Staten Island comprehensive Economic Development Strategy 2020

STATEN ISLAND ECONOMIC DEVELOPMENT CORPORATION

MAY 2020 acknowledgements About Staten Island Economic Development Corporation (SIEDC) As the lead advocate for economic development on Staten Island. SIEDC’s The CEDS provides the capacity-building foundation by which the public mission is to enhance Staten Island’s economy by promoting public and private sector, working in conjunction with other economic actors (individuals, firms, investment, and encouraging responsible and sustainable development, all of industries), creates the environment for regional economic prosperity. which improve the quality of life and provide broad and diverse employment opportunities in the borough. A CEDS document has the following components:

SIEDC serves both the public and private sectors on Staten Island by providing • Summary Background: A summary background of the economic assistance to developers and companies implementing projects in the conditions of the region; borough, while at the same time serving entrepreneurs and small business • SWOT Analysis: An in-depth analysis of regional strengths, weaknesses, owners with tailored financing, procurement, and real estate assistance. SIEDC opportunities and threats (commonly known as a “SWOT” analysis); has been responsible for over $550 million in new investment, the creation • Strategic Direction/Action Plan: The Strategic Direction and Action Plan of more than 3,500 jobs and the development of over 1,000 acres of vacant should build on findings from the SWOT analysis and incorporate/integrate industrial land financing assistance, job training, and technology assistance to elements from other regional plans (e.g., land use and transportation, local businesses. workforce development, etc.); • Evaluation Framework: Performance measures used to evaluate the The Comprehensive Economic Development Strategy organization’s implementation of the CEDS and impact on the regional In 2019, as part of its mission in enhance Staten Island’s economy through economy; development and planning initiatives, SIEDC received a Comprehensive • Resilience: The CEDS must incorporate the concept of economic resilience Economic Development Strategy (CEDS) grant funded by the United States (i.e., the ability to avoid, withstand, and recover from economic shifts, natural Economic Development Administration (USEDA) to study issues such as low- disasters, the impacts of climate change, etc.). income job access, resiliency, public infrastructure and adaptive re-use of historic structures on Staten Island, as a means to greater and more equitable To advance the CEDS process, SIEDC convened a diverse panel of public, economic achievement. private, and non-profit leaders, also known as the CEDS Strategy Committee (the “Committee”), further described below. SIEDC’s involvement with the The Comprehensive Economic Development Strategy (CEDS) contributes CEDS process includes: to effective economic development in America’s communities and regions through a locally-based, regionally-driven economic development planning • In 1995, SIEDC published the first CEDS for Staten Island. The CEDS was process. Economic development planning – as implemented through the updated in 2000. CEDS – is not only a cornerstone of the USEDA programs, but successfully • In 2019, SIEDC published the Local Needs Assessment (LNA) for Staten serves as a means to engage community leaders, leverage the involvement of Island. the private sector, and establish a strategic blueprint for regional collaboration. • In 2020, SIEDC will release its latest CEDS for Staten Island, which builds upon the LNA and previous CEDS reports.

2 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Strategy Committee Consulting Team The Strategy Committee is the entity identified by the Planning Organization Finally, SIEDC selected BJH Advisors, LLC (BJH), an economic development as responsible for guiding the development, revision and replacement of the and planning firm based in New York City, to oversee the analysis required by CEDS. The Strategy Committee must represent the main economic interests the CEDS process. BJH worked with WXY, a New York City award-winning multi- of the region, and must include Private Sector Representatives (defined disciplinary practice specializing in urban design, planning and community in 13 C.F.R. § 300.3, with respect to any for-profit enterprise, as any senior outreach to facility the SWOT analysis and visioning session. BJH compiled the management official or executive holding a key decision-making position, final CEDS report, complete with the findings of the analysis, for the Committee or that person’s designee) as most its membership. In addition, the Planning and SIEDC and its constituencies. Organization should ensure that the Strategy Committee also includes:

• Public officials; • Community leaders; • Representatives of workforce development boards; • Representatives of institutions of higher education; • Minority and labor groups; and • Private individuals

2020 Staten Island CEDS Strategy Committee

SIEDC Richard Corash, SIEDC Counsel, & Corash & Hollender, P.C.

SIEDC Ralph Branca, SIEDC Chairman, & Victory Bank

SIEDC Jasmine Cardona, College of Staten Island

SIEDC Eugene Flotteron, CetraRuddy Architecture

SIEDC Keith Campanella, Campa Construction

SIEDC Robert Fanuzzi, Ph. D., St. Johns University

SIEDC Patrick Mooney, Wagner College

SIEDC Ed Birdie, NYPA

SIEDC Robert P. Moore, SIEDC Executive Vice Chairman SIEDC Ali Patrone, Snug Harbor SIEDC Steve Grillo, SIEDC First Vice-President SIEDC Cesar J. Claro, SIEDC SIEDC President & CEO

SIEDC Niles French, SIEDC Senior Project Manager STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 3 Abbreviations

ABE Adult Basic Education NYCHPD New York City Dept. of Housing Preservation and Development ACS American Community Survey NYCOER New York City Office of Environmental Remediation BID Business Improvement District NYCSBS New York City Department of Small Business Services BIR Business Incentive Rate NYMTC The New York Metropolitan Transportation Council BMPs Best Management Practices NYPA New York Power Authority BRT Bus Rapid Transit NYPT New York Public Television CDBG Community Development Block Grant NYS New York State CDBG-DR Community Development Block Grant Disaster Relief NYSDEC New York State Department of Environmental Conservation CDFI Community Development Financial Institutions Fund NYSDOT New York State Department of Transportation CEDS Comprehensive Economic Development Strategy NYSERDA New York State Energy Research and Development Authority CEF Clean Energy Fund OZs Opportunity Zones CFA Consolidated Funding Application PICH Partnership In Community Health COVID-19 CoronaVirus Disease 2019 REAP Relocation and Employment Assistance CPI Community Parks Initiative RGGI Regional Greenhouse Gas Initiative CSC Climate Smart Communities RPA Regional Plan Association CSI College of Staten Island SBA (United States) Small Business Administration CUNY City University of New York SDF (New York) State Dedicated Fund DCAS (New York City) Dept. of Citywide Administrative Services SI CPP Staten Island Community Partnership Program DFE Design Flood Elevation SIEDC Staten Island Economic Development Corporation DRI (New York State) Downtown Revitalization Initiative SIR Staten Island Railway ESRI Environmental Systems Research Institute SNAP Supplemental Nutrition Assistance Program FEMA Federal Emergency Management Agency SSBG Social Services Block Grant FEMA IA Federal Emergency Management Agency Individual Assistance STOA (New York) State Operating Assistance FEMA PA Federal Emergency Management Agency Public Assistance SUNY State University of New York System GJGNY Green Jobs – Green New York Financing SWOT Strengths, Weaknesses, Opportunities, Threats HSE High School Equivalency ULURP Uniform Land Use Review Procedure HUD United States Dept. of Housing and Urban Development USEDA United States Economic Development Administration IBZ Industrial Business Zone VR/AR Virtual Reality/Augmented Reality JCC Jewish Community Center WS-IBID West Shore Business Improvement District LIRR Long Island Rail Road LNA Local Needs Assessment MAP Municipal Alternative Vehicle Program MTA Metropolitan Transportation Authority NAICS North American Industry Classification System NMTCs New Markets Tax Credits NYC New York City NYCDCP New York City Department of City Planning NYCDEP New York City Department of Environmental Protection NYCDOF New York City Department of Finance NYCEDC New York City Economic Development Corporation

4 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Tables and Figures

Table 1: Total Population Figure 1: Analysis Zones New York City Dept. of Housing Preservation and Development Table 2: Population by Gender Figure 2: Population by Age, 2018 New York City Office of Environmental Remediation Table 3: Race and Ethnicity Figure 3: Population by Race and Hispanic Origin, 2018 New York City Department of Small Business Services Table 4: Educational Attainment Ages 25 and Older Figure 4: Educational Attainment Ages 25 and older, 2018 The New York Metropolitan Transportation Council Table 5: Ongoing Projects Figure 5: Soft Site Analysis Figure 6: Housing Tenure, 2018 New York Power Authority Table 6: Total Households Figure 7: Commuting Patterns, 2018 Table 7: Household Income and Poverty Rate New York Public Television Figure 8: Top 10 Industries in Staten Island by Employment, 2018 Table 8: Average Household Size New York State Figure 9: Top 10 Traded Clusters by Employment, 2016 Table 9: Housing Tenure New York State Department of Environmental Conservation Figure 10: Top 10 Traded Clusters by Average Wage, 2016 Table 10: Housing Units New York State Department of Transportation Figure 11: Top 10 Local Clusters by Employment, 2016 Table 11: Housing by Year Built New York State Energy Research and Development Authority Figure 12: Top 10 Local Clusters by Average Wage, 2016 Table 12: Labor Force (16 years and over) and Unemployment Rate Figure 13 Location Quotient Analysis, 2015-2018 Opportunity Zones Table 13: Total Worker Inflows and Outflows, 2017 Partnership In Community Health Figure 14: Analysis Zones and Distressed Tracts in Staten Island Table 14: Commuting Patterns Figure 15: North Shore Analysis Zone Relocation and Employment Assistance Table 15: Workforce Development Programs Figure 16: North Shore Top 10 Industries by Employment, 2018 Regional Greenhouse Gas Initiative Table 16: Top Industries by Employment, ages 16 and over Figure 17: Aerial View of North Shore Regional Plan Association Table 17: Top 10 Industries by Average Salary Figure 18: Pathway at Snug Harbor (United States) Small Business Administration Table 18: Number of Establishments on Staten Island by Industry Figure 19: URBY Housing Development (New York) State Dedicated Fund Table 19: Retail Gap Figure 20: West Shore Analysis Zone Staten Island Community Partnership Program Table 20: North Shore Demographic Summary Figure 21: West Shore Top 10 Industries by Employment Table 21: North Shore Workforce Summary Staten Island Economic Development Corporation Figure 22: Howland Hook Marine Terminal Table 22: West Shore Demographic Summary Figure 23: Freshkills Park Staten Island Railway Table 23: West Shore Workforce Summary Figure 24: Mariners Harbor Neighborhood Supplemental Nutrition Assistance Program Table 24: East Shore Demographic Summary Figure 25: East Shore Analysis Zone Social Services Block Grant Table 25: East Shore Workforce Summary Figure 26: East Shore Top 10 Industries by Employment (New York) State Operating Assistance Table 26: Mid-Island Demographic Summary Figure 27: South Beach Franklin D. Roosevelt Boardwalk State University of New York System Table 27: Mid-Island Workforce Summary Figure 28: Ocean Breeze Park Strengths, Weaknesses, Opportunities, Threats Table 28: South Shore Demographic Summary Figure 29: Fort Wadsworth & Verrazzano-Narrows Bridge Uniform Land Use Review Procedure Table 29: South Shore Workforce Summary Figure 30: Mid-Island Analysis Zones Figure 31: Mid-Island Top 10 Industries by Employment United States Economic Development Administration Table 30: FEMA Declared Disasters by Type and Year Table 31: Potential Pipeline Projects Figure 32: Historic Seaview Hospital Virtual Reality/Augmented Reality Table 32: Age Cohorts Figure 33: CUNY College of Staten Island Campus West Shore Business Improvement District Table 33: Educational Breakdown, Population Aged over 25 Figure 34: Historic Richmond Town Table 34: Top 10 Traded Clusters by Employment Figure 35: South Shore Analysis Zone Table 35: Top 10 Traded Clusters by Wages Figure 36: South Shore Top 10 Industries by Employment Table 36: Top 10 Local Clusters by Employment Figure 37: Outerbridge Crossing Table 37: Top 10 Local Clusters by Wages Figure 38: Lemon Creek Table 38: Top 10 Industries by Employment - Regional Profiles Figure 39: Conference House Table 39: Top 10 Industries by Employment - Distressed Tracts Figure 40: FEMA Declared Disasters since 2000 Table 40: Top 10 Industries by Employment - % Change Figure 41: Sea Level Rise Projections from Local Needs Assessment Figure 42: Freshkills Park Bluebelt System

Figure 43: Pain Points and Vehicular Congestion Analysis from LNA Figure 44: SWOT Components Figure 45: CEDS Goal Framework

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 5 6 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Table of Contents

Acknowledgements 02 04 Resiliency 60 Abbreviations 04 4.1 Existing Conditions 61 Tables and Figures 05 4.2 Best Practices & Relevant Projects 65 4.3 Emergency Grants & Programs 70 01 Executive Summary 08 05 SWOT Analysis 72 02 Summary Background 10 5.1 Introduction 73 2.1 Introduction 11 5.2 Strenghts 74 2.2 Population 14 5.3 Weaknesses 75 2.3 Race & Ethnicity 15 5.4 Opportunities 76 2.4 Education 16 5.5 Threats 77 2.5 Land Use & Development 18 2.6 Housing 20 06 Strategy & Action Plan 78 2.7 Workforce 23 6.1 Introduction 79 2.8 Industries 27 6.2 Vision Statement 80 2.9 Cluster Analysis 30 6.3 Goals & Objectives 81 2.10 Retail Gap 36 07 Evaluation Framework 86 03 Regional Profiles 37 7.1 Evaluation & Implementation 87 3.1 Introduction 39 7.2 Additional Priority Projects 92 3.2 North Shore 40 3.3 West Shore 44 08 Appendices 94 3.4 East Shore 48 A Select Regional Plans and Programs 95 3.5 Mid-Island 52 B Additional Statistics Tables 96 3.6 South Shore 56 C CEDS Timeline & Engagement 104 D Local Needs Assessment Consolidation 105 E Select Funding Sources 106

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 7 01 executive summary

8 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Executive Summary

As the southernmost borough of New York, Staten Island has been Staten Island is not without its challenges. It is the only borough that is not geographically and socially distinct from the rest of New York City, offering accessible by the subway system. To get to other parts of New York City, a diverse combination of economic, cultural and natural resources that are residents and workers must take the Staten Island Ferry from St. George important to the city, state and region. The mix of open space to sea, urban- Terminal on the North Shore, drive through New Jersey, or drive across the to-suburban communities, it is home to 474,101 residents and provides work Verrazano Bridge. The share of workers driving alone to work has increased, on-island to over 100,000 workers. while commute times have risen. The Borough’s population is aging while the working age population is decreasing. New housing stock and affordable The CEDS comes at an opportune time for Staten Island. The CEDS’ research units are not keeping pace with growth in population. While educational and the Strategy Committee’s focus group findings highlighted Staten Island’s attainment is improving for youth, Staten Island graduates are moving off- rich assets, new development projects, and strategic planning initiatives. Staten island or gaining employment elsewhere. Finally, Staten Island is susceptible Island has witnessed significant development over past decade, particularly on to extreme weather events and disruptions. To that end, Richmond County the North Shore. The North Shore is home to new development and planning has seen roughly $743 million dollars dedicated to storm recovery projects projects such as Empire Outlets, Lighthouse Point, Urby, the New Stapleton from state and federal agencies since Hurricane Sandy, but resources for Waterfront, the Snug Harbor Master Plan, and the Bay Street Rezoning Plan. resiliency projects are finite. Recently, Governor Andrew Cuomo designated downtown Staten Island as the fourth-round recipient of the New York City region’s Downtown Revitalization Staten Island is well-positioned to improve upon its biggest challenges by Initiative (DRI) grant. Through the DRI, Staten Island will realize $10 million in striving towards new economic opportunities in developing neighborhood planning and project investment, which will stimulate economic development, clusters, advancing workforce and industry development, improving transportation, housing, and community activation. transportation and mobility, and strengthening resiliency and infrastructure. The CEDS builds off of the Staten Island Local Needs Assessment (LNA), Moreover, new businesses are investing on the island. Health Sciences completed in 2019, which identified new development opportunities and remains by far the largest employer on Staten Island with almost 30,000 jobs strategic sites. The 2020 CEDS builds on this momentum and seeks to help and over 1,250 firms and businesses. However, the fastest growing industry Staten Island achieve its vision of solidify relationships between educational in the past decade in terms of jobs and establishments growth has been and cultural institutions and key industry sectors, rezone downtown areas, Staten Island’s Arts and Entertainment Industry. With the completion of the invest in public transit, encourage denser transit-oriented neighborhoods Snug Harbor Master Plan, there may be even more room to grow over the and increasing sustainable design and resiliency. Moreover, this document next decade. Manufacturing, construction, and warehousing continue to grow provides a roadmap for the region’s leadership to build upon its current on Staten Island and provide residents and workers with competitive wages. assets, strengthen its competitive advantages, and forge new partnerships. The West Shore, home to a designated Industrial Business Zone (IBZ) and the only Industrial Business District in New York City, is also host to a burgeoning distribution and logistics economy. To that end, the Matrix Global Logistics Park is the site of Amazon and IKEA, bringing in $1 billion in e-commerce sales and contributing to new jobs and further expansion of the Park.

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 9 02 summary background

2.1 Introduction 2.2 Population 2.3 Race and Ethnicity 2.4 Education 2.5 Land Use and Development 2.6 Housing 2.7 Workforce 2.8 Industries 2.9 Cluster Analysis 2.10 Retail Gap

10 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 2.1 Introduction

The Summary Background provides an analysis of existing conditions in the Summary Background Key Findings Borough. The Committee relied on this demographic and economic framework • Demographics: Staten Island is becoming more diverse and educated, and in determining strategies and projects that would capitalize on Staten Island’s the median age of its population continues to rise. The share of younger strengths and address challenges to its continued economic growth and age cohorts is declining. development. • Economic Activity: Staten Island’s economy is showing signs of maturity, and some sectors are even in decline. Traded clusters have contracted The Summary Background compares Staten Island to its larger regional since 2010, but local cluster employment and wages are growing. geographies New York City (NYC), and the NY-NJ-PA Metropolitan Statistical • Land Use and Development: Staten Island has swathes of vacant land Area (NY Metro), in the areas of demographics and economic indicators from with growing opportunities for mixed-use and industrial development. 2010 to 2018. Data was obtained from the American Community Survey (ACS) • North Shore & West Shore: Staten Island has opportunities for 5-Year Estimates and the U.S, Census. Supplemental data sources include the development and new employment in North / West Shore Opportunity New York Department of Labor, the Bureau of Labor Statistics, the U.S. Cluster Zones and Industrial Business Zones where disadvantaged populations Mapping Project, and ESRI Business Analyst. are concentrated. • Institutions & Education: Staten Island has a wide network of organizations Supporting information was also provided from previous studies and reports, in the fields of education, social, and health services. including the Local Needs Assessment. An expanded list of studies and reports • Resiliency & Adaptation: Staten Island is susceptible to coastal sea level may be found in Appendix A.. rise and flooding in internal waterways, and there are active efforts to plan for resiliency and adaptation.

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 11 KEY FINDINGS

DEMOGRAPHICS: ECONOMIC ACTIVITY: RESILIENCY & ADAPTATION: Staten Island is becoming more Staten Island’s economy is showing Staten Island is susceptible to coastal diverse and educated, and the median signs of maturity, and some sectors sea level rise and flooding in internal age of its population continues to rise. are even in decline. Traded clusters waterways, and there are active efforts The share of younger age cohorts is have contracted since 2010, but local to plan for resiliency and adaptation. declining. cluster employment and wages are growing.

LAND USE AND DEVELOPMENT: NORTH SHORE & WEST SHORE: INSTITUTIONS & EDUCATION: Staten Island has swathes of vacant Staten Island has opportunities for Staten Island has a wide network of land with growing opportunities for development and new employment organizations in the fields of education, mixed-use and industrial development. in North / West Shore Opportunity social, and health services. Zones and Industrial Business Zones where disadvantaged populations are concentrated.

12 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Figure 1: Staten Island Regional Study Areas & Selected Neighborhoods

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 13 Table 1: Total Population & Median Age

2.2 Population Total Pop Median Age Geography 2010 2018 % Change 2010 2018 % Change Staten Island’s population is approximately 474,101. Since 2010, the population has continued to grow at a slower rate compared to New York City (NYC) Staten Island 463,450 474,101 2% 38 40 5% and the New York City Metro Area. As illustrated by Table 1, the borough’s New York City 8,078,471 8,443,713 5% 35 37 3% population grew by 2%, from approximately 463,000 to 474,191 between 2010 and 2018. In contrast, New York City grew by 5% over the same time span, from NY Metro 18,700,715 19,990,592 7% 37 39 3% approximately 8 million to 8.4 million. The NY Metro Area’s population grew even faster by 7%, from approximately 18.7 million to 20 million. Sources: ACS 2010; ACS 2018 Table 2: Population by Sex

The median age in Staten Island is 40 years old, a 5% increase from 2010 to 2010 2018 % Change 2018, and higher than the median age in both New York City, 36, and the NY Geography Metro, 38. Forty-eight percent of Staten Island’s population is male and 52% is Male Female Male Female Male Female female, mirroring the gender split of New York City and the NY Metro Area. Staten Island 48% 52% 48% 52% 3% 3%

Overall, Staten Island is aging faster than both New York City or the NY Metro New York City 47% 53% 48% 52% 6% 6% Area. Figure 2 illustrates that from 2010 to 2018, the percentage share for the population aged 65 and older increased by 3% in Staten Island since 2010, NY Metro 48% 52% 48% 52% 8% 7% compared to a 2% increase in New York City. The population under 55 either Sources: ACS 2010; ACS 2018 decreased or stagnated in terms of percentage share in all three geographies. The population aged 0-19 decreased by 2% in all geographies; the population Figure 2: Population by Age (% Change Indicated) aged 20-34 remained stagnant in all geographies; and the population aged 35- 30% -3% -2% 54 decreased by 3% in Staten Island, by 1% in New York City, and by 2% in the -1%

NY Metro. 25% -2% -2% 0% -2% 0% 20% 0%

3% 15% 2% 2% 2% 2% 1% 10%

5%

0% 0 -19 20-34 35-54 55-64 65+

Sources: ACS 2010; ACS 2018 Staten Island New York City NY Metro 14 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Table 3: Population by Race and Ethnicity

2.3 Race & Ethnicity Staten Island New York City NY Metro Category Percent Percent Percent 2010 2018 2010 2018 2010 2018 Change Change Change

Staten Island is becoming more diverse in terms of race and ethnicity. While White 303,035 292,360 -4% 2,723,853 2,713,930 0% 9,319,774 9,373,579 1% Staten Island has historically been a majority-white borough, this segment of the population decreased by 4% from approximately 303,000 to 292,400. Black 43,876 43,906 0% 1,874,089 1,853,055 -1% 3,056,137 3,131,986 2%

Asian 34,870 40,946 17% 1,012,014 1,167,421 15% 1,818,418 2,148,690 18% Meanwhile, minority populations increased overall. While the Black population Other Race(s) 10,480 10,691 2% 289,094 274,574 -5% 569,583 542,088 -5% remained stable, the Asian population grew 17% from approximately 34,900 to Hispanic or 75,602 86,976 15% 2,281,115 2,457,137 8% 4,152,704 4,837,457 16% 41,000. Hispanic/Latino populations grew by 15% from approximately 75,600 Latino to 87,000. New York City and the NY Metro Area have much more diverse Sources: ACS 2010; ACS 2018 populations than Staten Island, with respective non-White populations of 68% Figure 3: Population by Race and Ethnicity (% Change Indicated) and 53% in 2018 (see Figure 3). Likewise, the White population decreased in New York City and grew slightly in the NY Metro, while the overall population 70% share decreased in both geographies. -4% 60%

50% -3%

40%

-2% 30% 1%

2% -1% 20% 2% 0% 1% 1% 0% 10% 1%

0% 0% 0% 0% Wh ite Black Asian O ther Race (s ) Hispanic or Latino

Sources: ACS 2010; ACS 2018 Staten Island New York City NY Metro

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 15 2.4 Education

2.4.1 Educational Attainment Table 4: Educational Attainment for population over 25

Staten Island New York City NY Metro While a smaller proportion of Staten Islanders hold college degrees or higher, Category Staten Island has a larger population share with at least a High School diploma 2010 2018 % Change 2010 2018 % Change 2010 2018 % Change Less than High 38,893 37,675 -3% 1,146,387 1,089,218 -5% 2,008,423 1,899,312 -5% than either New York City or the NY Metro Area. All three geographies have School witnessed a decline in the adult population with less than a high school High School 84,321 101,738 21% 1,375,664 1,421,617 3% 3,448,424 3,460,979 0% diploma. A larger percentage of Staten Island’s adult population has at least a Some College 78,409 81,014 3% 1,097,256 1,195,418 9% 2,728,423 3,038,687 11% High School diploma (31%) or some college education (25%) compared to adult Bachelor's populations in New York City (24% and 20%) or the NY Metro Area (25% and 22%). Degree or 88,677 108,326 22% 1,817,842 2,217,245 22% 4,484,214 5,462,854 22% Higher Since 2010, the percentage of adults with a High School diploma increased by Sources: ACS 2010; ACS 2018 21% in Staten Island – a much greater rate compared to respective increases of Figure 4: Educational Attainment for population over 25 (% Change Indicated) 3% and 0% in New York City and the NY Metro. The percentage of adults with Some College education, however, increased Staten Island by a much lower rate (3%) compared to respective increases of 9% and 11% in New York City and NY Me tro -2% -2% 0% 4% the NY Metro. Finally, the percentage of the adult population with a Bachelor’s Degree or higher is greater in New York City, 37%, and the NY Metro, 39%, than in Staten Island, 32%. The percentage of adults with a Bachelor’s degree or higher increased by 22% in all three geographies. New York City -3% -1% 0% 4%

Staten Island -2% -2% 0% 4%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Less than High School High School Some College Bachelor's Degree or Higher Sources: ACS 2010; ACS 2018

16 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 St. John’s University, a private Roman Catholic university, has a Staten Island campus located in the North Shore. A total of 2,087 undergraduates attended St. John’s in 2018. St. John’s is notable for 2.4.2 Higher Education building community partnerships through three core areas: Educational Outreach, Economic Staten Island is home to several institutions of higher education. St. John’s and Non-Profit Development, and Public University maintains a campus on Staten Island and has a history of strong civic Health. These partnerships extend to local government, high schools, non- engagement. Wagner College is a regionally competitive 4-year college known profit organizations, neighborhood groups, and churches in order to increase for the Wagner Plan, a practical application of the liberal arts. The College of educational opportunities for underserved youth and build foundations for Staten Island (CSI) is a senior college within the City University of New York thriving communities. (CUNY) system. Wagner College is a private liberal arts Wagner, CSI, and St. John’s are all part of the ‘30,000 Degrees’ initiative, which college, located near St. John’s University in aims to increase the number of graduates with a bachelor’s degree or higher the North Shore. A total of 2,211 students – both from Staten Island by 30,000 individuals. Other higher education institutions on undergraduates and postgraduates – attended the island include the Career School of New York, a trade school that focuses the college in 2018. The eponymous Wagner on personal enhancement for students, and a remote office of SUNY Empire Plan that the College’s undergraduates follow State College. combines a traditional liberal arts education with deep experiential learning in the professional world. Wagner students are required to accrue at least 100 hours of professional experience before graduating.

CUNY College of Staten Island is a private liberal arts college, located near St. John’s University in the Mid-Island. A total of 2,211 students – both undergraduates and postgraduates – attended the college in 2018. The eponymous Wagner Plan that the College’s undergraduates follow combines a traditional liberal arts education with deep experiential learning in the professional world. Wagner students are required to accrue at least 100 hours of professional experience before graduating.

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 17 Table 5: Ongoing and Proposed Projects

2.5 Land use & Development Ongoing Projects Location Use

The Boulevard at New Dorp East Shore Retail

Staten Island has seen significant development in the past decade, including East Shore Waterfront Vision Plan East Shore Resiliency public and private investment in economic development projects. Updated East Shore Microgrid Network Pilot Project East Shore Energy as of April 2020, Table 5 presents a summary list of the major development, planning, and/or resiliency projects that are active or potentially viable. The Staten Island University Hospital Modernization East Shore Medical

North Shore has eight ongoing projects, the West Shores has seven, the East Sea View Healthy Community Mid Island Integrated Care Facility Shore and Mid-Island each have four ongoing projects, and the South Shore Landmark Colony Mid-Island Affordable Housing has three ongoing projects. Please note that the list is not exhaustive of all ongoing / potential projects. BJ's Wholesale Mid-Island Retail

Phase II New Creek Bluebelt Mid-Island/East Shore Resiliency Staten Island has great potential for mixed-use development through Lighthouse Point North Shore Mixed Use Development the allowances in existing zoning, and the prevalence of vacant lots and underutilized manufacturing areas. Staten Island contains approximately 260 URBY (part of NSW) North Shore Mixed Use Development acres of potential mixed-use development opportunities across 622 lots, Snug Harbor North Shore Cultural Center illustrated in Figure 6. Mixed-use development opportunities constitute those Bay Street Neighborhood Rezoning North Shore Mixed Use Development lots which contain a building constructed in 1970 or earlier and are underbuilt Empire Outlets North Shore Destination Retail by 50% based on zoning allowance. These lots are located in zones that allow for both residential and commercial use. Moreover, land ownership on St. George-Tompkinsville Promenade North Shore Resiliency

Staten Island is characterized by a high proportion of vacant lots and publicly Cromwell Center North Shore Community Center owned land. Staten Island contains almost 2,033 acres of vacant parcels, which Lyons Pool Recreation Center North Shore Community Center concentrate in the Mid-Island, East Shore, and South Shore. New Charleston Library on the South Shore South Shore NYPL

Rebuild by Design Living Breakwaters South Shore Resiliency

Tottenville Shoreline Protection Project South Shore Resiliency

Saw Mill Creek Wetland Mitigation Bank West Shore Environmental Mitigation

Matrix Global Logistics Park West Shore Warehousing Center

Corporate Commons Three West Shore Office

Freshkills Park West Shore Recreation

Outerbridge Commons West Shore Retail

Charleston Mixed Use Development West Shore Mixed Use Development

Vibe Boutique Hotel West Shore Tourism

Sources: LNA 2019, SIEDC. Note: List features select projects and is not all-inclusive.

18 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Figure 6: Soft Site Analysis

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 19 2.6 Housing Table 6: Total Households Total Households Geography 2.6.1 Households 2010 2018 % Change

Staten Island 164,279 166,152 1% Staten Island had approximately 166,000 households in 2018, a 1% increase from 2010. New York City and the NY Metro Area both increased at higher rates New York City 3,047,249 3,154,103 4% of 3% and 5%, respectively. NY Metro 6,809,482 7,196,383 6% Median household income in 2018 was approximately $79,300 – higher than Sources: ACS 2010; ACS 2018 both New York City ($60,800), and the NY Metro Area ($75,086). Not adjusting for inflation, median household income increased by 12% in Staten Island, by 21% Table 7: Income & Poverty Rate in New York City, and by 17% in the NY Metro. The poverty rate in Staten Island and the NY Metro Area, however, increased at much greater rates than in New Median Household Income Poverty Rate Geography York City: 17% in Staten Island and 13% in the NY Metro Area compared to 6% in 2010 2018 % Change 2010 2018 % Change New York City. Poverty rate is defined by the U.S. Census as the percentage of people living below the poverty threshold in the last 12 months. In 2018, the U.S. Staten Island $71,084 $79,267 12% 11% 13% 16% Census’ official poverty threshold for was $25,465. New York City $50,285 $60,762 21% 19% 19% 1% Average household size increased among both homeowners and renters in Staten Island, rising to 2.98 persons for homeowners and to 2.44 persons for NY Metro $63,915 $75,086 17% 13% 13% 8% renters from 2010 to 2018, an increase of 2% for both. Average household size Sources: ACS 2010; ACS 2018; Not adjusted for inflation did not increase for homeowners in New York City and in the NY Metro Area, Table 8: Average Household Size but increased by the same rate of 2% for renters in New York City and in the NY Metro Area. Average Household Size Geography 2010 2018 % Change

Owner - Avg 2.91 2.98 2% Staten Island Renter - Avg 2.4 2.44 2%

Owner - Avg 2.85 2.85 0% New York City Renter - Avg 2.47 2.51 2%

Owner - Avg 2.88 2.89 0% NY Metro Renter - Avg 2.47 2.53 2%

Sources: ACS 2010; ACS 2018

20 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Table 9: Housing Tenure, Totals

Housing Tenure Geography 2.6.2 Housing Tenure 2010 2018 % Change Occupied 164,279 166,152 1% Seventy percent of households on Staten Island are homeowners Owner 115,527 115,839 0% and 30% are renters. Renter occupied units increased by 3% from Staten Island 2010, while homeownership remained constant. In contrast, 33% Renter 48,752 50,313 3% of NYC households are homeowners and 67% are renters. The Vacant 11,628 13,719 18% amount of homeowners and renters increased in New York City by 2% and 4%, respectively. In the NY Metro Area, which covers both Occupied 3,047,249 3,154,103 4% suburban areas and dense urban areas, 52% of households are homeowners and 48% are renters. Both homeowners and renters Owner 1,006,657 1,029,840 2% New York City increased in the NY Metro Area by 3% and 8%, respectively. Renter 2,040,592 2,124,263 4%

Vacancy rate in Staten Island is lower, at 8%, than in New York Vacant 296,175 318,251 7% City or the NY Metro Area, both of which have vacancy rates of Occupied 6,809,482 7,196,383 6% approximately 10%. Despite the high percentage of homeownership in Staten Island and in the NY Metro Area, vacancy rates increased Owner 3,609,384 3,728,539 3% NY Metro respectively by 18% and 14% from 2010 to 2018, compared to a 7% Renter 3,200,098 3,467,844 8% increase in New York City. Vacant 660,141 749,491 14%

Sources: ACS 2010; ACS 2018 Figure80% 6: Housing Tenure (% Change Indicated

0% 70% 0%

60%

-1% 50% 1%

40% 0% 0% 30%

20%

10%

0% Owner Households Renter Households

Sources: ACS 2010; ACS 2018 Staten Island New York City NY Me tro STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 21 Table 10: Housing Units

Staten Island New York City NY Metro Units in Structure 2.6.3 Housing Stock 2010 2018 % Change 2010 2018 % Change 2010 2018 % Change

Single Family 59% 60% 1% 16% 16% 0% 43% 43% 0% Sixty percent of housing units in Staten Island are single-family homes, a 1% increase between 2010 and 2018. In comparison, Multifamily 40% 39% -1% 83% 84% 1% 56% 56% 0% single-family homes only make up 16% of New York City’s housing 2 to 9 units 29% 28% -1% 30% 29% -1% 25% 24% -1% stock, and 43% of the NY Metro Area’s housing stock. Multifamily 10-19 units 1% 1% 0% 6% 6% 0% 5% 5% 0% buildings make up approximately 40% of the remaining housing stock on Staten Island in 2018: 28% contain 2 to 9 units, 1% contain 20 or more units 10% 10% 0% 47% 48% 1% 27% 27% 0% 10-19 units, and 10% contain 20 or more units. The breakdown of Other structures 0% 0% 0% 0% 0% 0% 0% 1% 1% multifamily units in Staten Island is similar to New York City and Sources: ACS 2010; ACS 2018 the NY Metro Area, where multifamily buildings containing 10-19 Table 11: Housing by Year Built units make up a much smaller percentage of multifamily housing Year Built Staten Island New York City NY Metro than to small building of 2 to 9 units or larger buildings with 20 or more units. 2010 or later 1% 2% 2%

Most housing on Staten Island was built post-1970, with 53% of 1990-2009 20% 10% 13% all housing in the borough constructed between 1970 and 2018. 1970-1989 32% 12% 18% The majority of construction occurred between 1970 and 1989, when 32% of existing housing on Staten Island was constructed, 1950-1969 23% 26% 30% compared to 12% and 18% in New York City and the NY Metro. The 1949 or earlier 24% 51% 37% housing stock on Staten Island is much newer compared to both New York City, where only 24% of all housing was constructed Sources: ACS 2010; ACS 2018 after 1970, and the NY Metro Area, where 33% of all housing was constructed after 1970.

22 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Table 12: Labor Force (16 yrs and older) & Unemployment

2.7 Workforce Labor Force (employed) Unemployment Rate Geography 2010 2018 % Change 2010 2018 % Change 2.7.1 Local Labor Force Staten Island 207,886 211,293 2% 6.20% 4.90% -1.3% New York City 3,745,106 4,053,141 8% 8.80% 6.90% -1.9%

In addition to demographics, the CEDS will examine workforce and industry NY Metro 8,912,305 9,780,299 10% 7.70% 6.10% -1.6% Sources: ACS 2010; ACS 2018 statistics relevant to establish the current economic conditions on the Island. Staten Island’s labor force increased by 2% to 211,293 workers, growing at a slower rate than the 8% and 10% respective increases observed in New York Table 13: Total Worker Inflows & Outflows, 2017 City and the NY Metro. Staten Island’s 12-month unemployment rate is 4.9%, Staten Island New York City Worker Totals a 1.3 percent point decrease from 2010 and much lower than either the 6.9% 2010 2017 % Change 2010 2017 % Change unemployment rate in New York City or the 6.1% unemployment rate in the Employed in Area 88,766 106,953 20% 3,698,646 4,367,781 18% NY Metro. The unemployment rate is based on Census / ACS responses Employed in Area throughout 2010 and 2018. 39,496 53,478 35% 1,020,260 1,218,695 19% but Live Outside Employed and Live Most residents on Staten Island work outside the borough, thus creating longer 49,270 53,475 9% 2,678,386 3,149,086 18% in Area resident commutes. However, Staten Island experienced a 20% increase in resident employment on the Island from 2010 to 2017 . A related but different Live in Area 197,764 208,777 6% 3,170,448 3,725,499 18% statistic is employment inflows, i.e. workers who are employed on Staten Live in Area but Island but live elsewhere, which increased by 35%, to a level of 50% of total 148,494 155,302 5% 492,062 576,413 17% employment on Staten Island. The number of workers who are both employed Employed Outside Live and Employed on and live in Staten Island increased by 9%. Staten Island also experienced a 49,270 53,475 9% 2,678,386 3,149,806 18% in Area 5% increase in employment outflows, i.e. workers who live in Staten Island but Source: OnTheMap are employed elsewhere.1

Out of the total workforce that lived on Staten Island in 2017, roughly three- quarters, 155,302, worked elsewhere, while only 26%, 53,475, worked on Staten Island. This is the inverse of City-wide trends, where only 15%, 576,413, of workers live in New York City and work elsewhere, while 85% of the workforce, 3.15 million, both live and work in New York City. By creating more on-island work opportunities through local development, the hope is that Staten Islanders will have shorter work commutes.

1 OnTheMap data is only available up to 2017 STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 23 2.7.2 Workforce Commutes Table 14: Commuting Patterns

Staten Island New York City NY Metro The majority of Staten Islanders drive to alone to work (56%), a 2% increase Commute to Work 2010 2018 % Change 2010 2018 % Change 2010 2018 % Change since 2010. The average commute time for Staten Islanders is 45 minutes, a 6% increase from 2010, while the percentage share of commuters carpooling and Total Commuters 204,074 208,212 2% 3,641,405 3,953,532 9% 8,675,198 9,566,490 10% taking public transit both decreased by 1%. Only 30% of Staten Islanders take Mean travel time 42 45 6% 39 41 5% 35 37 6% public transit, compared to 56% of New Yorkers. Overall, commute trends in Drove alone 55% 57% 2% 23% 22% -1% 50% 50% 0% Staten Island resemble those of the NY Metro Area more so than those of New Carpooled 9% 8% -1% 5% 4% -1% 7% 6% -1% York City as a whole. Across all three geographies, individuals working from home increased by 9% in Staten Island, 8% in New York City, and 17% in the NY Public transit 31% 30% -1% 55% 56% 1% 30% 31% 1% Metro Area. Walked 2% 3% 1% 10% 10% 0% 6% 6% 0%

Worked at home 2% 3% 1% 4% 4% 0% 4% 4% 0%

Other Commute 1% 1% 0% 2% 3% 1% 2% 2% 0%

Sources: ACS 2010; ACS 2018

Figure 7: Commuting Patterns (% Change Indicated)

60% 2% 1%

0% 50%

40%

1% -1% 30%

-1% 20%

0% 10% -1% -1% 0% -1% 0% 0% 1% 1% 1% 0% 0% 0% Drove alone Carpooled Public transit Walke d Worked at home Other Commute

Sources: ACS 2010; ACS 2018 Staten Island New York City NY Me tro

24 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 2.7.3 Workforce Development Programs

Staten Island is home to a healthy community of non-profit organizations specializing in workforce development programs. Their services include small business support, workforce and job development programs including job placement, workforce benefits support, and various other skills development programs. Below is an inventory of Staten Island organizations that provide workforce development support and the services offered. Table 15: Inventory of Staten Island Organizations Organization Location Services Offered

Community-based agency that provides comprehensive social services, educational supports, enrichment United Activities Unlimited Borough-wide activities, prevention services, counseling and workforce development training to inspire, transform and empower individuals of all ages.

Provides Food and Nutrition services through Soup Kitchens and Food Pantries. Community Initiatives/ Outreach programs include Outreach & Education, Volunteer Services, Single Stop Help Center, Healthy Project Hospitality North Shore Families Program, Senior Health & Wellness Services, Youth Programs, Disaster Recovery Services, Women’s Emergency Services and Domestic Violence Intervention, and more.

Community-based organization working with day laborers, domestic workers, and other low-wage immigrant La Colmena North Shore workers in Staten Island through organizing, education, culture, and equitable economic development.

Make the Road NY North Shore Provides Housing, Public Benefits, Immigration, services El Centro provides opportunities for economic empowerment, community-building and organizing through immigrant and labor advocacy, educational workshops, labor leadership training, and emergency intervention El Centro Del Inmigrante North Shore for hunger, homelessness and health/safety needs. Services include English as a Second Language, G.E.D. and Literacy classes, labor organizing, health education and screenings, family and immigrant rights services, immigration counseling, legal assistance, social activities, food and clothing distribution. Staten Island JCC provides a variety of community-based services across Staten Island. Three community Staten Island JCC Borough-wide centers, the Gerard Carter Center, Cornerstone Todt Hill, and Cornerstone Richmond Terrace, provide youth activities and development, workforce development, and community engagement programs.

African Refuge aims to improve the quality of life for marginalized youth, families, senior citizens, immigrants African Refugee Drop-In Center North Shore and refugees. Core programs include: Drop-In Center, Youth Center, Health Program, Human Rights & Social Justice Project, and Partnership In Community Health Program

NY Foundling Staten Coalition network comprised of various service providers, city agencies, grassroots organizations and Island Community Partnership North Shore participating local residents, currently sponsored by New York City Administration for Children’s Services Program (SI CPP) (ACS) Office of Community Engagement & Partnerships, Division of Child & Family Well-Being.

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 25 Organization Location Services Offered The New Americans Welcome Centers serve as multilingual information resource and referral centers and provides newcomers/immigrants, and their families, with a wide array of instructional, vocational, recreational, Staten Island YMCA New North Shore family support, and social services. Instructional services include English as a Second Language, Cultural Americans Welcome Center Orientation, Citizenship Preparation, Job Readiness, and Computer Literacy. Centers offer Adult Basic Education (“ABE”) and High School Equivalency (“HSE”) classes. All services are free of charge. Community Health Action of Staten Island has been improving the health of Staten Islanders for over 25 years. Community Health Action of SI North Shore Wide range of services including domestic violence interventions, care for people with multiple chronic health conditions, addiction treatment services, and operating a community food pantry in Port Richmond. Provides local business support, including the following: understand the importance of a business plan, Small Business Development Mid-Island discover sources of funding, prepare for e-commerce, identify avenues for exporting goods & services, Center develop marketing plans, assess an invention’s viability, and comply with licensing & regulations. CSI’s Office of Workforce Development and Innovation develops workforce training programs designed to Office of Continuing Education Mid-Island address critical skill gaps in high growth industries. They also offer certificate programs and professional development courses in the healthcare, technology and business sectors.

NYC Business Solutions Staten North Shore & Workforce Development and Small Business Support Island Center South Shore

Staten Island Workforce1 Industrial & Transportation Mid-Island Workforce Development and Small Business Support Career Center

NYC Business Solutions West Shore Workforce Development and Small Business Support Industrial and Transportation

North Shore / The Forest Avenue BID provides for sanitation, graffiti removal, public safety, landscaping, marketing and Forest Avenue BID Mid-Island advocacy.

The New Dorp BID provides sanitation services, staffing, area marketing, events, promotions, street New Dorp Lane BID East Shore beautification and capital improvements.

The South Shore BID services the towns of Annadale, Eltingville, and Great Kills and provides street cleaning, Sourth Shore BID South Shore events, beautification, and other services.

The West Shore Business Improvement District (WS-IBID) provides services including private maintenance, West Shore BID West Shore private security, signage and wayfinding, advocacy on behalf of property owners and important infrastructure improvements.

26 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Table 16: Top 10 Industries by Employment

2.8 industries Staten Island New York City NY Metro Top 10 Industries by Employment 2010 2018 % Change 2010 2018 % Change 2010 2018 % Change

Education and health care 56,139 63,621 13% 961,188 1,080,586 12% 2,180,020 2,523,610 16% 2.8.1 Industries by Employment services

Professional and 21,354 24,172 13% 460,514 555,773 21% 1,107,422 1,316,178 19% The top industries by employment in Staten Island are generally similar to management Services Finance and insurance, and 19,976 21,039 -22% 357,850 378,143 -2% 914,366 996,986 -1% those in New York City and the NY Metro Area (see Figure 8). Education, health real estate care and social assistance take up the largest share of employment in all three Retail trade 25,398 19,750 5% 391,440 383,827 6% 889,879 883,156 9% geographies: 30% in Staten Island, 27% in New York City, and 26% in the NY Metro Area. The Professional, scientific, and management sector is the next Construction 15,075 15,899 5% 194,558 206,067 6% 528,635 558,363 6% largest employment cohort: 11% in Staten Island, 14% in New York City, and 13% Transportation and 14,903 15,110 1% 230,374 259,590 13% 519,640 589,608 13% in the NY Metro. Both sectors increased in all three geographies. warehousing, and utilities Arts, entertainment, and 12,773 14,886 17% 364,143 440,995 21% 719,120 885,098 23% recreation

The financial and real estate sector and the retail trade sector comprise the Public administration 16,437 14,102 -14% 156,501 152,150 -3% 378,079 387,429 2% third and fourth largest employment sectors in all three geographies. However, Other services, except public 9,437 8,609 -9% 212,408 218,455 3% 450,723 480,220 7% the financial and real estate sector has contracted by 22% since 2010 in Staten administration

Island, by 2% in New York City, and by 1% in the NY Metro. Another area of Manufacturing 6,394 5,335 -17% 163,762 133,626 -18% 591,105 543,537 -8% divergence from the general employment trends in New York City and the NY Sources: ACS 2010; ACS 2018 Metro Area may be seen in the transportation and warehousing sector. That sector grew by 1% in Staten Island compared to 13% growth in both New York Figure 8: Top 10 Industries by Employment City and the NY Metro Area, though taking up a greater employment share in -1% Staten Island than in either New York City or the NY Metro. Manufacturing

0% Other services, except public administration

-1% Public administration

1% Arts, ent ertainment, and recreation

0% Transportation and Utilities

Construction 0%

-3% Finance and real estate

0% Retail trade

1% Professional and management services

3% Educational, health, social services

0.0% 5.0% 10.0% 15.0 % 20.0% 25.0 % 30.0% 35.0 %

Sources: ACS 2010; ACS 2018 Staten Island New York City NY Metro

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 27 Table 17: Top 10 Industries by Average Wage

Staten Island New York City Top 10 Industries by Average Salary 2010 2018 % Change 2010 2018 % Change

2.8.2 Industries by Average Wage Total, All Private $38,834 $47,715 23% $54,349 $64,126 18%

Utilities $94,786 $108,008 14% $35,998 $44,148 23% The average private industry wage in Staten Island is $47,715 compared to $54,349 in New York City. The top industry by average salary in Staten Island Finance and insurance $53,555 $74,864 40% $106,195 $132,721 25% is Utilities, with an average annual salary of $108,000 in 2018. The next highest Construction $58,775 $74,230 26% $66,736 $78,725 18% industry by average salary is Finance and Insurance at $75,000. This is far less Transportation and $61,623 $69,812 13% $48,744 $55,261 13% than the New York City average of approximately $133,000. warehousing

Information $63,307 $64,764 2% $72,258 $89,786 24% Overall, as illustrated in Table 17, the top 10 industries in Staten Island tend to earn less, on average, than in New York City with the only exceptions being Wholesale trade $55,063 $59,563 8% $62,114 $74,572 20% Management of companies Utilities and Transportation and Warehousing. Without accounting for inflation, $50,244 $59,108 18% $94,450 $106,413 13% and enterprises Finance and Construction wages grew by 40% from 2010, outpacing overall Professional and technical $43,869 $58,537 33% $60,460 $76,427 26% growth in New York City. Significant growth in other top industries include a 33% Services increase in Professional and Technical Services, a 26% increase in Construction, Manufacturing $49,427 $54,807 11% $49,689 $58,111 17% an 18% increase in Management, and a 15% growth in Healthcare and Social Health care and social $44,091 $50,623 15% $45,391 $50,638 12% Assistance. assistance Sources: Quarterly Census of Employment and Wages, NYDOL

28 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Table 18: Number of Establishments

Number of Establishments

Industry 2010 2018 % Change 2.8.3 Industry Establishments Total for all sectors 8,495 9,387 11% Utilities 10 8 -20%

The number of establishments on Staten Island has increased by 11% between Construction 1,053 1,308 24%

2010 and 2018. The industries which increased the most all grew by more than Manufacturing 136 144 6% 20%: Arts, entertainment, and recreation by 28%, Construction by 24%, and Wholesale trade 362 368 2% Accommodation and food services by 21%. Three industries decreased in terms of number of establishments: Utilities by 20%, Unclassified industries by 11%, Retail trade 1,250 1,401 12% and Finance and insurance in 5%. The large percent decreases in Utilities and Transportation and warehousing 296 325 10%

Unclassified is due to the small number of establishments in both industries – Information 106 116 9% only 8 in Utilities and 8 in Unclassified – where a small change in number can Finance and insurance 399 381 -5% result in a large percent change. Real estate and rental and leasing 305 351 15%

Professional, scientific, and 887 904 2% technical services Management of companies and 25 26 4% enterprises Administrative and waste mgmt 421 459 9% services

Educational services 174 174 0%

Health care and social assistance 1,254 1,350 8%

Arts, entertainment, and recreation 109 139 28%

Accommodation and food services 732 883 21%

Other services (except public 967 1,041 8% administration)

Unclassified 9 8 -11%

Source: U.S. Census Bureau

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 29 2.9 clusters

2.9.1 Traded Clusters

Traded clusters are groups of industries that serve markets beyond the region In terms of employment, Figure 9 illustrates the overall employment share of in which they are located. Traded clusters are highly concentrated in a few the top ten traded clusters in SI as well as the percentage change from 2010 to regions and tend to only appear in regions that afford specific competitive 2016. It is noteworthy that only four of Staten Island’s top traded clusters make advantages. Moreover, traded clusters tend to be desirable since these up a significant share of employment: Education and Knowledge Creation (19%); industries have higher average wages and higher average productivity than Water Transportation (15%); Financial Services (7%); and Marketing, Design, local industries which primarily serve the local economy. Traded clusters are and Publishing (4%). In terms of wages, Figure 10 illustrates the top ten traded considered “strong clusters” if the level of activity in the sector falls in the top clusters by average wage. Again, only four of Staten Island’s top traded clusters quartile of all regions by specialization relative to the national average. Staten by wage are present in the overall top ten sectoral wages: Water transportation; Island’s strongest traded clusters include Education and Knowledge Creation; financial services; communications equipment and services; and marketing, 1 Water Transportation ; Financial Services; Marketing, Design, and Publishing; design, and publishing. Environmental Services; Communications Equipment and Services; Music and Sound Recording.

1 According to the North American Industry Classification System (NAICS), water trans- portation is an industry sub-sector that includes services relating to passengers and cargo using watercraft, such as ships, barges, and boats. 30 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Figure 9: Traded Clusters by Employment, 2016 (% Change Indicated) Figure 10: Traded Clusters by Average Wage, 2016 (% Change Indicated)

-12% 17% Construction Products and Transportation and Logistics, 18% Services, $58,785 $55,315 Financial Services, $55,137

7% 0% 11% Distribution and Electronic Business Services, 2,786 Water Transportation, 2,209 Commerce, 1,657 24% Water Transportation, $99,754

n/a Communications Equipment and Services, $53,167 15% Transporta -22% 22% 4% tion and Insurance Services, Business Services, Marketing, Design, Logistics, $52,832 $49,093 and Publishing, 624 376

-32% 7% 161% -24% 6% 8% Financial Services, Hospitality and Paper and Insurance 115% Distribution and Electronic 0% Education and Knowledge Creation, 2,590 1,017 Tourism, 943 Packaging, 295 Services, 237 Performing Arts, $68,843 Commerce, $53,126 Marketing, Design, and Publishing, $46,351

Sources: ACS 2010; ACS 2018 Sources: ACS 2010; ACS 2018

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 31 2.9.2 Local Clusters

As opposed to Traded Clusters, Local Clusters serve the regional market In terms of employment, Figure 11 illustrates the overall employment share of internally, i.e. without exporting goods or services. Since local clusters are the top ten local clusters as well as the percentage change from 2010 to 2016. focused on servicing local populations, these sectors are not typically exposed Health Services takes up the majority of employment among local clusters at to competition from other regions. While local cluster industries do not have as 32%, although that number decreased by 11% between 2010 and 2016. Local high wages or as high productivity compared to traded clusters, these clusters Real Estate, Construction and Development, the second largest employer still provide necessary services for a region and provide the support needed for among local clusters, grew by 30%, the most significant increase among local a healthy and prosperous regional economy. clusters. Hospitality establishment employment, the third largest employer, grew by 12%. Community and Civic Organization, Non-Medical Personal Services, and Logistical Services all increased in overall share of employment. As Figure 12 shows, Real Estate, Construction, and Development increased significantly, by 21%, in terms of average wage. The average wage for Health Services, the largest local employer, increased by 6%.

32 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Figure 11: Local Clusters by Employment, 2016 (% Change Indicated) Figure 12: Local Clusters by Average Wage, 2016 (% Change Indicated)

30% 12% 17% 2% 6% Local Real Estate, Construction, and Local Hospitality Establishments, Local Financial Services, Local Industrial Products and Local Health Services, Development, 12,102 10,424 $49,098 Services, $46,067 $39,191

-3% Local Utilities, $68,658

-12% -4% -7% Local Retailing of Clothing Local Food and Beverage Local Commercial and General Merchandise, Processing and Distribution, Services, 4,439 4,412 2% 5,371 Local Commercial Services, $37,820

4% 8% Local Logistical Services, Local Education and $36,117 Training, $33,545 11% Local Motor 18% Vehicle 5% Local Personal 19% Products and 21% 5% -11% Local Community and Civic Services (Non- Local Logistical Services, Local Real Estate, Construction, and Local Motor Vehicle Products and -6% Local Health Services, 28,525 Organizations, 5,033 Medical), 4,271 Services, 3,187 2,790 Development, $61,710 Services, $36,739 Local Household Goods and Services, $28,267

Sources: ACS 2010; ACS 2018 Sources: ACS 2010; ACS 2018

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 33 2.9.3 Location Quotient Analysis

A location quotient is a way of quantifying the concentration of an industry in a Driver Economies have above average job concentration and are expected to region compared to the nation. The relative strength of a regional industry can keep increasing, or become more dominant over time economy. Like mature be determined using a quadrant analysis, which can reveal regional economic industries, they produce exports that brings outside investment into the region. strengths, weaknesses, and unique qualities. Figure 13 illustrates the industry Staten Island has two driver economies: Utilities and Educational Services. breakdown in Staten Island. The y-axis indicates the location quotient from 2018. A location quotient higher than 1.0 suggests that the regional sector share Mature Economies have above average job concentration but are growing of the workforce is higher than the national average. The x-axis indicates the slower compared to the national economy, which may affect future export base. change in location quotient from 2015 to 2018. The size of each industry in Staten Island has six mature economies: Health Care and Social Assistance, terms of jobs share on Staten Island is represented by the size of each bubble. Construction, Other services except public administration, Retail Trade, Transportation and Warehousing, and Unclassified (establishments which cannot be classified in any other industry).

Transforming Economies are lagging in growth compared to the national average, potentially impacting future economic competition and export base. Staten Island has eight transforming economies: Information, Real Estate and Rental and Leasing, Administrative and Waste Services, Finance and Insurance, Wholesale Trade, Management of Companies and Enterprises, Professional and Technical Services, and Accommodation and Food Services.

Emerging Economies are not as concentrated in the region, but the number of jobs in this industry are growing faster than the natioanl average. These industries have the potential to be emerging strengths for the region. Arts, Entertainment, and Recreation is the only emerging economy on Staten Island. This particular sector may have room to grow with the development of new arts and entertainment spaces and potential funding opportunities.

34 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Figure 13: Location Quotient Analysis, 2015-2018 Mature Economies Driver Economies 3.5 Location Quotient

3

NAICS 99 Unclassified

NAICS 22 Utilities 2.5

2 NAICS 62 Health care and social assistance NAICS 61 Educational services

NAICS 23 Construction

1.5 NAICS 48-49 Transportation and warehousing NAICS 81 Other services, except public NAICS 44-45 Retail administration trade % Change in LQ 2015-18

1 -40% -30% -20% -10% 0% 10% 20% 30% 40% 50%

NAICS 72 NAICS 53 Real estate and rental and leasing Accommodation NAICS 71 Arts, entertainment, and… and food services

NAICS 51 Information 0.5

NAICS 54 Professional and technical NAICS 56 services Administrative and waste services NAICS 55 Management of companies and enterprises

NAICS 42 Wholesale… 0 NAICS 52 Finance and insurance

Transforming Economies Emerging Economies -0.5

Source: BLS QCEW STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 35 2.10 Retail Gap

A retail gap analysis measures the balance between the volume of retail sales Table 19: Retail Gap, 2019

(supply) generated by retail businesses and the volume of retail potential Retail Gap (demand) produced by expected household spending on retail goods within the same industry. The amount of retail demand minus the amount retail Industry Group NAICS Staten Island New York City NY Metro supply may yield a positive number if there is unmet demand. Alternatively, the Motor Vehicle & Parts Dealers 441 $1,017,671,836 $14,320,973,246 $13,482,327,081 amount of retail demand minus the amount retail supply amy yield a negative number if there is a market surplus. Food & Beverage Stores 445 $530,355,295 $9,118,751,744 $13,645,174,961

A retail gap or leakage in an area represents a condition where demand Gasoline Stations 4,474,471 $509,866,552 $8,053,668,797 $11,720,081,643 exceeds supply. In this case, retailers outside the market area are fulfilling the demand for retail products and demand is “leaking” out of the trade area. Under Food Services & Drinking Places 722 $365,615,804 -$2,315,801,140 $1,635,460,876 this condition, there is an opportunity for new retailers to enter the trade area or for existing retailers to extend their marketing outreach to accommodate the General Merchandise Stores 452 $351,460,791 $8,290,540,641 $9,269,652,122 excess demand. Clothing & Clothing Accessories 448 $254,032,466 -$10,384,464,014 -$8,263,286,146 Stores A retail surplus in an area represents a condition where supply exceeds the Bldg Materials, Garden Equip. & area’s demand. Retailers are attracting spending that resides outside the trade 444 $227,789,024 $2,029,818,078 $1,808,746,345 Supply Stores area, but there is more supply to meet the needs of the current geography. The “surplus” is in market supply. Nonstore Retailers 454 $191,802,327 $512,027,790 $2,462,097,613

Staten Island exhibits unmet demand across almost all retail categories, as Electronics & Appliance Stores 443 $175,196,224 -$1,081,399,389 -$1,607,397,497 shown in Table 19. The top three most significant gaps are in Motor Vehicle and Parts Dealers, Food and Beverage Stores, and Gasoline Stations, which Health & Personal Care Stores 4,464,461 $144,959,881 -$1,775,677,446 -$1,205,763,067 also have significant unmet demand in New York City and the NY Metro Area generally. Similarities end there, however, as Food Services and Drinking Furniture & Home Furnishings Stores 442 $116,833,721 $562,401,534 $956,653,275 Places, General Merchandise Stores, and Clothing and Accessories Stores exhibit the next largest gaps in demand on Staten Island. Of these, only General Miscellaneous Store Retailers 453 $110,345,187 -$4,327,001,229 -$4,040,491,321 Merchandise Stores have unmet demand in both New York City and the NY Sporting Goods, Hobby, Book & 451 $70,964,057 $689,672,221 $925,260,073 Metro. Food Services and Drinking Places are oversupplied in New York City, but Music Stores have unmet demand in the NY Metro Area. Clothing and Clothing Accessories Source: ESRI Business Analyst Stores are significantly oversupplied in both New York City and the NY Metro Area, but not in Staten Island.

36 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 03 Regional Profiles

3.1 Introduction 3.2 North Shore 3.3 West Shore 3.4 East Shore 3.5 Mid-Island 3.6 South Shore

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 37 Figure 14: Analysis Zones and Distressed Census Tracts in Staten Island

38 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 3.1 Introduction

Regional Profiles provide information on household, income, and workforce The regional profiles assess the five analysis areas against the conditions of statistics for five analysis zones within Staten Island: North Shore, West Shore, the areas’ “Distressed Tracts” i.e. those tracts that have been designated as Mid-Island, East Shore, and South Shore. These geographies were created by Opportunity Zones (OZs) and/or designated as New Market Tax Credit (NMTC) combining the ten community neighborhoods found in the 2019 Staten Island eligible. Summary statistic tables of this analysis may be found in Appendix B. LNA. For analysis purposes, the boundaries for these areas were drawn along U.S Census tract lines. An Opportunity Zone is a low-income census tract with an individual poverty rate of at least 20 % and median family income no greater than 80% of the area • North Shore: Randall Manor, Port Richmond, St. George, Tompkinsville, median. Opportunity Zones are part of tax incentive community development Stapleton programs that encourage long-term investments in low-income urban • West Shore: Mariners Harbor, Chelsea, Bloomfield, Fresh Kills, Rossville, communities. Charleston • East Shore: Arrochar, Old Town , South Beach, New Dorp, Midland Beach, Moreover, the New Markets Tax Credit Program is a federal tax credit that • Mid-Island: Westerleigh, Castleton Corners, Todt Hill, New Springville, incentivizes business and developers to invest in lower-income neighborhoods. Richmond Town NMTC eligible census tract have income levels at or lower than 80% area • South Shore: Richmond Valley, Tottenville, Prince’s Bay, Annadale, median income, or poverty to be greater than 20%. Eltingville, Great Kills

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 39 3.2 North Shore Figure 15: North Shore Analysis Area

40 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 3.2.1 Overview 3.2.2 Demographics

Figure 15: North Shore Analysis Area The North Shore is mostly urban in character with mixed commercial, retail and Overall, approximately 21% of Staten Island’s population resides in the North residential. It is home to St. George Ferry Terminal, a terminus for the Staten Shore. Residents are generally younger, although the North Shore is aging Island Ferry, it has direct access to Manhattan that has encouraged growth rapidly while losing young people: the population aged 55-64 grew from 9,900 and investment in the area in recent years. It is also the terminus point of the to just over 13,100, a 32% increase between 2010 and 2018. The population aged Bayonne Bridge and runs along the Kill van Kull. The area is home to Opportunity 0-19 contracted by 8%, from 28,500 to 26,300, and the population aged and 20- Zones, the Forest Avenue Business Improvement District and contains part of 34 contracted by 10%, from 23,800 to 21,500 (see Table 35 in Appendix B for a the Staten Island Industrial Business Zone (North Shore Portion). complete list of demographic statistics). Per capita income in the North Shore was $29,086 in 2018, lower than the borough average by about $6,000. The The area is home to many cultural sites and retail activities. Major destinations poverty rate is 10% higher in the North Shore compared to the rest of Staten include: National Light House Museum, North Shore Esplanade, Richmond Island. County Bank Ballpark, and Botanical Garden, St. George Ferry Terminal, Staten Island Borough Hall, the Staten Island September 11th Memorial, and The North Shore contains 16 ‘Distressed Tracts’, including six Opportunity the Staten Island Yankees, among many public parks and waterfront access Zones (OZs) and ten New Markets Tax Credit designated tracts (NMTCs). points. The area is home to the Snug Harbor Cultural Center, which hosts Distressed Tracts contain 62% of the North Shore’s population. The population several cultural institutions including a cultural center, botanical garden, the in Distressed Tracts is more likely to be rent burdened compared to the North Staten Island Museum and Staten Island Children’s Museum. In terms of Shore as a whole. Fifty-seven percent of households paying rent in Distressed institutions and infrastructure the area includes the Staten Island Conservatory Tracts are considered rent burdened, where gross rent comprises more than of Music, Richmond University Medical Center, the Community Health Center 30% of income. Average Household size is slightly larger in Distressed Tracts of Richmond and a wastewater treatment plant. compared to the North Shore. Per capita income in Distressed Tracts is $22,625 and lower than in the North Shore by about $6,500. Approximately 33% of The Bay Street Corridor in Tompkinsville and Stapleton recently completed a households live below the poverty threshold in the Distressed Tracts compared rezoning process. Under the Bay Street Corridor Plan, future developments to 21% in the North Shore at-large. will connect the existing mixed-use town centers of the North Shore by Table 20: North Shore Demographic Summary creating new walkable neighborhood clusters with opportunities for housing, businesses and jobs with access to existing public transportation. North Shore Distressed Tracts North Shore Staten Island Category (% Change) (% Change) (% Change) 2010 2018 2010 2018 2010 2018

Population 61,287 62,300 (2%) 99,285 101,196 (2%) 463,450 474,101 (2%)

Median Age 32 35 (9%) 34 37 (10%) 38 40 (5%)

Total Households 21,501 21,704 (1%) 35,814 36,374 (2%) 164,279 166,152 (1%)

Average Household Size 2.77 2.8 (1%) 2.6 2.68 (3%) 2.66 2.71 (3%)

Per Capita Income $20,836 $22,625 (5%) $25,747 $29,086 (13%) $30,843 $34,987 (10%)

Rent Burdened Households 59% 57% (-2%) 56% 54% (-2%) 54% 51% (-3%)

Poverty Rate 28% 33% (5%) 21% 23% (2%) 11% 13% (2%)

Source: ACS 2010; ACS 2018

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 41 3.2.3 Labor Force and Industry Table 21: North Shore Workforce Summary North Shore Distressed Tracts North Shore Staten Island Labor force participation rates are lower in Distressed Tracts compared to Category (% Change) (% Change) (% Change) 2010 2018 2010 2018 2010 2018 the North Shore. The North Shore experienced a slight increase in labor Total Labor Force (16 & Older) 46,805 48,721 (4%) 78,022 80,477 (3%) 367,837 382,147 (4%) force participation between 2010 and 2018, following borough-wide trends. Labor Force Participation 53% 53% (0%) 56% 57% (1%) 57% 58% (1%) Residents in Distressed Tracts have a slightly longer average commute time Rate compared to residents in the North Shore as a whole. Educational attainment is Bachelor’s Degree or Higher 23% 25% (2%) 28% 29% (1%) 29% 33% (4%) High School Degree or lower in Distressed Tracts than the North Shore, and lower in the North Shore 77% 76% (-1%) 81% 79% (-3%) 81% 88% (7%) Higher than in Staten Island. Seventy six percent of residents over the age of 25 in Mean Travel Time to Work 43 44 (2%) 42 43 (4%) 42 45 (6%) Distressed Tracts have a High School Degree, a 1% decrease from 2010, and Source: ACS 2010; ACS 2018 25% have a Bachelor’s Degree or higher, a 2% increase between 2010 and 2018. While an indication of increasing educational attainment, Distressed Tracts still lag behind the North Shore, where 79% of the population have a High School Figure 16: Top 10 Industries by Employment, 2018 (% Change Indicated) Degree or higher, a 3% decrease between 2010 and 2018, and 29% of residents 0% have a Bachelor’s Degree or higher, a 1% increase between 2010 and 2018. Information 0%

-1% Other services 0% The largest industry by employment share in both Distressed Tracts and -1% the North Shore at-large is Educational, health, and social services, which Finance and real estate -1% comprised over 30% of total employment in both areas. 0% Public administration 0%

1% The second and third largest sectors in Distressed Tracts are Retail trade Transportation and Utilities 1% -1% and Professional and management services, both of which comprise 11.1% of Construction 0% total employment. The second and third largest sectors in the North Shore 2% Arts, ent ertainment, and recreation 1% are Professional and management services, which comprises 11.8% of total 2% employment, and Retail trade, which comprises 10.6% of total employment. Retail trade 1%

1% Professional and management services 1%

-1% Educational, health, social services -1%

0.0% 5.0% 10.0% 15.0 % 20.0% 25.0 % 30.0% 35.0 %

Distressed Tracts (%) North Shore (%) Staten Island (%) Sources: ACS 2010; ACS 2018

42 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Figure 17: Aerial View of the North Shore (Source: Wikimedia Commons) Figure 18: Pathway at Snug Harbor (Source: Wikimedia Commons)

Figure 19: URBY Housing Development (Source: Wikimedia Commons)

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 43 3.3 West Shore Figure 20: West Shore Analysis Area

44 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 3.3.1 Overview 3.3.2 Demographics

Figure 20: West Shore Analysis Area The West Shore spans from Mariners Harbor in the north to Rossville and Approximately 9% of Staten Island’s population resides in the West Shore. Richmond Valley in the south. This northern part of the area is home to the West Residents are much younger than the rest of the borough, with a median age Shore Industrial Business Zone. The West Shore Expressway (or NY-440) is the of 33 in Distressed Tracts and 35 in the West Shore compared with 40 in Staten main highway connection in the area flowing from north to south. There are Island overall. The West Shore is sparsely populated compared to the rest of plans for a potential aerial gondola connecting Staten Island to with Bayonne to the borough, and its population is aging very rapidly. The population aged have a terminus station in Graniteville. The northwest section contains the Port 65 or older grew by 67%, from 2,900 to 4,900 between 2010 and 2018. The of New York and New Jersey Container Terminal at Howland Hook (operated by population aged 55-64 grew by 38%, 3,500 to 4,800 between 2010 and 2018. Global Container Terminal), a major shipping terminal, with a freight rail bridge The population aged 0-19 did not grow, remaining stable at 11,600, and the connecting Staten Island to Elizabeth, New Jersey. population aged 20-34 shrank by 2%, from 8,600 to 8,400. Per capita income in the West Shore was $28,623 in 2018, lower than the borough average by about The area also includes Chelsea, Bloomfield, and Fresh Kills area and is known $6,000, and the poverty rate is approximately 7% higher in the West Shore historically for the location of the Fresh Kills Landfill which is currently being compared to the rest of Staten Island. converted in Freshkills Park (planned for completion in 2030). Along with Freshkills Park, the area is home to Saw Mill Creek Marsh, Pralls Island, the Distressed Tracts on the West Shore contained approximately 30% of the West William T. Davis Wildlife Refuge, Old Place Creek Tidal Wetlands, the Isle of Shore’s population in 2018. Sixty-four percent of households paying rent in Meadows, and the West Shore Marshes. Distressed Tracts are considered rent burdened, where gross rent comprises more than 30% of income. The overall percentage share of rent burdened There are several Industrial and light industrial developments located here households increased significantly in Distressed Tracts, from 43% to 64%, from including Pratt Industries, the recently completed Cubit Cogeneration Plant, 2010 to 2018. By comparison, the overall percentage share of rent burdened Amazon’s new Fulfillment Center, and IKEA Fulfillment Center. It is also home households grew from 49% to 56% in the West Shore. Per capita income in to Staten Island’s “Medical Mile”, an agglomeration of medical offices. Corporate Distressed Tracts is approximately $24,400 and lower than in the West Shore Commons Three, a development with office and medical space, a social by about $4,200. Twenty-nine percent of households in Distressed Tracts live enterprise restaurant, and a rooftop farm, is currently under development below the poverty threshold. on the Teleport Campus, a 100-acre business park. The area also includes Table 22: West Shore Demographic Summary commercial developments, such as Heartland Village and the Staten Island Mall. West Shore Distressed Tracts West Shore Staten Island Category (% Change) (% Change) (% Change) 2010 2018 2010 2018 2010 2018

Population 15,000 15,366 (2%) 38,505 40,950 (6%) 463,450 474,101 (2%)

Median Age 28 33 (20%) 31 35 (13%) 38 40 (5%)

Total Households 5,022 4,960 (-1%) 12,663 13,534 (7%) 164,279 166,152 (1%)

Average Household Size 2.95 3.01 (2%) 2.94 2.98 (1%) 2.66 2.71 (3%)

Per Capita Income $21,068 $24,447 (16%) $27,351 $28,623 (5%) $30,843 $34,987 (10%)

Rent Burdened Households 43% 64% (21%) 49% 56% (7%) 54% 51% (-3%)

Poverty Rate 23% 29% (6%) 15% 20% (5%) 11% 13% (2%)

Source: ACS 2010; ACS 2018 STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 45 3.3.3 Labor Force & Industry Table 23: West Shore Workforce Summary West Shore Distressed Tracts West Shore Staten Island Category (% Change) (% Change) (% Change) Labor force participation rates are higher in Distressed Tracts compared to the 2010 2018 2010 2018 2010 2018 West Shore, and residents in Distressed Tracts have a slightly longer commute Total Labor Force (16 & Older) 10,908 11,665 (7%) 29,218 31,759 (9%) 367,837 382,147 (4%) than residents in West Shore as a whole. Distressed Tracts and the West Shore Labor Force Participation 55% 53% (-2%) 60% 50% (-10%) 57% 58% (1%) experienced decreases in labor force participation between 2010 and 2018. Rate Educational attainment is lower in Distressed Tracts than the West Shore, and Bachelor’s Degree or Higher 20% 22% (2%) 25% 27% (2%) 29% 33% (4%) High School Degree or lower in the West Shore than in Staten Island on whole. Seventy-four percent 83% 74% (-9%) 85% 80% (-5%) 81% 88% (7%) Higher of residents over the age of 25 in Distressed Tracts have a High School Degree, Mean Travel Time to Work 47 47 (1%) 45 46 (3%) 42 45 (6%) a 9% decrease between 2010 and 2018, and 22% have a Bachelor’s Degree or Source: ACS 2010; ACS 2018 higher, a 2% increase between 2010 and 2018.

The largest industry by employment share in both Distressed Tracts and the Figure 21: Top 10 Industries by Employment, 2018 (% Change Indicated) West Shore is Educational, health, and social services, which comprises 33% of total employment in Distressed Tracts and 30% of total employment in the West Shore. This industry’s percentage share increased by 1% in Distressed 0% Manufacturing 0%

Tracts and by 4% in the West Shore between 2010 and 2018. The second and -2% Other services 0% third largest sectors in Distressed Tracts are Retail trade, which comprises 0% 10.6% of total employment, and Arts, entertainment, and recreation, which Construction 0%

-3% comprises 10.4% of total employment. Finance and real estate -2%

0% Public administration -3% Home to an industrial Business Improvement District (BID) and several, 1% Industrial Business Zones, the area has a concentration of manufacturing and Transportation and Utilities 0%

2% production jobs. Manufacturing, Construction, Transportation and Warehousing Professional and management services 0% make up 18% of total employment on the West Shore. Additionally, the recent 3% Arts, ent ertainment, and recreation 2% completions of the IKEA and Amazon distribution centers at the Matrix Global -1% Logistics Park, each of which employ several thousand individuals, are not yet Retail trade -1%

1% accounted for by the American Community Survey. Educational, health, social services 4%

0.0% 5.0% 10.0% 15.0 % 20.0% 25.0 % 30.0% 35.0 %

Distressed Tracts (%) West Shor e (%) Staten Island (%) Sources: ACS 2010; ACS 2018

46 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Figure 22: Howland Hook Marine Terminal (Source: Wikimedia Commons)

Figure 23: Freshkills Park (Source: Wikimedia Commons) Figure 24: Mariners Harbor Residential Neighborhood (Source: Wikimedia Commons)

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 47 3.4 East Shore Figure 25: East Shore Analysis Area

48 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 3.4.1 Overview 3.4.2 Demographics

Overall, approximately 14% of Staten Island’s population resides in the East Figure 25: East Shore Analysis Area The East Shore is connected to Brooklyn by the Verrazano-Narrows Bridge, Shore. While the East Shore median age of 41 matches Staten Island at-large, and the Staten Island Railway runs through the western part of the area.. The the median age in the East Shore’s Distressed Tracts is much lower at 35. The East Shore Waterfront is home to the New Dorp Business Improvement District East Shore is aging at a slower rate than the rest of Staten Island, but is shrinking and the East Shore Local Development Corporation. in younger age brackets. The population aged 65 or older grew by 14% and the population aged 55-64 grew by 11% between 2010 and 2018. The population The area is home to several parks, including Ocean Breeze Park, Miller Field, aged 0-19 shrank by 6% and the population aged 20-34 shrank by 10%. Per and the Staten Island beaches. The East Shore Waterfront area also includes capita income in the East Shore is $33,900, only $1,000 less than the borough the Garibaldi-Meucci Museum (an Italian- American heritage museum), Fort average of $34,900, and the poverty rate is slightly lower in the East Shore. Wadsworth Gateway National Recreation Area (a historic military site near the Verrazano-Narrows Bridge), and the main campus of the Staten Island University The East Shore is made up of 16 census tracts. Of these, 3 may be considered Hospital. There are also beaches, piers, and boardwalks that run down the Distressed Tracts as defined by the criteria for a NMTC eligible census tract. eastern shore of Staten Island. The East Shore Waterfront neighborhoods of Distressed Tracts contain approximately 10% of the East Shore’s population in South Beach, Oakwood Beach, New Dorp Beach, Midland Beach, and Ocean 2018. The population in Distressed Tracts are less likely to be rent burdened Breeze were badly damaged by Superstorm Sandy in 2012. Due to the area’s compared to the East Shore as a whole. Interestingly, 43% percent of low topography, properties, utility infrastructure, and natural shorelines were households paying rent in Distressed Tracts are considered rent burdened, severely inundated by flood waters. where gross rent comprises more than 30% of income, compared to 52% of households in the East Shore. Still, per capita income is lower by approximately $6,700 in Distressed Tracts compared to the East Shore ($27,279 vs. $33,969). The number of households in Distressed Tracts decreased by 11% while total population decreased by 7% between 2010 and 2018, both much larger decreases compared to the East Shore. Fourteen percent of households in Distressed Tracts live below the poverty threshold.

Table 24: East Shore Demographic Summary

East Shore Distressed Tracts East Shore Staten Island Category (% Change) (% Change) (% Change) 2010 2018 2010 2018 2010 2018

Population 7,352 6,842 (-7%) 66,652 65,531 (-2%) 463,450 474,101 (2%)

Median Age 35 35 (1%) 39 41 (5%) 38 40 (5%)

Total Households 3,001 2,670 (-11%) 24,293 23,486 (-3%) 164,279 166,152 (1%)

Average Household Size 2.69 2.78 (4%) 2.61 2.66 (2%) 2.66 2.71 (3%)

Per Capita Income $23,955 $27,279 (14%) $30,027 $33,969 (13%) $30,843 $34,987 (10%)

Rent Burdened Households 41% 43% (2%) 49% 52% (10%) 54% 51% (1%)

Poverty Rate 11% 14% (3%) 7% 11% (4%) 11% 13% (2%)

Source: ACS 2010; ACS 2018 STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 49 3.4.3 Labor Force & Industry Table 25: East Shore Workforce Summary East Shore Distressed Tracts East Shore Staten Island Category (% Change) (% Change) (% Change) Labor force participation rates are higher in Distressed Tracts compared to 2010 2018 2010 2018 2010 2018 the East Shore on whole, and residents in Distressed Tracts have a slightly Total Labor Force (16 & Older) 5,754 5,155 (-10%) 53,611 53,065 (-1%) 367,837 382,147 (4%) shorter commute than residents in East Shore as a whole. Distressed Tracts Labor Force Participation 44% 62% (18%) 53% 59% (6%) 57% 58% (1%) experienced an 18% increase in labor force participation between 2010 and Rate 2018, while the East Shore experienced a 6% increase. Educational attainment Bachelor’s Degree or Higher 26% 28% (2%) 29% 28% (-1%) 29% 33% (22%) High School Degree or 83% 78% (-5%) 85% 82% (-3%) 81% 88% (7%) is slightly lower in Distressed Tracts than the East Shore. Seventy-eight percent Higher of residents over the age of 25 in Distressed Tracts have a High School Degree, Mean Travel Time to Work 31 37 (20%) 39 43 (10%) 42 45 (6%) an 5% decrease between 2010 and 2018, and 28% have a Bachelor’s Degree or Source: ACS 2010; ACS 2018 higher, a 2% increase between 2010 and 2018. Distressed Tracts still lag behind the East Shore, where 82% of the population have a High School Degree or higher, a 3% decrease between 2010 and 2018, and 28% of residents have a Figure 26: Top 10 Industries by Employment, 2018 (% Change Indicated) Bachelor’s Degree or higher, an 1% decrease between 2010 and 2018. 1% Information 0%

The largest industry by employment share in both Distressed Tracts and the East 0% Other services 0% Shore as a whole is Educational, health, and social services, which comprises -7% 29% of total employment in Distressed Tracts and 28% of total employment in Public administration 0% the East Shore. In terms of percentage share, this industry decreased by 2% in 2% Transportation and Utilities 1% Distressed Tracts and by 1% in the East Shore between 2010 and 2018. -1% Arts, ent ertainment, and recreation 1%

1% The second and third largest sectors in Distressed Tracts are Professional and Construction 0% management services, which comprises 15% of total employment, and Finance 1% Retail trade 1% and real estate, which comprises 13% of total employment. These industries 2% percentage shares increased by 1% and 2%, respectively, between 2010 and Finance and real estate -1%

1% 2018. Professional and management services 3%

-2% Educational, health, social services -1%

0.0% 5.0% 10.0% 15.0 % 20.0% 25.0 % 30.0% 35.0 %

Distressed Tracts (%) East Shore (%) Staten Island (%) Sources: ACS 2010; ACS 2018

50 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Figure 27:: South Beach Franklin D. Roosevelt Boardwalk (Source: Wikimedia Commons)

Figure 28: Ocean Breeze Park (Source: NYC Parks) Figure 29: Fort Wadsworth & Verrazzano-Narrows Bridge (Source: Wiki Commons)

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 51 3.5 Mid-island Figure 30: Mid-Island Analysis Area

52 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Figure 30: Mid-Island Analysis Area

3.5.1 Overview Table 26: Mid-Island Demographic Summary Mid-Island Distressed Tract Mid-Island Staten Island Mid-Island is an inland area adjacent to all other regions of Staten Island. The Category (% Change) (% Change) (% Change) 2010 2018 2010 2018 2010 2018 Staten Island Expressway (SIE, or Highway I-278) cuts directly through the northern part of the area. The character of the neighborhood is largely historic Population 2,309 2,282 (-1%) 137,943 139,287 (1%) 463,450 474,101 (2%) residential, hilly, and is famous for Todt Hill, the highest point in New York City. Median Age 42 43 (1%) 41 42 (4%) 38 40 (5%)

Historic Richmond Town, a 100-acre preserved historic village with buildings Total Households 945 945 (0%) 49,218 48,601 (-1%) 164,279 166,152 (1%) of architectural significance, historic re-enactments, and museums. The area is home to College of Staten Island (part of the CUNY system), the Staten Island Average Household Size 2.47 2.79 (13%) 2.63 2.69 (2%) 2.66 2.71 (3%) Animal Hospital, Richmond University Medical Center campuses, and the Per Capita Income $27,890 $27,866 (0%) $32,649 $37,627 (15%) $30,843 $34,987 (10%)

historic Seaview Hospital, a historic tuberculosis sanitorium. The northwest part Rent Burdened Households 55% 60% (5%) 57% 48% (-9%) 54% 51% (-3%) of Mid-Island houses Staten Island Industrial Park containing 35 acres of office space as well as a helipad. Poverty Rate 17% 31% (14%) 10% 11% (1%) 11% 13% (2%) Source: ACS 2010; ACS 2018

3.5.2 Demographics

Table 26 presents a demographic summary of the Mid-Island. Approximately 30% of Staten Island’s population resides in the Mid-Island. Residents in the Mid-Island are slightly older compared to the Staten Island average. The population of the Mid-Island is aging with increases observed in age brackets 55-64 and 65 or older between 2010 and 2018.

However, the population aged 20-34 grew by 20% in the same period, from 23,500 to 28,100, the largest increase in a young demographic across all analysis zones. Per capita income in the Mid-Island is slightly higher than the Staten Island average. The percentage of rent burdened households in the Mid-Island decreased by 16% between 2010 and 2018, to below the Staten Island average. The poverty rate in the Mid-Island is slightly lower than the rest of Staten Island. The Mid-Island contains only one Distressed Tract with approximately 2% of the area’s population (see Table 26 for summary statistics).

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 53 3.5.3 Labor Force & Industry Table 27: Mid-Island Workforce Summary Mid-Island Distressed Tract Mid-Island Staten Island Labor force participation rates in the Mid-Island are almost identical to the Staten Category (% Change) (% Change) (% Change) 2010 2018 2010 2018 2010 2018 Island average. Residents in the Mid-Island have a slightly shorter commute Total Labor Force (16 & Older) 1,829 1,853 (1%) 110,530 114,238 (3%) 367,837 382,147 (4%) than the Staten Island average. Educational attainment is about the same in the Labor Force Participation 46% 46% (-.5%) 56% 58% (2%) 57% 58% (1%) Mid-Island as in Staten Island on whole. Eighty-five percent of residents over Rate the age of 25 in the Mid-Island have a High School Degree, a 2% decrease from Bachelor’s Degree or Higher 24% 27% (3%) 33% 33% (0%) 29% 33% (4%) High School Degree or 2010, while 33% of Mid-Island residents have a Bachelor’s degree or higher. 78% 76% (-2%) 87% 85% (-2%) 81% 88% (7%) Higher

Mean Travel Time to Work 43 38 (-12%) 40 43 (6%) 42 45 (6%)

The largest industry by percentage employment share in the Mid-Island Source: ACS 2010; ACS 2018 is Educational, health, and social services, which comprises 30% of total employment and its percentage share increased by 4% since 2010. The second largest sector, Professional and management services, comprises 12% of total Figure 31: Top 10 Industries by Employment, 2018 (% Change Indicated) employment and its percentage share increased by 1% between 2010 and

-1% 2018. The third largest sector is split between Retail trade and Finance and real Manufacturing 0% estate, both of which comprise 10% of total employment. -3% Other services 0%

-2% Public administration -2%

2% Construction 1%

-6% Arts, ent ertainment, and recreation 2%

5% Transportation and Utilities 0%

-4% Finance and real estate -3%

1% Retail trade 1%

-7% Professional and management services 1%

19% Educational, health, social services 4%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Distressed Tract (%) Mid Island (%) Staten Island (%) Sources: ACS 2010; ACS 2018

54 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Figure 32: Historic Seaview Hospital (Source: NYCEDC)

Figure 33: CUNY College of Staten Island (Source: Wikimedia Commons) Figure 34: Historic Richmond Town (Source: Wikimedia Commons)

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 55 3.6 South Shore Figure 35: South Shore Analysis Area

56 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 3.6.1 Overview 3.6.2 Demographics

The South Shore spans the southeastern coast of Staten Island, from Great Kills Table 28 presents a demographic summary of the South Shore. Approximately to Tottenville, It is home to the South Shore Business Improvement District. The 27% of Staten Island’s population resides in the South Shore. Residents in the Staten Island University Hospital South Campus is a major employer__ located Shore are slightly older compared to the Staten Island average. The population in the area. No highways run through the area but the Staten Island Railway of the South Shore is aging rapidly. The population aged 55-64 increased by 7% (SIR) bounds the southern communities and supports several commercial between 2010 and 2018, from 16,400 to 17,600. The population aged and 65 or and shopping areas around the stations. The SIR also provides direct access older increased by 45%, from 14,700 to 21,300. from the Staten Island Ferry to Tottenville. The Outerbridge Crossing connects Staten Island to Perth Amboy, New Jersey. The population aged 20-34, meanwhile, increased by 7%, from 21,100 to 22,700. Per capita income in the South Shore is $40,841, higher than the Staten Island With a significant amount of natural open space, the area is home to many average by almost $5,000. The percentage of rent burdened households in the parks, including the North Mount Loretto State Forest, Conference House South Shore decreased by 3% from 2010 to 2018, and the poverty rate in the Park, Great Kills Park, Blue Heron Park, and Wolfe’s Pond Park. Prince’s Bay South Shore is less than half the Staten Island average. There are no Distressed Lighthouse serves as a local attraction and is located along the Princes Bay. Tracts located in the South Shore analysis zone. The South Shore was impacted by storm surge during Superstorm Sandy in 2012, causing devastating erosion of the area’s natural protective bluffs and inland, low-lying areas. Crescent Beach, Annadale, Prince’s Bay and areas around Mill and Lemon Creeks experienced flooded roadways and impacts to local businesses. Tottenville was badly impacted by Superstorm Sandy in 2012, causing widespread damage to natural coastal bluffs and extensive flooding of roadways and infrastructure, including local businesses. Table 28: South Shore Demographic Summary

South Shore Staten Island Category (% Change) (% Change) 2010 2018 2010 2018

Population 121,065 127,137 (5%) 463,450 474,101 (2%)

Median Age 40 42 (5%) 38 40 (5%)

Total Households 42,291 44,157 (4%) 164,279 166,152 (1%)

Average Household Size 2.60 2.62 (1%) 2.66 2.71 (3%)

Per Capita Income $36,579 $40,831 (12%) $30,843 $34,987 (10%)

Rent Burdened Households 50% 47% (-3%) 54% 51% (-3%)

Poverty Rate 5% 6% (1%) 11% 13% (2%)

Source: ACS 2010; ACS 2018

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 57 3.6.3 Labor Force & Industry Table 29: South Shore Workforce Summary South Shore Staten Island Labor force participation rates in the South Shore are almost identical to the Category (% Change) (% Change) Staten Island average and residents in the South Shore have a slightly longer 2010 2018 2010 2018 commute than the Staten Island average. Educational attainment is about the Total Labor Force (16 & Older) 96,456 102,608 (6%) 367,837 382,147 (4%) same in the South Shore as in Staten Island. Eighty-eight percent of residents Labor Force Participation over the age of 25 in the South Shore have a High School Degree, a 3% decrease 59% 60% (1%) 57% 58% (1%) Rate from 2010. Thirty-four percent of Mid-Island residents have a Bachelor’s degree Bachelor’s Degree or Higher 33% 34% (1%) 29% 33% (4%) or higher. High School Degree or 91% 88% (-3%) 81% 88% (7%) Higher The largest industry by employment in the South Shore is Educational, health, and social services, which comprises 30% of total employment and Mean Travel Time to Work 44 46 (4%) 42 45 (6%) its percentage share increased by 5% since 2010. The second largest sector, Source: ACS 2010; ACS 2018 Professional and management services, comprises 11% of total employment Figure 36: Top 10 Industries by Employment, 2018 (% Change Indicated) and its percentage share increased increased by 2% since 2010. The third largest sector, Finance and real estate, comprises 10% of total employment, but its percentage share increased decreased by 4% since 2010. Manufacturing 0%

Other services -1%

Arts, ent ertainment, and recreation 0%

Transportation and Utilities 0%

Public administration -1%

Construction 2%

Retail trade 0%

Finance and real estate -5%

Professional and management services 3%

Educational, health, social services 5%

0% 5% 10% 15% 20% 25% 30% 35%

South Shore (%) Staten Island (%) Sources: ACS 2010; ACS 2018

58 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Figure 37: Outerbridge Crossing (Source: Wikimedia Commons)

Figure 38: Lemon Creek (Source: Wikimedia Commons) Figure 39: Conference House (Source: Wikimedia Commons)

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 59 04 Resiliency

4.1 Existing Conditions 4.2 Best Practices & Relevant Projects 4.3 Emergency Grants and Programs

60 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 4.1 existing conditions

4.1.1 Introduction In the past ten years, Staten Island has seen five storms strong enough to For Staten Island, one of the most pressing risks includes environmental be designated major disasters. These were instances where environmental hazards. Specifically, large storm events such as flooding, strong winds, hazards overwhelmed the City and the State’s ability to respond leading to and heightened wave activity threaten to decimate local businesses and emergency conditions. In comparison, in the fifty years leading up to 2010, infrastructure if not properly planned for. Figure 40 presents a bar chart of all Staten Island had declared six storm related emergencies. These five most FEMA declared disasters in Staten Island since 2000. The spike from 2010 to recent storms occurred in 2010, 2011 and 2012 and are part of a larger trend 2012 manifested as major storm events, will likely worsen in the coming years. of extreme weather conditions increasing in frequency and intensity. Most Staten Island’s vulnerabilities to these hazards requires further assessment recently, Superstorm Sandy, estimated to be one of the costliest storms in the and planning processes in order to mitigate or avoid associated risks. Recent region with around $19 billion dollars in damage across New York City, hit Staten studies and plans have focused on determining areas vulnerable to hazards, Island with force, leaving behind some of the most impacted neighborhoods identifying existing critical assets, and developing projects and mitigations that in the City. The growing threat of climate related disasters speaks to the need respond to these conditions. to include resiliency and disaster planning as a part of any economic plan for Staten Island.

According to the U.S. Economic Development Administration, economic resiliency entails the ability to avoid, withstand, and recover from shocks. These Figure 40: FEMA Declared Disasters since 2000 shocks refer to a wide range of external disruptions, generally classified under three overarching categories: 3.5

3 1. Downturns or other significant events in the national and/or international economy which negatively impact demand for local production and 2.5 consumer spending; 2. Downturns in industries that constitute a critical component of the region’s 2 economic activity; 1.5 3. Other external shocks (i.e. a natural or man-made disaster, closure of a military base, exit of a major employer, impacts of climate change, etc.) 1

0 .5

0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2020 Source: FEMA, 2020

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 61 4.1.2 Critical Infrastructure & Vulnerability

Staten Island’s largest resiliency challenge lies in its risk of storm surge due to Sandy. The reach of flooding risk is only expected to grow as sea levels rise, so the borough’s low-lying coastal typography and inland water ways. The risk continual research and mapping is needed to accurately project/amend the of this hazard, and flooding of other types, is demonstrated through the 100- flood plain. When not up to date, residents are left unaware, unprepared, and year flood plain, a mapping initiative based off FEMA’s Preliminary Work Map without necessary flood insurance. data to show geographies that are most likely to flood. In Staten Island, the flood plain covers more than 11,000 buildings. The largest concentration of the The City’s critical networks and systems are also vulnerable to environmental most vulnerable buildings was found in the East Shore geography, which has hazards. The power grid of Staten Island has failed frequently during storm seen as much as 10 feet of storm surge as encountered during Superstorm events due to the flooding of coastal power plants and downing of power lines. Table 30: FEMA Declared Disasters Transportation can also be severely disrupted during storms. Staten Island lacks road redundancy for major traffic arteries, so if one major road is blocked Year Title by debris it can isolate entire neighborhoods from the rest of the borough.

1965 Water Shortage Furthermore, both Staten Island’s bridges and ferries cease service during major storms, cutting off the borough from the rest of the region. 1971 Severe Storms & Flooding

1984 Severe Coastal Storms & Flooding Sites related to food, healthcare, or power are most crucial in times of emergency. The networks relating to food, healthcare, and power are also 1993 Severe Blizzard susceptible to extreme weather events due to the location of critical facilities and infrastructure in Staten Island’s flood plain. These network risks have been 1996 Blizzard of '96 studied frequently by many planning initiatives, but New York Rising shows 2000 West Nile Virus that the most at-risk communities/sites are determined by vulnerable assets and likelihood to hazard exposure. Many of these sites are located in the most 2001 Fires & Explosions severe locations of the flood plain or they might have outdated protections

2003 Power Outage while lacking resource redundancy. These areas also usually have already seen significant damage during previous weather events. 2003 Snow Sites that are especially vulnerable to weather hazards are listed below.

2004 Severe Storms & Flooding Vulnerable Sites 2005 Hurricane Katrina Evacuation • Oakwood Beach & Port Richmond waste water treatment plant • Waste water pump stations 2007 Severe Storms & Inland & Coastal Flooding • Staten Island Railway 2011 Hurricane Irene (2) • Hylan Boulevard • Verrazano Bridge 2011 Severe Winter Storm & Snowstorm • Staten Island University Hospital

2012 Hurricane Sandy (2) • Great Kills Marina • FDR Boardwalk and Beach 2020 COVID-19 • The Con-Edison substations at Manila Place and Arthur Kill Road. Source: FEMA, 2020 • Father Capodanno Boulevard 62 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Figure 41: Sea Level Rise Projections from Local Needs Assessment (2019)

Bayonne, Elizabeth, New Jersey SEA LEVEL RISE (SLR) New Jersey Upper Bay

SLR 2020 SLR 2050 SLR 2080

SLR 2100 Brooklyn, New York FEMA Flood Projection

Carteret, New Jersey

Lower Bay

Perth Amboy, New Jersey

Sea Level Rise (SLR) data shows the projected extent of future mean higher high water (MHHW) with sea level rise. Extents are based on local sea level rise projections released by the New York City Panel on Climate Change in 2015. The data illustrate the scale of potential flooding, not the exact location, and do not account for erosion, rapid subsidence, or future construction. FEMA Flood Projection is based on NFHL data Raritan Bay and incorporates all FIRM databases published by the FEMA. Primary risk classifications used are 1-percent- annual-chance flood event, 0.2-percent-annual-chance flood event, and areas of minimal flood risk. 58 STATEN ISLAND CONCEPT PLAN STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 63 4.1.3 Existing Resiliency Assets

Staten Island already possesses a number of critical assets that can be leveraged for improved economic resiliency. One of the strongest assets is the borough’s existing parkland and natural space. Staten Island has over 12,000 acres of green space. These spaces provide social space for residents, but also aid the natural drainage systems that manage stormwater. Unfortunately, this green space is not evenly dispersed. The neighborhoods Mariner Harbor, Port Figure 42: Freshkills Park Bluebelt System on Staten Island Richmond, West Brighton, and Rosebank have significantly less green space per person than the rest of the island.

Another asset that helps manage storm water is Staten Island’s sewer system which is largely separated, in contrast to New York’s largely combined sewer system. This sewer infrastructure is also critical to wastewater treatment. Currently this system can maintain 100 million gallons of water per day via the Oakwood Beach and Port Richmond wastewater treatment plants. These systems are also supported by pump stations that are critical to delivering wastewater to treatment plants. About half of Staten Island’s sewershed is serviced by NYCDEP infrastructure and the rest uses direct or surface drainage.

The Bluebelt Program exists at the intersection of both green space and the sewer system. This ambitious project address storm water runoff in the South and Mid-island by restoring natural wetlands, constructing new, manufactured green space, and then connecting these to existing storm sewers through Best Managing Practices (BMPs) to aid in storm water management. This ongoing program has already connected 10,000 acres of wetlands and waterways to BMPs with plans for expansion already underway.

Source: Wikimedia Commons

64 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 4.2 Best Practices & Relevant Projects

4.2.1 Community Preparedness & Capacity 4.2.2 Coastal Protections

One of the most important aspects of resiliency planning is giving communities State and federal agencies have based many resiliency projects along the the knowledge and resources to prepare and respond appropriately to coast to build a strong first line of defense against storm surge activity. Coastal emergencies. This capacity makes sure that resiliency initiatives can be protections cannot completely remove the risk of flooding, but they can greatly utilized by the communities they were developed for. Best practices include reduce the impact and risk in the future. These protections include projects that communicating risk to residents and businesses owners inside the flood plain build or expand natural and artificial barriers to storms along the coast. These and setting up local knowledge networks around notification and response projects include the Tottenville beach nourishment to repair coastal erosion, during an extreme weather event. Examples of these practices include Great Kills Harbor Offshore Breakwaters, and the construction of the St. George programs such as Business Prep, run by the Department of Small Business Promenade and seawall. Services (SBS), which aid small business owners develop an emergency plan Relevant Programs / Plans: through free risk assessment and emergency grants for businesses recovery. • Special Initiative for Rebuilding and Resiliency (2013) This also includes programs that seek to inform residents of their risk of flooding • NY Rising Community Reconstruction Program (2014) and provide wayfinding in the event of emergency such as Know Your Zone • Shore Up: Community Resilience Adaptation Project for the North Shore of and the Go to High Ground Initiative. Staten Island (2015) • Staten Island’s North Shore Community Resiliency Assessment Relevant Programs / Plans: Memorandum (2015) • Special Initiative for Rebuilding and Resiliency (2013) • Resilient Neighborhoods: East Shore, Staten Island (2018) • NY Rising Community Reconstruction Program (2014) • Shore Up: Community Resilience Adaptation Project for the North Shore of Relevant Projects Staten Island (2015) • Great Kills Harbor Offshore Breakwaters – Completed • St. George Promenade – Under Construction/Ongoing Relevant Projects • Tottenville Shoreline Improvements – Ongoing/Construction • Todt Hill Neighborhood Senior Center - Ongoing • Business PREP – Ongoing • Know Your Zone - Ongoing • Go To High Ground Initiative – Ongoing • NYS Local Waterfront Revitalization Program – Ongoing • Brownfield Opportunity Area – Ongoing • RISE: NYC – Ongoing

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 65 4.2.3 Storm Water Management 4.2.4 Infrastructure & Critical Systems

Storm water management includes initiatives to reduce rainwater runoff and Resilient economies require the proper function of city infrastructure to avoid improve of the treatment and quality of wastewater. Current resiliency initiatives disruption of critical systems such as health care and food and water delivery. manage storm water by preserving and reconstructing the natural wetlands To protect these systems, several projects seek to make infrastructure and BMPs as an auxiliary to the natural processes of wetlands. Staten Island’s the systems they serve more resilient. Microgrid and power redundancies are Bluebelt program, a system of preserved and artificial wetlands drainage being built for Staten Island University Hospital, local fire department halls, networks in the mid-island and south shore to expand and improve natural and other providers of emergency services. These power redundancies and space. Similar projects include Saw Mill Creek restoration which works as a other projects that either underground or harden utility connections keep living impact mitigation bank by allowing developers to offset their construction critical networks running during and after major weather events. Similarly, through buying credits to repair wetlands. This also includes voluntary buy out transportation has also seen measures for improvement. Major traffic arteries programs in neighborhoods that see the worst levels of flooding. have been expanded while including infrastructure to improve stormwater management. New services are being added in the form of new connections Relevant Programs / Plans: to the NYC Ferry network at St. George, with possible additional locations along • Special Initiative for Rebuilding and Resiliency (2013) the East and South Shore. • NY Rising Community Reconstruction Program (2014) • Mid-Island Bluebelt Drainage Plan (2014) Relevant Programs / Plans: • Shore Up: Community Resilience Adaptation Project for the North Shore of • Special Initiative for Rebuilding and Resiliency (2013) Staten Island (2015) • NY Rising Community Reconstruction Program (2014) • Staten Island’s North Shore Community Resiliency Assessment • Mid-Island Bluebelt Drainage Plan (2014) Memorandum (2015) • Resilient Neighborhoods: East Shore, Staten Island (2018) • Resilient Neighborhoods: East Shore, Staten Island (2018) • Staten Island Local Needs Assessment (2018) • Staten Island Special Districts Update (2018) • A Vision for Staten Island (2018) • Saw Mill Creek Pilot Wetland Mitigation Bank (2018) Relevant Projects Relevant Projects • Bayonne Bridge Raising – Completed • Wolfe’s Pond Park Reconstruction – Completed • New Goethals Bridge - Completed • Midland Beach Landscape and Drainage Reconstruction - Completed • Hylan Boulevard Gateway to the Bluebelt – Under Construction/Ongoing • Phase II New Creek Bluebelt – Ongoing/Construction • Seaview Healthy Community – Ongoing/Construction • Oakwood Beach Voluntary Buyout – Ongoing/Construction • East shore Microgrid Network Pilot Project – Ongoing Construction • Fresh Kills Park – Ongoing/Construction • Goodhue Park Community Center – Ongoing/Proposed • Van Pelt Park – Ongoing/Construction • Saw Mills Wetland Restoration – Ongoing/Construction

66 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Figure 43: Pain Points and Vehicular Congestion Analysis from Local Needs Assessment (2019)

PAIN POINTS (2019) WITH VEHICULAR CONGESTION (2017)

Pain Point ! !

Pain Corridor £¤440 ¨¦§278 ! 0 - 1,000 1,001 - 50,000 £¤440 ! 50,001 - 100,000 278 £¤440 ¨¦§ ! 100,001 - 2,000,000 ¨¦§278 ! Annual Average Daily Travel (AADT) (2017) ! ! Volume of Cars per Road

!

!

!

!

£¤440

! £¤909

£¤440

Source: 2019 Local Needs Assessment. NYSDOT 2015 AADT Data AADT data represents yearly aggregates of heaviest traveled roads, indicated by the number of cars traveled in the year 2015, on Staten Island. Pain points and pain corridors analyzed by traffic data as areas with heaviest congestion.

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 67 4.2.5 Business & Economic Development Relevant Programs / Plans: • Special Initiative for Rebuilding and Resiliency (2013) • NY Rising Community Reconstruction Program (2014) Natural shocks also can have major economic impact by causing major • Resilient Neighborhoods: East Shore, Staten Island (2018) disruptions for businesses that can lead to disinvestment in formerly prosperous • Staten Island Local Needs Assessment (2018) commercial corridors. Unfortunately, this is exactly what many commercial • A Vision for Staten Island (2018) corridors in the borough experienced after Superstorm Sandy leading to larger • Bay Street Corridor Neighborhood Plan (2018) ripples through the local economy. At the time of publication of this report, the COVID-19 pandemic is currently affecting Staten Island as well as the regional Relevant Projects and national economy. The COVID-19 pandemic response required physical • Staten Island Mall Expansion – Completed distancing and the indefinite closure of several non-essential businesses. • Bay Street Corridor Rezoning- Completed Several short-term relief programs have been made available by the Federal • Minthorne Street - Completed and State government, but it remains to be seen what additional business • Ikea Fulfillment Center – Completed recovery and economic development programs will be forthcoming. • Amazon Fulfillment Center - Completed • Matrix Development –Construction Commercial revitalization has been identified as a major component of resiliency • Vibe Boutique Hotel – Construction planning in Staten Island. Former and current initiatives have recommended bolstering loan and grants programs which would allow small businesses access to capital after disasters. In addition, programs which emphasize provision of lines of credit for proactively retrofitting for risk mitigation are also important. Priority economic initiatives also include rezonings that balance environmental preparedness with active street design that informs successful commercial strips. These measures build strong economic bases and protections in the presence of unexpected shocks.

68 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 4.2.6 Built Environment & Zoning Initiatives

In order to let communities live-in-place, the Staten Island housing stock needs be retrofitted to mitigate weather risks. The concept of “live-in-place” is a strategy in resiliency planning that seeks to rehabilitate, preserve, or adapt residential stock in order to withstand changing environments. In particular, raising housing located in the floodplain above the Design Flood Elevation (DFE), which requires moving a structure’s main level above projected flood levels, drastically decreases the yearly premium for flood insurance. To allow for raising structures and more comprehensive design guidelines, several planning initiatives have recommended rezoning to accommodate necessary retrofitting that is currently not allowed by underlying zoning districts. The planning agencies ask for allowance of expanded building envelopes and required safety designs. Other rezoning efforts are being considered to limit density in the neighborhoods are at the greatest risk for flooding. This also includes programs that repair damage of previous storms such as Build It Back which gave assistance for rehabbing more than 2,500 homes damaged by Superstorm Sandy in Staten Island.

Relevant Programs / Plans: • Special Initiative for Rebuilding and Resiliency (2013) • NY Rising Community Reconstruction Program (2014) • Shore Up: Community Resilience Adaptation Project for the North Shore of Staten Island (2015) • Staten Island’s North Shore Community Resiliency Assessment Memorandum (2015) • Resilient Neighborhoods: East Shore, Staten Island (2018) • Staten Island Special Districts Update (2018) • Staten Island Local Needs Assessment (2018) • Bay Street Corridor Neighborhood Plan (2018) • Zoning for Coastal Flood Resiliency (2019)

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 69 4.3 Emergency Grants & Programs

One of the biggest challenges for pursuing resiliency initiatives is finding the The Community Development Block Grant Disaster Relief (CDBG-DR) – This funding to make projects a reality. Access to capital both for hazard mitigation HUD administered grant helps cities, counties and states recover from recover and disaster recovery is crucial to embedding resiliency in the planning process. from declared disasters. The possible project range for this grant is fairly Agencies at the municipal, state, and federal levels administer resiliency broad. In Staten Island CDBG-DR has helped fund the NY Rising Buyout and programs, but funding is largely appropriated by congress and federal Acquisition and Community Reconstruction programs. It has also funded Living agencies particularly after an emergency declaration has been made. The Breakwaters: Tottenville Pilot and Build it Back. funding appropriated through FEMA is proportional to the amount of damage caused in the disaster. Previously, the state of New York received $650 million FEMA Individual Assistance (FEMA IA) – FEMA IA primarily covers funding to and $15.4 billion for Hurricane Irene and Superstorm Sandy respectively. For help recover from disasters at the household level. This grant helps individuals Hurricane Sandy alone, congress earmarked nearly $17 billion between FEMA and families either repair or find new housing, and other disaster related appropriations and other recovery agencies for projects within New York City. expenses such as medical bills, moving and storage, and child care. More locally, Richmond County has seen roughly $743 million dollars dedicated to storm recovery projects from state and federal agencies. This shows that FEMA Public Assistance (FEMA PA) – FEMA PA is a supplemental grant given grants and funding programs are available for resiliency projects, but resources to governmental agencies and non-profit to respond and recover to major are finite. Planning agencies must pursue projects strategically based on cost natural disasters. This grant is also earmarked from reduction of future disaster and projected impact. Found below is a short list of the grant programs that are damage through projects that mitigate hazard risk. This grant is responsible for already being used within Staten Island. the repair and restoration of emergency response buildings, the construction of Staten Island community service buildings, and the repair of Staten Island At the time of publication of this report, the COVID-19 pandemic is currently Homeport. affecting Staten Island as well as the regional and national economy. Several short-term relief programs have been made available by the Federal and Social Services Block Grant (SSBG) – The U.S. Department of Health & Human State government, and it is expected that additional grant programs related to Services made supplemental funding for the SSBG after Hurricane Sandy to COVID-19 recovery may follow in the coming months. aid in storm recovery. These auxiliary funds can be used both for the repair of buildings that provide social services, or to fund programs to improve social service delivery and community capacity to resist and respond to hazards.

SBA Home and Personal Property Loan – This Small Business Administration (SBA) program allows homeowners to repair or replace their housing damaged in disaster events. This loan is capped at $200,000 and is awarded by 20% more than the estimated cost of damage. This funding stream can also be used to make improvement to the house that would reduce risk from natural disasters in the future.

70 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 SBA Small Business Loan – Similar to the Home and Personal Property Loan, New York City Cap Access Loans– Through the NYC Economic Development the SBA Small Business Loan is a line of credit to repair and make improvements Corporation (NYCEDC), the NYC Capital Access Loan Guaranty Program (Cap of businesses that have been damages in disasters. Loan amounts are capped Access) provides up to a 40 percent guarantee on loans for qualified New York at $2 million and have up to 30 years for a payback period for businesses in City micro and small businesses having trouble accessing loans. Loans created counties designated for having a declared disaster. through this program can be used for working capital, tenant improvements, equipment purchases, and refinancing of existing loans. These loans are being Climate Smart Communities – The New York State Department of Environmental made available for COVID-19 affected businesses. Conservation offers the Climate Smart Communities (CSC) programs to aid and incentivize local governments of all sizes to build a resilient future. Communities register and complete and document projects that mitigate and adapt to Relevant Programs / Plans: climate change. Along with free technical assistance, CSC also provides 50/50 • Special Initiative for Rebuilding and Resiliency (2013) matching grants up to $2 million to help develop resiliency projects. • NY Rising Community Reconstruction Program (2014) • Shore Up: Community Resilience Adaptation Project for the North Shore of Zero-emission Vehicle Infrastructure Grant – The Department of Environmental Staten Island (2015) Conservation also offers funds to install infrastructure to build fueling stations • CARES Act (2020) for zero-emission vehicles. This includes the installation of hydrogen fuel filling station and electric vehicle supply equipment. Up to $500,000 is available for Relevant Projects each municipality as long as long as 20% of the project cost comes from local • RUMC Emergency Department Expansion – Completed funding. • Staten Island University Hospital Modernization – Ongoing/Construction • Go To High Ground Initiative – Ongoing/Construction SBA CARES Act / Programs– Several new temporary loan programs were • NYS Local Waterfront Revitalization Program – Ongoing/Construction introduced by the SBA in order to respond to the COVID-19 pandemic and • Brownfield Opportunity Area – Ongoing/Construction provide $376 billion to affected communities and businesses. These programs • RISE: NYC – Ongoing/Construction include: the Paycheck Protection Program, Economic Injury Disaster Loans, • Loan Advance Program, Express Bridge Loan, and Debt Relief.

Federal Reserve COVID-19 Loans – At the time of publication, these loans were not finalized. The Federal Reserve proposed to offer a Main Street New Loan Facility Program for businesses with up to 10,000 employees and up to $2.5 billion in revenue.

New York City COVID-19 Programs – At the time of publication, program intake has been paused. For the NYC Small Business Continuity Loan Fund, small businesses with less than 100 employees and sales down 25% due to COVID-19 were offered up to $75k. For the NYC COVID-19 Response and Impact Fund, nonprofits with annual non-government revenues of $20M or less and receive NY city or state funding of up to $3M.

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 71 05 SWOT Analysis

5.1 Introduction 5.2 Strengths 5.3 Weaknesses 5.4 Opportunities 5.5 Threats

72 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 5.1 Introduction

Figure 44: SWOT Components Based on the findings from the analysis in this report, the CEDS requires that an assessment of regional Strengths, Weaknesses, Opportunities, and Threats be Helpful Harmful performed. A SWOT is a strategic planning tool used by organizations to ensure to achieving the objective to achieving the objective that there is a clear objective informed by a comprehensive understanding of a region’s capabilities and capacity.

A SWOT analysis identifies the region’s competitive advantages—those indigenous assets that make the region special or competitive in the Strengths Weaknesses regional, national and global economies—juxtaposed against those internal or external factors that can keep a region from realizing its potential. The Strategy Committee identified four major areas to focus on within the SWOT: Neighborhood Clusters; Workforce and Industry Development; Resiliency and Factors Internal

Infrastructure; and Transportation and Mobility. the organization/region to S W

Opportunity Threats External Factors External

to the organization/region to O T Source: Wikimedia Commons

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 73 5.2 Strengths

Neighborhood Clusters Workforce & Industry Development

Staten Island is more affordable in terms of rent, real estate, and recreation There is a good relationship between higher education leadership from CSI, compared to the rest of New York, especially on the North Shore. Wagner, and St. Johns and local industries. Former industrial sites and unused dormitories present adaptive reuse Staten Island University Hospital and Richmond University Medical Center are opportunities. large employers The West Shore has several Industrial Business Zones. There is a strong non-profit sector on Staten Island. Staten Island has a wealth of park land. Staten Island has a strong public education system. Office rents on Staten Island are lower compared to the rest of New York. The West Shore provides access to manufacturing and industrial jobs. Staten Island’s workforce has a high median income.

Resiliency & Infrastructure Transportation & Mobility

Staten Island’s 2,800-acre Greenbelt provides opportunities for education, Staten Island has excellent access to water for shipping and transportation. recreation, conservation, and research. The Staten Island Ferry provides reliable transportation to and from Manhattan. Walking paths in Staten Island’s parkland, including the Greenbelt, provide The Staten Island Railway Corridor provides opportunities for transit-oriented significant recreational opportunities. development. Other opportunities include public transit projects to increase Staten Island has a good track record of meeting resiliency milestones. access to parks and implementing a light rail on the West Shore. There is significant Federal & State investment in large resiliency programs.

74 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 5.3 Weaknesses

Neighborhood Clusters Workforce & Industry Development

Staten Island lacks strategic housing density around transportation nodes. Staten Island lacks centralized employment programing. The infrastructure on Staten Island is aging. Staten Islanders endure a car-dependent commute with high travel times. There is local opposition to rezoning and increasing housing density, buoyed Staten Island has trouble retaining young professionals from outside the by a political and cultural resistance to change. Borough. Staten Island has very few walkable amenities. No solidified employment pipeline exists between Staten Island higher education and local industries There is limited interest in investment and regulatory issues in adaptive reuse. There is low supply of office space on Staten. City zoning/ULURP process adds time and expense to any significant project. Creative class does not have access to affordable and flexible space in strategic neighborhoods.

Resiliency & Infrastructure Transportation & Mobility

Staten Island has not received the same level of investment in critical There are 11 intersectional pain points and two pain corridors on Staten Island infrastructure New York City as other Boroughs. with repeated congestion throughout the year. Staten Island’s sewer infrastructure is underequipped to handle denser housing. Staten Island has limited transit options and many roads are redundant. Staten Island has several roads, elevated on berms, that cause flooding in The Staten Island Railway needs an upgrade if it is to remain in use. artificially created calderas. The bus system on Staten Island has low public transportation capacity and is Planning initiatives have been unevenly implemented in Staten Island. unreliable. Drainage infrastructure is under-equipped to handle non-storm events. There is local community and government resistance to changing the housing NYCDEP drainage plans have not been completed. and transportation status quo. There are limited East/West transportation connections.

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 75 5.4 Opportunities

Neighborhood Clusters Workforce & Industry Development

There are NYC Economic Development Corporation (NYCEDC) and NYC Staten Island can attract new industries that rely on an island/maritime Department of City Planning (NYCDCP or DCP) activities in Downtown Staten environment. Island (North Shore). Staten Island has opportunities for healthcare for an aging population as well Staten Island has 8 Opportunity Zones and 1 Industrial Business Zone on the as nursing homes. North Shore in addition to 2 Industrial Business Zones on the West Shore. There is a growing logistics industry in the West Shore. Staten Island has opportunities to enhance workforce training by collaborating Staten Island has received $125 million in workforce funding from New York with programs in other Boroughs. State. Adaptive reuse of vacant sites & assets for recreational space could attract The Downtown Revitalization Initiative presents opportunity to attract new external companies and talent. firms, talent, and investment to the North Shore. There are transit oriented development opportunities around the ferry terminal on the North Shore and along the SIR corridor on the East Shore.

Resiliency & Infrastructure Transportation & Mobility

Staten Island’s geography and development ambitions offers opportunities for Staten Island gondola could provide an alternative transportation option to attracting sustainable development and design. Bayonne. Waterfront activation could increase tourism and recreation. A fast ferry and/or adding ferry stops could increase access to Manhattan. A NYCDEP long-term control plan could be beneficial. There are several opportunities to connect existing transportation nodes on Staten Island. West Shore Light Rail and North Shore Bus Rapid Transit could provide transit relief over the long-term.

76 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 5.5 Threats

Neighborhood Clusters Workforce & Industry Development

Future zoning restrictions from New York City can inhibit development. Staten Island competes with New Jersey for workforce and employment opportunities. City-wide zoning & plans do not reflect local needs or demands. There is stagnation in some local industry clusters. Staten Island has publicly owned land not accessible for development. Maintaining local jobs in new industry clusters over time. Lack of funding from New York City for new projects has been a problem. Infrastructure and transportation, as well as tolls, make it difficult to get on/off Projects located in the flood plain face rising sea levels. Staten Island. Negative external cultural perception. There is a stagnation of growth within young professional age cohorts.

Resiliency & Infrastructure Transportation & Mobility

There is a high cost of protecting the coastline. There is a lack of major project funding for development of transit options. Rising sea levels threaten infrastructure. Staten Island does not yet have the ridership numbers to justify needed The West Shore is vulnerable to flooding. improvements. Industry fumes from Bayonne and Elizabeth present health and environmental External transportation patterns can by-pass Staten Island because of bridge- hazards. dependency.

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 77 06 Strategic Direction & action Plan

6.1 Introduction 6.2 Vision Statement 6.3 Goals and Objectives

78 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 6.1 Introduction

Through workshops and follow-up planning sessions, the CEDS Strategy Committee developed Strategic Direction and Action Plan consisting of a Vision Statement, and a set of Goals and Objectives that responded to the SWOT analysis. In addition to the SWOT input, the LNA and Planning Organization recommendations were also incorporated into the Strategic Direction and Action Plan.

The Vision Statement serves as the roadmap for the Planning Organization’s direction and priorities in the next decade and beyond. In addition, Goals and Objectives were developed to be consistent with the Vision Statement, and to serve as milestones to evaluate regional progress. Goals are meant to be broad outcomes or general intentions of the CEDS and the Planning Organization. The accompanying Objectives are more specific, measurable, concrete, and support the obtainment of the Goals. Put together, Goals and Objectives provide benchmarks by which area officials, economic development stakeholders, and the community can measure performance through an Evaluation Framework.

The Goals and Objectives selected for this CEDS were prioritized by the Strategy Committee based on importance to vision achievement, ability to attract local support, relevance to community aspirations for jobs and local economy, impact on equity and distressed communities, and ability to leverage public/ private funding. Additonal details regarding CEDS Timeline and Stakeholder Engagement may be found in Appendix C.

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 79 6.2 vision statement

As developed by the Strategy Committee, below is the vision statement for this CEDS:

Staten Island contains a blend of natural space and urban environments that is unique in New York City. The borough is expected to continue to undergo rapid and meaningful change over the next 10 years and this requires innovative and local planning solutions.

Staten Island must continue to solidify relationships between educational and cultural institutions and key industry sectors, rezone downtown areas, invest in public transit, encourage denser transit-oriented neighborhoods, and increasing sustainable design and resiliency.

80 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 6.3 GOALS & OBJECTIVES

The CEDS Goals and Objectives are derived from the SWOT analysis and Business Development, Transportation, and Infrastructure. Through consultation incorporates elements from other plans and initiatives, including the Local with the CEDS Strategy Committee, these seven themes were condensed into Needs Assessment and the Downtown Revitalization Initiative. The CEDS four overarching goal for the purposes of structuring CEDS strategic direction Strategy Committee identified goals and objectives that are attainable by and action plan (see Figure 45). Additonal details regarding LNA consistency considering stakeholders responsible for implementation, opportunities for with CEDS Goals and Objectives may be found in Appendix D. the integrated use of other local, state, and federal funds, and what may be achieved over the short and long term. These Goals serve as the organizing principles for the Objectives in the following pages. The Objectives obtained from further workshops with the The LNA identified seven themes that Staten Island should focus economic CEDS Committee, with support from previous research and reports. These development initiatives within: Transit Oriented Development, Waterfront Objectives were devised to formulate actionable items that could emanate Activation, Adaptive Reuse, Healthy and Affordable Housing, Economic and from each Goal.

Figure 45: CEDS Goal Framework Goal Themes Goal

1. Neighborhood Develop key urban areas into vibrant downtowns through locally driven economic development initiatives and Clusters programming

2. Workforce & Create and implement workforce development systems Industry targeting key industry clusters to improve regional economic Development competitiveness

3. Transportation & Improving commutes, roadway networks, and transit options Mobility for workers and residents

4. Resiliency & Strengthen resiliency initiatives by adopting best practices in Infrastructure design and sustainability to protect critical infrastructure

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 81 6.3.1 Neighborhood Clusters

GOAL 1: Develop key urban areas into vibrant downtowns 1.1 Repurpose historic and vacant buildings for new cultural, through locally driven economic development initiatives residential, and business uses and programming A. Activate strategic sites identified by the Local Needs Assessment at 366 Front Street, Lighthouse Point Building, 181 and 191 Edgewater Street, and There is an opportunity to make the borough a more attractive place for young Port Richmond Avenue at Kill Van Kull and various sites recommended by professionals to live and work. Attention should be focused on diversifying uses SIEDC in their 2020 adaptive reuse assessment in urban areas making neighborhoods more walkable and supporting home- B. Encourage city and city agencies to develop RFP for development grown businesses and new amenities. With several opportunities for mixed-use opportunities on city owned brownfields, vacant parcels, and industrial sites and vacant lot development the DRI and Bay Street Neighborhood Rezoning plan each present an opportunity to bring more neighborhood clusters and 1.2. Integrate affordable housing with employment, transit, and urban environments to the North Shore. amenities through mixed use development with a focus on Live, Work, Play This approach may function as a blueprint for activating and repurposing urban A. Encourage mixed-use development within 1 mile of existing transit nodes, communities throughout Staten Island. Such activation will not occur without including 25 Willow Avenue, 191 Canal Street, and Huguenot Avenue and E. significant rezoning or redevelopment efforts. Development on the North Shore Drumgoole Road and along the SIR may be catalyzed through studies of Opportunity Zones and NMTCs and potential ferry connections to and from Manhattan. Moreover B. Provide technical support for anchor institutions including, local hospitals additional coordination with city agencies over development opportunities in and colleges, in need of housing associated with their facilities brownfields vacant parcels and industrial sites is crucial to activating under used assets. 1.3. Promote strategies and funding sources for local stakeholders to address barriers to development The objectives below emphasize improving targeted existing urban sites and A. Identify zoning tools and incentives to encourage redevelopment and re- unused assets while empowering local stakeholders to overcome barriers use of sites by allowing greater flexibility to development. We believe that there is no one size fits all approach to B. Create a Capital Construction Grant Fund for façade improvements along development and that a local approach is imperative to respond to each Bay St. and Richmond Terrace neighborhood’s and area’s own needs.

82 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 6.3.2 Workforce & Industry Development

GOAL 2: Create and implement workforce development 2.1. Develop and retain well-paying jobs and talent in key and systems targeting key industry clusters to improve regional emerging industry clusters economic competitiveness A. Establish internship and apprenticeship program that connects local businesses and communities with higher education including St. John’s Interviews with stakeholders revealed that, while there are many workforce University, College of Staten Island, and Wagner College programs on Staten Island, there is room for improvement in inter-organizational B. Create Merchant Groups for Port Richmond, St. George, and Stapleton programming. In addition, the lack of a clear employment pipeline from Staten while continuing to develop existing Merchant Groups for Bay Street, Midland Island universities to local businesses hampers the retention of young talent. Avenue, Rossville, and Rosebank C. Work with city sponsored CDFI lenders and credit unions that provide The impact on Staten Island’s regional competitiveness is demonstrated in affordable business financing and technical assistance to small businesses the cluster analysis, which found a disparity between strong traded clusters and contractors and Staten Island’s largest industries. Those industries which make up the top industries in terms of employment and average wages were predominantly 2.2 Attract and support growing industries such as renewable local industries. That said, there is room for growth in Staten Island’s traded energy, healthcare, and logistics economy. While Staten Island has had challenges growing these industries, there remains prospects with a burgeoning arts/entertainment and warehouse/ A. Develop marketing strategy and materials for Industrial Business Zones logistics sector. on the West Shore to advanced logistics and manufacturing firms including Opportunity Zone Prospectus Furthermore, a majority of the labor force that lives on Staten Island works B. Evaluate locations for clean technology and green energy businesses elsewhere, hollowing out the robustness of the local economy. In the North and West Shore, Educational attainment among adults older than 25 is heavily 2.3 Invest in cultural and important historic assets across Staten weighted towards those with high-school diplomas, yet there are few existing Island to support growth in the cultural sector apprenticeship or professional trade programs in these areas. In order to tackle A. Support St. George Theatre Restoration these obstacles, the objectives and action items below focus on developing those industries in which Staten Island is competitive, retaining young talent, B. Encourage redevelopment of Building E at Snug Harbor into a coworking and increasing the quality of on-island employment. or educational space C. Support implementation of the Snug Harbor Master Plan

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 83 6.3.3 Transportation & Mobility

GOAL 3: Improving commutes, roadway networks, and 3.1. Develop and retain well-paying jobs and talent in key and transit options for workers and residents emerging industry clusters a. Implement potential recommendation of funding or partnership to design The majority of Staten Island residents work off island and drive alone, thus mitigation strategies for existing LNA traffic pain points and congestion contributing to traffic and infrastructure needs. The existing transit conditions alleviation plans (e.g. Fresh Kills East-West Roads proposal) may serve to reduce Staten Island’s regional competitiveness in the future. The b. Conduct study to improve multimodal connections, micro-transit, LNA found that Staten Island residents have among the longest commutes and last mile services to the West Shore and in low-income North Shore in the City and some of the longest in the nation – 42 minutes on average. In neighborhoods addition, fewer trips are made in Staten Island without a private vehicle (22%) compared to New York City (67%), according to the LNA. 3.2. Deliver clean and safe public transit and sustainable mode shares The objectives and action items below focus on improving connectivity between existing transit nodes, increasing walkability, and facilitating coordination in a. Coordinate transportation planning efforts between largest employers on transportation planning efforts amongst large employers. Discussions with Staten Island including universities and hospitals stakeholders and the Strategy Committee focused on increasing ridership b. Support further study and funding for alternative public transit systems share and leveraging existing assets such as the SIR in order to justify future including West Shore Light Rail, North Shore BRT, and Staten Island Gondola expansions and improvements. c. Leverage City and State funding to integrate both Staten Island and local transportation enhancement plans into regional transportation planning efforts (e.g. RPA, NYMTC)

84 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 6.3.4 Resiliency & Infrastructure

GOAL 4: Strengthen resiliency initiatives by adopting best 4.1. Activate strategic areas of the waterfront and waterways practices in design and sustainability to protect critical in- including non-traditional uses such as privately funded parks frastructure a. Develop an inventory of waterfront sites for maritime, residential, and recreational development with a focus on City owned sites Staten Island is already benefitting from several existing resiliency projects, however, much still needs to be done in order to reinforce existing infrastructure b. Encourage ownership transfers from various NYC agencies to NYC parks from a changing climate while adding new capacity for new development. In the to create well-programmed and continuous waterfront parks past ten years, Staten Island has seen five storms strong enough to be designated major disasters; instances where environmental hazards overwhelmed the City 4.2 Revisit capacity and resiliency for utilities and public and the State’s ability to respond to emergency conditions. Much of Staten infrastructure to enable growth and development while reducing Island’s critical infrastructure remains vulnerable, and strategies are needed to environmental impacts address upgrades to inventory. Moreover, as Staten Island seeks to house and a. Evaluate critical infrastructure systems (water, sewer, electric, gas and provide jobs for new residents and workers, efforts are required to assess new telecomms) to assess current and additional demand and to inventory areas infrastructure demands with a sustainable approach. that are fragile and/or vulnerable during storms b. Analyze opportunities and strategies to mitigate reported or documented The threat that environment can pose to the economy should not be flooding and sewer backups in the Borough through investments in water/ underestimated. The objectives and action items below capitalize on Staten sewer upgrades and/or expansion of the Bluebelt system Island’s strengths natural systems. We consider how to activate the waterfront c. Establish a working group with government agencies, utility providers and through resiliency projects that provide public enjoyment and increased safety, development stakeholders to address business needs, utility requirements, as well as how to partner with the City government and other stakeholders to and climate change mitigation improve critical infrastructure on Staten Island. d. Review incentive programs and plans for opportunities to encourage private developers to implement stormwater runoff infrastructure, new urban technologies, and resiliency planning needs

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 85 07 Evaluation Framework

7.1 Evaluation & Implementation 7.2 Additional Priorty Projects

86 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 7.1 Evaluation & Implementation

The evaluation framework, with its associated implementation measures and timelines, creates a road map for successful implementation of plan items. Overall, the measures that are ultimately selected should be based upon what is important to the region, what conditions the region needs to reverse or create, and what regional assets can be leveraged. Many of the evaluation measures reinforce the background information collected and the SWOT analysis undertaken, while also pointing to new data points and metrics that may be of interest to monitor moving forward. Possible funding sources to support these goals are detailed in Appendix E.

Moreover, the CEDS evaluation framework serves as a mechanism to gauge progress on the successful implementation of the overall CEDS. It also allows the progress to be measured against evaluation criteria, which can facilitate adjustments for the current action items, and can be instructive in development of future programs. These frameworks also discussion of progress in follow-up reporting such as the CEDS Annual Performance Report. These regular updates keep the strategic direction and action plan outlined in the CEDS current and the plan as a whole relevant.

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 87 Potential Implementation Priority Evaluation Objectives Description Partners Measures Level Metrics 1. Neighborhood Clusters Activate strategic sites identified by NYCEDC, private Successfully activate 1.1.a Long-term the Local Needs Assessment adjacent owners at least 5 sites Encourage city and city agencies to develop RFP for development Reduce the number NYCEDC, NYCOER, 1.1.b opportunities on city owned of vacant City-owned Short-term NYS Regional Council brownfields, vacant parcels, and parcels industrial sites New SF/ units built (res / commercial) Borough President, Lo- Attract at least Encourage mixed-use development cal Council Members, Short- to 1.2.a 4 mixed-use $ Investment in vacant / within 1 mile of existing transit nodes Private Developers, Long-term underutilized buildings NYCDCP developments Decreased vacancy rate Provide technical support for anchor Colleges, Hospitals, Increase in on-island institutions including, local hospitals NYCEDC, NYC Dormi- Housing units within ½ 1.2.b tory Authority, and NYC employment through Short-term and colleges, in need of housing mile of public transit Housing Development anchor institutions associated with their facilities Corporation Number of new affordable units Identify zoning tools and incentives Begin rezoning to encourage redevelopment and NYCDCP, NYCEDC, Total grant $ awarded 1.3.a processes in urban Short-term re-use of sites by allowing greater NYCDOF areas Applications for grant flexibility funding

Create a Capital Construction Grant Downtown Revitaliza- Begin work on façade 1.3.b Fund for façade improvements along tion Initiative (NYS), Short-term improvements Bay St. and Richmond Terrace Borough President

88 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Potential Implementation Priority Evaluation Objectives Description Partners Measures Level Metrics 2. Workforce & Industry Development Colleges, SIEDC, Various Establish internship and Foundations including. Establish internship apprenticeship program that Richmond County Savings 2.1.a / apprenticeship Short-term connects local businesses and Foundation, SI Foundation, program communities with higher education Northfield Foundation, NYCEDC Increase in household Create Merchant Groups for income / educational Port Richmond, St. George, and Borough President, Create merchant 2.1.b Local Council Members, Short-term attainment Stapleton while continuing to NYCSBS, NYCDCP groups develop existing Merchant Groups Reduction in poverty rate / unemployment Work with city sponsored CDFI lenders and credit unions that New jobs / firms created New York CDFIs, NYCEDC, Increase # of Short- to 2.1.c provide affordable business Local Small Businesses small business $ Invested in education / Long-term financing and technical assistance Services, Non-Profits establishments training to small businesses and contractors Number of participants Develop marketing strategy completing training and materials for Industrial programs Business Zones on the West SIEDC, NYCEDC, NYCSBS, Develop Opportunity 2.2.a Short-term Increase in SI students Shore to advanced logistics and NYCDCP Zone Prospectus obtaining jobs on-island manufacturing firms including Opportunity Zone Prospectus Industry growth in culture / health / manufacturing Evaluate locations for clean NYSERDA, NYCEDC, Short- to / logistics 2.2.b technology and green energy Colleges and Finish all evaluations Long-term businesses Universities Tourism spending / North Shore Elected economic impacts / Support St. George Theatre Assist in obtaining $ 2.3.a Officials, NYS Regional Long-term visitors Restoration for restoration Council Public $ invested in Encourage redevelopment of Various North Shore cultural assets 2.3.b Building E at Snug Harbor into a Elected Officials, NYC Redevelop Building E Long-term coworking or educational space Dept. of Cultural Affairs

Support implementation of the Various North Shore Implement Snug Short- to 2.3.c Elected Officials, NYC Snug Harbor Master Plan Dept. of Cultural Affairs Harbor Master Plan Long-term

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 89 Potential Implementation Priority Evaluation Objectives Description Partners Measures Level Metrics 3. Transportation & Mobility Implement potential recommendation of funding or partnership to design mitigation All elected officials, Implement mitigation Short- to 3.1.a strategies for existing LNA traffic pain NYSDOT, NYCDOT, strategies Long-term points and congestion alleviation NYC Parks plans (e.g. Fresh Kills East-West Roads proposal) Conduct study to improve Reduced peak hour multimodal connections, micro- Complete study delays SI Borough President, Short- to 3.1.b transit, and last mile services to on multimodal NYCEDC Long-term Increase in non- the West Shore and in low-income connections motorized commute % North Shore neighborhoods Decrease in drive-alone % SI University Hospital, $ invested in road / traffic Coordinate transportation planning Richmond University Establish committee improvement efforts between largest employers Medical Center, Col- Short- to 3.2.a lege of Staten Island, St. to coordinate on Staten Island including Long-term Increased use in CitiBike Johns, Wagner College, transportation universities and hospitals Amazon, IKEA, Howland $ investment in public Hook transit Support further study and funding New transit infrastructure for alternative public transit systems Complete studies built / purchased (buses, All elected officials, Short- to 3.2.b including West Shore Light Rail, on alternative public MTA, NYCEDC Long-term ferries, etc.) North Shore BRT, and Staten Island transit systems Gondola Leverage City and State funding to integrate both Staten Island and RPA, NYMTC, SI Albany Engage with regional Short- to 3.2.c local transportation enhancement Delegation partners Long-term plans into regional transportation planning efforts (e.g. RPA, NYMTC)

90 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Potential Implementation Priority Evaluation Objectives Description Partners Measures Level Metrics 4. Resiliency & Infrastructure Develop an inventory of waterfront sites for maritime, residential, and NYCEDC, NYCDCP, NYC Complete inventory of Short- 4.1.a recreational development with a Parks waterfront sites term focus on City owned sites Encourage ownership transfers from various NYC agencies to NYC Complete ownership 4.1.b NYC Parks, NYCEDC Long-term parks to create well-programmed transfers and continuous waterfront parks Growth in infrastructure / utilities jobs Evaluate critical infrastructure systems (water, sewer, electric, gas Working group formation SIEDC, National Grid, Con and telecomms) to assess current Begin to implement Short- to 4.2.a Ed, Verizon, NYPA, NYS- $ invested in open space and additional demand and to utility plans DEC, NYCDEP Long-term inventory areas that are fragile and/ Completion of plans or vulnerable during storms and studies on utilities / waterfront / sewage Analyze opportunities and strategies to mitigate reported or $ invested in documented flooding and sewer Complete study on Short- to infrastructure planning / 4.2.b backups in the Borough through NYCDEP sewer and/or bluebelt resiliency measures investments in water/sewer expansion Long-term upgrades and/or expansion of the Improvements in public Bluebelt system infrastructure Establish a working group with Applications for grant government agencies, utility SIEDC, National Grid, Con Sustain working group funding & total grant $ providers and development Short- 4.2.c Ed, Verizon, NYPA, NYS- engagement with awarded stakeholders to address business DEC, NYCDEP local stakeholders term needs, utility requirements, and New technical assistance climate change mitigation to businesses Review incentive programs and plans for opportunities to encourage private developers Complete review of NYSDEC, NYCDEP, NYC- Short- 4.2.d to implement stormwater plans and engage DCP runoff infrastructure, new urban private developers term technologies, and resiliency planning needs

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 91 7.2 Additional Priority Projects Staten Island has been the subject of planning and resiliency studies, including are still in the conceptual stage of development, are currently being planned, the LNA and the DRI (a full list of these studies may be found in Section III, or are in the very early stages of implementation. Many of the projects below Resiliency). Table 30 contains a list of projects extracted from the LNA and the have been incorporated into the Goals and Objectives, and may be seen as key DRI studies that may be considered pipeline projects, i.e. those projects which to the successful implementation of the CEDS priorities. Table 31: Priority Projects Project Location Proposed Use Source Develop for medium to high density mixed-use residential as transit oriented 25 Willow Avenue North Shore LNA development. Develop mixed-use residential with ground floor retail. Potential for pop-up events 191 Canal Street North Shore LNA to activate the street, drawing activity from nearby Tappen Park and Bay Street Adaptive reuse development to create neighborhood amenities, such as retail, or 366 Front Street North Shore LNA an arts-based use as a cultural anchor Assemble parcels to create a residential, adative reuse building and adjacent 181 Edgewater Street North Shore LNA waterfront access and open space Assemble parcels to create a residential, adative reuse building and adjacent 191 Edgewater Street North Shore LNA waterfront access and open space Activate as a transformative anchor site for the Port Richmond neighborhood. Port Richmond Avenue at the Kill Van Kull West Shore LNA Potential uses could include a public market, maker space, or street-end park Huguenot Avenue and E. Drumgoole Road South Shore Create mixed-use residential transit oriented development LNA

Building E, Snug Harbor North Shore Repurpose Building E at Snug Harbor as a co-working and/or educational space LNA

The College of Staten Island could establish the first State‐funded Virtual Reality/ College of Staten Island (CSI) VR/AR Lab Mid Island DRI Augmented Reality (VR/AR) Lab in New York City Richmond Terrace, Bay Street, and Central Avenue and connector streets from Bay Streetscape Improvements North Shore DRI Street to Front Street Capital improvements to the Richmond The grand entrance stairway at a prominent civic building across from the Empire North Shore DRI County Surrogate Court Outlets, visible to any resident or visitor coming from the ferry terminal

Government Building Beautification North Shore Repair and improve historic fountains at the Staten Island government offices DRI

Strategic Pedestrian Crossings on Rich- The intersection of Richmond Terrace and the Ferry Terminal Viaduct is an import- North Shore DRI mond Terrace ant area, as it is the entryway to Downtown Staten Island for all ferry riders Improvements to the bus viaduct at the North Shore Pedestrian access and beautification to facilitate better multi‐modal transfers DRI ferry terminal 92 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Project Location Proposed Use Source

Business Improvement Fund North Shore Façade improvements for commercial businesses DRI Richmond Terrace, Bay St. and Central Ave. Restoration of four historic buildings for restaurants and entertainment venues and Lighthouse Point Building Restoration North Shore would enhance the pedestrian experience in the are. Restoration of the historic DRI retaining wall facing Bay Street The Theatre will soon be implementing a plan to improve its physical infrastructure, St. George Theatre Restoration North Shore DRI including both interior restoration and exterior to protect the building envelope National Lighthouse Museum Improvements to second building and public space adjacent to the building and North Shore DRI Improvements the Lighthouse Point development. Certain streets in the Stapleton portion of Downtown Staten Island that connect Finger Street/Punch‐through Street North Shore Bay Street to Front Street, the two north‐south thoroughfares in the proposed DRI DRI Enhancements/Public Plazas area, present challenges including empty lots, poor lighting, and dumping New public space at Victory Blvd. and North Shore Public plaza with program activation DRI Central Avenue Lyons Public Pool Fitness Center and Improvements to the Lyons public pool fitness center and outdoor space are need- North Shore DRI Outdoor Space Upgrades ed and would provide additional recreational amenities to the DRI area. Tappen Park North Shore Revitalize the park and enhance the southern gateway to the DRI Area. DRI

Staten Island Skyway West Shore Transform half-mile elevated section of an abandoned rail line into an urban park LNA

West Shore Light Rail West Shore Create a light rail system on the West Shore LNA

North Shore / Staten Island Gondola Provide transportation between Staten Island and Bayonne LNA West Shore Bus Rapid Transit (BRT) system that will operate between West Shore Plaza and the North Shore / North Shore BRT St. George Terminal. The new BRT system will provide faster, more reliable travel LNA West Shore along Staten Island’s North and West Shores. Enhance pedestrian experience along Bay Street Corridor, complementing the Bay Street improvements North Shore DRI streetscaping envisioned as part of the Bay Street Corridor Neighborhood Plan. STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 93 Appendices

A Regional Plans and Programs B Additional Statistics Tables C CEDS Timeline & Stakeholder Engagement D Local Needs Assessment Consolidation E Possible Funding Sources

94 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Appendix A: Select Regional Plans and Reports

New York City Department of City Planning (NYCDCP) Other City Plans • Zoning for Coastal Flood Resiliency (NYCDCP, 2019) – https://www1.nyc. • Saw Mill Creek Pilot Wetland Mitigation Bank (NYCEDC, 2018) – https://edc. gov/site/planning/plans/flood-resilience-zoning-text-update/flood-resil- nyc/project/marshes-initiative ience-zoning-text-update.page • Bluebelt Program and Mid-Island Bluebelt Drainage Plan (NYCDEP, 2014) – • Bay Street Corridor Neighborhood Plan (NYCDCP, 2018) – https://www1.nyc. https://www1.nyc.gov/site/dep/about/mid-island-bluebelt-drainage-plan. gov/site/planning/plans/bay-street-corridor/bay-street-corridor.page page • Staten Island Special Districts Zoning Text Amendment (NYCDCP, 2018) – • NY Rising Community Reconstruction Program (2014) – https://stormrecov- https://www1.nyc.gov/site/planning/plans/si-distriict-text-amendment/ ery.ny.gov/nyrcr/final-plans si-distriict-text-amendment-overview.page • Special Initiative for Rebuilding and Resiliency (2013) – https://www1.nyc. • OneNYC Plan (NYCDCP, 2018) – http://www.nyc.gov/html/onenyc/down- gov/site/sirr/index.page loads/pdf/publications/OneNYC.pdf • Working West Shore 2030 (NYCEDC, 2011) – https://www1.nyc.gov/assets/ • Resilient Neighborhoods East Shore (NYCDCP, 2017) – https://www1.nyc. planning/download/pdf/plans-studies/west-shore/west_shore2030work_ gov/site/planning/plans/resilient-neighborhoods/east-shore.page plan.pdf • Staten Island Mall Enlargement Final Environmental Impact Statement • North Shore 2030 (2011) – https://www1.nyc.gov/assets/planning/down- (NYCDCP, 2015) – https://www1.nyc.gov/site/planning/applicants/env-re- load/pdf/plans-studies/north-shore/action_agenda.pdf view/staten-island-mall.page

Local Plans Other Plans / Assessments • Local Needs Assessment (2019) – HATCH • A Vision for Staten Island (CetraRuddy, 2018) – https://issuu.com/cetrarud- • Shore Up: Community Resilience Adaptation Project for the North Shore of dy/docs/cetraruddy_a_vision_for_staten_isla Staten Island (2016) – http://sinorthshoreresilience.org • Fourth Regional Plan (RPA, 2017) – http://www.fourthplan.org • Staten Island’s North Shore Community Resiliency Assessment Memoran- Staten Island 2020 (CUF, 2007) – https://nycfuture.org/research/staten-is- dum (2015) – https://i.publiclab.org/system/images/photos/000/012/744/ land-2020 original/NSWC_North_Shore_Community_Resiliency_Assessment.pdf

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 95 Appendix B: Additional Statistics Tables

Table 32: Age Cohorts

0-19 20-34 35-54 55-64 65+ Geography 2010 2018 (% Change) 2010 2018 (% Change) 2010 2018 (% Change) 2010 2018 (% Change) 2010 2018 (% Change)

North Shore 28,545 26,347 (-8%) 23,841 21,564 (-10%) 26,785 26,993 (1%) 9,906 13,118 (32%) 10,164 13,174 (30%)

East Shore 16,165 15,141 (-6%) 12,819 12,573 (-2%) 20,369 18,317 (-10%) 8,566 9,498 (11%) 8,772 10,002 (14%)

West Shore 14,454 14,740 (0%) 10,828 10,708 (-2%) 14,988 14,704 (-5%) 5,323 6,683 (38%) 4,142 7,146 (67%)

South Shore 28,243 27,243 (-2%) 18,884 20,333 (7%) 34,711 31,802 (-7%) 14,529 15,715 (7%) 13,499 19,013 (45%)

Mid Island 34,762 31,810 (-8%) 23,353 28,139 (20%) 41,873 35,977 (-14%) 17,383 19,371 (11%) 20,528 23,990 (17%)

Distressed Tracts (North Shore) 18,802 17,219 (-8%) 14,621 13,982 (-4%) 16,304 15,893 (-3%) 5,812 7,747 (33%) 5,695 7,459 (31%)

Distressed Tracts (West Shore) 5,189 4,871 (-6%) 3,528 3,519 (0%) 4,448 3,798 (-15%) 894 1,801 (101%) 945 1,377 (46%)

Distressed Tracts (East Shore) 1,936 1,868 (-4%) 1,783 1,406 (-21%) 2,101 1,891 (-10%) 669 841 (26%) 867 836 (-4%)

Distressed Tract (Mid Island) 674 576 (-15%) 245 388 (59%) 739 618 (-16%) 233 318 (36%) 416 382 (-8%) Source: ACS 2010; ACS 2018

Table 33: Educational Attainment for population over 25

Less than High School High School Some College Bachelors Degree or Higher Geography 2010 2018 (% Change) 2010 2018 (% Change) 2010 2018 (% Change) 2010 2018 (% Change)

North Shore 11,895 11,718 (-1%) 18,281 19,353 (6%) 14,081 15,923 (13%) 17,371 20,617 (12%)

East Shore 6,270 5,796 (-8%) 12,312 15,407 (25%) 11,564 11,491 (-1%) 12,532 13,534 (11%)

West Shore 3,858 4,846 (26%) 9,109 10,819 (19%) 8,785 9,390 (7%) 7,681 10,668 (21%)

South Shore 6,027 5,407 (-10%) 19,337 25,278 (31%) 20,695 20,867 (1%) 22,967 28,702 (19%)

Mid Island 10,798 9,908 (-8%) 23,061 30,881 (34%) 23,374 23,343 (0%) 28,232 34,805 (19%)

Distressed Tracts (North Shore) 8,672 8,382 (-3%) 11,228 12,315 (10%) 8,945 9,394 (5%) 8,538 10,302 (11%)

Distressed Tracts (West Shore) 1,396 2,281 (63%) 2,817 2,301 (-18%) 2,212 2,647 (20%) 1,590 2,084 (6%)

Distressed Tracts (East Shore) 833 736 (-12%) 1,423 1,350 (-5%) 1,340 1,065 (-21%) 1,276 1,318 (-8%)

Distressed Tract (Mid Island) 295 317 (8%) 424 461 (9%) 282 324 (15%) 320 437 (19%) Source: ACS 2010; ACS 2018

96 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Table 34: Traded Clusters by Employment

Top 10 Traded Clusters by Employment

Cluster 2010 2016 % Change

Staten Island Total 15,431 14,531 -6%

Business Services 19% 19% 0%

Education and Knowledge Creation* 16% 18% 8%

Water Transportation* 17% 15% -11%

Distribution and Electronic Commerce 11% 11% 7%

Financial Services* 10% 7% -32%

Hospitality and Tourism 6% 6% 7%

Marketing, Design, and Publishing* 4% 4% 4%

Transportation and Logistics 2% 3% 15%

Paper and Packaging 1% 2% 161%

Insurance Services 2% 2% -24% Sources: U.S. Cluster Mapping Project * denotes strong traded cluster

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 97 Table 35: Traded Clusters by Wages

Top 10 Traded Clusters by Wages

Cluster 2010 2016 % Change

Water Transportation* $80,489 $99,754 24%

Performing Arts $32,000 $68,843 115%

Construction Products and Services $66,692 $58,785 -12%

Transportation and Logistics $47,343 $55,315 17%

Financial Services* $46,741 $55,137 18%

Communications Equipment and Services* $0 $53,167 n/a

Distribution and Electronic Commerce $50,322 $53,126 6%

Insurance Services $67,744 $52,832 -22%

Business Services $40,280 $49,093 22%

Marketing, Design, and Publishing* $46,571 $46,351 0% Sources: U.S. Cluster Mapping Project * denotes strong traded cluster

98 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Table 36: Local Clusters by Employment

Top 10 Local Clusters by Employment

Cluster 2010 2016 % Change

Richmond County Totals (Local Cluster) 79,792 89,277 12%

Local Health Services 36% 32% -11% Local Real Estate, Construction, and 10% 14% 30% Development Local Hospitality Establishments 10% 12% 12% Local Food and Beverage Processing and 6% 6% -4% Distribution Local Community and Civic Organizations 5% 6% 5%

Local Commercial Services 5% 5% -7% Local Retailing of Clothing and General 6% 5% -12% Merchandise Local Personal Services (Non-Medical) 4% 5% 18%

Local Logistical Services 3% 4% 19%

Local Motor Vehicle Products and Services 3% 3% 11% Sources: U.S. Cluster Mapping Project

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 99 Table 37: Local Clusters by Wages

Top 10 Local Clusters by Wages

Cluster 2010 2016 % Change

Local Utilities $71,113 $68,658 -3% Local Real Estate, Construction, and $51,196 $61,710 21% Development Local Financial Services $42,089 $49,098 17%

Local Industrial Products and Services $45,167 $46,067 2%

Local Health Services $36,813 $39,191 6%

Local Commercial Services $37,048 $37,820 2%

Local Motor Vehicle Products and Services $34,928 $36,739 5%

Local Logistical Services $34,875 $36,117 4%

Local Education and Training $30,970 $33,545 8%

Local Household Goods and Services $29,985 $28,267 -6% Sources: U.S. Cluster Mapping Project

100 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Table 38: Top 10 Industries by Employment - Regional Profiles

North Shore East Shore West Shore South Shore Mid-Island Industry 2010 2018 2010 2018 2010 2018 2010 2018 2010 2018

All Industry 43,850 42,592 29,195 29,028 16,143 17,584 57,085 58,219 61,613 63,870

Agriculture 0 53 9 0 0 0 38 49 33 34

Construction 3,137 3,120 2,419 2,540 1,101 1,053 4,047 5,024 4,371 4,162

Manufacturing 1,420 884 772 624 414 455 1,690 1,511 2,098 1,861

Wholesale Trade 918 832 544 441 215 246 1,469 1,117 1,358 943

Retail Trade 4,233 4,530 2,813 2,571 1,761 2,155 5,471 5,378 5,698 6,405

Transportation and utilities 2,232 2,672 2,371 2,292 1,490 1,647 4,079 3,899 4,731 4,600

Information 1,212 977 648 712 258 208 1,661 1,435 1,637 1,723

Finance and real estate 3,739 3,000 3,855 3,236 1,644 1,391 8,286 5,783 7,874 6,340

Professional and management services 4,573 5,019 3,251 3,368 1,301 1,633 5,678 6,699 6,551 7,453

Educational, health, social services 13,714 13,065 6,884 8,136 4,719 5,256 14,512 17,915 16,310 19,249

Arts, entertainment, and recreation 3,324 3,614 1,991 2,418 1,211 1,398 3,089 3,170 3,158 4,286

Other services 2,240 2,004 1,046 1,085 849 706 2,363 2,071 2,939 2,743

Public administration 3,108 2,822 2,592 1,605 1,180 1,436 4,702 4,168 4,855 4,071 Source: ACS 2010; ACS 2018

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 101 Table 39: Top 10 Industries by Employment - Distressed Tracts

Distressed Tracts (North Shore) Distressed Tracts (West Shore) Distressed Tracts (East Shore) Distressed Tract (Mid Island) Industry 2010 2018 2010 2018 2010 2018 2010 2018

All Industry 25,284 24,086 5,991 5,900 2,726 2,572 844 787

Agriculture 0 34 0 0 0 0 0 0

Construction 2,115 1,794 384 352 144 151 24 35

Manufacturing 746 509 173 144 53 43 16 6

Wholesale Trade 404 381 61 48 26 33 34 0

Retail Trade 2,409 2,665 685 627 198 202 90 91

Transportation and utilities 1,396 1,584 474 506 110 154 72 110

Information 569 546 80 53 53 71 21 25

Finance and real estate 1,766 1,523 526 356 309 340 110 69

Professional and management services 2,671 2,683 399 539 337 394 98 40

Educational, health, social services 8,048 7,311 1,925 1,963 821 735 199 333

Arts, entertainment, and recreation 2,028 2,295 463 615 198 163 87 34

Other services 1,456 1,232 359 228 112 111 44 14

Public administration 1,676 1,529 462 469 365 175 49 30 Source: ACS 2010; ACS 2018

102 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Table 40: Top 10 Industries by Employment - % Change

Distressed Tracts Distressed Tracts Distressed Tracts Distressed Tract Industry North Shore East Shore West Shore South Shore Mid Island (North Shore) (West Shore) (East Shore) (Mid Island)

All Industry -3% -1% 9% 2% 4% -5% -2% -6% -7%

Agriculture n/a -100% n/a 29% 3% n/a n/a n/a n/a

Construction -1% 5% -4% 24% -5% -15% -8% 5% 46%

Manufacturing -38% -19% 10% -11% -11% -32% -17% -19% -63%

Wholesale trade -9% -19% 14% -24% -31% -6% -21% 27% -100%

Retail trade 7% -9% 22% -2% 12% 11% -8% 2% 1%

Transportation and Utilities 20% -3% 11% -4% -3% 13% 7% 40% 53%

Information -19% 10% -19% -14% 5% -4% -34% 34% 19%

Finance and real estate -20% -16% -15% -30% -19% -14% -32% 10% -37%

Professional and management services 10% 4% 26% 18% 14% 0% 35% 17% -59%

Educational, health, social services -5% 18% 11% 23% 18% -9% 2% -10% 67%

Arts, entertainment, and recreation 9% 21% 15% 3% 36% 13% 33% -18% -61%

Other services -11% 4% -17% -12% -7% -15% -36% -1% -68%

Public administration -9% -38% 22% -11% -16% -9% 2% -52% -39% Source: ACS 2010; ACS 2018

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 103 Appendix C: CEDS Timeline & Stakeholder Project Timeline Engagement OCTOBER 2019 The Staten Island Economic Development Corporation convened the CEDS Established CEDS Strategy Committee Strategy Committee (the Committee) in October 2019, having contracted CEDS Kickoff meeting with Committee development to a regional firm that same month. Data collection occurred over Existing data and plan assessment research from all available community, a 10-week period, and findings presented to the Committee in November 2019. county, city, and state strategies, including the Local Needs Assessment The SWOT analysis and the Strategic Direction / Action Plan development Demographic and sectoral research and analysis from the ACS, OnTheMap, NY occurred over the next 10 weeks: the SWOT was presented to the Committee Department of Labor, ESRI Business Analyst in January 2020, and the draft Strategic Direction / Action Plan was presented to the Committee in March 2020. The final plan was completed in April 2020. NOVEMBER - DECEMBER 2019 The Committee had scheduled a public outreach/comment effort for SIEDC Analysis of workforce programs and access to jobs for low income residents stakeholders in March 2020 but this was postponed due to the COVID-19 Examination of regional labor and industry profiles national emergency. Analysis of existing resiliency policies and regulations; storm resiliency along shorelines and internal waterways; planning, response, and recovery activities Additional stakeholder involvement had been completed through the LNA, and Working Group Meeting #1 - presentation of findings of existing conditions, and the findings of which were incorporated into the CEDS. This in-depth approach resiliency research to the Committee was reinforced by meetings with the CEDS Strategy Committee, made up of local businesses, community leaders, and SIEDC staff. JANUARY - MARCH 2020 Working Group #2 - SWOT Analysis activity and vision statement activity The Committee functioned as a sounding board for refining project principles Development of Action Plan and Strategic Direction and evaluation methods, proposing additional planning and project Development of evaluation framework recommendations, informing the vision, goals, and SWOT analysis. The Analysis of performance indicators / metrics Committee meetings informed the CEDS analysis and helped to develop and Working Group #3 - Goals and Objectives / Evaluation Metrics workshopping refine strategies based as well as prepared a vision for a more resilient Staten Surveying and prioritization of goals by Committee Island and selecting priority projects to realize that goal. Public Information Meeting / Outreach RESCHEDULED DUE TO COVID-19)

Three working group sessions were held with the Committee. The first built upon APRIL 2020 the demographic findings to build out the SWOT analysis in a brainstorming Drafting of findings session. The second focused on constructing the Strategic Direction / Action Revisions and final submission to the Committee Plan as well as developing a list of priority projects. A third working group SIEDC Business Conference presentation (RESCHEDULED DUE TO COVID-19) focusing on goals, objectives and evaluation metrics was held over mobile interaction due to the COVID-19 emergency.

104 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Appendix D: Local Needs Assessment Consolidation

In 2019, SIEDC completed a Local Needs Assessment. The LNA was part of a be attributed to different statistical sets available from the U.S. Census and master planning process to address planning, infrastructure, investment, and American Community Survey. Based on availability of data, the CEDS looks zoning issues in the borough. The study surveyed local businesses, residents, changes from 2010 to 2018 while the LNA looks at changes from 2000 to 2016. community stakeholders and relevant agencies to uncover opportunities, Moreover, The Staten Island 2020 CEDS Strategic Direction and Action Plan demographic information, and regional trends. The CEDS is intended to connects key elements of the LNA. be consistent with the findings of the LNA. Differences in data points may

LNA Theme LNA Goal / Recommendation CEDS Consistency Transit Oriented Create transit-oriented developments (TOD) at both ends of the commute Objectives 1.1, 1.2, 1.3 Development Intensify housing densities close to existing SIR stations Objectives 1.1, 1.2 Waterfront Activation Create a waterfront that is accessible and that balances a range of uses (e.g. maritime, resi- Objective 4.1 den-tial, recreational) Connect Staten Island’s existing urban fabric to the waterfront Objective 4.1 Adaptive Re-Use Repurpose Staten Island’s historic building stock for a range of new uses Objectives 1.1, 1.2, 1.3 Encourage the re-use of underutilized sites and historic buildings Objectives 1.1, 1.3 Healthy & Affordable Ensure a range of healthy and affordable housing is available to all Staten Island residents Objective 1.2 Housing Ensure that housing development is located close to public transit where possible Objectives 1.1, 1.3 Economic & Businsess Attract a range of businesses and high-quality jobs to Staten Island Objectives 2.1, 2.2, 2.3 Development Retain Staten Island talent and attract talent to Staten Island Objective 2.1 Transportation Improve mobility, accessibility, connectivity and serviceability Objective 3.1 Deliver clean, safe, accessible, reliable public transit Objective 3.2 Identify and eliminate existing traffic pain points Objective 3.1 Increase sustainable mode share through im-proved intermodal connection. Objective 3.1 Infrastructure Improve the ability of critical infrastructure sys-tems to accommodate current demand. Objective 4.2 Increase efficacy and resiliency of critical infra-structure systems through targeted capital Objective 4.2 im-provements Prioritize implementation of sustainable and resil-ient infrastructure design best practices to Objective 4.2 im-prove system reliability and level of service while reducing environmental impacts.

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 105 Appendix E: Potential Funding Sources

Neighborhood Clusters | Develop key urban areas into vibrant downtowns Workforce & Industry Development | Create and implement workforce devel- through locally driven economic development initiatives and programming opment systems targeting key industry clusters to improve regional economic competitiveness Federal • USEDA Technical Assistance Federal • HUD Grants • SBA 504 Loan Program • HUD Section 8 Program: Moderate Rehabilitation • SBA 7(a) Loan Program • HUD Section 202 Program: Supportive Housing for the Elderly • USEDA Technical Assistance • HUD Section 811 Program: Supportive Housing for Persons with Disabili- • USEDA Regional Innovation Program ties • Social Services Block Grant (SSBG) • HUD Community Development Block Grant Disaster Relief (CDBG-DR) • Social Services Block Grant (SSBG) State • SBA Home and Personal Property Loan • New York State Consolidated Funding Application (CFA) • NYPA Economic Development Program State • NYSERDA Industrial Program • Senior Housing Program • Fair Housing Assistance Program Local • NYS Downtown Revitalization Program • Build NYC • Industrial Development Loan Fund Local • NYC Industrial Development Agency Industrial Program • R10 Program • NYC SBS Workforce 1 • Lead Hazard Control Grants • NYC SBS Industrial Business Service Providers • Healthy Homes: Demonstration Grant; Technical Studies Grant • IBZ Relocation Tax Credit • Public-Private Partnerships • Relocation and Employment Assistance Program (REAP)

106 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 Transportation & Mobility | Improving commutes, roadway networks, and tran- Resiliency & Infrastructure | Strengthen resiliency initiatives by adopting best sit options for workers and residents practices in design and sustainability to protect critical infrastructure

Federal Federal • USEDA Technical Assistance • FEMA Flood Mitigation Assistance Grant Program • US Department of Transportation Grants • FEMA Individual Assistance • Federal Transit Administration Grants • FEMA Public Assistance • USEDA Public Works and Technical Assistance State • USEDA Disaster Funding • NYS Department of Transportation Grants • HUD Community Development Block Grant Disaster Relief (CDBG-DR) • State Dedicated Fund (SDF) • Social Services Block Grant (SSBG) • State Operating Assistance (STOA) • SBA Home and Personal Property Loan • Modernization & Enhancement Program • NYS Department of Environmental Conservation Zero-Emission Vehicle State Infrastructure Grant • NYS Local Waterfront Revitalization Program • NYS Climate Smart Communities Program (CSC) • NYS Brownfield Opportunity Area Program (BOA) Local • Industrial Economic Development Program • Build NYC • Municipal Alternative Vehicle Program (MAVP) • Streetscape improvements • Clean Energy Fund (CEF) • Public Private Partnerships • Regional Greenhouse Gas Initiative (RGGI) • Green Jobs – Green New York Financing (GJGNY) • Renewable Portfolio Standard / Conduit Financing

Local • Community Parks Initiative (CPI): CPI Capital Projects • City Parks Foundation: Capacity Fund Grant • Water Conservation and Reuse Grants • NYC Energy Cost Savings Program • NYC Business Incentive Rate (BIR)

STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020 | 107 108 | STATEN ISLAND COMPREHENSIVE ECONOMIC DEVELOPMENT STUDY 2020