NYCHA Now

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NYCHA Now
June 2015 

Summary of Goals for NextGeneration NYCHA

Michael Corwin

GOAL 1: A SECURE FINANCIAL FUTURE—achieve short term financial stability and diversify funding for the long term

  • Stabilize Finances: City relief of NYCHA’s Payment in Lieu of Taxes (PILOT), building on the already-waived $70 million annual payment to the NYPD, to achieve an additional $30 million in operating savings per year.
  • Streamline Operations: Integration and attrition of 1,000 central office positions into other City services and
    agencies to achieve approximately $90 million in operating savings per year.
  • Modernize Rent Collection: Improving rent and fee collection by working closely with residents and updating
    procedures to achieve $30 million in revenue per year.
  • Maximize Non-Residential Revenue: Efficiently lease more of the over two million square feet of non-residential ground floor spaces to achieve up to $1 million in operating revenue per year.
  • Increase Parking Revenues: Boost parking revenues—while capping resident parking rates at no more than $150 a month— by increasing occupancy and rates to achieve up to $5 million in operating revenues per year.

GOAL 2: PROPERTY MANAGEMENT FOR TOMORROW —operate efficiently and effectively

  • Launch Mobile Solutions: Launch MyNYCHA, a mobile app for residents to create, submit, track and update enhanced customer service.
  • Enhance Customer Service: Immediately begin reducing time to deliver basic maintenance to seven days at 18 developments identified for NYCHA’s new Optimal Property Management Operating Model system.
  • Improve Sustainability: Join citywide efforts to reduce waste and implement recycling across NYCHA developments by the end of 2016.
  • Increase Energy Efficiency: Execute a series of competitive Energy Performance Contracts (EPCs) to upgrade
    and retrofit thousands of buildings to achieve lower energy costs and energy consumption.
  • Strengthen Resiliency: Deploy $3 billion of funding from FEMA to repair and protect over 200 buildings that
    sustained significant damage from Superstorm Sandy.
  • Enhance Safety and Security: Building on capital from the Mayor and City Council, NYCHA will invest an additional $100 million to install enhanced security measures, including exterior lighting, cameras, new doors and layered access, which have already led to a ten percent reduction in violent crime at 15 high-crime developments.

GOAL 3: (RE)BUILD & REINVEST—rebuild, expand, and preserve the City’s public and affordable housing stock

  • Invest in Roof Replacements: Allocate $100 million per year for the next three years and call on the State to match the funds for a comprehensive roof replacement program to reduce mold, repair leaks, and restore paint to reduce capital needs by $600 million.
  • Expand Affordable Housing: Transform underutilized NYCHA-owned property to create 10,000 affordable housing units— 12.5 percent of the new construction called for in Housing New York.
  • Access HUD Preservation Programs: NYCHA will renovate and upgrade thousands of units by maximizing the
    more prevalent and flexible federal subsidy available through Section 8. In all circumstances NYCHA retains decision-making control, ensuring that tenant rights and affordability are maintained equivalent to the public housing model, and providing protection from conversion to market-rate units.
  • Leverage Strategic Planning for Capital Repairs: For the first time, NYCHA will institute a capital planning process by analyzing the needs of the entire portfolio, rather than the current case-by-case basis, and prioritizing repairs and upgrades that make the most effective use of limited funds and deliver capital projects more efficiently.
  • Utilize Modern Design: Update NYCHA’s design guidelines for renovations and new construction, focusing on safety, efficiency, accessibility, and connectedness to the surrounding community to improve the quality of life for residents.

GOAL 4: FORWARD, TOGETHER—connect residents to best-in-class social services

  • Connect Residents to Community Resources: NYCHA will move away from directly providing social services to connecting residents to best-in-class services from expert providers. As part of the partnership coordination effort, beginning July 1, the Department of Youth and Community Development (DYCD) will begin to operate 24 community centers and the Department for the Aging (DFTA) will begin to operate 17 senior centers, providing residents best in-class services from specialized providers, saving NYCHA an average of $16 million per year.
  • Leverage Philanthropic Funding: Launch the Fund for Public Housing, a nonprofit 501(c)(3) with the goal of raising $200 million over three years to support linking NYCHA residents to third-party service providers to improve social service delivery and access to economic opportunity.
  • Instill Economic Empowerment: Double the number of residents connected to jobs in the next ten years to 4,000 annually through the Office of Resident Economic Empowerment and Sustainability (REES) and community partners.
  • Create Pathway to Trade Jobs: Provide over 500 residents with apprenticeships and a pathway to union membership over the next five years through a Project Labor Agreement with the Building and Construction Trades Council of Greater New York to help residents achieve access to better paying jobs.