Implementing strategies for equitable outcomes of capital investment

Capital planning and investment is one of several key strategies in the toolkit for combatting pervasive social issues such as inequitable healthcare access, housing segregation, and unequal access to education and socioeconomic mobility. While there is no single cure-all for these challenges, the goal of more equitable outcomes from capital investment begins in the planning stages, whether it be a large infrastructure project, or a more targeted initiative.

One way the city is working to increase equity is through increased consistency in capital needs assessments across all boroughs and neighborhoods. For instance, city agencies are developing increasingly comprehensive and data-driven methods for assessing the condition and required maintenance for capital assets. This information is used to prioritize state of good repair and modernization projects across the city to ensure a similar approach is taken to identify needs in all neighborhoods. The city is also working to ensure existing and new city assets are compliant with the Americans with Disabilities Act. These efforts are designed to allow all New Yorkers to access and benefit from investment. The city needs the participation of New Yorkers to ensure that capital investments are equitable and serve community needs.

Similarly, the city has invested in data tools and technology to contribute to citywide assessments of need, such as the Equitable Development Data Explorer (EDDE). This application — a joint product of the DCP and the Department of Housing Preservation and Development (HPD) — is an interactive resource for better understanding how trends in affordability, housing production, quality of life and access to opportunity indicators, and other factors are reflected in data. This same data is also used to generate the EDDE’s Displacement Risk Map, which displays vulnerability to displacement geographically, at the neighborhood scale. Tools like the EDDE are invaluable for understanding the capital needs citywide, and subsequent planning approaches to confront those challenges.

Leveraging hiring, procurement, and contracts to further equity

Promoting the city’s equity agenda is not just a part of planning and capital investment,it must also carry through into implementation, influencing practices in hiring, contracting, and procurement. One primary goal for promoting this through city investment is by expanding the participation of Minority-and-Women-Owned Business Enterprises (M/WBEs) in the industry. M/WBE participation gives small businesses access to government contracts and ensures that a diversity of actors benefit from investment. In 2019, DDC’s Office of Diversity and Industry Relations (ODIR) created the Business Development Unit, which has since engaged thousands of M/WBE firms, done outreach for contract opportunities, and provided support to connect M/WBEs to resources. SBS also offers a free Certification Program for M/WBEs to help increase visibility for these businesses to both city agencies and private enterprises who may be searching for contracted work. Through certification, M/WBEs can also access a range of other SBS business and workforce programs and initiatives to support the growth and sustainability of their work.

Key programs are being launched to ensure the city’s design-build program is focused on maximizing M/WBE participation. In November 2021, DDC launched its Mentoring Program to provide emerging M/WBE firms the opportunity to acquire the knowledge and expertise they need to successfully compete for city contracts. Additionally, DDC works to increase entry-level job opportunities in the construction industry for women and minorities from underrepresented communities, and to address barriers into city work by M/WBEs.

Coordinating integrated capital investments for neighborhoods

City agencies regularly undertake interagency, neighborhood-based planning to support growth, drive equity and economic development, facilitate accessibility, protect health and safety, and make other quality of life improvements. Through this coordination, agencies can improve capital project prioritization and sequencing and implement a more collaborative approach to community engagement.

An important component of integrating capital investments for neighborhoods is to improve the connectivity between data collected and managed by various coordinating agencies, especially when that data is related to asset condition, neighborhood needs, and other inputs that may inform investment priorities. Following the capital planning charter revision passed in 2024, the city is expanding the breadth of its Citywide Statement of Needs to better connect existing capital datasets, as well as other components of the capital budgeting process, including the Ten-Year Capital Strategy and Community District Needs processes. By more formally linking the various components of the city’s capital work, neighborhood projects involving interagency coordination will be better equipped with the tools and knowledge required to develop the integrated planning approaches that help the city achieve capital goals. Fostering better capital data sharing and communication amongst agencies will help the city better understand the needs of neighborhoods and how to leverage projects and city facilities to serve them.

Strengthening community outreach, and incorporating community feedback

New York City’s capital agencies rely on community input to understand city residents’ needs, help guide and improve the city’s planning and assess the impact of capital investments. A variety of strategies are used to continually augment public input and ensure inclusivity.

The city works together with New Yorkers at the inception of project planning to help shape the direction of capital initiatives. The Office of Engagement, which helps coordinate community engagement efforts across agencies, systematically learns from communities to inform policy and programs, builds the capacity of all city agency outreach and engagement teams, and advances community-driven solutions. Furthermore, agencies are expanding the ability to gather community input well before projects are identified, to help transform the community’s vision and priorities into completed projects. For example, the New York City Housing Authority’s (NYCHA) Connected Communities program fosters participatory design and urban design connectivity across the city through public-private partnerships, aiming to create a more resilient public realm.

The annual Community District Needs process is also a valuable venue for gathering community input through the city’s 59 Community Boards. This charter-mandated process requires community boards to submit an annual statement of district needs — a collection of narratives outlining the district’s major priorities and challenges, and a list of their budget priorities. These requests, along with agency responses, are published by the Mayor’s Office of Management and Budget (OMB) along with the city’s Preliminary Budget. These district needs statements serve as a direct source of community perspective on important issues, which agencies then use to inform and plan their work.