2018 the City released its fourth waste
characterization study—the 2017 NYC Residential, School,
and NYCHA Waste Characterization Study. Cities conductperiodic waste characterization studies to assess changes
in the composition of discarded material and to inform
development of waste management programs and services
like recycling, composting, and reuse. These studies
involve collecting and sorting samples of waste to create
statistically representative and generalizable information
about the content of a city’s waste stream.
Waste characterization studies also provide broader
insight into the evolving waste stream by documenting
consumer consumption patterns and the design of
discarded products which influence what can and cannot
be diverted. Furthermore, they can reveal the success ofwaste management policies and programs by measuring
the reduction of targeted components of the waste stream.
DSNY has conducted waste characterization studies in NYC
in 1990, 2005, 2013, and 2017.
The 2017 Study found that New Yorkers are producing
less waste at home than ever before. In 2005, residential
curbside collections totaled almost 3.5 million tons per
year, 2.8 million of which were disposed as refuse. In 2017,residential collections were down to less than 3.1 million
tons per year, with 2.5 million tons disposed as refuse.
This took place even as the city’s population grew from
8.2 to over 8.5 million inhabitants. The 2017 Study also
found that about a third of everything New Yorkers discard
consists of NYC-designated paper, metal, glass, and plastic
recyclables. Another third of all discards is made up oforganic materials suitable for composting, representing thebiggest opportunity for New Yorkers to divert waste fromlandfills. While the 2017 Study shows that the City’s efforts
to help New Yorkers reduce, reuse, and recycle are working,it also shows us that there is more progress to make as theCity works to meet its goal of sending zero waste to landfills
by 2030.

Sanitation workers load e-waste into a collection truck to be recycled.

Diverted more than 15 million pounds ofelectronic waste for recycling since 2015

Brought recycling to all public housing
residents

The e-cycleNYC program has offered residents of apartmentbuildings with ten or more units convenient, in-building
collection of electronic waste since 2013. Since April 2015,
DSNY has dramatically expanded the program, with 11,555
new buildings on board and 3,800 tons of electronic waste
collected. In addition to the growth in the e-cycleNYC
program, DSNY launched a successful pilot of curbside
electronic waste collection in Staten Island that diverted
nearly 1 million pounds of e-waste in the first year. The
program was expanded in North Brooklyn in fall 2017 andwill be available in the rest of Brooklyn, Queens, and theBronx by the end of 2019. Together, the City’s electronic
waste recycling programs have diverted more than 15
million pounds of unwanted electronics for recycling.

In February 2015, NYCHA launched a comprehensive
recycling implementation plan called NYCHA Recycles!
Since then, staff have worked with residents and partners
like DSNY, GrowNYC, Green City Force, and NYC Service tobring regular recycling services and educational programs tomore than 400,000 residents at all NYCHA developments.

DSNY and GrowNYC team members with a few Environmental
Ambassadors at the 2017 graduation.

In 2017, the City took steps to improve participation among
NYCHA residents in the recycling program. DSNY begana study of voluntary incentive programs to encourage
participation among public housing residents in partnershipwith City Council and other stakeholders. DSNY is alsocollaborating with NYCHA and the Office of the Chief
Technology Officer on an NYCx Challenge to reduce waste
and litter in Brownsville’s public housing. In 2018, NYCHA
will be releasing the agency’s first ever comprehensive solid
waste management plan, outlining additional efforts todivert waste from landfills and pilot new technologies tobetter serve residents.

6%

0.4%

harmfulhouseholdproducts

19%

6%
textiles0.3%

e-wasteyard waste

other materials

5%

construction,
demolition

2%

plastic shopping bags

9%other divertable materials
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In December 2016, NYCHA achieved a major milestone inincreasing access to recycling at every single development.
More than 1,500 recycling bins were installed to complete
Phase 1 of the recycling rollout, and more than 1,400
NYCHA employees, including development staff, weretrained on recycling procedures. DSNY also collaborated
with GrowNYC to create a new and exciting program
for NYCHA residents: Environmental Ambassadors. As
ambassadors, residents became volunteer community
experts on recycling and continue to engage their neighbors
to improve participation rates. DSNY and NYCHA are now
focused on tenant engagement and education.

23%
other

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NYCHA Recycles! implementation.

Continued to operate one of the world’s
largest alternative fuel fleets

V I S I O N 3 G OA L

Air Quality
New York City’s air quality has reached its cleanest levels in more than 50 years
and continues to improve as measures are put in place to reduce emissions fromregional and local sources. Citywide air quality monitoring indicates that sincemonitoring began in 2009, levels of fine particulate matter (PM2.5), nitrogendioxide (NO2), nitric oxide (NO), and black carbon (BC) have considerably
declined. Over the same period, levels of sulfur dioxide have also declined sharply,
largely due to new City and state rules reducing emission from heating oils. Someof the largest improvements in air quality have occurred in the City’s historicallypolluted areas and in low-income neighborhoods.
Despite this progress, air pollution remains a leading
environmental health threat to all New Yorkers, particularly
the City’s most vulnerable residents such as the elderly,
children, and people with preexisting health conditions.
Exposure to PM2.5 and ozone currently contribute tothousands of premature deaths, hospitalizations, andemergency department visits in the city each year. These
health impacts are found at disproportionately higher rates
in the city’s low-income neighborhoods.

The City is pursuing additional measures to improve
air quality citywide and reduce inequities in pollution
health effects through measures described here and inother sections of OneNYC, including more efficient andcleaner buildings, lower emissions from motor vehicles,
increased access to active and sustainable modes oftransit, achieving zero waste to landfill, and controllingsmaller and more distributed sources of pollution likecommercial charbroiling.

I NDICATORL ATEST DATA

PR EVIOUS DATA

Air-quality ranking amongmajor U.S. cities

5th

5th

(2014–2016)(2013–2015)

0.5 ppb

1.6 ppb

range in winter average acrosscommunity districts (2016)

range in winter average acrosscommunity districts (2015)

5.4 μg/m3

5.1 µg/m3

range, annual average acrosscommunity districts

range, annual average acrosscommunity districts

Disparity in SO2 across cityneighborhoods

Disparity in PM2.5 levels
across city neighborhoods

Through its NYC Clean Fleet initiative launched in 2015,
the City now operates one of the largest alternative fuelfleets in the world: 18,314 units using electric, solar, hybrid
electric, natural gas, or biodiesel. DCAS deploys 1,224
electric vehicles on the road, up from about 200 in 2014, andis served by nearly 500 EV chargers—37 of which are solar
carports powered entirely by renewable energy. Last year
the City implemented its largest-ever biodiesel program,using 16 million biodiesel blended gallons. It is also thelargest fleet user of car share in the country. To help green
private sector truck fleets, the City continues to provide
incentives to trucking companies to replace or retrofit older
and dirtier trucks through the Hunts Point Clean Truck
Program, which won the 2017 C40 Cities4Mobility Award.
The program has funded over 550 truck replacements,
offsetting more than 5,200 tons of CO2 per year.

Converted over 400 buildings tocleaner fuels
Since 2015, the NYC Retrofit Accelerator and Community
Retrofit NYC have engaged with 5,000 buildings to assist
them to implement energy and water-saving retrofits. This
includes helping over 400 buildings complete conversions
off of #4 heating oil to cleaner fuels and continuing toassist an additional 850 buildings that are in the processof conversions. As a result of the conversions completed
since 2015, the City has reduced particulate matter by over
14,000 pounds annually. Last year, the City launched theHigh Performance Track of the NYC Retrofit Accelerator tohelp building owners phase in even deeper energy retrofitsthat will transition building heating and hot water systems
completely away from fossil fuels to high efficiency electric
options. As detailed in the 80x50 goal, the City is also
implementing a $2.7 billion program to reduce demand andimprove the energy efficiency of its buildings, which willfurther reduce criteria air pollutants.

Enacted and enforced new rules toreduce air pollutants

Promoted research on andcommunity engagement inneighborhood air quality
In November 2015, Mayor de Blasio signed alaw codifying the New York City Community Air
Survey (NYCCAS), the longest ongoing urban air
monitoring program of any U.S. city. Each year,
NYCCAS data is used to produce a report onneighborhood air quality which is shared throughthe Department of Health and Mental Hygiene’s(DOHMH) environment and health data portal.
In partnership with Queens College at the City
University of New York, in November 2017 DOHMH
launched a “citizen science” pilot study to develop
toolkits for communities to conduct air quality
evaluations. DOHMH and CUNY will begin byevaluating new low-cost air quality monitoring
technologies for suitability and use in neighborhood
air quality monitoring, and will conduct pilot studies
with local institutions over a two-year period.

Since the initial release of OneNYC, Mayor de Blasio signed
the Air Pollution Control Code of 2015 and the City has
begun implementing new regulations to limit particulate
emissions from previously uncontrolled sectors, such as
charbroilers and wood- and coal-fired ovens. These rules
will help reduce up to 1,400 tons of particulate matter fromthe city’s air and will have significant health benefits. Overthe next year, the Department of Environmental Protection(DEP) will conduct extensive outreach to the restaurant
industry to develop new rules that govern existingunderfired commercial broilers, which were excluded fromthe new rules.

Annual Average PM2.5 and NO2 concentrations, 2009 and 2016

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Launching the nation’s first urban
clean soil exchange to help protect theenvironment

V I S I O N 3 G OA L

Brownfields
As the city’s need for space grows, we must use our existing stock of land
more effectively. Brownfield cleanup and redevelopment represents oneof our best opportunities to engage communities and reclaim land fordevelopment 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.
I NDICATOR

Numberof tax lots
remediatedsinceJanuary 1,
2014

L ATESTDATA

PR EVIOUS
DATA

756

577

(January
2014–March2018)(January
2014–March2017)

The NYC Voluntary Cleanup Program (VCP)—the
nation’s only City-run land cleanup program—aims toclean up contaminated land to eliminate exposure toenvironmental toxins and alleviate social inequality causedby disproportionately high occurrences of brownfields
in low-income neighborhoods. Since 2014, this program
has continued its impressive growth, becoming one of thelargest land cleanup programs in the country. The VCP
has facilitated environmental remediation of hundreds ofcontaminated vacant lots across the city, achieving stringent
state standards for land safety, enabling redevelopment andcommunity revitalization, and achieving our OneNYC landcleanup and revitalization goals two years ahead of schedule.

A vacant lot in Mott Haven contained degraded surface soil before remediation with clean soil from the NYC Clean Soil Bank.
Before Remediation

After Remediation

In May, the City will launch PURESoil NYC. To lower public
exposure to contaminants in shallow urban soil, PURESoil
NYC will make locally-sourced clean soil available tononprofit organizations for use in community settings. The
program will also make NYC more resilient to the effects ofclimate change and sea level rise. PURESoil NYC will utilize
the purest soil from the NYC Clean Soil Bank (CSB) and“upcycle” it for these specialized uses. The CSB is the only
urban soil exchange in the U.S. It obtains clean native soil
excavated from deep below the ground during constructionof new buildings and transfers it to other projects in NYC.

Completed land cleanup goal two years
ahead of schedule and announced
the most aggressive land cleanup andrevitalization goal of any city in the world
In OneNYC, we proposed cleaning up and revitalizing 750
tax lots in six years. We have now completed remediationof 756 lots, achieving our goal two years ahead of schedule.
These cleanups enabled construction of over 42 million
square feet of new building space on properties that werevacant for an average of over ten years. These new buildings
have provided over 5,200 new units of affordable housing
and supported hundreds of new businesses, creating over
7,000 permanent jobs. Land cleanup has made a profound
impact on NYC’s environment. A total of 187 acres havebeen cleaned up and revitalized so far, involving the removalof over 400 underground storage tanks, cleanup of 100
petroleum spills, and removal and proper disposal of 41,000
tons of hazardous waste.
Having achieved the City’s original OneNYC landcleanup and revitalization goals, the Mayor’s Office ofEnvironmental Remediation (MOER) has announced
1000×21, the most aggressive land cleanup and revitalization
goal of any city in the world. 1000×21 seeks to remediate
and redevelop 1,000 lots in NYC by the end of the de Blasio
administration in 2021.

Completed land cleanup andrevitalization goal to create safe landand build affordable housing for lowand moderate-income communities
Over 50 percent, or 415, of remediated and revitalized lots
are located in low- and moderate-income communities
and have enabled the City to complete its OneNYC goalof remediating 375 lots in these communities two years
ahead of schedule. Cleanup of these properties has yieldedsafe land for new development and has resulted in theconstruction and occupancy of over 5,200 new units ofaffordable and supportive housing throughout the city since2014. Launched in 2016, MOER’s Vacant Land Jumpstart
Program has enabled the enrollment of an additional 12affordable housing projects, with 1,200 affordable units,
in the New York State Brownfield Cleanup Program. Statecleanup tax credits, made available by participation in
the Jumpstart Program, will lower construction costs byapproximately $36 million dollars so that these funds can beused to support other affordable housing projects.

Completed cleanup andredevelopment of 119 properties
in the coastal flood plain
The City has achieved its OneNYC goal of remediating 119
lots in the coastal flood plain—19 more than proposed in
2014. These cleanups make NYC more resilient to climatechange and sea level rise by greatly reducing the riskthese properties pose from erosion and pollutant releaseduring future storms. Additionally, MOER has provided
nine grants under the Brownfield Incentive Grant (BIG)program to encourage cleanup in the floodplain. MOER
also published a Brownfield Resilience Report to provide
guidance to land owners and developers on the best
approaches for incorporating resilient and sustainable
design into cleanup and redevelopment of contaminated,vacant land in NYC.

After completion of a successful cleanup, construction of this safe newbuilding is underway in Coney Island.

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V I S I O N 3 G OA L

Water Management
New York City’s water supply system is one of the nation’s most aweinspiring feats of civil engineering. Most of the City’s water is collected from
freshwater streams located on more than 2,000 square miles of remotemountains, lakes, and forests in the Catskill Mountains. Relying almost
exclusively on gravity, about 1 billion gallons of unfiltered water is delivered
each day to the five boroughs through more than 6,200 miles of aqueducts,
tunnels, and water pipes—all while meeting or exceeding federal andstate drinking water standards. The City tests drinking water for up to 250
contaminants over 600,000 times annually and continues to make major
capital investments to maintain the provision of world-class drinking water
far into the future. The City is also investing in wastewater infrastructure andinnovative stormwater management tools to reduce neighborhood flooding,
improve the cleanliness of our waterways, and achieve more sustainable
and carbon-neutral operations.

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I NDICATORL ATEST DATA

PR EVIOUS DATA

Violations with Safe Drinking
Water Act00violations (2017)

violations (2016)

Backlog of catch basin
repairs

1.8%

0.65%

(2017)(2016)

Combined Sewer Overflow
capture rate

78.4%

78.8%

(2017)(2016)|OneNYC Progress Report 2018

nyc.gov/onenyc

Schoenburg Stream leading to the Neversink Reservoir, Catskill Mountains.

Committed $1 billion to protect
New York City’s drinking water

Accelerated work to improve the city’swater delivery system

The City’s science-based approach to watershed protection
has made our program a national and international model
for source water protection. In 2017, the NYS Department
of Health awarded the DEP with a new ten-year waiverto continue delivering unfiltered drinking water from its
Catskill/Delaware water supply. The waiver, known as a
Filtration Avoidance Determination (FAD), commits theCity to investing $1 billion over the next decade in programs
that protect our upstate reservoirs and the vast watershedlands that surround them. The FAD allows the City to avoid
building a filtration plant for its Catskill and Delaware watersupplies, which would have cost the City upwards of $10 billion
and hundreds of millions of dollars each year to operate.

In 2017 DEP finished cleaning, filling, and pressurizing the
Brooklyn/Queens leg of City Water Tunnel No. 3, bringing
it to a state of activation readiness. Construction for thetunnel began in the early 1990s and DEP initially planned
to complete it in the mid-2020s. In Spring 2016, however,Mayor de Blasio directed DEP to prepare this leg of thetunnel so it could quickly be placed into service should acatastrophic natural or manmade emergency arise with City
Water Tunnel No. 2, rendering it inoperable.

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City Water Tunnel No. 3.

Completed flooding relief projects inSoutheast Queens
In 2015 DEP launched a $1.5 billion program to constructsewers and reduce flooding in Southeast Queens.
Approximately $227 million has already been committed.
In 2017, DEP completed or made significant progress ona number of projects, including the installation of newcatch basins and sewer extensions throughout the St.
Albans, Jamaica, South Jamaica, Laurelton, and Rosedale
neighborhoods. DEP also launched a feasibility study
for a groundwater drainage project aimed at addressing
basement flooding in these areas, where the groundwatertable has risen over the last two decades and has impacted anumber of residential and commercial properties. The study
will measure how high the groundwater table has risen,
how much it must be lowered in order to mitigate basement
flooding, and feasibility of a radial collection plan.

Fostered a cleaner and healthier New
York City Harbor(Image Page Right) Dolphins in New York Harbor.

Due in part to the continued expansion of the nation’s mostambitious and aggressive green infrastructure programand ongoing upgrades to the City’s wastewater system, the
New York Harbor is cleaner and healthier today than it
has been in more than a century. By the end of 2017, nearly
4,000 green infrastructure assets were constructed or are
in construction across the city, in addition to other formsof green infrastructure located in City parks, playgrounds,
schools, and housing developments. DEP is also investingbillions of dollars to upgrade the wastewater collection
system to ensure that the maximum amount of wastewater
receives treatment during rainfall, while moving forwardwith plans to construct overflow retention tanks for the
Gowanus Canal. In 2017, DEP also completed installation of
40,000 oysters in Jamaica Bay. Oysters filter pollutants fromwater, help protect wetlands and shoreline from erosion
and storm surge, and provide habitats for communities offish and other aquatic organisms. Through its Municipal
Separate Storm Sewer System (MS4) program, the DEP also
spearheads efforts to reduce pollutants such as floatables,
pathogens, and nutrients in stormwater discharges.
These improvements have led to increased recreational
opportunities for people, ecological advancement foraquatic life, and even a greater presence of whales in our
midst.

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nyc.gov/onenyc(Image Above) Rain Garden in Flushing, Queens.

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V I S I O N 3 G OA L

Parks & Natural Resources
Parks and open spaces are essential resources that provide a respite fromthe density and intensity of urban life. Beyond their significant public healthand environmental benefits, these quintessentially democratic spaces also
promote civic and cultural engagement and strengthen social bonds thatmake for a more vibrant, cohesive city. NYC Parks has taken notable strides inmaking the City’s parks system more equitable and accessible, with targeted
investments to under-resourced parks and a steady increase in the percent
of New Yorkers living within walking distance to a park. NYC Parks will also
continue to focus on enhancing neighborhood access and connectivity, andon caring for and protecting the city’s trees and green spaces.
I NDICATOR

Increase percent of New
Yorkers living within walking
distance to a park from 79.5
percent to 85 percent by
2030

L ATEST DATA

PR EVIOUS DATA

81.5%

81.5%

(2018)(2017)

Kids enjoying new play equipment at Arrochar Playground, which was transformed from a large asphalt field into an expansive, multi-purpose play area witha turf field, a track, and basketball courts on the upper level; and new play equipment, and an interactive spray shower with water games on the lower level.
Photo Credit: Malcom Pinkney/ NYC Parks.

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Van Alst Playground Ribbon Cutting, June 2017.
Photo Credit: Malcom Pinkney/NYC Parks.

Improved parks in high-needneighborhoods
Launched in 2014 and expanded in 2015 and 2017, theCommunity Parks Initiative has invested over $300 million
in targeted improvements and renovations for high-needneighborhood parks and playgrounds located in growing,high poverty neighborhoods. Through the Community
Parks Initiative, NYC Parks has committed to major capital
investment at 67 sites, completed targeted improvements at
111 parks, and served more than 1.5 million youth throughexpanded summer programs. Recognizing that local residents
know best what’s most useful to them, NYC Parks staff worked
closely with over 2,600 New Yorkers to tailor park renovations
to neighborhood needs. NYC Parks has opened 18 newly
reconstructed parks and an additional 12 sites will open by thesummer of 2018.

Completed designs to make parks more
open and welcoming

Parks Without Borders before and after—design for Seward Park.
Photo Credit: NYC Parks.

Planted over 620,000 trees and over
5 million flowers, mapped 666,134
street trees
NYC Parks continues its greening of New York City,
transforming the landscape with new street trees, new trees
in parks and natural areas, and through the installationof green infrastructure projects citywide. Since 2014, NYC
Parks has planted over 620,000 trees and more than 5
million flowers. NYC Parks also completed a third census
of street trees, working with 2,241 volunteers to survey
and map 666,134 street trees—now searchable on the NYC
Parks Street Tree Map, a publicly available interactive
online map of the City’s street tree inventory. Map users
can track stewardship as well as submit tree updates andservice requests. The city now has over 2.5 million trees
in parks and on sidewalks across the five boroughs. All
these investments offer a variety of benefits—from energy
reduction and improved air quality to providing a moresustainable environment for New Yorkers in years to come.

In 2015, NYC Parks launched a new strategy to improve open
spaces through Parks Without Borders, a design approachthat addresses park entrances and boundaries, including
fences, gates, and plazas. With input from thousands of New
Yorkers, NYC Parks selected eight showcase projects to receive
a combined $40 million in capital funds to realize the Parks
Without Borders vision: making parks more welcoming andaccessible by extending them into communities. In 2017, NYC
Parks finalized designs for the eight showcase projects andcontinued to integrate the Parks Without Borders approach
into ongoing projects.

NYC Parks online Street Tree Map, which hosts information about every
street tree in New York City. Photo Credit: NYC Parks.

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VISION 4

PROGRESS 2018

Our Resilient CityG OA L S

Neighborhoods PG 80

Guided by world-class science and our commitment to equity andinclusion, we are working every day to ensure that New York City is
prepared for the growing risks from climate change. In the wake of
Hurricanes Harvey, Irma, and Maria that devastated communities along
the Gulf Coast and on several Caribbean islands, the urgency of climate
resiliency has never been clearer. That’s why we’re making bold andinnovative investments in preparedness and resiliency. Simultaneously,
we’re working to deliver complex, first-of-their-kind coastal defense
projects in vulnerable communities across New York City.
Since the release of OneNYC in 2015, we’ve taken important
steps to make our city safer and more resilient. Ourneighborhoods are safer with updated evacuation maps,
with better-prepared small businesses, schools, and homes,
and strategies to address the impacts of extreme heat. Ourbuildings are more resilient through updated building
and zoning codes and clear information about flood risk.
Our infrastructure is stronger, including upgraded traffic
infrastructure, hardened telecommunications systems, andfortified wastewater treatment plants, all of which ensurethat critical services continue during and after emergencies.
Our coastal defenses are being implemented, including
a new Rockaway Boardwalk with integrated coastal
protections and nearly ten miles of new dunes across theRockaway Peninsula and in Staten Island.

Buildings PG 82
Infrastructure PG 84
Coastal Defense PG 86

These focused actions and investments are necessary toensure that our city is ready to withstand and emerge
stronger from the impacts of climate change—but there ismuch more work to do. In the months and years ahead, we
will continue to adapt our own strategies as we gain new
knowledge about the risks we face so that we can build astronger, more resilient New York.

New York City sues fossil fuelcompanies to recover billions
needed to fund resiliency measures
In January 2018, New York City filed a lawsuit
against the five largest fossil fuel companies—BP,
Chevron, ConocoPhillips, Exxon Mobil, and RoyalDutch Shell—seeking damages to help protect
the city from the impacts of climate change. New
York City’s lawsuit seeks to recover the billions
needed to fund climate change resiliency measuresrequired to protect the city, City property, andresidents from the ongoing and increasingly severe
impacts of climate change. This includes physicalinfrastructure like coastal protections, upgradedwater and sewer infrastructure, and heat mitigation
measures, but also public health campaigns suchas education programs to help protect residents
from the effects of extreme heat.

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I NDICATORL ATEST DATA

PR EVIOUS DATA

Increase the capacity ofaccessible emergency
shelters to 120,000

38,00010,000(2018)(2017)

Data Not Available

17.4%

Increase the rate ofvolunteerism among New
Yorkers to 25 percent by 2020(2015)

 Respondents were engaged primarily in neighborhood
volunteering through houses of worship, theirchildren’s schools, or local organizations that focus oncommunity-specific issues
 Volunteering for religious organizations is the dominant
way residents participate in civic life, and is especiallysignificant for Black and Hispanic residents
 High rates of volunteerism were consistent for New Yorkers
across nativity status, income, and educational attainment
Based on these findings, NYC Service is testing newneighborhood-focused plans in five communities, aiming
to build local capacity to recruit and manage volunteers
and increase the visibility of volunteer opportunities forresidents. Pilots will launch in Melrose, Bronx; Bushwick,
Brooklyn; Harlem, Manhattan; Jackson Heights/Sunnyside/
Woodside, Queens; and Port Richmond, Staten Island. Pilot
results will inform potential expansion to other New York
City neighborhoods. Learn more at nycservice.org/priorities.

Launched Cool Neighborhoods NYC—
a $106 million initiative to keep New
Yorkers safe during extreme heat
Every year, summer heat causes heat illness and heatstroke for thousands of New Yorkers—conditions whichdisproportionately impact older adults and at-risk
populations and claim more lives than any other extreme
weather event. In response, the City launched Cool
Neighborhoods NYC in June 2017 to help keep New Yorkers
safe during extreme heat and to protect communities
from rising temperatures due to climate change. The
program builds on existing efforts like NYC CoolRoofs,
adds new initiatives like Be a Buddy NYC and training forhome health aides, and focuses on the neighborhoods andpopulations most impacted by summer heat.

White

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OneNYC Progress Report 2018

Black

25.8%

12.4%

17.4%

44.4%

19.4%

12.2%

10.1%

58.3%

33.2%

9.6%

26.8%

Asian

Hispanic

Religious
Organizations

School Group
Organizations

Other Types ofOrganizations

Community Service
and Neighborhood
Organizations

Investing over $37 million to strengthen
the resiliency of small businesses
NYC Economic Development Corporation’s $30 million
RISE: NYC program is assisting hundreds of small
businesses to mitigate the impacts of climate changewith innovative telecom, energy, and building systems
technologies. In 2017, the City completed the program’s first
installation of resiliency technology at Hurricane Sandyimpacted small businesses on the Rockaway Peninsula in
Queens, paving the way for future investments, including
clean on-site energy production and storage systems that
reduce demand on the grid and provide back-up power
during outages. To learn more, visit: www.nycedc.com/
program/rise-nyc.
Through the Business Preparedness and Resiliency
Program, the Department of Small Business Services
has provided risk assessments and grants to more than
160 local businesses spanning the retail, healthcare, andmanufacturing sectors to better prepare their staff andoperations for emergencies, and to protect their assets andinvestments. BusinessPREP will ultimately serve 520 Sandyimpacted businesses.
The two programs are serving small businesses in highflood-risk neighborhoods that provide local residents withvital goods, services, and employment opportunities. To
learn more, visit: www.nyc.gov/businessprep.

NYC Service volunteers.

80

30.5%

To better understand the characteristics, strengths, andlimits of New Yorkers’ volunteer activity, NYC Service andthe Mayor’s Community Affairs and Public Engagement
Units launched the NYCivic Engagement study in 2017. After
conducting focus groups and a door-to-door survey in Western
Queens, researchers found a volunteer rate of 48 percent inthose communities—more than triple the reported rate fromthe U.S. Census (17 percent). The researchers also found that:

33.9%

Since 2015, the City has supported the resiliency and preparedness planningof community and faith-based organizations and small businesses across thefive boroughs. These community anchors make up a social infrastructure thathelps New Yorkers to prepare for and recover from extreme weather events.
In 2017, the City focused on understanding volunteer and civic engagement
trends in NYC, addressing risks from heat waves and rising temperatures,and providing small businesses with trainings, technical assessments, andpreparedness grants to enhance their resiliency.

Volunteer activity and civic engagement are critical tohelping New York City neighborhoods thrive. Volunteers
gain skills and confidence through service, meet others
who care about causes central to their neighborhood
lives, and join networks identifying with a community ora cause. However, our city has consistently shown lower
rates of volunteerism than other parts of the country whenmeasured by the U.S. Census Bureau’s Current Population
Survey—Volunteer Use Supplement.

30%

Neighborhoods

12%

V I S I O N 4 G OA L

Type of Organization
Volunteered forby Race24.2%

Conducted study to better understandand support neighborhood volunteeringnyc.gov/onenyc

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Continuing to invest in the resiliency of
public housing

V I S I O N 4 G OA L

Buildings
Since the unprecedented damage caused by Hurricane Sandy, the City
has been leading efforts to adapt New York City’s existing building stock to
evolving climate risks through a multilayered approach, including: upgrading
physical systems in 1- to 4-family homes and multifamily buildings; changing
zoning and land use policy; working with the Federal Emergency Management
Agency (FEMA) to produce more accurate maps; and educating building
owners about climate risk and mitigation options.
I NDICATORL ATEST DATA

PR EVIOUS DATA

Increase the number of flood
insurance policies in acrossthe city

55,00055,700(2018)(2017)

Increase the square footageof buildings upgradedagainst flood risk

21,534,000

7,692,000(2018)(2017)

Increase the number of
elevated homes in the Build
It Back program

1,315

957

(2018)(2017)NYC Build It Back: Helping 32,100
households rebuild after Hurricane Sandy
New York City is nearing the completion of the Build It Backprogram, prioritizing homeowners, tenants, and waterfront
communities—ensuring that these New Yorkers havethe resources necessary to recover and make their homes
and communities more resilient. Build It Back is helping
8,300 homeowners and landlords of 1- to 4- unit homes,
housing a total of 12,500 families. The program has started
construction, reimbursement of repairs, or acquisition for
99 percent (8,266) of these homeowners, up from 44 percent(3,644) in April 2015.

Build It Back has completed 4,541 construction projects, up
from 567 in April 2015. Build It Back has assisted an additional
7,300 multifamily households since 2015, with more than
19,600 total assisted to date, and completed 80 percent of thedevelopment pipeline (115 total). Of the 143 developments in thepipeline, 32 developments, or over 9,000 units, have received
resiliency measures, which may include elevating utilities;
adding back-up power generation; implementing energyefficient measures; implementing dry and wet flood-proofing
measures; and improving storm water management systems.

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The New York City Housing Authority (NYCHA) is moving
with urgency on 33 critical recovery and resiliency projects
with more than 27 major Sandy recovery projects underway,
executing over $3 billion in recovery and resiliency work.
More than 750 new jobs have been created as part of thiswork, including over 350 filled by NYCHA residents. As ofthe end of 2017, NYCHA has spent over $730 million on
its Sandy recovery program and anticipates spending andconstruction activities to continue to grow in 2018.

Encouraged flood-resilient retrofits tomitigate flood risk
For homeowners and building owners in the city’s floodplain,
mitigating risk by elevating properties can be especiallychallenging and can be complicated by regulatory barriers.
Recognizing this, after Hurricane Sandy the Department ofCity Planning (DCP) put in place temporary special zoning
regulations in the floodplain to remove zoning hurdles
and encourage flood-resilient building construction. Since
then, DCP has been working to continually improve theseregulations in ways that respond to local conditions and take
into account future climate change. In 2017, DCP worked
with communities and local leaders to establish Special
Coastal Risk Districts to place limits on future developmentin the highly vulnerable areas of the Staten Island State
Buyout Areas and in Hamilton Beach and Broad Channel,
Queens. Now, DCP is working to update the citywide
Flood Resilience Zoning rules to provide a permanent set
of forward-looking rules for development in the floodplain.
In the past year, DCP has engaged over 2,500 New Yorkers
at more than 100 community events to inform this update,learning from their experiences and challenges, andcollaborating to generate potential solutions.
To learn more about this work and to view the reports,
online map, and animated video, visit: www.nyc.gov/
resilientneighborhoods.

The Department of City Planning’s online Flood Hazard Mapper helps
New Yorkers understand their current and future flood risk. Learn more at
nyc.gov/floodhazardmapper.

Lobbied to improve the accuracyof critical flooding data and insurance
rate maps
In December 2017, FEMA Region II launched a new coastal
analysis for New York and New Jersey that will result in new
Preliminary Flood Insurance Rate Maps (FIRMs) for theregion. Current and accurate FIRMs are essential because
the National Flood Insurance Program (NFIP) uses FEMA
FIRMs to determine flood insurance requirements, affecting
nearly half a million New Yorkers living in the city’s
floodplain. The FEMA analysis will update the previous
study as a result of New York City’s successful appeal of the2015 Preliminary FIRMs and will provide more accurate
data around flood risk and flood insurance. In addition
to the FIRMs, FEMA and the City will work together todevelop a first-of-its-kind climate-smart flood map productthat will incorporate the growing risk of climate change andsea level rise. New Preliminary FIRMs are expected in 2021,
and the City will conduct outreach and education to coastal
communities when the new maps are released.

NYC Build It Back elevated homes in Arverne, Queens.

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Released Climate Resiliency Design
Guidelines to provide a new standard forthe design of City capital projects

V I S I O N 4 G OA L

Infrastructure
The City continues to address Hurricane Sandy’s impacts on our
infrastructure, protecting our power, transportation, and water systems,
while also addressing emerging risks, like extreme rainfall, throughresilient design.
I NDICATORL ATEST DATA

PR EVIOUS DATA

System Average Interruption
Frequency Index (SAIFI) per
1,000 customers

84.5

85.9

(2017)(2016)

Customer Average
Interruption Duration Index(CAIDI) in hours

3.22

2.89

(2017)(2016)

Increase the percentage of
hospital and long-term carebeds benefitting from facility
retrofits for resiliency

84%

84%

(2018)(2017)

Invested or leveraged over $11.6 billion
with partners to strengthen and adapt
the region’s infrastructure

Improved the City’s ability to manage
and treat stormwater, including during
extreme weather

Across the five boroughs the City and its partners haveupgraded and hardened infrastructure systems—
including transportation, water, waste, sewer, energy, andtelecommunications. These investments ensure that vital
public services will continue during and after emergencies.
In 2017, the City and its partners focused on testing strategies
to manage precipitation and extreme rainfall events, refining
new standards for the design of climate-ready capitalprojects, and addressing climate risk factors for power
generation and the energy distribution system.

In October 2013, DEP completed the NYCDEP Wastewater
Resiliency Plan, which evaluated flood vulnerabilities,
likelihoods and impacts of failures, and appropriate
adaptation strategies for much of the City’s wastewater
infrastructure. Eight projects from DEP’s Wastewater
Resiliency Plan have been initiated as part of a $161 million
portfolio to floodproof critical equipment at treatment
facilities by implementing a combination of the following
adaptation strategies: installing permanent and/or temporary
barriers, sealing buildings, elevating or floodproofing criticalequipment, and installing backup power systems.

As part of broader resiliency upgrades at the Bowery Bay Wastewater
Treatment Plant, DEP will seal and protect this switchgear room with aflooding barrier.

DEP has been working with partners at the Department ofTransportation, the Department of Design and Construction,and the New York City Housing Authority to initiate designof two pilot cloudburst resiliency projects leveraging apartnership with the City of Copenhagen. These projects will
help manage extreme rainfall events in St. Albans and theSouth Jamaica Houses by capturing 2.3 inches of rainfall perhour. The project provides a proof-of-concept for using green
infrastructure to mitigate the effects of cloudbursts and will
help reduce nuisance flooding in Southeast Queens while
enhancing the local landscape.
Approximately one third of Staten Island’s land area is servedby its Bluebelts, which are composed of networks of streams,
wetlands, and other natural features to filter and help
manage storm water before it reaches the harbor. In 2017,
DEP completed the largest ever expansion of the Bluebelt
system with the addition of the Sweet Brook Bluebelt, serving
the Woodrow area. This project added more than three milesof storm sewers, installed hundreds of catch basins, andreplaced existing water mains, which will help better manage
precipitation and reduce localized flooding.

Annual avoided electric outages
in New York City2014

16,5262015

18,022

2016

62,6372017

43,524In April 2017, the City released Preliminary Climate Resiliency
Design Guidelines (CRDG) to ensure that future capital
investments, both new construction and retrofits, are designed
to withstand hazards in a changing climate. Since then,the City has embarked on a rigorous testing period to vet
the CRDG and determine how the design of buildings andinfrastructure can best reflect projected data on extreme
heat, intense precipitation, sea level rise, and storm surge.
In April 2018, the City will release version 2.0 of the CRDG,
updated to reflect lessons learned from this assessment
period. The updated version will also include a methodology
for how to conduct a benefit-cost analysis that accounts forclimate-related hazards and resilient design investments.
The guidelines reflect the City’s commitment to developing astrong, safe, and durable built environment able to withstandextreme weather and reliably serve New Yorkers, now and into
the future.

Protected the city’s utility infrastructurefrom storms
As part of the 2016 National Grid rate case proceedings, theCity successfully advocated for a storm hardening collaborative,
which began work in 2017. The collaborative’s final
recommendations focus on three main asset types—the LNG
plant, distribution mains, and regulator and transfer stations—and include changes to siting and risk assessment procedures,prioritizing the replacement of leak-prone pipe in the floodplain,
and flood design guidance to elevate critical components ofpriority regulator stations located in the current and future
floodplain. By January 2019, the Collaborative will reconvene toreview final analyses and mitigation strategies, as well as costestimates to make a final determination regarding necessary
capital investments.
Since 2013, Con Edison has invested over $1 billion in storm
hardening measures for its electric, gas, and steam systems. As
part of this effort, through 2017 over 140,000 overhead systemoutages have been avoided in New York City.
Moving forward, Con Edison will continue to design andconstruct equipment in flood-prone areas to meet or exceed
the standard of FEMA’s 100-year flood level, plus three feet toaccount for uncertainties in future coastal storm intensity,
including the potential for sea level rise. All new undergroundequipment installations and replacements of existing equipment
will be of the flood-ready submersible type, where possible.

Source: Con Edison

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V I S I O N 4 G OA L

Coastal Defense
East Side coastal resilience rendering—everyday conditions.

Since 2015, the City has advanced numerous coastal defense projects
from initial feasibility analysis, through conceptual design, and toward final
design and construction. In coordination with community stakeholders, theCity has sought to deliver cutting-edge flood risk mitigation solutions thatare integrated into the urban fabric of our neighborhoods and provide cobenefits such as recreational space wherever possible.
I NDICATOR

Increase linear feet ofcoastal defenses completed

Increase acres of coastal
ecosystems restored

L ATEST DATA

PR EVIOUS DATA

133,140

104,100(2018)(2017)

38.5

22.0(2018)(2017)

Invested or leveraged over $3.7 billion forcoastal protection since 2015
The City is advancing a portfolio of unprecedented projects
citywide to mitigate the risk of coastal storms and sea levelrise. Major project milestones continue to be met, including
the completion of the Rockaway Boardwalk and interim
flood protection measures. Throughout this process, theCity is engaging New Yorkers to identify and implement
locally tailored resiliency solutions.

Committed $145 million for new andupgraded parks and facilities to protect
the Rockaways from coastal storms
and flooding
On the fifth anniversary of Hurricane Sandy, the City
announced $145 million in funding for seven resiliency
projects that will help protect communities in the
Rockaways from future flooding and coastal storms. This
funding was made available through FEMA’s 428 Program,which will capture and repurpose the City’s cost savings
from the $480 million Rockaway Boardwalk reconstruction.
Identified through extensive consultation with Rockaway
residents, the seven projects are Bayswater Park, Shore
Front Parkway Recreation Zone, Rockaway Community
Park, Beach 88th Street Park, Thursby Basin Park, NYC
Parks Operations Headquarters for the Rockaways andBroad Channel, and Edgemere Drainage Infrastructure.

East Side coastal resilience rendering—storm conditions.

Achieved major milestones on coastal
resiliency projects in Lower Manhattan

Reduced flood risk at 40 facilities andin Red Hook

Over the past three years, the City has made significant
strides toward the implementation of the first phase of its
coastal protection plan for Lower Manhattan. This has
been possible due to the strong degree of cooperation andinteragency coordination at all levels of government, as wellas the continued focus on and investment in these projects
by community stakeholders.

Since the summer of 2015, NYCEM and the Mayor’s Officeof Recovery and Resiliency (ORR) have led a program called
Interim Flood Protection Measures that aims to protect, on
an interim basis, neighborhoods and critical facilities fromlow-level, high frequency coastal flooding until larger, morepermanent flood mitigation projects are completed. Working
with an interagency team, NYCEM has identified, designed,
permitted, and operationalized flood risk reduction solutions
at over 40 City facilities and in one neighborhood. Solutions
are composed of off-the-shelf flood control products,
including HESCO barriers (large, sand-filled geotextile
containers), Tiger Dams (long tubes filled with water), andflood panels (stackable barriers that can be used to close
doorways and other openings in the event of a flood).

 East Side Coastal Resiliency (ESCR)
ESCR will benefit thousands of public housing and otherresidents of a particularly vulnerable part of Manhattan,
and will demonstrate a new model for integrating coastal
flood damage mitigation into neighborhoods. In 2017,
the City committed additional funding to the project,increasing the budget from $335 million to $760 million.
In 2018, the project received an Action Plan Amendment
approval from the U.S. Department of Housing and Urban
Development (HUD) and completed preliminary design.
 Lower Manhattan Coastal Resiliency (LMCR)—
Two Bridges
In 2016, HUD awarded the City $176 million for the Lower
Manhattan area that extends from Montgomery Street to
the Brooklyn Bridge. To support this work, the City added$27 million in funding for a total project budget of $203
million. The City is currently advancing the conceptual
design and feasibility analysis for the project.
 Lower Manhattan Coastal Resiliency (LMCR)—
Manhattan Tip
In 2015, the City allocated $108 million in funding toprotect the Manhattan tip, with $8 million set aside
specifically for the Battery. Work has progressed on concept
designs for risk reduction projects in this area. A long-term
study of climate risks in the 2100s has also been initiated,which looks comprehensively at the impact of storm
surge, sea-level rise, groundwater table rise, increased
precipitation, and extreme heat. Most recently, the City has
engaged New York City Emergency Management (NYCEM)
to assess the viability of an Interim Flood Protection
Measures project (IFPM) in the Seaport district.

The City has made significant progress in advancing the
reduction of flood risk in Red Hook, Brooklyn, while
also maintaining the unique waterfront character of thishistoric neighborhood. The Red Hook Integrated Flood
Protection System (IFPS) is a $104 million coastal flood
mitigation initiative that reduces flood risk from lower
intensity, higher frequency storm surges. The proposed
project is completely passive, fully integrates into the urban
fabric of Red Hook, and allows for future adaptation tohigher flood elevations. The City has submitted the project
concept and feasibility analysis to FEMA for approval andwill advance design and construction upon approval.
The American Council of Engineering Companies of
New York has awarded the Red Hook Integrated Flood
Protection System Feasibility Study a 2018 Engineering
Excellence Platinum Award.
Hesco barriers deployed along Beard Street as part of the Interim Flood
Protection Measures program mitigate low-level flooding in Red Hook.

Conceptual rendering for a re-envisioned Bayswater Park, including
wetland restoration, recreational opportunities, and increased access to
the waterfront.
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Continued to advance Army Corps
projects in Staten Island and theRockaways

A Resilient New York City: 2018 Progress
Coastal Protection Project Status
Completed
Study Funded

The City has worked with the U.S. Army Corps of Engineers(USACE) to advance two major projects toward constructionin the Rockaways and on Staten Island’s East Shore.

Tibbetts Brook Daylighting (Design)$0.15 million

Project Funded
DCP Resilient Neighborhood
Study Areas
2015 Preliminary 100-Year Floodplain
2050s 100-Year Floodplain

In the Rockaways, the USACE evaluated potential regional
solutions to flood risks and produced a Tentatively Selected
Plan (TSP) calling for a line of protection from Gravesend to
the East Rockaway Inlet, which would protect Coney Island,
the Rockaway Peninsula, and Jamaica Bay neighborhoods
from coastal flooding. The USACE will construct elements of
the TSP—a reinforced dune along the Rockaway Peninsulaand mitigation of low-level, high frequency flooding for
Jamaica Bay neighborhoods—beginning in 2020.

Hunts Point Resiliency (Planning/Design)$45 million

Source: FEMA 2015 Preliminary FIRM Floodplain
New York City Panel on Climate Change (NPCC)
2015 (2050s Floodplain)
Note:

Starlight Park Edge Restoration (Construction)$13 million

NPCC Floodplain is a high-end
projection (90th percentile).
All costs are rounded estimates.
This map displays physical projects.
In addition to these projects, there
are several social and economic
resiliency initiatives that are
being implemented.

Hart Island Shoreline Restoration (Construction)$13 million

East Harlem Resiliency (Planning)$1 million

Resilient Neighborhood Study Area (Completed)
Edgewater Park
Resilient Neighborhood Study Area (Completed)
Harding Park
Rikers Island Shoreline Restoration (Construction)$63 million

The City has also worked with the USACE to advance aburied seawall on Staten Island’s East Shore by securingauthorization to acquire necessary property and applying to
make needed land use changes. DEP continues to purchaseproperties for the build out of the South Beach and New
Creek Bluebelts, which will serve as interior drainage for thelevee while also improving stormwater management on the
East Shore. NYC Parks completed the Shoreline Parks Plan,
which establishes a long-term vision for the East Shore’s
waterfront parks that responds to planned investments
by USACE. With geotechnical evaluation and site surveys
underway, USACE estimates construction on the East Shore
project will begin in 2019.

East Side Coastal Resiliency (Design)$760 million
Resilient Neighborhood Study Area
West Chelsea (Completed)

Flushing Meadow Tide Gate (Design)$57 million

Resilient Neighborhood Study Area
Lower East Side (Completed)
Lower Manhattan Coastal Resiliency:
Two Bridges (Design)$203 million

Newtown Creek and Gowanus Canal
Local Storm Surge Barrier Study (Completed)$2 million

Lower Manhattan
Coastal Resiliency (Planning)$100 million
Battery Park Resiliency (Planning)$8 million

Resilient Neighborhood Study Area (Completed)
Canarsie
Upper Spring Creek Wetland Restoration (Design)$19 million

Southern Manhattan Multipurpose
Levee Study (Completed)

Howard Beach/Lower Spring Creek Flood Protection (Design)$66 million

USACE NY Harbor and Tributaries
Feasibility Study (Planning)

Resilient Neighborhood Study Area (Completed)
Hamilton Beach and Old Howard Beach

Red Hook Integrated
Flood Protection System (Design)$104 million

Saw Mill Creek Wetlands
Mitigation Bank (Construction)$14 million
Travis Ave Roadway
Resiliency Study (Planning)

Plumb Beach Nourishment
and Breakwater (Completed)$5 million

Head of Bay Oysters (Completed - monitoring)$1 million
Resilient Neighborhood Study Area (Completed)
Broad Channel

Resilient Neighborhood
Study Area (Completed)
Sheepshead Bay

Brant Point Wave Attenuation (Completed)$1 million

East Shore ofStaten Island (Design)$615 million

Rockaway Peninsula Beach Nourishment& Dune Installation (Completed)

Resilient Neighborhood
Study Areas (Completed)
South Beach
Midland BeachNew Dorp Beach
Oakwood Beach
Staten Island Dune
Restoration (Completed)$12 million

Rockaway Reformulation (Jamaica Bay) (Planning)

Resilient Neighborhood
Study Area (Completed)
Gerritsen Beach

Homeport Resiliency (Design)$167 million
Belt Parkway
Bulkhead Repair (Completed)$10 million

FEMA 428 Alternate Resiliency Projects, 7 Rockaway Sites (Planning)$120+ million

Mid Island
Bluebelt (Construction)$48.5 million

Rockaway Reformulation (Atlantic beaches) (Planning)
Sunset Cove Marsh Restoration (Design)$14 million
Resilient Neighborhood Study Area (Completed)
Rockaway Beach and Rockaway Park

Oakwood Beach
Tide Gate Repair (Completed)
Breezy Point Double Dunes (Design)$58 million

Great Kills Harbor
Breakwater Study (Completed)$300,000

Rockaway Inlet Barrier Study (Planning)

Wolfe’s Pond Park Berm Repair (Construction)$3.8 million

Coney Island Beach Nourishment (Completed)

South Shore Shoreline Elevation (Planning)$32 million

Brighton Beach/Coney Island Beach Resiliency (Planning)

Tottenville Living Breakwaters (Design)$60 million

Coney Island Creek Shoreline Elevation (Planning)$32 million
Coney Island Creek Tidal Barrier Study (Completed)$2 million

Tottenville Dunes andCoastal Dune Plantings (Design)$9 million

Sea Gate T-Groins (Completed)$28 million
Sea Gate Bulkhead (Design)$3 million

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Beach Channel Drive Bulkhead Repair (Completed)$37 million

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PROGRESS 2018

Diverse andInclusive
Government

New York City’s diversity is one of its greatest assets, and a municipal
workforce that reflects and embraces this diversity can more effectively
and equitably serve New Yorkers. Diversity management combined withan inclusive work environment has proven to enhance organizational
performance and innovation, bring different perspectives and solutions to
the table, and strengthen government’s ability to serve and protect people
from different backgrounds. OneNYC established a path for improving theways we recruit, retain, and develop a diverse workforce that has shown
results at every level of government. OneNYC also focused resources on
increasing the capacity and participation of minority and women-owned
business enterprises (M/WBEs), and implemented new programs toleverage the City’s purchasing power to support pay equity and M/WBEs.

G OA L S

Government Workforce PG 92
M/WBEs PG 94
Equity Impacts PG 94(Image Page Right)
Photo Credit: Benjamin Kanter/Mayoral Photography Office.

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D I V E R S E A N D I N C LU S I V E G OV E R N M E NT

Race and Gender of Administrators and Officials

Government Workforce

NYC E EO -4 R E P O RT, 1993, 1999–2017

Signed executive orders promoting
gender equity and inclusion
The City is protecting and empowering New Yorkers of all
genders and setting an example for other workplaces whenit comes to fairness and inclusion. In March 2016, the mayor
signed an executive order affirming the rights of transgenderand gender non-conforming New Yorkers to use single-sex
City facilities consistent with their gender identity.
The City also took steps to close the gender pay gap. In
November 2016, the mayor signed an executive orderprohibiting City agencies from asking job applicants about
their salary history, and in May 2017 signed legislation
banning all New York City employers from inquiring abouta job applicant’s past salary history.

Conducted robust outreach to advancediversity in FDNY and NYPD
As part of the City’s mission to improve the way it recruits
a diverse workforce, the Fire Department of New York(FDNY) and the New York Police Department (NYPD)
have continued efforts to ensure that the members of theirdepartments better reflect the people they serve.
In October 2014, FDNY named its first chief diversity andinclusion officer and in 2015 created its first-ever women’soutreach coordinator position and a LGBTQ outreachcoordinator position. FDNY also planned and implemented
the most successful firefighter recruitment campaign in thedepartment’s history. As a result of a $10 million campaignthat included more than 10,000 recruitment events acrossthe city, a record 46,305 people took the 2017 firefighter exam.
For the first time, people of color made up the majority of thetest takers and more women—more than twice as many as in2012—took the exam than ever before.

From October 2016 to March 2017, NYPD ran the
recruitment campaign, “It’s You We Want—Bring Who You
Are,” which featured radio ads, television commercials,
and banners, billboards, and transit platform ads placed in
predominantly Black, Hispanic, and Asian neighborhoods.
The department’s efforts also included outreach to
CUNY students, clergy, and local organizations, as well as
presentations at public high schools with diverse student
bodies. In addition, the department implemented newbeard and religious head covering policies and transgenderpolicies. In January 2018, NYPD created the Office of Equity
and Inclusion with the aim of making the NYPD workplace
more supportive of and responsive to the diverse needs of its
members and the communities they serve.

Created a pipeline for more teachersof color
The City believes that a diverse teacher population is
critical to improving student outcomes. Currently, there is adisproportionately low percentage of male teachers of color
compared with the percentage of male students of color in
City public schools. NYC Men Teach, operated in partnershipby the New York City Young Men’s Initiative (YMI), City
University of New York (CUNY), and the Department of
Education (DOE), seeks to put an additional 1,000 menof color on track to become New York City public school
teachers by December 2018. The program includes academic
supports for CUNY students, as well as targeted recruitment,
mentoring, and professional development for DOE personnel.

White Male

Black Male

Hispanic Male

Asian Male

American Indian Male

Native Hawaiian/Pacific Islander MaleTwo or More Races MaleWhite Female

Black Female

Hispanic Female

Asian Female

American Indian Female

Native Hawaiian/Pacific Islander Female

Two or More Races Female

2017
8.9%

8.7%

45.2%

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5.0% 3.0%

10.5%

2015
12.2%

6.0%

8.6%

8.6%

48.4%

4.0% 2.0%

9.5%

2013
51.0%

8.3%

8.3%

5.2%

12.7%

8.6% 4.0% 2.0%

52.1%

8.4%

7.8%

4.7%

12.9%

8.6%

4.0% 2.0%

52.4%

8.8%

7.5%

4.1%

12.9%

8.9%

3% 2%

8.1%

3% 1%

2011

2009

2007
12.5%

7.3% 3.7%

8.6%

55.1%
2005

7.0%

8.7%

58.0%

3.2%

11.8%

7.3% 3.0% 1.0%

2003
6.8% 2.7%

8.0%

61.6%

11.1%

6.5% 2.0% 1.0%

2001

The City received the Forum on Workplace Inclusion
2017 Winds of Change Award, which is presented to anorganization that has demonstrated a strong commitment
to promoting diversity and inclusion in the workplace.

7.4%

65.2%

The City of New York has repeatedly achieved aperfect score of 100 on the Human Rights Campaign
Municipality Index for its inclusive LGBTQ policies.

nyc.gov/onenyc

6.2% 2.2% 10.8%

5.4% 2.0% 1.0%

1999
7.3%

66.5%

In the City’s workforce, hiring in eight out of the tenlargest job categories is more than 50 percent raciallydiverse—and six out of the ten are majority female.

12.3%

6.2%

5.8% 1.9% 10.8%

5.2% 2.0%

4.9% 1.2% 11.0%

5.0% 1.0%

1993
7.6%

68.7%

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D I V E R S E A N D I N C LU S I V E G OV E R N M E NT

D I V E R S E A N D I N C LU S I V E G OV E R N M E NT

M/WBEsEquity Impacts

Expanded resources and contracting
opportunities for M/WBEs
There has never been a better time to do business with theCity of New York. Recognizing the important role Minority
and Women-owned Business Enterprises (M/WBEs) playthroughout the five boroughs, the City is redefining how
it creates opportunities for these businesses to level theplaying field for all entrepreneurs, regardless of race, gender,or ethnicity. In September 2016, the City created the Officeof M/WBEs to oversee M/WBE-related policy and act asa one-stop shop for M/WBEs interested in doing businesswith the City.

New policies developed to advance these goals haveyielded promising results. For the first time ever, the City
awarded over $1 billion to M/WBEs in just one year—FY
2017—when only taking into account mayoral agencies.
The Contract Financing Loan Fund, launched in March
2017, allows M/WBEs bidding on City contracts to apply
for low-interest loans of up to $500,000. To date, $2.5
million in loans have either been distributed or are in theapproval process, opening the door to over $19 million
worth of contracting opportunities.

The administration is ahead of schedule on its aggressive
goal to award $16 billion to M/WBEs by the end of Fiscal
Year (FY) 2025, with over $6 billion awarded so far. The Cityis also working to bridge gaps in the value of City contracts
awarded to M/WBEs and in the number of certified M/
WBEs that exist in New York City, with the goals ofawarding 30 percent of the value of all City contracts to M/
WBEs by the end of FY 2021 and certifying 9,000 M/WBEs
by the end of FY 2019. As of the end of the second quarterof FY 2018, the City has certified about 5,500 M/WBEs, andsince the end of FY 2017 has awarded 11.4 percent of thevalue of all City contracts to M/WBEs.

In June 2017, the administration launched the $10 million
Bond Collateral Assistance Fund to help M/WBEs accesssurety bonds so they can successfully perform on City
construction contracts. Moving forward, partnerships
with designated banks will increase funding forthese and other loan programs that help foster theentrepreneurial spirit of M/WBEs across the city.

Pre-k class at P.S. 188. Photo Credit: Michael Appleton/Mayoral Photography Office.

Made NYC more equitable
The City’s work to increase equity for all New Yorkers is
producing tangible results across a wide range of areas.

populations who are disproportionately likely to be killed or
injured by vehicles, including children under 14 and the elderly.

As a result of the Pre-K for All initiative, the number of
4-year-olds enrolled in free, high-quality, full-day pre-k has
more than tripled. Enrollment has risen from 20,000 before
the initiative’s 2014 launch to nearly 70,000 today.

The city is becoming healthier. The percentage of infants
born at baby-friendly hospitals increased to 15.8 from
8.8 percent in 2015. The percentage of New Yorkers withserious psychological distress who received mental healthtreatment increased from 44 in 2013 to 46 in 2015.

IDNYC, the City’s municipal ID program, which is thenation’s largest, has continued to grow since March 2017,
when it was announced that more than 1 million ID cards
had been issued. IDNYC offers access to bank accounts andcultural institutions and gives cardholders greater confidence
in interacting with law enforcement, making the city more
inclusive for all, including immigrants and the homeless.
Vision Zero, now four years old, is aimed at ending traffic
fatalities, which at the launch were killing approximately
250 New Yorkers annually. It particularly benefits vulnerable

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Efforts are also underway to increase equity in City
government. In 2017, the mayor signed three equity bills.
They require three City agencies to examine their own
operations and produce detailed plans and reports on theirefforts to reduce disparities based on race, gender, income,and/or sexual orientation. They also create an Equity
Committee, impose new training requirements, and require
the City to report on inequities annually.

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Directory of Abbreviations
100-year The geographical area with a 1 percent or greater chance offloodplain flooding in any given year
500-year The geographical area with a 0.2 percent chance of flooding infloodplain any given year

HHC

New York City Health and Hospitals Corporation

HPD

New York City Department of Housing Preservation andDevelopment

HRA

New York City Human Resources Administration

HRO

New York City Mayor’s Office of Housing Recovery
OperationsACS

New York City Administration for Children’s Services

BIC

City of New York Business Integrity Commission

BOEM

Bureau of Ocean Energy Management

HUD

U.S. Department of Housing and Urban Development

CAU

Mayor’s Community Affairs Unit

LIPALong Island Power Authority

CBO

Community-Based Organization

LIRR

Long Island Rail Road

CEO

Center for Economic Opportunity

LPC

Landmarks Preservation Commission

CERT

Community Emergency Response Teams

MMR

Mayor’s Management Report

CSO

Combined Sewer Outflow

MOIGA

New York City Mayor’s Office of Intergovernmental Affairs

CUNY

City University of New YorkMOSNew York City Mayor’s Office of Sustainability

DCA

New York City Department of Consumer Affairs

MTA

Metropolitan Transportation Authority

DCAS

New York City Department of Citywide Administrative Services

NAC

Natural Areas Conservancy

DCP

New York City Department of City Planning

NFIP

National Flood Insurance ProgramDDC

New York City Department of Design and Construction

NPCC

New York City Panel on Climate Change

DEP

New York City Department of Environmental Protection

NPS

National Parks Service

DFTA

New York City Department for the Aging

NYCEDCNew York City Economic Development CorporationDHS

New York City Department of Homeless Services

NYCEECNew York City Energy Efficiency Corporation

DOB

New York City Department of Buildings

NYCEM

New York City Emergency Management Department

DOC

New York City Department of Correction

NYCHA

New York City Housing Authority

DOE

New York City Department of Education

NYCSCANew York City School Construction Authority

DOF

New York City Department of Finance

NYPA

New York Power Authority

DOH

New York City Department of Health and Mental Hygiene

NYPD

New York City Police Department

DOHMH

New York City Department of Health and Mental Hygiene

NYSDECNew York State Department of Environmental Conservation

DOI

New York City Department of Investigation

NYSDOHNew York State Department of Health

DOITT

New York City Department of Information Technology and
Telecommunications

NYSDOSNew York State Department of StateDOPNew York City Department of Probation

NYSDOT

New York State Department of Transportation

DOT

New York City Department of Transportation

NYSERDA New York State Energy Research and Development
Authority

DPR

New York City Department of Parks and Recreation

NYSOSCNew York State Office of the Comptroller

DSNY

New York City Department of SanitationOER

New York City Mayor’s Office of Environmental Remediation

DYCD

New York City Department of Youth and Community
Development

OMB

New York City Office of Management and Budget

ORR

New York City Mayor’s Office of Recovery and Resiliency

PANYNJPort Authority of New York and New Jersey

SBS

New York City Department of Small Business Services

SCA

New York City School Construction Authority

SWMP

Solid Waste Management PlanTLC

New York City Taxi and Limousine Commission

UHI

Urban Heat Island

USACE

U.S. Army Corps of Engineers

USFS

United States Forest Service

EPA

U.S. Environmental Protection Agency

FAA

Federal Aviation Administration

FDNY

New York City Fire Department

FEMA

Federal Emergency Management Agency

FERC

Federal Energy Regulatory Commission

FHWA

Federal Highway Administration

FIRM

Flood Insurance Rate Map

FRESH

Food Retail Expansion to Support HealthReport design by Bellweather
www.bellweather.agency

In 2015, we released OneNYC
as the world’s first resiliencestrategy and a model forsustainable development.

Learn more at
nyc.gov/OneNYC#OneNYC
Printed on 100% post-consumer recyled paper

Cover Photo Credit: Benjamin Kanter/Mayoral Photo Office

Today, we continue to deliveron our bold commitments,
and together we are building
the fairest big city in America.