2005 Campaign Accountability Statement.
Michael R. Bloomberg, Mayor, City of New York |
| Initiative |
Agency |
Status 2007 |
Update 2007 |
| Create a parent friendly enrollment system and easy access
to information through a universal online application form of
two pages or less that any parent seeking early childhood care
can use easily. |
ACS, DOITT |
Done |
Child Care now has a simplified two-page child care application
form which is available online through ACCESS NYC and is also
available by mail to parents who call 311 or ACS to inquire
about ACS child care. |
| Work with State Legislature to have the statute changed to
increase the penalty for felony gun possession to a minimum
sentence of 3.5 years in prison or at least 5 years with a prior
felony conviction, not five years of probation. |
CJC, IG |
Done |
Chapters 742 and 745 of the Laws of 2006 were enacted on October
31 and December 15, 2006 respectively. The mandatory minimum
sentence for illegal possession of a loaded handgun has been
increased from 1 year to 3 years. |
| Work with State Legislature to change the law and close the
Gun Trafficking Loophole. |
CJC, IG |
Done |
Chapter 764 of the Laws of 2005, which was enacted on December
21, 2005, allows individuals to be charged with the criminal
sale of a firearm based on the total number of illegal sales
that they make in a year, even if not all of those sales are
part of a single transaction (the loophole under the previous
law). |
| Expand Naturally Occurring Retirement Communities (NORCs)
to allow older New Yorkers to stay in their homes while they
receive the support services they need. |
DFTA |
Done |
Additional funds enabled DFTA to award eight Naturally Occurring
Retirement Communities (NORC) contracts in FY07. |
| Expand outreach and enrichment programs for students in communities
traditionally under-represented, through an expansion of the
Specialized High School Institute. |
DOE |
Done |
The Specialized High School Institute (SHSI) is charged with
increasing the percentage of underrepresented minority students
attending Specialized High Schools (SHS). The number of
sites for middle school students for SHSI has increased from
four in 2004 to 17 in 2006, with a particular emphasis on underserved
districts and communities. As a result, there are nearly
four times as many participants in SHSI as there were prior
to the Mayors commitment to expand it in 2005. The 2006
8th grade cohort was the first from the expanded
program to take the exam and 44% of test takers who participated
in the SHSI received an offer. This compares favorably
with a 19% acceptance rate for all 8th grade test
takers citywide. |
| Open a selective high-school in Ozone Park that will prepare
students for careers in the building trades. |
DOE, SCA |
Done |
The High School for Construction Trades, Engineering and Architecture
opened in September 2006. The high school is partnered with
the Mayor's Commission on Construction Opportunity, the Building
Trades Council, the Building Trades Employers Association, and
Construction Skills 2000. |
| Establish a desk to foster the growth of the not-for-profit
and education industries to focus the Citys development efforts
on these rapidly growing sectors of the economy. |
EDC |
Done |
Since its launch in Fall 2006, the not-for-profit (NFP) desk
has reached out to over 375 New York City not-for-profit organizations.
The desk assisted almost 70 organizations, supporting 1,832
jobs, creating 200 new jobs, and encouraging $84 million in
capital investment in the city. The NFP desk has created a website
that serves as an information hub on available services for
not-for-profit organizations and works in conjunction with the
IDA to provide access to affordable financing. Currently, the
NFP desk is actively involved in several strategic initiatives
focused on real estate, financing, and technical assistance
needs for a wide range of not-for-profit organizations. |
| Expand affordable housing plan by two and half times. Extend
the original five-year, $3 billion commitment to build and preserve
68,000 units to a ten-year plan that will build and preserve
165,000 units of affordable housing. |
HPD |
Done |
On February 23, 2006, Mayor Bloomberg announced the expansion
of the New Housing Marketplace Plan to a ten-year, $7.5 billion
initiative to build or preserve 165,000 units for 500,000 New
Yorkers. As of April 2007, HPD and HDC have started 56,700 affordable
units under the plan. |
| Combine all of its existing lists of available housing into
a Comprehensive Housing Services website. |
HPD |
Done |
In January 2006, the City launched the online Affordable Housing
Resource Center on nyc.gov, which aims to dramatically increase
New Yorkers access to information from more than a dozen City
agencies involved in housing matters. The site provides information
and advice on buying and renting in the private market, legal
rights and responsibilities, and health tips. |
| Launch a "Back-to-Work" program. |
HRA |
Done |
The Back-to-Work program was launched in August 2006. The
program includes citywide contracts with community based employment
and training organizations to provide job readiness training,
placement services, and vocational training to applicants and
recipients of public assistance. |
| Under Back-to-Work program, contractors will receive payment
for clients who are successfully placed in jobs, and for those
who remain off the welfare rolls for at least 6 months. |
HRA |
Done |
As promised, Back-to-Work contractors receive payments for
clients who are successfully placed in jobs, for those who remain
employed for at least three months, and for those who remain
employed and off the welfare rolls for at least six months. |
| Require vendors to prepare an ongoing plan for self-sufficiency
when they place a client in a job to promote long-term independence. |
HRA |
Done |
As part of the Back-to-Work program, vendors complete a self-sufficiency
plan outlining what services need to be in place to ensure retention
and what steps need to be taken to allow for job advancement. |
| Award "Back-to-Work" vendors the largest part of
their performance payment for job retention and make additional
bonus payments when participants get higher paying jobs and
leave public assistance. |
HRA |
Done |
As promised, Back-to-Work contract vendors receive all payments
on a milestone basis with the majority of payments for successful
placement and subsequent retention in a job. |
| Link the Work Experience Program (WEP) directly into our welfare-to-work
contracts connecting WEP workers more closely to long-term job
training and a skill assessment plan. |
HRA |
Done |
Under the Back-to-Work program, there is increased integration
between the WEP program and job training and skills development
programs.Moreover, the BEGIN program, which specializes in basic
skills and literacy instruction for participants with low basic
skills and limited English proficiency has a fully integrated
WEP and education program where instructors travel to work sites
and participants are given opportunities to apply the skills
learned. |
| Assign every HRA Job Center to a single vendor partner assigned
to serve its clients. |
HRA |
Done |
Under the Back-to-Work program, Job Centers are linked with
a single Back-to-Work vendor. That vendor has staff at the Job
Center to perform initial orientation and assessment of those
entering the program. |
| Provide additional funding for more intensive services to
long-term welfare recipients. |
HRA |
Done |
Under the Back-to-Work program, vendors receive enhanced funding
for placements of hard-to-serve individuals, including those
who are long-term recipients. |
| House the Office of Capital Project Development inside the
Mayors Office to ensure that all economic development projects
currently in the pipeline are completed on time and on budget. |
MO |
Done |
The Mayor's Office of Capital Projects Development was created
in 2006 to work with the City's public and private partners
to ensure that all of the City's large-scale projects are built
on time and on budget. |
| Create Strategic Growth Management Plan to identify under
and over developed areas and study possible remedies. |
MO |
Done |
The Department of City Planning projects that by 2030, New
York City's population with grow to over 9.1 million people.The
growth will increase the demand for land for uses like housing,
open space, and municipal services. In order to encourage smart
development and healthy citywide growth, PlaNYC has outlined
a transit-oriented growth strategy, directing 95% of new residential
growth within 1/2 mile of mass transit. |
| Work with the Port Authority and Larry Silverstein to expedite
the construction of Buildings 3 and 4 at the World Trade Center
Site to spur development in Lower Manhattan. |
MO |
Done |
In 2006, the World Trade Center lease was successfully renegotiated,
expediting the construction of Towers 3 and 4, which are scheduled
for completion in 2012. The Port Authority and City will occupy
Tower 4. |
| Continue efforts to expand domestic partner coverage so that
all insurers that offer health insurance to small businesses
in New York City offer same sex and opposite sex domestic partner
coverage. |
MO |
Done |
The Administration continues to work with insurers throughout
the city to expand domestic partner coverage in the small group
market.In 2005, while all insurers offered domestic partner
coverage to companies with more than 50 employees, none offered
it to companies with 50 or fewer employees. Today, through historic
efforts brokered by the Mayor, small businesses have a competitive
marketplace in which to purchase coverage for the domestic partners
of their employees. Moreover, the Mayor issued an Executive
Order which requires the City to encourage City vendors to offer
this newly available coverage and monitor whether they do. |
| Change the City Charter, (as proposed by the Mayors New York
City Charter Revision Commission), to require the Mayor and
the Chief Administrative Law Judge of the Office of Administrative
Trials and Hearings (OATH) to jointly issue rules establishing
a code or codes of professional conduct for the administrative
law judges and hearing officers in the Citys administrative
tribunals. |
MO |
Done |
In accordance with Section 13-a of the City Charter, approved
by voters in 2005, the Chief Administrative Law Judge, in conjunction
with the Mayor, jointly promulgated rules of conduct for administrative
law judges and hearing officers in City tribunals.Published
as a final rule on January 12, 2007, the Code took effect February
13, 2007. |
| Launch the first phase of the Integrated Human Services System,
which will allow individuals to go through a simple, secure,
online pre-screening process to determine potential eligibility
for Food Stamps, Welfare, and six Medicaid-related public health
programs. Expand the range of programs that may be pre-screened,
including childcare, Head Start, the Earned Income Tax Credit,
and Section 8 and other types of affordable housing. |
MO, DOITT |
Done |
This system, now known as ACCESS NYC, was launched on nyc.gov
in September 2006. ACCESS NYC allows users to screen for 21
programs across eight City, three State, and one federal agency.The
number of programs that can be pre-screened continues to expand.
In addition to screening, users are able to download and print
pre-populated application forms, where applicable. To date,
ACCESS NYC has received over 80,000 visits. |
| Expand foreign language access to benefits by initially providing
the Integrated Human Services System Web site in English, Spanish,
and Chinese. |
MO, DOITT |
Done |
This system, now known as ACCESS NYC, is available in seven
languages: English, Spanish, Chinese, Korean, Haitian Creole,
Russian, and Arabic. The entire system has been translated and
application forms are available in foreign languages as long
as the receiving agency is able to accept the form, otherwise
the information provided by the user is translated into English
and used to pre-populate the application form. |
| Expand DNA crime solving by completing the construction of
the most sophisticated forensic DNA laboratory in the country. |
OCME, NYPD, CJC |
Done |
OCMEs new DNA lab opened in March and will accept evidence
for all crimes types, not just sexual assaults and homicides. |
| Support the childcare needs of parents on or transitioning
off of public assistance. |
ACS |
Done* |
ACS has developed uniform forms and processes to assure continuity
as a parent's status changes from public assistance to transitional
child care to low-income working child care. |
| Expand the ParentCorps program. |
ACS, DOE |
Done* |
Additional funding has allowed for further expansion of the
ParentCorps and TeacherCorps pilot programs. In 2005, funding
from the U.S. Department of Education supported a new, five-year
study of the programs in ten schools in Districts 17 and 18
to test over 1,000 children. In 2007, the Robert Wood Johnson
Foundation supported further implementation of the TeacherCorps
program to deliver additional training to first grade teachers
and mental health professionals in five of these ten schools.
In total, since 2005, over 500 families have been included in
the study of ParentCorps. |
| Create at least five Young Adult Borough Centers (YABCs),
evening programs that combine academic coursework, counseling,
and post-secondary education and career development. |
DOE |
Done* |
In the 2005-2006 school year, 12 YABCs with Learning to Work
programs opened throughout the city.An additional three YABCs
opened in 2006-2007 and two additional YABCs with Learning to
Work programs are scheduled to open in September 2007. |
| Improve access to selective schools for students in under-served
communities. |
DOE |
Done* |
DOE conducts additional summer workshop sessions on selective
high schools for parents and students. In addition, it has increased
the distribution of the Specialized HS Handbook to all sixth
graders, created a set of specialized high school workshops,
and presented in targeted communities to encourage student participation
on the specialized exam. |
| Convene a new consortium of health care providers, insurers,
businesses, and consumers to create a public private partnership
to build on the City's investment in Electronic Health Records. |
DOHMH |
Done* |
In the last quarter, DOHMH's Primary Care Information Project
(PCIP) convened leadership from more than 20 Community Health
Centers (CHCs) to develop a Health Information Technology Readiness
Assessment. In September 2006, PCIP staff administered the assessment
to more than 30 CHCs, and identified those ready to implement
Electronic Health Records in the first wave of implementation.The
City secured an additional $16.4 million to support the expansion
of health information technology from a combination of participating
providers and state and federal grants. The City has applied
for an additional $5 million from the HEAL NY program. |
| Expand the nurse family partnership, a program which improves
mother and child health. |
DOHMH |
Done* |
The program is currently serving more than 600 families.Available
funding will provide services to approximately 1,300 families
by Fall 2007 and an RFP will be issued for continued expansion. |
| Propose legislation imposing stiff penalties in the event
of misuse of personal health information to further protect
privacy. |
DOHMH, IG |
Done* |
A bill was passed the Senate during the 05-06 session but
never made it to a vote in the Assembly. This year, a bill has
been introduced into the Assembly and one is expected to be
introduced in the Senate. The City continues to pursue this
legislation as part of the agencys legislative agenda. |
| Expand the Out-of-School Time (OST) system to increase the
number of young people served. |
DYCD |
Done* |
65,000 young people are enrolled in OST programs in FY 2007.This
is an increase over the 59,000 enrolled in FY 2006.Additionally,
the FY 2008 Executive Budget includes an additional $32 Million
in FY 2008 and $44 Million in FY 2009 to add 15,000 new elementary
school slots. |
| Build on the success of the new OST system. |
DYCD |
Done* |
Successes and lessons learned from the implementation of the
OST System have influenced program development in DYCD and citywide.
DYCD's Beacon Program is adopting the online program management
data base system to increase its accountability. Beacon Programs
are also requiring minimum numbers of service hours and participants
for a subset of their population.The Parks Department is licensing
all of its afterschool programs and adopting a more comprehensive
approach to afterschool. Finally, DYCD is leveraging Wallace
funding to improve infrastructure and evaluation processes for
other afterschool programs. |
| Partner with City University of New York to launch a program
for careers as construction managers and professionals. |
MO, CUNY |
Done* |
A Job Schedulers program was successfully launched in November
2006.Established through a partnership with BMCC, LMCCC, and
the BTEA, the program aims to train 40 participants and place
them into full-time positions.After the initial year of seed
funding, the program will become a self-sustaining class and
a part of BMCCs regular curriculum.LMCCC has agreed to fund
the addition of a Cost Estimators program. |
| Fight Washington for more Homeland Security funding. |
MO, IG |
Done* |
The City has led the way in getting homeland security funding
distributed on the basis of risk. Immediately after 2001, Homeland
Security funds were distributed based on traditional and ineffective
minimum per-capita amounts that would go to every jurisdiction,
regardless of risk. Due to years of working with DHS and aggressive
lobbying, the distribution criteria were changed.Now every eligible
jurisdiction gets a minimum amount and the remainder of Homeland
Security funds are distributed based on the risk of terrorist
attack. |
| Call for the Governors of New York and New Jersey to create
new seats on the MTA and Port Authority for the sitting Police
Commissioner of New York City. |
MO, IG |
Done* |
The Mayor has called and continues to call for new seats on
the MTA and Port Authority Boards for the sitting Police Commissioner. |
| Dedicate significant additional revenues to expand growth
industries like tourism. Mount an integrated marketing campaign
to attract visitors from around the nation and the world. |
MO, NYC & Co. |
Done* |
NYC & Company, NYC Marketing, and NYC Big Events merged
into one entity, creating the world's finest municipal tourism,
marketing, and events organization. With an additional $15 million
commitment from the Mayor, the organization helped attract a
record 44 million visitors in 2006, putting the City ahead of
schedule towards achieving the Mayor's goal of attracting 50
million visitors by 2015.NYC & Company's new NYC Open Book
campaign seeks to attract international visitors to the city
during traditionally slower tourism periods. |
| Train social service providers to identify potential victims
of domestic violence and intervene before tragedy strikes. |
OCDV, HRA, ACS, DOHMH |
Done* |
Since opening in July 2005, the New York City Family Justice
Center in Brooklyn, an OCDV initiative, has trained over 2,500
individuals.ACS updated their domestic violence training and
conducted 100 office-based training sessions in 2006.DOHMH trained
1,000 individuals on domestic violence in 2006. |
| Integrate and coordinate early child care and education system
to foster the healthy development of all children, especially
those children who are low-income and disadvantaged. |
ACS, DOE |
Launched |
ACS and DOE are assessing gaps in services throughout the
city, and will implement strategies for use of available facilities.
A citywide interagency steering committee has been established
to assess coordination of early childhood services across agencies. |
| Develop and implement performance standards for center-based
care to ensure quality across the system. |
ACS, DOE |
Launched |
A Steering Committee consisting of DOE, ACS Head Start and
Child Care representatives and the provider community agreed
upon a set of performance standards to apply to child care,
Head Start, and universal pre-kindergarten settings, as well
as assessment tools for a performance measurement system. The
assessment protocol will be tested in 2007 and a plan will be
developed to educate the provider and parent community on the
new standards and measurement system. |
| Improve transition from child care and pre-K to elementary
school. |
ACS, DOE |
Launched |
The City has launched several initiatives to improve the transition,
including professional development activities, events where
pre-school and kindergarten staff are invited to participate
in exchange visits, and events where pre-school parents and
their children are invited to visit their elementary school
during Kindergarten Round-Up. ACS Head Start works closely with
parents of 4-5 year-olds to apprise them of elementary school
options. Additionally, students' cumulative pre-school records
are being transferred to the elementary schools. |
| Develop performance standards and implement a system using
the nyc.gov and the 311 information line to share Pre-K childcare
center performance information with parents. |
ACS, DOE |
Launched |
Parents may currently use nyc.gov and 311 to locate organizations
licensed to provide child care and universal pre-kindergarten.
A Steering Committee consisting of DOE, ACS Head Start and Child
Care representatives and the provider community agreed upon
a set of performance standards and assessment tools for a performance
measurement system. With support from the Child Care and Early
Education Fund, housed at United Way of New York City, ACS,
and DOE jointly commissioned a team of consultants to create
a uniform and comprehensive performance measurement system for
early care and education programs, including center, school
and home-based care in New York City. The projected date of
completion of this pilot is January 2008. |
| Create affordable quality daycare and pre-K for City employees. |
ACS, DOE, DYCD |
Launched |
ACS continues to work with DOE and DYCD to coordinate early
childhood services throughout the city.This work will allow
ACS to leverage resources to expand services to younger children.
Upon completion of this coordination work, ACS will assess the
creation of child care programs for City employees. |
| Extend childcare day to 6pm.Offer quality wrap around programs
for children between the ages of birth-6 years old until 6pm. |
ACS, DOE, DYCD |
Launched |
An Early Childcare and Education Steering Committee comprised
of representatives from the Mayors Office, DOE, ACS, and DYCD
has been convened to determine and implement strategies to maximize
resources available for child care and early childhood education
that would extend child care day to 6 pm for as many children
from working and low-income families as possible and expand
the number of young children served. |
| Reduce red tape for childcare providers by implementing a
clear set of citywide child care policies and procedures for
eligibility, enrollment, and payment that are accessible on-line
to child care providers. |
ACS, DOITT |
Launched |
The Division of Child Care and Head Start has redesigned operations
to make offices more user-friendly to contracted programs needing
assistance with eligibility and enrollments.All of the ACS Bronx
programs and most of the Queens programs have adopted this new
system.The number of applications submitted by programs has
doubled and processing time has decreased. This initiative will
be introduced in Manhattan and Brooklyn in 2007.ACS continues
to work with a vendor to create an automated information system. |
| Develop Digital Blueprint project.All new buildings will be
required to file digital plans with the Department of Buildings
with the locations of exits, entrances and stairwells.Plans
for existing buildings will be scanned and digitized. |
CJC, DOB, DOITT, FDNY |
Launched |
Pursuant to Local Law 26 of 2004, FDNY now requires high-rise
commercial buildings to submit electronic blueprints. FDNY and
DOB are currently gathering technical requirements for storing
these blueprints, which will be made available to first responders. |
| Track the highest risk domestic violence offenders 24 hours
a day through electric monitoring.Law enforcement will be immediately
alerted when they violate Orders of Protection. |
CJC, DOP, OCDV |
Launched |
The Department of Probation will be piloting electronic monitoring
of domestic violence offenders in Kings County later this spring. |
| Improve monitoring of sex offenders.NYPD's sex offenders database
will be electronically cross-referenced with other relevant
databases to create monitoring system that seeks out sex offenders'
critical address information. |
CJC, NYPD |
Launched |
CJC and the NYPD are evaluating potential data sets to link
to the NYPDs Sex Offender Monitoring Unit, and expect to complete
this analysis by the end of the spring, at which point CJC will
begin to automate the exchange of information through the Citys
DataShare system, thus enabling real-time monitoring of these
offenders. |
| Expand the Brooklyn Family Justice Center to the Bronx and
Queens to provide women fleeing abusive partners with all the
services they need in one place. |
CJC, OCDV |
Launched |
Locations for Family Justice Centers in the Bronx and Queens
have been identified.The Mayor broke ground on the Queens Center
in April 2007.The Queens Center is expected to open in the spring
of 2008.Development of the Bronx Center has begun. |
| Rezone Jamaica to allow 4.5 million square feet of commercial
space to develop a major transportation oriented business district
near JFK Airport. |
DCP |
Launched |
The Jamaica Plan was certified for public review on January
5, 2007.With 368 blocks proposed to be rezoned, this project
is among the largest rezoning efforts in the City's history.
It will support Jamaica's downtown business district, expand
housing and economic opportunities on major thoroughfares and
preserve neighborhood scale in low-rise residential areas. In
addition, it will allow 4.5 million square feet of commercial
space and more than 3,400 new housing units. |
| Establish Harlem as the premiere African-American and Latino
media, culture and entertainment center in the United States
to bring jobs, tourists and investment to Upper Manhattan as
part of the 125th Street river-to-river initiative. |
DCP, EDC |
Launched |
The 125th Street plan seeks to catalyze mixed-use development,
while preserving areas that have a strong built character. The
plan provides expanded opportunities for housing and aims to
encourage cultural and retail activities along 125th Street
to create a premier entertainment district, with entertainment
and cultural use requirements, which will result in all large
new developments setting aside space for entertainment and cultural
uses and tenants. The draft scope for the Environmental Impact
Statement (EIS) for the proposed rezoning was issued in December
2006; certification is anticipated in Summer 2007. |
| Develop the Harlem River Waterfront in the Bronx, from Port
Morris to Roberto Clemente Park, as new waterfront open space. |
DCP, EDC, DPR |
Launched |
DCP is evaluating opportunities and strategies for encouraging
the redevelopment of the Harlem River Waterfront between 149th
Street and the Third Avenue Bridge in Port Morris. In conjunction
with the new Yankee Stadium and Gateway Center projects, Parks
and EDC are overseeing the design and construction of new waterfront
parks between 149th Street and 161st Street. North of 161st
Street, the Parks Department expects to begin the construction
of Bridge Park in 2007 and the greenway link between Depot Place
and Bridge Park in 2008. Utilizing Croton Mitigation Funds secured
by the City, the State Office of Parks, Recreation & Historic
Preservation will begin $20 million in improvements to Roberto
Clemente State Park in 2007. |
| Develop senior center and home delivered meals emergency response
plan by expanding Emergency Food Hubs to all five boroughs. |
DFTA |
Launched |
Negotiations are in progress to identify storage space and the number
of meals required at various sites across
the city. |
| Expand small school initiative and open more than 100 small
schools. |
DOE |
Launched |
DOE expanded its new small school initiative and plans to
open at least 250 new small secondary schools by 2009. 184 new
secondary schools have already been opened as part of the New
Schools Initiative and an additional 34 secondary schools will
open in the fall of 2007. |
| Create at least 15 new transfer schools small, academically-rigorous
high schools for students who are over-age, under-credited and
were not succeeding in their original high school. |
DOE |
Launched |
The Office of Multiple Pathways, established in October 2005,
focuses on developing a portfolio of educational models designed
for students who are over-age and under-credited.In September
2006, one new Transfer School with the Learning to Work vocational
program opened. Five additional new Transfer Schools are approved
to open in September 2007. DOE plans to open an additional ten
schools in the next two years. |
| Create new types of GED programs in at least ten locations
that offer GED preparation and testing directly linked to Learning-to-Work
vocational preparation and eventually with community colleges
and career and technical programs, such as those for dental
or computer technicians. |
DOE |
Launched |
In the 2005-2006 year, three part-time GED programs with the
Learning to Work (LTW) program opened.In the 2006-2007 year,
four part-time GED programs opened. One new full-time GED with
LTW model for 200 students was piloted in 2006-2007, and two
full-time GED with LTW models for 200 students are in development
for September 2007. |
| Open at least seven new academically selective secondary schools
across the city by 2009 to expand these options for academically
gifted students and to provide greater access to students in
communities traditionally under-represented in these schools. |
DOE |
Launched |
The Office of New Schools continues to make progress towards
this goal. In September 2006, Brooklyn Latin, a new specialized
high school located in East Williamsburg/Bushwick, opened
its doors. A second selective school, Columbia Secondary School
for Math, Science and Engineering, is set to open its doors
in September 2007 in Upper Manhattan. The Department is planning
additional schools and sites. |
| Provide electronic medical records and electronic prescribing
tools to 3,000 doctors who care for the poorest and sickest
New Yorkers by building on state of the art infrastructure developed
in the public hospitals. |
DOHMH |
Launched |
The project was initially conceived to provide 1,000 with
full electronic health records (EHR) and 2,000 physicians with
e-prescribing tools (eRx).Because improvements in care depend
on a full EHR and given recent trends indicating a provider
preference for a full EHR system rather than a stand-alone eRx
application, the Department will outfit all participating providers
with full EHRs. DOHMH will reach approximately 2,075 community
providers with a full EHR with eRx and preventive care functionalities.
These providers care for Medicaid and other underserved populations
through community health centers, hospital outpatient departments,
correctional health facilities, and other community physicians.
The City is advocating for additional matching state/federal
funding to expand their reach to all high volume Medicaid providers
in New York City. A vendor for implementing EHR has been selected
and the contract was registered in March 2007. |
| Ask community clinics and New York State to match City funds
for electronic health records to leverage the $25 million investment
to as much as $100 million. |
DOHMH |
Launched |
The City secured an additional $16.4 million to support the
expansion of health information technology from a combination
of participating providers and state and federal grants. The
City has applied for an additional $5 million from the HEAL
NY program. |
| Improve prevention and treatment through the Take Care New
York health policy.Goals include: (1) Expand programs to prevent
cancer and heart disease; (2) Help more New Yorkers who want
to quit smoking stop; (3) Improve HIV prevention and care and
make New York City a national and global model for stopping
the epidemic; (4) Break record low levels of lead poisoning
in children and further reduce infant mortality; (5) Improve
mental health treatment and expand options for effective treatment
of drug abuse; (6) Increase influenza vaccination rates to prevent
hospitalizations, illness, and death. |
DOHMH |
Launched |
The number of Take Care New York community partners has more
than doubled to 269. According to the most recent Take Care
New York progress report, compared to 2002, in 2005: 290,000
more New Yorkers had a regular doctor, 13% fewer New Yorkers
were smoking, 293 fewer deaths were from HIV/AIDS-related illness,
and nearly 150 fewer children were newly diagnosed with lead
poisoning. In 2005 and 2006, more than 460 providers were trained
and certified to provide buprenorphine a new method of treating
opioid addiction. Additionally,DOHMH continues to intensify
its influenza vaccination outreach and education efforts. |
| Create the Community Connections Initiative for runaway and
homeless youth, featuring drop-in centers in each borough that
will conduct outreach to targeted neighborhoods.Open six personalized
crisis shelters with a total of 75 beds as well as several transitional
independent living facilities for young mothers and Lesbian
Gay Bisexual and Transgender youth. |
DYCD |
Launched |
DYCD launched a new system with improved and expanded services
for runaway and homeless youth.For the first time, each borough
will have a Community Connections Drop In Center that will each
serve 1,500 young people who are at risk. The new system also
provides 106 beds at crisis shelters and transitional independent
living facilities. For the first time, services will be available
for young mothers and Lesbian Gay Bisexual and Transgender youth. |
| Expedite development of Willets Point. |
EDC |
Launched |
In May 2007,Mayor Bloomberg unveiled the Master Plan for the
Willets Point peninsula located on the Flushing River between
Shea Stadium and Downtown Flushing in Northern Queens. The Plan
includes the transformation and remediation of the contaminated
60-acre area one of the most contaminated in the City into a
vibrant, mixed-use district with affordable housing, office
and retail space, new parks and playgrounds, a new public school,
cultural and community uses and a state-of-the-art convention
center and hotel.This will be the first neighborhood, and the
Citys largest development project to incorporate green building
technology. The redevelopment will create 20,000 construction
jobs and 6,100 permanent jobs for a total positive economic
impact on the New York City economy over the next 30 years of
more than $1.5 billion. |
| Preserve 37,000 units of Mitchell-Lama and other housing whose
subsidies will expire and are at risk of converting to market
rate apartments through the new ten-year housing plan. Preserve
as many as 5,000 units of Section 202 senior housing across
the city. Work with State, Federal and local partners to craft
a comprehensive expiring-use housing preservation strategy.
Centerpiece of strategy will be creation of new public/private
preservation entity to implement the strategy. |
HPD |
Launched |
HPD has raised $250,000 from the McArthur Foundation and JPMorgan
Chase to create a comprehensive preservation strategy and assess
preservation capacity. HPD will make recommendations about preservation
of the HUD, Mitchell-Lama and tax credit portfolios. Over the
past year, HPD has also been working to ensure long-term affordability
in these portfolios using a variety of tools including collaborating
with its partners. For example, HPD is preserving Ennis Francis,
a 231-unit complex located in Harlem that was part of the HUD
portfolio of distressed properties. |
| Develop a new middle class housing program which will begin
construction of 22,000 new units of housing for middle income
individuals by 2013. To ensure the development of these new
units, the City will create a program to lower the cost of housing
construction by 25%. |
HPD |
Launched |
Under the Mayor's New Housing Marketplace Plan, HPD has developed
and begun implementation of the middle-income housing initiative.
One key component of this plan is the development of the Queens
West site. On October 23, 2006, the Mayor announced the Port
Authority's transfer to the City of roughly 24 acres of waterfront
land for the development of up to 5,000 units of mixed-use,
middle-income housing development in Long Island City. |
| Reclaim underutilized land for affordable housing. |
HPD |
Launched |
Through the New Housing Marketplace Plan, HPD plans to develop
nearly all of its portfolio of vacant lots and underutilized
land. In addition, the agency is exploring development opportunities
on underutilized land owned by other City and State agencies.
For example, the City issued an RFP for the redevelopment of
underutilized parking lots owned by NYCHA in West Chelsea, Hudson
Yards, and East New York. The infill development of these sites
will yield 600 residential units for low- and middle-income
families. In collaboration with DOT, HPD worked with a local
not-for-profit in Astoria to redevelop an underutilized DOT
parking lot for affordable housing. As part of PlaNYC, the City
will look to increase capacity for housing supply by using government-owned
land more efficiently, creating new housing on public land,
expanding co-location with government agencies, and adapting
outdated buildings to new uses. |
| Create 8,500 units of affordable housing in the rezoning areas
of Greenpoint/Williamsburg, West Chelsea and the Hudson Yards
through inclusionary zoning.Apply inclusionary zoning in medium
density neighborhoods with strong residential markets outside
of Manhattan. |
HPD |
Launched |
As a result of the Greenpoint-Williamsburg rezoning, the first
building to be approved under the City's expanded inclusionary
zoning program broke ground in 2006. Inclusionary zoning, which
allows greater density in exchange for providing at least 20%
permanently affordable housing, will result in 113 affordable
units out of the development's total of 300 units. The West
Chelsea and Hudson Yards rezonings of 2005 are expected to yield
nearly 4,000 units of affordable housing. HPD and its partners
are also working to expand inclusionary zoning in other neighborhoods
outside of Manhattan. |
| Create collaborations with private sector partners, such as
the recently announced New York City Affordable Housing Acquisition
Fund, which will capitalize on commitments by philanthropic
and financial partners to raise $200 million.These funds will
be used for early stage capital for acquisition of privately-owned
land and buildings. |
HPD |
Launched |
The $230 million New York City Acquisition Fund will be used
as early stage capital for the acquisition of privately-owned
land and buildings. Through a creative partnership, an investment
of $8 million in City funding was blended with $32 million in
foundation funding to leverage $190 million from several of
the city's largest banks and financial institutions to complete
the $230 million Fund. In December 2006, acquisition financing
was closed for a 48-unit permanent HIV/AIDS supportive housing
project. The first preservation deal to use the Acquisition
Fund closed in May 2007. |
| Leverage the strong real estate market by expanding and improving
the efficiency of the 421a certificate program to generate $200
million and selling a portion of the Studio City Site in Manhattan
to raise $50 million. |
HPD |
Launched |
In December 2006, Mayor Bloomberg signed into law a bill that
reforms the City's 421-a tax incentive program. The final legislation
will create an estimated 20,000 units of affordable housing
and will provide $300 million in additional funding for the
New Housing Marketplace Plan. In addition to significant changes
to the Geographic Exclusion Area, the amended bill eliminates
the 421-a certificate program.These changes make the program
more efficient, simultaneously stimulating the creation of affordable
housing and increasing property tax revenue, a portion of which
will be dedicated to a $400 million Affordable Housing Trust
Fund. Active planning for the disposition of the Studio City
site for market-rate and affordable housing development is underway;
proceeds up to $45 million will be dedicated to the affordable
housing fund. |
| Use $50 million in Lower Manhattan Development Corporation
funds for the creation and preservation of affordable units
in Lower Manhattan. |
HPD |
Launched |
In October 2006, HPD announced the availability of $16 million
in funding for the acquisition and preservation of affordable
housing in Chinatown and the Lower East Side. Allocated to the
City by the Lower Manhattan Development Corporation (LMDC) through
a Community Development Block Grant from HUD, the funds will
be used to rehabilitate and preserve at least 160 low- to moderate-income
units in the Chinatown/Lower East Side community. The first
acquisition deal closed in February 2007. |
| Use City and Federal resources that have historically been
used for the disposition of the in rem stock, and $130 million
in redirected revenue from Battery Park City to provide $7.5
billion through 2013 to create and preserve 165,000 units of
affordable housing. |
HPD |
Launched |
In September 2006, HPD announced the first Notice of Funding
Availability (NOFA) for the financing of affordable housing
using $25 million of $130 million in revenues from the Battery
Park City Authority (BPCA), which will be distributed through
the New York City Housing Trust Fund (HTF). This will be the
first of approximately $70 million the HTF will use over the
next three years for the new construction or substantial rehabilitation
of developments targeting poor and middle class families not
eligible for most affordable housing. Williamsburg Edge, the
first development to use financing from the HTF, closed in March
2007. The project is a 346 unit development on the Williamsburg
waterfront that is participating in HPDs inclusionary housing
program. |
| Expand number of small businesses that offer health insurance
and increase the number of New Yorkers covered by insurance
by 100,000 in four years. The City will: (1) Work with the State
to expand eligibility standard for Healthy New York to make
the program more affordable for city businesses. (2) Provide
premium subsidies for businesses participating in Healthy New
York program in communities targeted for economic development.
(3) Conduct new advertising and outreach campaign to improve
awareness of special health insurance options tailored for small
businesses and working individuals. |
HRA |
Launched |
In 2006, New York City enrollment in the Healthy New York
increased from 20,000 to 28,000, a 40% increase. Legislation
to increase income eligibility for New York City is now part
of the Citys state legislative agenda. HRA's Office of Citywide
Health Insurance Access (OCHIA) continues to look for opportunities
to provide subsidies to businesses participating in Healthy
New York. To better target outreach and shape products, OCHIA
conducted research in 2006 on small businesses across the city
and on an ongoing basis OCHIA is evaluating insurance expansion
proposals. |
| Enroll and maintain continuous coverage for virtually all
children eligible for public health insurance. |
HRA |
Launched |
HRA's Office of Citywide Health Insurance Access' (OCHIA)
HealthStat initiative continues to assist eligible individuals
to enroll in public health insurance programs in a collaboration
across City agencies and community based organizations. The
HealthStat initiative facilitated the enrollment of 261,125
individuals into public health insurance programs from 2004
to 2006, including 120,596 children. |
| Conduct health insurance recertification and enrollment in
parochial and public schools as children enter elementary, middle
and high schools, with the long term goal of having an automatic
renewal process aligned with duration of each school level. |
HRA |
Launched |
An analysis of '04-'06 public school enrollment trends, gaps
in coverage and churning patterns was completed. An implementation
plan for use of mandatory health insurance reporting system
and data matches will be piloted with universal pre-kindergarten
programs in September 2007. A pilot project for facilitated
recertification involving eight public schools is in progress
and if successful, HRA will work to implement the process in
parochial schools. |
| Streamline and integrate childcare programs into a comprehensive
childcare system. |
HRA, ACS |
Launched |
Central HRA child care program units were transferred to ACS
in September 2006.Staff in the former HRA child care field unit
were reassigned to Job Centers and, after training, began processing
child care there in mid-December. System changes were made to
create a single attendance reporting process, support a single
payment unit, and issue a single check to providers.These changes
were implemented on March 1, 2007. |
| Take advantage of the statewide electronic voter registry
mandated by the Help America Vote Act to extend the registration
deadline to ten days before Election Day. |
MO |
Launched |
On April 26, 2007, Governor Spitzer proposed a constitutional
amendment that would have the effect of eliminating the voting
registration deadline. This proposal, if adopted by the Legislature
and ratified by the voters, would allow for Election Day registration. |
| Work with labor, hotel management and the real estate industry
to develop a strategy to protect New Yorks grand hotels and
their employees and to develop new hotels and create new jobs. |
MO |
Launched |
In the wake of conversions of major, full-service hotels to
residential use, the Mayor convened a task force with representation
from the tourism industry, labor and others to study ways to
preserve and expand the city's hotel room stock.Over the course
of the task force's efforts, market forces resulted in significant
improvements in the economics of hotel ownership, and moderate
decreases in the attractiveness of residential conversions. |
| Bring together academic, corporate, diplomatic, philanthropic
and scientific communities to establish the worlds foremost
center for global health research and idea exchange by creating
a Global Health and Research Center. |
MO |
Launched |
Public and private efforts are underway to explore the concept
of a global health center on Governors Island. |
| Begin a pilot program that tailors support services to keeping
families together by capitalizing on existing community resources.
Establish new partnerships with community institutions and broaden
the network of neighborhood-based help to keep families together
and avoid foster care placement. |
MO, ACS |
Launched |
A new strategic partnership linking the Divisions of Family
Support Services and Child Care/Head Start has been established
to ensure that more young children in preventive programs have
access to child care and Head Start programs. A Director of
Early Childhood and Preventive Partnerships was appointed in
April to develop collaborations between preventive and early
childhood education programs at the neighborhood level so that
at-risk families can readily access these vital preventive services. |
| Reduce street homelessness and the shelter population by two
thirds by the end of 2009 through a strategy of prevention offices
in some of our most at-risk communities. |
MO, DHS |
Launched |
Through a number of special projects such as the Homeless
Encampments Initiative, Project Homeless Connect, and the Annual
street homeless count HOPE, DHS has proactively used a variety
of tools to reduce the street homeless population. DHS continues
to work on a number of initiatives to reduce the shelter population,
including expanding prevention citywide. According to the most
recent homeless count, unsheltered homelessness has decreased
15% since 2005. |
| Break ground on a new intake center for the homeless to replace
the notorious EAU that will treat people with dignity and respect. |
MO, DHS |
Launched |
Groundbreaking for the new family intake center is tentatively
scheduled for early 2008. The Emergency Assistance Unit (EAU)
was permanently closed in June 2006.DHS opened the Prevention
Assistance and Temporary Housing (PATH) Office to serve clients
until the new center is completed. |
| Create 12,000 units of supportive housing by 2013 by setting
aside 25% of our tax credit allocation. |
MO, DHS, HPD |
Launched |
The 9,000 units in the New York/New York III agreement along
with the more than 3,000 additional units being produced by
HPD will fulfill the Administration's commitment to create 12,000
units of supportive housing. |
| Double the number of children receiving high-quality Pre-K
and child care. |
MO, DOE |
Launched |
The State allocation of an additional $60 million to support
half-day universal pre-kindergarten (UPK) in New York City will
enable the City to increase the number of children receiving
publicly funded pre-kindergarten services. |
| Work with the United Way to add a new, comprehensive information
and referral system for not-for-profit human services agencies
through the 311 system. |
MO, DOITT |
Launched |
Health and human service information and referral began at
311 in November 2006 when call takers from the Department for
the Aging were transferred to the 311 Call Center.The New York
City Health and Human Service Information and Referral Corporation
is in the process of activating and expanding the human services
referral system. |
| Develop a strategy to reclaim municipal land to foster new
economic opportunities. |
MO, EDC |
Launched |
EDC is assessing the portfolio of municipally owned land for
opportunities to increase efficiency, co-locate municipal services,
and create development opportunities.Recent developments include
a new distribution facility for Pepsi on a formerly vacant,
City-owned property in the Zerega Industrial Business Zone,
and the sale of 175,000 square feet of underutilized land in
College Point Corporate Park to Ares Printing & Packaging. |
| Work with the State to institute an administrative (passive)
renewal process for children 0-5 to ensure that children maintain
coverage during the pre-school years. |
MO, HRA |
Launched |
HRA's Office of Citywide Health Insurance Access (OCHIA) is
researching and analyzing health insurance and continuity of
coverage and examining at what ages children tend to lose coverage
in order to recommend specific policy proposals at the state
level. OCHIA is also tracking federal legislative proposals
that would enable auto-enrollment into public health insurance
programs from other public benefit programs. |
| Establish independent judicial election screening panels that
would report to the political parties and the public concerning
whether candidates for nomination to elected judgeships are
qualified to serve as judges. |
MO, IG |
Launched |
The Law Department has drafted and lobbied for proposed State
legislation to reform the judicial selection process for State
Supreme Court justices, including the creation of independent
judicial qualification commissions to report to the political
parties and the public on the qualifications of judicial candidates.
The City's proposal has been shared with the Governor and key
legislative leaders. |
| Transform the City Board of Elections into a 21st
Century professional organization that is efficient, technologically
advanced and empowers voters. Continue to work with the
Board to improve its technology, infrastructure and management
to better serve voters. |
MO, IG |
Launched |
Beginning in the 2005 elections, DoITT partnered with the
Board of Elections to improve their telephone system and website
and leverage the services of 311. The Mayor's Election Modernization
Task Force continues to work with the Board on further enhancements,
including new voting machines and improved service at poll sites.
In addition, in his 2007 State of the City address, the Mayor
called on the State to overhaul the State Board of Elections
to make it a professional non-partisan agency. |
| Eliminate the cap on the number of charter schools that can
be created and double the number of charter schools opening
in New York City from 50 to at least 100 by 2009. |
MO, IG, DOE |
Launched |
In consultation with the City, the State budget for State
Fiscal Year 2007-2008 provided for the creation of an additional
100 charter schools, raising the cap from 100 to 200. At least
50 will be in New York City. |
| Work with the State Legislature to pass legislation giving
the Mayor the independent authority to create charter schools
in New York City. |
MO, IG, DOE |
Launched |
The City continues to pursue legislation giving the Mayor
the independent authority to create charter schools in New York
City. |
| Create a Transportation Security Task Force that would be
headed by the NYPD and include permanent representatives from
the NYPD and the police departments of MTA and Port Authority. |
MO, NYPD |
Launched |
The NYPD has established a multi-agency task force comprised
of law enforcement agencies along the New York-to-Washington
rail corridor. |
| Expand NYPD counter terrorism responsibility for critical
transportation infrastructure. NYPD should be lead agency in
charge if a disaster strikes critical transportation infrastructure
within New York City. NYPD would have command and control over
MTA and Port Authority Police Officers in the event of such
an emergency. |
MO, NYPD |
Launched |
The NYPD has been designated by the U.S. Department of Homeland
Security as the lead agency for a tri-state, 24-agency task
force to protect New York City against a nuclear device or dirty
bomb. The project involves integrating detection devices at
all critical transportation infrastructure in the New York metropolitan
area. |
| Work with cell phone carriers to provide emergency notifications
and information via cell phone text messaging. |
MO, OEM, DOITT |
Launched |
The City is currently working with the FCC, FEMA, and various
cell phone carriers and manufacturers to build a viable system
for wireless text alerting. The City is now a participant in
FEMAs first pilot program for an integrated national notification
system, and progress has been made to adopt cell broadcasting
as the preferred method of transmitting wireless text messages
to the public. |
| Streamline documentation requirement for domestic violence
victims to make it easier for them to access permanent and transitional
housing. |
OCDV, HRA |
Launched |
HRA's Office of Domestic Violence has been working closely
with housing agencies, including NYCHA, to streamline the process.
In April 2006, NYCHA announced changes to its housing policy
to better assist domestic violence victims and their children
in obtaining housing. The new policy includes an expansion of
the types of documents which can be submitted to qualify for
domestic violence priority status, including medical documentation.
Work continues to ensure that victims of domestic violence find
secure permanent housing.HRA's Office of Domestic Violence will
continue discussions with various housing agencies in order
to explore options for streamlining the documentation requirements. |
| Expand the NYPD's BioTracks Project and the John Doe Indictment
Project. |
OCME, NYPD, CJC |
Launched |
The District Attorneys and OCME continue to expand the John
Doe project to other charges beyond sex crimes. |
| Work with nonprofits and unions to identify socially-isolated
seniors to create evacuation plans in case of emergencies. |
OEM, DFTA |
Launched |
OEM is working with organizations that assist individuals
with special needs to provide advanced warning of impending
weather threats like Coastal Storms and Heat Waves to these
individuals. |
| Create a 311 telephone and Internet-based service center for
New Yorks small businesses. |
SBS, DOITT |
Launched |
The City launched the first version of Business Express in
December 2006, providing the information necessary for an entrepreneur
to open a restaurant in New York City, including a customized
list of City, State and Federal regulations, licenses, permits,
incentives and other relevant information. Future upgrades will
dramatically expand functionality including providing businesses
the ability to apply for permits and licenses, find ways to
reduce costs, and receive technical assistance. |
| Expand Gun Court into Manhattan. |
CJC |
Not Done |
The City has supported the expansion of gun courts because
these courts have helped close a loophole in the law that previously
allowed judges to give less than the mandatory one year minimum
in cases involving the possession of a loaded illegal gun. And
although gun courts significantly improved sentencing practices,
the City pursued a more permanent measure: changing the law
so that it would require a mandatory minimum of 3-1/2 years
with no exceptions. The Governor signed such a bill into law
last November, and the City will track the outcomes of these
cases before determining whether there is a continuing need
for a gun court in Manhattan. |
| Work with the State to create a Family Health Plus buy-in
program. |
MO, IG |
Not Done |
The City will delay the introduction of a Family Health Plus
buy-in program in light of recent healthcare initiatives, specifically
the Governor's call to increase statewide participation in Family
Health Plus. The City will monitor these developments before
determining the best course of action. |
| Create voluntary address registration with the Office of Emergency
Management for disabled and elderly New Yorkers. |
OEM |
Reconsidered |
OEM determined that it could better reach and serve the at-risk
population by working with those organizations that assist individuals
with special needs on a day-to-day basis to provide advanced
warning of impending weather threats like Coastal Storms and
Heat Waves to these individuals. |
| Target economic development with the investment of resources
into neighborhoods that have chronic unemployment. |
MO |
To Launch in 2007 |
Implementation planning for the Comprehensive Neighborhood
Economic Development is underway, with Bedford-Stuyvesant in
Brooklyn as the main pilot neighborhood. The suite of initiatives
focuses on workforce development, asset building, and business
vitality. These initiatives aim to increase community wealth,
including individual income and savings levels, business wealth,
and non-profit capacity. |
|
2001 Campaign Accountability Statement.
Michael R. Bloomberg, Mayor, City of New York |
| Initiative |
Agency |
Status 2004 |
Status 2007 |
Update 2007 |
| In cases of domestic violence, have a Criminal Court judge
and a Family Court judge readily and simultaneously accessible
to help women obtain child support and pursue domestic violence
complaints. |
CJC, OCDV |
Launched |
Done |
The State Office of Court Administration has implemented Integrated
Domestic Violence Courts in every county. These courts combine
criminal and family jurisdiction, enabling women to address
domestic violence, divorce, and child support matters in a single
setting. |
| Scan the victims signed statement with respect to the abuse
into a computer along with all other police reports. |
CJC,
OCDV |
Launched |
Done |
In domestic violence cases, the NYPD and prosecutors now have
access to Domestic Incident Reports (DIRS), digital photographs
of domestic violence victims and crime scenes, and 911 digital
records via state-of-the-art databases. |
| Connect the former Jamaica Water Supply customers to the City's
water supply system. |
DEP |
Launched |
Done |
DEP has successfully integrated Jamaica Water Supply (JWS)
customers into the Catskills/Delaware supply system. Currently,
one million gallons per day from the JWS system still supply
customers in Southeast Queens where interconnections would have
resulted in low water pressure. |
| Centralize the purchasing of paper products and other standard-use
items for senior centers. |
DFTA |
Launched |
Done |
Not-for-profit group purchasing programs are in place. Additionally,
the Council of Senior Centers, an association of DFTA providers,
has launched a group purchasing website to facilitate central
purchasing of food supplies in a manner that is cost effective
and increases the variety and nutritional value of food choices
for seniors. |
| Expand crime prevention and crime victim assistance programs
to thwart elder abuse. |
DFTA |
Launched |
Done |
In late 2006, the Department established the New York City
Elder Abuse Network. Made up of representatives from City agencies,
the NYPD, not-for-profits, district attorney offices, the securities
exchange and advocacy organizations, the new coalition is now
pursuing an agenda of public awareness campaigns, coordinated
case reviews, a speakers bureau, legislative proposals, and
a citywide tracking system for elder abuse cases. |
| Change construction regulations so schools in New York City
cost the same as elsewhere. |
DOE,
DDC |
Launched |
Done |
The merger of SCA and DOE's Division of School Facilities
was successful in changing construction regulations. Prior
to 2003, construction bid prices were $438 per square foot.
In 2003 the price per square foot was $314 and in 2004 the bid
price per square foot was $302. Due to inflation in the city
construction market, the cost has increased since that time
to $378 per square foot. Without the achieved changes in the
regulations school construction, costs today would be $604 per
square foot. |
| Analyze government use of pesticides in schools, offices and
hospitals and seek alternate methods of rodent and insect control. |
DOHMH |
Launched |
Done |
In May 2005, Mayor Bloomberg signed Local Law 37, which mandated
the evaluation of pesticide use by City agencies and phased
out three classes of dangerous pesticides. In January 2007,
DOHMH submitted its plan to promote safer pest control to the
Mayor and City Council. DOHMH also published its community
survey on pesticide use in the home and issued a household guide
to Safer Pest Control, available via 311 and on nyc.gov. |
| Inventory community gardens for preservation and convey those
appropriate to a trust to assure their continued maintenance
and development. |
DPR |
Launched |
Done |
The transfer of 198 garden sites to Parks is complete and
they have been licensed. |
| Develop and articulate an alternative waste disposal policy
in case any portion of the waste disposal system should fail. |
DSNY |
Launched |
Done |
In July 2006, the City Council approved and the Mayor signed
the Departments Solid Waste Management Plan, which will dramatically
change the way that the City transports waste and put the City
on strong footing for future growth. The plan, which addresses
both residential and commercial waste, as well as waste prevention
and recycling, has three main goals: environmental responsibility,
economic soundness, and equity across all five boroughs. |
| Ensure that waste reduction concepts are given prominence
in the next Solid Waste Management Plan. |
DSNY |
Launched |
Done |
Waste reduction is a key component of the new Solid Waste
Management Plan, with numerous new waste reduction initiatives
included in the Plan. |
| Increase coordination with the Dept. of Youth Services so
that teenagers eligible for work-study can use their time assisting
seniors. |
DYCD,
DFTA |
Launched |
Done |
The Intergenerational Work Study Program is underway and integrates
academic study with community service. The Department for the
Aging works with the Department of Youth and Community Development's
Interagency Coordinating Council on Youth to implement this
effort. Currently, in the Intergenerational Work Study Program,
350 students from 25 high schools work closely with seniors.
Furthermore, in the Community-based Intergenerational Program,
there are 4,000 students who volunteer and serve 5,000 seniors. |
| Increase the number of housing units by at least 100,000. |
HPD, DCP |
Launched |
Done |
The Department of Buildings has seen a record number of housing
starts in recent years, including over 30,000 in both 2005 and
2006. Since 2002, increased construction activity has added
approximately 100,000 new housing units to New York Citys inventory.
DCP-initiated rezonings throughout the city, including Greenpoint-Williamsburg,
Hudson Yards, West Chelsea and Park Slope, have increased opportunities
for new housing. With regard to affordable housing, the Mayor
expanded the City's plan to $7.5 billion towards building 165,000
affordable units over ten years. As part of PlaNYC, the City
will look to create capacity for up to 500,000 more units over
the next 23 years, to reduce land costs and encourage more housing
development around mass transit. |
| Lobby for a five-year capital plan with federal categorical
aid to upgrade health systems. |
IG |
Launched |
Done |
The City has worked with the Congressional delegation to secure
federal funding for hospital facility upgrades. |
| Support state legislation to regulate the assisted-living
industry. |
IG |
Not Done |
Done |
The Assisted Living Reform Act passed in 2004. The law created
licensing requirements for Assisted Living Facilities. |
| Set emission reduction goals, plan for, monitor, and quantify
actions to reduce pollutants. |
MO, DEP |
Launched |
Done |
The Office of Long-term Planning and Sustainability has completed
two major greenhouse gas inventories for City government and
the city overall for the purpose of cutting carbon emissions
by 30% by 2030, and PlaNYC outlines how these reductions will
be achieved. Additionally, under PlaNYC, the Administration
has set the goal to achieve the cleanest air of any large U.S.
city. To do so, well reduce in-city particulate matter emissions
by over 39%. PlaNYC will include a collaborative local air
quality study to monitor and model neighborhood level air quality
across the city. |
| Computerize police reporting and communications. |
NYPD |
Launched |
Done |
The NYPD has implemented a new complaint and arrest processing
system and has developed a data warehouse. In 2005, the City
opened the Real Time Crime Center, a state-of-the-art 24-hour
operation designed to track, analyze and respond to emerging
crime trends, provide investigative support, and facilitate
effective deployment of resources. |
| Arm police with digital cameras and video equipment for cases
of domestic violence. |
NYPD,
OCDV |
Launched |
Done |
All Precincts (with the exception of Central Park) and all
Police Service Areas have digital cameras to take photos in
all domestic violence arrest and non-arrest cases. Further,
these photos are now stored on a digital database, which is
accessible to all police as well as all District Attorney's
offices. |
| Rebuild an emergency citywide command center. |
OEM |
Launched |
Done |
The new OEM Headquarters and Emergency Operations Center (EOC)
in Downtown Brooklyn opened in December 2006. The $50 million
facility - all of which was funded by the federal government
- serves as the central point of coordination for major emergencies
and special events, as well as the day-to-day workspace for
OEM planning and response personnel. Staffed 24-hours-a-day,
the 65,000-square-foot building contains a 130-agency EOC, Watch
Command, general office space, and training and conference rooms.
It is supported by state-of-the-art audio-visual and information
technology systems and full back-up generation. The EOC will
also be able to leverage the future benefits of the Citywide
Public Safety Wireless Network, which will provide real-time
links to City, state and federal agencies, bolster situational
awareness, and foster resource coordination in case of a large
scale disaster. |
| Re-evaluate zoning decisions on a regular basis to ensure
decisions are achieving results. |
DCP |
Launched |
Done* |
DCP continues to monitor development trends throughout the
city. New development has already been built or is planned as
a result of DCP-initiated upzonings in areas such as Hudson
Yards and West Chelsea in Manhattan; Greenpoint, Williamsburg,
Downtown Brooklyn and Park Slope in Brooklyn; and Hunters Point
in Queens. Lower density/contextual rezonings keep new development
in scale with existing residential neighborhoods. DCP continues
to evaluate zoning in neighborhoods throughout the city to increase
new housing opportunities and preserve neighborhood character. |
| Make vacant and under-utilized manufacturing buildings available
for residential and commercial conversion. |
DCP, HPD |
Launched |
Done* |
The Greenpoint/Williamsburg, Hudson Yards, Port Morris and
West Chelsea rezoning proposals were adopted in 2005, and the
Stapleton rezoning in 2006. Other areas with under-utilized
land zoned for manufacturing uses are being examined, and include
Sherman Creek, the Lower Concourse, Gowanus, Dutch Kills and
Northern Tribeca. The housing initiatives of PlaNYC include
reclaiming underutilized waterfront, reactivating areas where
there has been a decline of use and increasing access to the
waterfront. |
| Continue analyzing the scope of the damage to the Delaware
Aqueduct and devise a plan for repair. |
DEP |
Launched |
Done* |
DEP has devised a repair strategy and will award the contract
to rehabilitate Shaft 6 this year, the first step in the repair.
Additional Automatic Underwater Vehicle (AUV) tests are anticipated
in 2008. |
| Upgrade security throughout the watershed and at critical
water transport junctures |
DEP |
Launched |
Done* |
DEP has spent over $100 million over the last five years to
upgrade security throughout the water supply system. Physical
hardening and technological improvements are continuous and
ongoing through the recently created Office of Security Systems
Engineering. In addition to maintaining 24/7 surveillance, detection
and response capabilities, the DEP Police have extended their
expertise in specialized police functions. The DEP Police
now includes an Aviation Unit, Emergency Service Unit, Strategic
Patrol Unit, and Canine Team. The DEP Police Detective
Division has permanent detective assignments for information
and intelligence sharing within the NYPD Intelligence Division
and FBI Joint Terrorism Task Force. |
| Explore filtration of the Croton Reservoir. |
DEP, DPR |
Launched |
Done* |
DEP has completed site prep and tunneling work at the site
and anticipates awarding the contract for the structures building
of the Croton Filtration Plant shortly. |
| Expand recreation and education programs for seniors. |
DFTA |
Launched |
Done* |
DFTA has been coordinating with HHC and other community partners
to enhance linkages and find additional opportunities for education
and recreation. Events include the Annual Senior Stroll and
wellness programs at senior centers such as diabetes and blood
pressure screening. Additionally, more than 90% of senior centers
now have internet connectivity. |
| Increase computerization to ease filings of building plans. |
DOB |
Launched |
Done* |
In addition to encouraging customers to utilize the Buildings
Information System on the web, DOB has created and launched
the first phase of a multi-phase roll-out of eFiling. eFiling
enables a registered customer to submit applications online,
reducing what could take several weeks to process applications
to a matter of minutes. The first two phases of eFiling, eRenewals
(to renew permits) and eFiling for electrical applications,
have been launched and are thriving. The third phase of eFiling
is in the under development. |
| Re-engineer the Department of Buildings, including more computerization
to ease filings of building plans, reviewing the Buildings Code,
instituting a standard of timely reviews and sign-offs, and
providing consistent interpretations of the Buildings Code. |
DOB |
Launched |
Done* |
With the help of 400 professionals and experts from industry,
labor, academia, real estate, and government, DOB has finished
drafting the proposed NYC Construction Codes. Other reforms
include the upgrade of the IT infrastructure, the formation
of a training academy (Buildings University), streamlining customer
processes to make it easier and faster to do business with DOB,
expanding online applications, and creating and issuing the
2006-2009 Strategic Plan. New projects on the horizon include
BSCAN, where 320,000 documents will be scanned every month,
B-FIRST, where construction inspectors will be given hand-held
computers for same-day results, and restructuring the plan exam
units to standardize operations. |
| Increase the number of certified teachers by making it easier
for certified teachers in other states to transfer their certification
to New York. |
DOE |
Launched |
Done* |
While the State has not yet agreed to allow teachers certified
in other states to work in New York without taking additional
tests, 100% of teachers in New York City public schools are
now certified. |
| Ease the process of student enrollment for out of district
schools. |
DOE |
Launched |
Done* |
Student enrollment for grades K-12 is now centrally located
within the Office of Student Enrollment Planning and Operations
and the policy is consistent citywide. |
| Undertake research on pollutant control, especially in neighborhoods
with high incidence of mercury, lead and mold contamination. |
DOHMH |
Launched |
Done* |
DOHMH has revised its protocols on pollutant control and issued
educational information. DOHMH embargoed imported herbal medicine
products contaminated with lead and mercury. Additionally, lead
poisoning prevention activities have been extended to the Department's
home visiting programs and mold remediation guidelines are being
updated. |
| Adopt the Perkins rat report, including no longer using wire
mesh baskets as trash receptacles, giving landlords incentives
to rodent proof trash from their buildings, implementing an
intensive public education campaign on rat control and using
poison bating in a concerted and targeted way. |
DOHMH,
DPR, DSNY |
Launched |
Done* |
The Mayor's Rodent Initiative (2003 2005) provided 8,000
rodent-proof trash containers and other services in problem
areas. In 2005, DOHMH launched the Rodent Academy to provide
training in pest management to City staff. In response to lessons
learned from the Mayors Rodent Initiative, DOHMH is implementing
an indexing pilot program in the Bronx. This indexing will
proactively assess neighborhoods for rodent infestations. The
data obtained will be used more effectively combat rodent infestations. |
| Provide uniformity and consistency in citywide data from DOHMH
and HHC to perform analyses on comparable data. |
DOHMH,
HHC |
Launched |
Done* |
Electronic transmission of primary care data from HHC outpatient
clinics to DOHMH began in mid-2004. Data are transmitted in
near real time and DOHMH monitors aggregate outpatient visits
for unusual activity. HHC successfully piloted sending emergency
department data from four of their hospitals to DOHMH in 2006.
DOHMH maintains EpiQuery, a web-based system which offers user-friendly
access to a wide range of community health data. The EpiQuery
system, available to the public, provides aggregate reports
only; it has no identifying or individual information. |
| Focus on keeping children connected to CHIP including follow-up
to ensure that families are taking advantage of their coverage. |
DOHMH,
HRA |
Launched |
Done* |
The HealthStat initiative of the Office of Citywide Health
Insurance Access (OCHIA) under HRA continues to assist eligible
individuals to enroll in public health insurance programs in
a collaboration across City agencies and community based organizations.
The HealthStat initiative facilitated the enrollment of 261,125
individuals into public health insurance programs from 2004
to 2006, including 120,596 children. OCHIA is also analyzing
health insurance and continuity of coverage and examining at
what ages children tend to lose coverage to recommend specific
policy proposals at the state level. In addition, OCHIA and
DOE are designing a process to enable parents to verify their
childs health insurance status during registration for universal
pre-kindergarten and, if the child is uninsured, to receive
assistance to obtain public health insurance through a facilitated
enroller assigned to the designated pre-K school or site. |
| Simplify street signage and increase fines for parking violations
in key locations. |
DOT |
Not Done |
Done* |
DOT introduced commercial parking meter regulations in Midtown
Manhattan, restored more logical sequencing to the sign legends,
and has placed large overhead street name signs throughout the
city. |
| Create more ferry service to, from, and around Manhattan. |
DOT, EDC |
Launched |
Done* |
In 2005, the City completed construction of the West Midtown
Ferry Terminal, a $50 million facility at West 39th Street that
now serves 12,000 commuters per day. Construction of new commuter
ferry facilities is nearing completion at the Battery Maritime
Building, East 34th Street, and East 90th Street. Other new
ferry landings either recently completed or under construction
include West 125th Street and South Williamsburg. EDC released
an RFP for East River ferry service in February, with the goal
of beginning service by 2008. PlaNYC includes an initiative
to expand ferry service and better integrate it with the city's
mass transit system. |
| Ensure a presence in parks when people are there by having
a second shift of workers on duty. |
DPR |
Launched |
Done* |
The second shift program remains in effect, and Parks continues
to extend operating hours in many facilities to allow for increased
usage. Due to these efforts, all playgrounds that have comfort
stations and spray showers now have extended hours in the summer. |
| Get more money from State and Federal Elected Officials for
parks. |
DPR, IG |
Launched |
Done* |
Parks continues to focus on its intergovernmental efforts.
In FY06, Parks met with 81 members of the Assembly and Senate
and received $2.49 million in aid with an additional $2.46 million
pending. Parks has federal earmark requests totaling more than
$10 million for inclusion in this years Energy and Water, Interior,
and State Justice and Commerce appropriation bills. |
| Encourage food waste and yard waste composting on a voluntary
basis in lower density areas of the city. |
DSNY |
Reconsidered |
Done* |
DSNY promotes this initiative through its Compost Project,
which develops and conducts many innovative programs supporting
residential and institutional composting. |
| Work with the Port Authority and airlines to reduce idling
time on runways to reduce emissions and improve air quality. |
EDC |
To Launch in 2004 |
Done* |
The airport office at EDC has been established and staffed.
The airport office works with the Port Authority, the
airlines and the communities surrounding the airports to address
noise and related environmental concerns. PlaNYC calls for the
reduction of emissions from all modes of transportation, including
ferries, construction equipment, and planes. The City will partner
with the Port Authority to create plans to reduce emissions
from port facilities, marine vehicles, and airport facilities. |
| Build large-scale shopping malls in the outer boroughs. |
EDC, DCP |
Launched |
Done* |
EDC has fostered the development of shopping centers in the
outer boroughs, including the Brooklyn Junction Center, scheduled
to open in early 2008, Bricktown Centre in Staten Island, which
opened in 2006, and the Kingswood Center. In 2006, the City
broke ground on the Plaza at the Hub in the South Bronx, which
will provide 100,000 square feet of retail space, and the Bronx
Gateway Center, which will provide one million square feet of
retail space. |
| Expand oversight of money being spent to rebuild Lower Manhattan
to combat corruption and waste |
EDC, LMCCC |
Launched |
Done* |
The goal of the Lower Manhattan Construction Command Center
(LMCCC)s fraud department is to ensure that all construction
projects in Lower Manhattan within the agencys jurisdiction
proceed with the utmost integrity, free of corruption and wrongdoing.
The LMCCC has established a toll-free telephone hotline and
secure on-line complaint form to allow for the confidential
reporting of potentially fraudulent activity or any unethical
or illegal conduct. The LMCCC chairs a group of Inspectors General
that have oversight responsibility for agencies performing work
in Lower Manhattan or who issue funds for projects in Lower
Manhattan. |
| Organize current clinics, diagnostic centers, and commercial
centers into an easily understood and accessible network of
community-based clinics. |
HHC |
Launched |
Done* |
HHC's on-going re-engineering of ambulatory care operations
is improving access by shortening wait times at clinics and
the length of time patients wait for scheduled appointments.
From December 2005 to December 2006, across 140 HHC clinics,
the average cycle time for a primary care visit remained less
than 60 minutes and average appointment wait time at an HHC
primary care clinic was 12 days. Within the continuing system-wide
initiative to reorganize the ambulatory care process, dozens
of team collaborations have resulted in enhanced clinic operations;
quicker, easier, access to services; and a more respectful patient
experience. |
| Create waterfront housing zones, including moving non-marine-dependent
facilities from the waterfront. |
HPD, DCP |
Launched |
Done* |
DCP continues to work closely with HPD on waterfront rezonings
that would generate new housing. In addition to the rezonings
passed for Greenpoint/Williamsburg, West Chelsea, and Hudson
Yards, DCP is currently studying six other waterfront areas,
including Sherman Creek, Coney Island, Gowanus, Lower Concourse,
Queens West South and Willets Point. The housing initiatives
of PlaNYC include reclaiming underutilized waterfront, reactivating
areas where there has been a decline of use and increasing access
to the waterfront. |
| Make CHIP (Child Health Plus) more accessible, streamline
the application process, overhaul the recertification process
and inform undocumented workers that their participation in
CHIP and other programs will not expose them to risk of deportation. |
HRA |
Launched |
Done* |
The HealthStat initiative in the Office of Citywide Health
Insurance Access (OCHIA) under HRA continues to assist eligible
individuals to enroll in public health insurance programs in
a collaboration across City agencies and community based organizations.
The HealthStat initiative facilitated the enrollment of 261,125
individuals into public health insurance programs from 2004
to 2006, including 120,596 children. HRA has converted
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