BigApps 2015

NYC BigApps

The NYC BigApps competition awarded over $200,000 to innovative civic tech startups and piloted new models for collaboration between tech and the public sector.

In 2014, the New York City Economic Development Corporation selected HR&A as program administrator of NYC BigApps, a trendsetting civic tech competition that has helped launched more than 500 apps and devices. HR&A has led all aspects of program design and management for BigApps 2014 and 2015, developing two interactive web platforms; producing more than 25 events; securing more than $500,000 in cash and in-kind sponsorships; managing partnerships with more than 100 organizations; and overseeing the selection processes that awarded $230,000 to 16 high-impact tech products.

HR&A led a major redesign of BigApps in 2014, the competition’s fifth year. To facilitate more targeted submissions, HR&A partnered with New York City agencies and nonprofit organizations to craft more than 30 “BigIdea Challenges” that awarded extra prizes for specific solutions. To engage the public, HR&A produced 11 events, including the BigApps Block Party, a day-long tech showcase that attracted more than 1,000 attendees. The competition received 117 submissions, the most of any competition year. Among the 2014 winners was Heat Seek NYC, which uses low-cost sensor technology to track heating violations in apartment buildings. Since winning $25,000 in prizes, Heat Seek has been accepted into two prominent incubator programs, introduced an improved sensor and software platform, and launched a winter 2015 pilot program that deployed 120 sensors across 40 low-income buildings throughout New York City.

 

For BigApps 2015, HR&A again recruited more than 30 City agencies, civic organizations, and private sector firms, but this time focused on four high-impact Challenges: Affordable Housing, Zero Waste, Connected Cities, and Civic Engagement. These Challenges were designed to support Mayor de Blasio’s OneNYC: The Plan for a Strong and Just City. Over a four-month period, partners co-created products with teams and committed to supporting the implementation of winning products. In December, BigApps awarded $125,000 to seven impactful civic tech products, including Benefit Kitchen, a mobile app that helps low-income New Yorkers access public benefits; JustFix.nyc, a web platform that empowers tenants to improve their living conditions; and Addicaid, a digital support network designed for individuals struggling with substance abuse. In addition to prizes, teams won four months of Incubation at Civic Hall, including access to meeting and work space, targeted workshops, access to professional networks, and expert guidance on business planning, marketing, funding strategies, and product development.

 

Read more about BigApps at NYC .gov, EDC.nyc, AM New York, and Crain’s NY Business.

100 Resilient Cities Logo

100 Resilient Cities Challenge

HR&A is supporting urban leaders in 100 cities across the United States as they develop comprehensive, actionable plans to become more resilient to social, economic, and physical risks and challenges.

HR&A supports the 100 Resilient Cities program, a global initiative pioneered by The Rockefeller Foundation, and Chief Resilience Officers across the United States as they develop comprehensive resilience strategies and implementation plans that respond to their cities’ unique set of risks and long-term vision and goals. Each strategy and implementation plan is designed to build the capacity of individuals, communities, institutions, businesses, and systems within a city to not only survive a major disruption event such as an earthquake or flood, but also to adapt and grow in the face of chronic stresses such as poverty or housing availability.

HR&A works with each Chief Resilience Officer and other senior officials to develop comprehensive resilience strategies.

At the forefront of Resilience Strategy Development, HR&A has supported the comprehensive strategic plans for Norfolk, New York City and New Orleans – the first to be delivered as a part of the 100RC program.  In Norfolk, HR&A worked with the Chief Resilience Officer (CRO) to design initiatives that will make the coastal city more prepared for climate change, create economic opportunity in new and growing sectors, and strengthen communities and neighborhoods while deconcentrating poverty. New York City’s strategy, developed with support from HR&A, envisions a more resilient city embracing balanced growth, a more inclusive economy, sustainability in the face of climate change, and more resilient infrastructure and services. In New Orleans, HR&A supported the CRO in prioritizing initiatives advancing coastal protection and restoration, creating equity through opportunity, and redesigning regional transit systems. Future strategies may include the development of high priority implementable projects and initiatives that strengthen infrastructure, generate economic opportunity, improve governance structures, and build social capital.

 

Through the Resilience Strategy Development process, HR&A supports cities and CROs to:

  • Identify and prioritize potential acute shocks and chronic stresses that their cities face;
  • Provide thought leadership by guiding use of best practices and delivering data-driven analyses;
  • Coordinate and facilitate stakeholder workshops; and
  • Design a Phase-1 Resilience Strategy

 

HR&A led agenda-setting workshops for six of the ten selected North American cities: Los Angeles, California; Norfolk, Virginia; Boston, Massachusetts; Boulder, Colorado; Tulsa, Oklahoma; St. Louis, Missouri; and El Paso, Texas. Prior to each workshop, HR&A analyzed the city context, including demographic, economic, social, and physical metrics, to define a city-specific strategic plan. Learn more about the program at 100resilientcities.org

New Jersey Performing Arts Center

HR&A has supported the New Jersey Performing Arts Center since its inception. We helped craft the rationale for its funding and have provided development advisory services as it considers abutting residential development to achieve its founding mission of stewarding economic revitalization in Downtown Newark.

The opening of the half-billion dollar New Jersey Performing Arts Center (NJPAC) symbolized downtown resurgence and a redefining moment for Newark. Since its opening over a decade ago, NJPAC has drawn over 6 million visitors, and is considered a pioneering project in downtown Newark that has been followed by major investments such as the Prudential Center (the New Jersey Devils’ arena), increased office occupancy, the redeveloped 1180 Raymond, and One Theater Square.

HR&A developed an economic and fiscal impact study, and a long-term financial plan for NJPAC.

HR&A’s study of NJPAC’s effectiveness in revitalizing the Newark economy was integral in securing federal, State, City, and private funds including grants, bond and tax increment financing, and special assessments. At the project’s inception, HR&A projected NJPAC’s development, visitation and spending impacts.

HR&A provided real estate advisory services to NJPAC on the development of the first mixed-use project on an adjacent site, One Theater Square.

The original plan allowed NJPAC to acquire abutting parcels for private development in order to provide a long term source of revenue to fund the arts. In partnership with the City of Newark and State of New Jersey, HR&A assisted NJPAC in crafting a financial structure, then identified a highly qualified development partner. We consulted on the use of a variety of incentive programs for this development (Low Income Housing Credits, New Markets Tax Credits, and others). Although plans for the proposed redevelopment initially suffered due to the economic downturn, the adjacent mixed-use development plans were unveiled in 2010. One Theater Square has been approved for $38 million over ten years in funding from the New Jersey Economic Development Authority’s Urban Transit Hub Tax Credit Program and will also receive significant contributions from the State of New Jersey.

PlaNYC & OneNYC

HR&A supported multi-agency, cross-disciplinary planning efforts for PlaNYC and led the creation of OneNYC, the City of New York’s  long-term plans.

The Bloomberg administration first developed PlaNYC in 2007 as the City’s bold plan for sustainable growth in New York City through 2030. HR&A provided policy advisory services for the creation of the initial plan and supported the development of an update in 2011. In 2015, HR&A worked closely with the Mayor’s Office to project manage the update to PlaNYC, incorporating Mayor de Blasio’s policy goals of equity and inclusion in OneNYC: The Plan for a Strong and Just City.

As project manager and lead advisor for OneNYC, HR&A worked with over 70 agencies and the Mayor’s Office to develop a plan focused around four visions for the City of New York: Growth, Equity, Sustainability, and Resiliency.

OneNYC will guide the city on a path of broad-based growth that includes all five boroughs and lifts up the city’s most vulnerable populations. HR&A worked with departments and agencies to set ambitious long-term targets and create major initiatives to support job creation, population growth, household income, housing affordability, and transit access to jobs for New Yorkers.

In addition to project management and agency coordination, HR&A implemented a community and stakeholder outreach initiative and prepared an in-depth policy analysis.

We worked with the Mayor’s Office to develop an outreach strategy to ensure that the voices of New Yorkers were incorporated into OneNYC. Through town hall meetings, elected official briefings, and a public survey, our team sought input from thousands of New Yorkers to understand how the City’s 30-year plan could better serve them. HR&A also prepared an analysis of the economic, demographic, and environmental trends influencing the city and its surrounding region today and in the future. This critical work led to the development of the Plan’s economic, transportation, and housing initiatives.

Mayor Bill de Blasio launched OneNYC on April 22, 2015.

The City subsequently proposed a 10-year capital strategy within its executive budget that included $22 billion in capital allocations to OneNYC initiatives. Prior to the launch, HR&A spearheaded an effort to create a database and map of $266 billion in planned future capital investment by the City and its regional and state partners. Our work on this will provide the City a valuable tool to inform and track future investment decisions.

 

HR&A also provided advisory services for the creation of the initial PlaNYC 2030, unveiled in 2007, and supported the development of an update in 2011, for which we provided policy support.

In 2007, HR&A served as project manager and lead advisor for the development of a long-range transportation plan under PlaNYC. We provided the foundation for the final policy initiatives, which created a comprehensive framework for future transportation planning in New York City. To cover the wide range of complex and interrelated issues related to transportation planning in the City, HR&A convened and led an interagency team with representation from the Mayor’s Office, the Department of Transportation, and the New York City Economic Development Corporation. The team evaluated the current state of local transportation systems, and drafted policy recommendations to improve and expand sustainable transportation infrastructure. In addition, HR&A identified strategies to spur brownfield redevelopment and in August 2010, then-Mayor Bloomberg launched the nation’s first municipal brownfield cleanup program.

 

In support of PlaNYC 2.0 in 2011, the first major update to PlaNYC, HR&A evaluated existing energy efficiency and clean distributed generation funding programs available to real estate owners and tenants in New York City. The firm examined existing energy program budgets and expenditures, and issued policy recommendations for improving the efficiency and effectiveness of the programs.

 

 

Single Sales Factor Tax Analysis

HR&A demonstrated the economic and fiscal benefits of the Single Sales Factor tax policy in New York City and State.

Single Sales Factor is a tax policy change that encourages companies to keep jobs and capital in New York City. HR&A worked on behalf of a consortium led by the Motion Picture Association of America—composed of Fortune 500 companies and including executives from The Walt Disney Company—to conduct an economic and fiscal impact analysis to demonstrate the benefits generated by establishing Single Sales Factor corporate taxation in New York City.

Based on HR&A’s findings, New York State signed into law legislation that contains single sales factor tax reform for New York City in 2009.

 

At the time of HR&A’s study in 2008, 20 states, including the State of New York had adopted Single Sales Factor apportionment. HR&A researched and reviewed academic analysis of jurisdictional tax policies across the 50 states, prepared an economic analysis of the proposed policy change for New York City, weighed evidence in support of and opposed to modifying corporate income taxes, and presented a policy proposal to senior New York City policymakers.

Take the H.E.L.M Competition

HR&A designed a high-profile business competition, which attracted 25 new companies to Lower Manhattan’s growing innovation district.

Lower Manhattan has long been the world’s financial capital. But, as the financial sector evolves, creative and tech companies are playing an increasingly vital role in the diversification of city’s economy, bringing new energy to a neighborhood still rebuilding from 9/11 and Hurricane Sandy. In 2012 and 2013, HR&A partnered with the New York City Economic Development Corporation (NYCEDC) to accelerate Lower Manhattan’s transformation by designing and administering Take the H.E.L.M. – Hire + Expand in Lower Manhattan, a competition that awards prizes to catalytic new office tenants in the neighborhood, including startups and companies seeking their first office in New York.

Working with NYCEDC, HR&A designed and administered Take the H.E.L.M. HR&A’s responsibilities included:

 

Design of competition guidelines and evaluation criteria to ensure that companies receiving prizes brought net new jobs to Lower Manhattan in innovative tech and creative industries.

Management and delivery of a website that served as a resource to prospective Lower Manhattan tenants media, and portal for competition entries.

Marketing to prospective applicants using traditional media, social media, and through direct marketing at tech meet-ups, conferences, and other events. The Take the H.E.L.M. website received over 20,000 unique visitors from companies based around the world, attracted nearly 1,400 registrants, and led to several high-profile media articles.

Design and management of a rigorous selection process that included a high-profile panel of judges – led by former Chair of the Securities and Exchange Commission Arthur Levitt – with deep experience in venture capital, economic development, and finance.

 

Over two competition rounds, Take the H.E.L.M. received over 600 applications and awarded $2.25 million in prizes. The competition generated significant promotion for the City and neighborhood, including coverage in the Wall Street Journal, Crain’s New York Business, and Fox Business News.

 

Take the H.E.L.M. is widely credited with opening the door for tenants that otherwise would not have considered locating in Lower Manhattan. As 2015, 25 H.E.L.M. applicants have signed leases in Lower Manhattan, including Paperless Post, STELLAService, Booker, the Flatiron School, Grapeshot, WeWork, and Rock Shrimp Productions. These new businesses occupy nearly 500,000 square feet of net new office space and support over 1,500 full-time-equivalent jobs.

Griffiss Air Force Base Realignment

HR&A led the Base Realignment and Closure process for the Griffiss Air Force Base, which was successfully redeveloped into a Business and Technology Park.

HR&A worked with Oneida County and a variety of local stakeholders in Upstate New York on the re-use of Griffiss Air Force Base, a 3,500-acre military facility slated for realignment by the Base Closure and Realignment Commission (BRAC). The Base served as a major regional economic driver, and its redevelopment was vital to maintaining economic stability in the County. Through 2010, the re-use of the base as a Griffiss Business and Technology Park has attracted approximately 75 businesses and 5,500 jobs in technology, manufacturing, aviation, office, education and recreation.

Griffiss Business and Technology Business Park has since exceeded all development targets established in the HR&A-developed plan.

HR&A led a project team to:

 

Analyze real estate, aviation, and land use issues;

Prepare a financial feasibility analysis for a range of proposed industrial, commercial, and recreational uses;

Create a capital investment program and implementation plan;

Prepare the Economic Development Conveyance application for this facility (including a projection of the new jobs and economic activity that redevelopment would create); and

Assist in the land transfer.

HR&A also led the successful effort to save the co-located Rome Air Lab from closure.

In 1993, the Rome Air Laboratory, one of the eight research and development labs run by the US Air Force and located on the Griffiss Base, was facing closure. HR&A served as the community’s consultant in the successful effort to save the Lab, a military “super laboratory”. We guided a team of lobbyists, science and technology experts, econometric modelers and marketing professionals to justify preserving Rome Lab to the Air Force and the Department of Defense, as well as to Congressional and White House officials. Due to HR&A’s work, the Lab was spared closure. HR&A also coordinated a similarly successful effort for the 2005 BRAC review round, which resulted in continued civilian and military employment at Rome Lab.

Green Lease Forum

HR&A brought together a diverse array of New York City industry leaders to develop strategies that resulted in creation of the nation’s first true green commercial lease.

The cost and benefits of energy efficiency investments in commercial office buildings are distributed unequally between owners and tenants. Landlords responsible for making capital investments in base building systems are unable to pass costs along to tenants, and tenants disproportionately enjoy the benefits of such investments. A similar split incentive may occur in tenanted spaces where landlords select equipment but tenants are responsible for operating costs, and/or where metering arrangements do not permit tenants to monitor their own usage. This misalignment of incentives hampers efforts to encourage green policies in commercial buildings.

HR&A addressed the split incentives between commercial building owners and tenants by guiding the creation of a forum to examine the opportunity for green leases.

With principal funding from the New York State Energy Research and Development Authority (NYSERDA) and program design and implementation led by HR&A, in 2008 the Natural Resources Defense Council (NRDC) convened a group of 50 individuals representing New York City’s leading real estate owners, major tenants, environmental advocacy groups, and commercial leasing and building systems professionals. NRDC asked HR&A to staff the group and lead its deliberations.

 

This diverse group of industry experts had never engaged in structured dialogue about an issue of mutual concern before; indeed, many had never met each other before. Over the course of three sessions, HR&A facilitated conversations which led the participants to agree to broadly acceptable basic principles and guidance for lease negotiations that are designed to reward efficiency investments – a landmark achievement. The participating real estate professionals established consensus on three common-sense leasing principles to advance energy efficiency in commercial buildings:

 

  • Landlords should operate buildings and tenants should operate their premises as efficiently as is feasible;
  • For any given installation, responsibility for capital costs and the benefits of savings should reside with the same entity; and
  • To the extent feasible, both consumption and demand for resources throughout buildings should be measurable and transparent to both landlords and tenants.

HR&A’s work ultimately led to the creation of the nation’s first true “green lease,” which more appropriately shares the costs as well as the benefits of energy efficiency improvements among owners and tenants.

The findings and principles agreed upon during the Green Lease Forum led to the creation of the foundation document used by the New York City Mayor’s Office of Long Term Planning and Sustainability Green Lease Task Force, which was convened in 2010. Utilizing the principles developed by HR&A, the Mayor’s Office drafted and promulgated model green lease language which resulted in the first true green lease being signed in early 2011 between Silverstein Properties and the law firm Wilmer Hale at 7 World Trade Center. This pioneering green lease language is now a requirement for all new commercial office lease negotiations for City-occupied space in New York City.

Energy Efficiency in Commercial Real Estate

For over a decade, HR&A worked closely with the New York State Energy Research and Development Authority to design and manage some of the State’s most effective energy efficiency programs.

Reducing energy consumption in commercial buildings is vital to achieving New York State’s energy efficiency goals. In 1999, the nearly 600-million square feet of commercial office space in the State was responsible for 25 percent of its energy use and emissions. The Governor and former Mayor Bloomberg set goals of 15% electric efficiency savings by 2015, and 30% reduction in carbon emissions by 2030, respectively. Therefore, reducing energy consumption in commercial buildings is vital to achieving these goals.

From 2007-2012, HR&A worked closely with the New York State Energy Research and Development Authority (NYSERDA) to design and manage a marketing, outreach and technical assistance program, Commercial Real Estate Outreach (CREO), that led owners and managers through the diagnostic and financial planning work needed to identify a scope of improvements that would maximize both energy savings and return on investment.  As part of the program, HR&A developed a New York State-specific building benchmarking tool; a one-day walk-through energy audit; a lease analysis tool that evaluates how the costs and savings of potential measures will accrue to owners and tenants; and an action plan that summarizes the analyses, prioritizes recommended improvements, estimates costs and returns, and identifies applicable NYSERDA incentives. HR&A also assisted owners and managers with green leasing and marketing strategies and outreach to tenants. CREO proved to be one of the most effective energy efficiency programs advanced by the State.

 

In order to effectively identify outreach targets, HR&A produced and, following the Great Recession, updated a Market Analysis and Outreach Strategy for the state’s commercial office sector. The report evaluated the sector’s leading landlords, management companies, and their portfolios. The report explored four fundamental motivations for investing in energy efficiency: increased rents and/or decreased vacancy, decreased operating costs, enhanced green image, and compliance with impending governmental mandates. The report proposed a set of target landlords and tenants and suggested a marketing message for each.

 

We attribute our success to the fact that we provided dedicated Account Management for the 24 portfolios with whom we worked most intensively to facilitate uptake into NYSERDA’s core incentive programs. CREO was responsible for 227 NYSERDA program applications. In total, over 103 million square feet has been impacted by HR&A’s work, with $10 million in incentives disbursed and 13 million kWh saved.

Economic Impacts of Airbnb

On behalf of Airbnb, an online service for short-term vacation rentals, HR&A conducted an economic impact assessment of Airbnb rental activities in San Francisco and New York City.

Airbnb is a leader in the “sharing economy,” a new trend in the sharing of resources facilitated by network technologies and social tools, and HR&A’s reports are among the most in-depth studies to date of the impacts of this economic trend.

The studies reveal multiple ways in which the new economic activities associated with Airbnb — which has grown exponentially since 2008 to serve 9 million guests in cities around the world — have significant impacts on a city and its neighborhoods, businesses, and residents:

  • Airbnb benefits its many hosts, who use Airbnb to supplement their income;
  • Airbnb impacts neighborhoods that are off the main hotel beat, distributing visitor spending across many neighborhoods and businesses throughout the city;
  • Airbnb benefits the city as a whole. In San Francisco, it generated $56 million in direct and indirect spending in one year and supported 380 full-time equivalent jobs. In New York, it generated $632 million in economic activity in New York and supported 4,580 jobs throughout all five boroughs.;
  • Much of this economic activity is new. Even as hotel occupancy has climbed, the number of Airbnb reservations has grown dramatically, indicating that many Airbnb users are a different visitor segment than hotel guests. Airbnb brings new economic spending to cities from visitors who are price-sensitive and seek a “live like a local” experience they may not otherwise find in conventional accommodation; and
  • Airbnb also enables cities to become more competitive by attracting skilled workers and incentivizing relocation with innovative short-term stay opportunities.

HR&A’s studies have been covered by WNYC, The Wall Street Journal, Business Insider, Real Estate Weekly, Media Post, New York Business Journal, Digital Journal, Tech Hive, Curbed,Morningstar, Forbes, TechCrunch, Marketwire, and The Huffington Post, among other news sources. It also attracted substantial attention from policy experts, and elected officials. The official press release for the New York Study is available online.

Image Courtesy of: Airbnb