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Queens Borough Board Fiscal Year 2015 Expense & Capital Priorities

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Queens Borough Board Fiscal Year 2015 Expense & Capital Priorities Queens Borough Board Fiscal Year 2015 Expense & Capital Priorities Melinda Katz Queens Borough President MELINDA KATZ (718) 286‐3000 PRESIDENT web site: www.queensbp.org e‐mail: [email protected] CITY OF NEW YORK OFFICE OF THE PRESIDENT OF THE BOROUGH OF QUEENS 120‐55 QUEENS BOULEVARD KEW GARDENS, NEW YORK 11424‐1015 March 24, 2014 To: The Mayor of the City of New York Members of the City Council Director of Management and Budget From: Queens Borough President Melinda Katz Members of the Queens Borough Board The Borough of Queens is home to more than 2.2 million residents, representing more than 120 countries1 and speaking more than 135 languages2. The seamless knit that ties these distinct cultures and transforms them into shared communities is what defines the character of Queens. The Borough’s diverse population continues to steadily grow. Foreign‐born residents now represent 48% of the Borough’s population3. Traditional immigrant gateways like Sunnyside, Woodside, Jackson Heights, Elmhurst, Corona, and Flushing are now communities with the highest foreign‐born population in the entire city4. Residents with limited English proficiency now represent 28% of the Borough5, indicating a need for a wide range of social service support and language access to the City’s services. At the same time, Queens’ communities are quickly outpacing the available housing stock. Already, Woodside, Jackson Heights, Elmhurst, and Corona are among the most severely overcrowded communities in the entire city6. Low‐income households are left with few alternatives to living in overcrowded conditions. Yet, since the inception of the New Housing Marketplace Plan, which has so far created 157,230 units of affordable housing citywide – a total of $23.6 billion in investments – only 16,530 of those units and $2.2 billion were dedicated to Queens. This represents only 10.5% of the total affordable housing units and 9% of the total investments7. The City needs to invest in more affordable housing in Queens to match its growth, particularly to serve the growing senior population. Queens is home to one of the fastest growing aging populations. By 2030, New Yorkers older than 60 will increase significantly to a projected 1.84 million people, an increase of 47% from 2000; 30% of this population will reside in Queens8. Additionally, the fastest‐growing age cohorts among the elderly are those over the age of 85. Since 1990, Queens has experienced a 21.5% increase in those 85 and older9. As we serve our increasingly diverse older population, we must provide multi‐faceted solutions to multi‐faceted challenges, and provide services that are culturally considerate and linguistically competent. The growth in the young population in Queens mirrors the growth of the aging population. There are currently 516,631 people in Queens under the age of 1910. These children and young adults deserve the best education and after‐school services the city can offer. Yet, class size has been gradually rising across the Borough’s 359 schools, and has now become the most overcrowded classrooms in the entire city; more than half of the buildings over capacity11. At the same time, Queens had the highest unmet needs for pre‐ kindergarten12. Our students are our most valuable assets, and we need to ensure that they have every tool necessary to succeed. The state of our local economy continues to be a major economic engine for the city. Queens’ main economic hubs, Jamaica, Flushing, Long Island City‐Astoria, and Jackson Heights, continue to be major sources of economic impact for the city. Queens has over 44,000 businesses – more than 65% have less than five employees, and more than 80% of businesses have less than ten employees13. Additional investments are consistently being made in new market sectors like technology. There are now more than 50 tech start‐ups in Queens, with anticipated growth in the sector as the Borough continues to cultivate and attract tech entrepreneurs14. The city needs to provide services to expand this growth, while at the same time streamline government processes that hinder business development, as well as match the growth in human capital and increase investment in capital infrastructure. Infrastructure is particularly important for the areas impacted by Hurricane Sandy. The Borough has yet to fully recover from this natural disaster, and the investments made in housing and economic development must continue to support the revitalization of the Rockaway peninsula. A key to these revitalization efforts is to improve the peninsula’s transportation infrastructure, starting with permanent ferry service for these residents. Residents throughout Queens also need to be relieved from current environmental impacts; flooding in southeast and western Queens, in particular, needs to be resolved. The City also needs to continue to protect its cultural icons. For Queens, this means preserving the New York State Pavilion – the emblematic three towers and rotunda that served as the icon of the 1964 World’s Fair. The Pavilion was inducted into the National Register of Historic Places in 2009 for its historical significance, yet it has fallen into disrepair. We need to leverage private funds with public funds to restore this historical icon. The cost to dismantle and remove these structures has been estimated between $14 million and $20 million, but with an additional investment the Pavilion can be preserved for future generations. The Fiscal Year 2015 Preliminary Budget outlines an ambitious $73.712 billion financial plan which includes the restoration of critical services across various agencies, including the Office of the Queens Borough President, and outlines several key new initiatives, most notably the expansion of after‐school programs and universal pre‐kindergarten. The Fiscal Year 2015 Preliminary Budget also outlines a modest Capital Commitment Plan, expenditures totaling $9.7 billion. Capital funds are essential to building capacity for the future. We need to reassess the Capital Commitment Plan to increase allowable expenditures to finance essential projects throughout New York City. The Queens Borough Board commends the Mayor on the refocused approach to the budget process, and respectfully proposes the enclosed budget recommendations and budget priorities, pursuant to Section 241 of the New York City Charter. The recommendations and budget priorities proposed in this response seek to provide a meaningful approach to solving some of the longstanding challenges faced by the Borough of Queens. Table of Contents Summary…………………………………………………………………………… 1 Office of the Borough President ………………………………………… 5 Community Boards …………………………………………………………… 7 Department for the Aging ………………………………………….……. 35 Administration for Children’s Services ……………………………… 39 Department of Youth and Community Development ………. 41 Department of Education ………………………………………………… 45 City University of New York …………………………………………….. 49 Queens Borough Public Library ………………………………..………. 55 Department of Housing Preservation and Development……. 61 Department of Small Business Services…………………………….. 65 Department of Cultural Affairs…………………………………………. 69 Department of Parks and Recreation……………………….……….. 73 Department of Health and Mental Hygiene…………………..…. 89 Police Department …………………………………………………...…….. 93 Fire Department………………………………………….……………..…… 95 Department of Sanitation………………………………………………… 97 Department of Transportation………………………………………… 99 Capital Budget………………………………………………………………… 101 Queens Borough Board Hearing Testimony Summary….… 103 Summary The Office of the Borough President • Increase budget to serve the growing immigrant population • Increase allowable headcount from 54 to 64 • Funds for Local Law 103‐2013 compliance Community Boards • Increase funding support to Community Boards • Fund the top capital priorities of each Community Board o Each Community Board has submitted top ten capital priority needs and these requests are in addition to the priorities outlined in Agency specific sections Department for the Aging • Expand Home Delivered Meals to award organizations that provide culturally sensitive meals • Restore funding for the Naturally Occurring Retirement Communities Services Programs to continue funding for Northridge/Southridge/Brulene NORC and the Rochdale Village NORC • Increase funding for transportation services • Expand senior services in the areas impacted by Hurricane Sandy • Maintain City Council control of baselined providers • Restore senior service discretionary funding o City Council discretionary funding o Access to Crisis Emergency Services o Handyman Services Administration for Children’s Services • Award EarlyLearn NYC Childcare and early education contracts throughout the Borough • Maintain City Council control of baselined providers • Continuation of City Council Initiatives o Connect, INC Community Empowerment Program o Domestic Violence and Empowerment Initiative Department of Youth and Community Development • Ensure Middle School After‐School programming contracts are awarded throughout the Borough • Increase funding for the Summer Youth Employment Program • Expand funding for organizations to provide lifeguard training courses in Rockaway • Maintain City Council control of baselined providers • Continuation of City Council Initiatives o City Council discretionary funding for youth services o Immigrant Opportunities Initiative o Food Pantries initiative o New York Immigration Coalition o The After‐Three Corporation o New York Junior Tennis League o Sports and Arts in
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