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NYC Jobs Blueprint Report


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If you are a business owner or considering establishing a business in the city, you should read this report.

If you are a business owner or considering establishing a business in the city, you should read this report.

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  • 1. PARTNERSHIPfor New York CityNYC Jobs Blueprint
  • 2. Lee S. Ainslie, IIIManaging Partner, Maverick CapitalAjay S. BangaPresident & CEO, MasterCard WorldwideDavid Barger, President & CEO,JetBlue Airways CorporationCandace K. BeineckeChair, Hughes Hubbard & Reed LLPFrank A. Bennack, Jr.Executive Vice Chairman & CEO,Hearst CorporationStephen Berger, Chairman,Odyssey Investment Partners, LLCWilliam H. BerkmanManaging Partner, Associated Partners, LPMark T. BertoliniChairman, CEO & President, Aetna Inc.Jeffrey L. BewkesChairman & CEO, Time Warner Inc.Leon BlackFounding Partner, Apollo Management, L.P.Michael W. BlairPresiding Partner, Debevoise & Plimpton LLPLloyd C. BlankfeinChairman & CEO, Goldman Sachs & Co.Jeff T. Blau, Chief Executive Officer,The Related Companies, L.P.Kathy Bloomgarden Chief Executive Officer, Ruder Finn, Inc.Glenn A. BrittChairman & CEO, Time Warner Cable Inc.Tory BurchChief Executive Officer, Tory Burch LLCKevin BurkeChairman, President & CEO, Con EdisonKenneth I. ChenaultChairman & CEO,American Express CompanyH. Rodgin CohenSenior Chairman, Sullivan & Cromwell LLPStephen J. Dannhauser, Former Chairman,Weil, Gotshal & Manges LLPPhilippe P. DaumanPresident & CEO, Viacom Inc.Anthony J. De Nicola, Co-President,Welsh, Carson, Anderson & StoweJames DimonChairman & CEO, JPMorgan Chase & Co.Irene M. DornerPresident & CEO, HSBC Bank USAJoseph J. Echevarria, Jr.Chief Executive Officer, Deloitte LLPRoger W. FergusonPresident & CEO, TIAA-CREFLaurence D. FinkChairman & CEO, BlackRock, Inc.Alan H. FishmanChairman, Ladder Capital Finance LLCJay S. FishmanChairman & CEO,The Travelers Companies, Inc.Mark T. GalloglyManaging Principal, Centerbridge PartnersJames P. GormanChairman & CEO, Morgan StanleyBarry M. GosinChief Executive Officer,Newmark Grubb Knight FrankJonathan N. GrayerPresident & CEO, Weld North LLCRobert GreifeldChief Executive Officer,The NASDAQ OMX Group, Inc.Gerald L. HassellChairman & CEO, BNY MellonGlenn H. Hutchins, Co-CEO, Silver LakeKenneth M. JacobsChairman & CEO, Lazard LtdJill KaplanPublisher, Crain’s New York BusinessGeorge S. KaufmanChairman, Kaufman OrganizationCharles R. KayeCo-President, Warburg Pincus LLCKlaus Kleinfeld, Chairman & CEO, Alcoa Inc.Henry R. Kravis, Co-Chairman & Co-CEO,Kohlberg Kravis Roberts & Co.William P. Lauder, Executive Chairman,The Estée Lauder Companies, Inc.Rochelle B. LazarusChairman Emeritus,Ogilvy & Mather WorldwideRichard S. LeFrakChairman & CEO, The LeFrak OrganizationMartin Lipton, Senior Partner,Wachtell, Lipton, Rosen & KatzTerry J. LundgrenChairman, President & CEO, Macy’s, Inc.Howard W. LutnickChairman & CEO, Cantor Fitzgerald L.P.Bridget A. Macaskill Chief Executive Officer, First EagleInvestment Management, LLCVikram MalhotraChairman of the Americas,McKinsey & Company, Inc.Joel S. MarcusChairman, CEO & Founder,Alexandria Real Estate Equities, Inc.Theodore MathasChairman, President & CEO,New York Life Insurance CompanySherilyn McCoyChief Executive Officer, Avon Products, Inc.Bill McDermottCo-Chief Executive Officer, SAP AGHarold McGraw, IIIChairman, President & CEO,The McGraw-Hill CompaniesEric M. MindichChairman & CEO, Eton Park CapitalManagement, L.P.Edward J. MinskoffPresident, Edward J. Minskoff Equities, Inc.Thomas MontagCo-Chief Operating Officer,Bank of America CorporationDeanna M. MulliganPresident & CEO, Guardian Life InsuranceCompany of AmericaK. Rupert MurdochChairman & CEO, News CorporationDuncan L. NiederauerChief Executive Officer, NYSE EuronextRichard D. ParsonsSenior Advisor, Providence Equity PartnersJohn Paulson, President, Paulson & Co., Inc.Charles E. Phillips, Jr.Chief Executive Officer, InforPeter J. Powers, Chairman & CEO,Powers Global Strategies, LLCIan C. ReadChairman of the Board &Chief Executive Officer, Pfizer Inc.James D. Robinson, IIICo-Founder & General Partner, RRE VenturesJulio E. Rojas, Chief Executive Officer,Americas, Standard Chartered BankWilbur L. Ross, Jr.Chairman & CEO, WL Ross & Co. LLCMichael I. RothChairman & CEO, Interpublic GroupSteven Roth, Chairman, Vornado Realty TrustHoward J. RubensteinPresident, Rubenstein Associates, Inc.Mitchell E. RudinPresident & CEO, U.S. CommercialOperations, Brookfield Office Properties Inc.William C. Rudin, CEO & Vice Chairman,Rudin Management Company, Inc.Pete RueggerPartner, Simpson Thacher & Bartlett LLPKevin P. Ryan, Chairman, Gilt GroupeLinda S. Sanford, Senior Vice President,Enterprise Transformation, IBM CorporationStephen A. SchwarzmanChairman, CEO & Co-Founder,The Blackstone GroupJerry I. SpeyerChairman & Co-CEO, Tishman SpeyerMark A. Standish, President & Co-CEO,RBC Capital Markets, LLCFrederick O. TerrellVice Chairman, Investment Banking,Credit SuisseMary Ann TigheChief Executive Officer,NY Tri-State Region, CBRE, Inc.James S. TischPresident & CEO, Loews CorporationJohn B. VeihmeyerChairman & CEO, KPMG LLPGeorge H. WalkerChairman & CEO,Neuberger Berman Group LLCChristopher J. Williams, Chairman & CEO,The Williams Capital Group, L.P.Robert WolfChief Executive Officer, 32 Advisors, LLCDeborah C. WrightChairman & CEO, Carver Bancorp Inc.Kathryn S. WyldePresident & CEO,Partnership for New York CityTim Zagat, CEO & Co-Chair, Zagat Survey LLCStrauss ZelnickChief Executive Officer,ZelnickMedia CorporationMortimer B. ZuckermanChairman & CEO, Boston PropertiesEx-OfficioWilliam C. Dudley, President & CEO,Federal Reserve Bank of New YorkDavid W. HeleniakSenior Advisor, Morgan StanleyStephen R. Howe, Jr.America’s Area Managing Partner,Ernst & Young LLPFounding chairmanDavid RockefellerPartnership for New York City — Board of Directors
  • 3. 2 Introduction 4 Executive Summary 10 Section 1 — New York City 2002–2012:Steady Growth in an Era of Turbulence 16 Section 2 — The Bloomberg Principles:Long-Term Vision and Data-Driven Management 24 Section 3 — The Decade Ahead:Vulnerabilities and Challenges 38 Section 4 — The Blueprint 58 Conclusion 61 Endnotes 68 Acknowledgements Contents
  • 4. NYC Jobs Blueprint Partnership for New York City2Introduction
  • 5. Partnership for New York City NYC Jobs Blueprint 3New York is the world’s premiere city of opportunity. It is the economic powerhouse thatsustains America’s position of leadership in the global economy and provides a universalgateway to the upward mobility that is uniquely possible in this country.Mike Bloomberg, New York’s first “businessman mayor” in more than a century, was unique-ly qualified to preside over the city’s successful transition to the New Millennium economy.No mayor of New York governs without any detractors. But Mike Bloomberg’s supportersand critics generally agree that his financial and political independence enabled his admin-istration to attract exceptional talent to city government, make decisions on the basis ofdata-driven analysis, and to undertake long-term, often visionary, planning and investment.At the end of this year, Bloomberg will leave the city far more energized and entrepreneurialthan he found it in 2001.This NYC Jobs Blueprint intends to lay the groundwork for the actions and partnerships thatlocal government, organized labor, the private sector and civic groups will need to under-take in order to maintain New York’s status as the pre-eminent city of opportunity over thenext decade. It focuses on the five pillars that support the contemporary urban platform foropportunity: more and better jobs; better educated and skilled workers; infrastructure thatprovides greater connectivity and accessibility; a safe and affordable living environment; andan efficient, disciplined and well-run city government.To prepare this Blueprint, the Partnership for New York City relied upon input from its mem-bers, who represent the city’s business leaders and private sector employers, as well as anumber of respected urban experts. It draws on information and analysis provided by theBrookings Metropolitan Policy Program and fact-based research and analytical support fromMcKinsey Company. Together, we took a deep dive into demographic and economic datathat has not been previously aggregated for comprehensive analysis. The result is a fresh lookat the trends and developments of the last decade and projections that suggest how thosewill play out over the next ten years.The incoming Mayor will encounter an economic and fiscal context that will be different and,in many respects, more challenging than the Bloomberg era. There will be more competitionfrom other cities and greater internal demands on City resources. There will likely be lessaid from Washington, DC and Albany. To cope with these pressures, the next generation ofmunicipal leaders will need to focus on what unites the diverse elements of the city, not whatdivides us.The aspirations of this plan are simple: a city economy that is growing in ways that generatemore high quality jobs and a broader tax base; an excellent, fully integrated system of edu-cation, workforce development and job placement; and a safe, affordable and productiveurban setting in which to live, work and build businesses.Terry J. LundgrenChairman, President CEOMacy’s, Inc.Co-ChairmanPartnership for New York CityLaurence D. FinkChairman CEOBlackRock, Inc.Co-ChairmanPartnership for New York CityKathryn S. WyldePresident CEOPartnership for New York City
  • 6. NYC Jobs Blueprint Partnership for New York City4Executive Summary
  • 7. Partnership for New York City NYC Jobs Blueprint 5A current snapshot of the New York City economy reveals a vibrant center ofcommercial activity, creative output, and innovation. Despite two recessions,a global financial crisis and the terrorist attack of 9/11, the economy isgrowing at an annual rate of 3%, outpacing that of the United States andmost developed countries. New York ranks as America’s safest big city, itstop tourist destination, and its second largest and fastest growing technologycluster outside of Silicon Valley. Population and private sector jobs numbersare at all time highs.The city has grown stronger as a result ofmore rigorous management of municipalservices and forward-looking investmentsin public infrastructure and amenities. Morethan 36% of the city’s land area has beenrezoned1and is ready to accommodatedevelopment of at least 80,0002newhousing units and 41 million square feet ofnew commercial space.3Columbia, NewYork and Cornell Universities are poised toinvest tens of billions of private capital insignificant institutional expansion, as aremany of the city’s nonprofit healthcare,research and smaller educational institutions.The financial services industry is still thecity’s economic engine and healthcare oneof its largest employers, but the economy isdiversifying at a fast pace. The most rapidlygrowing contributors to economic outputover the past decade are high-tech, creativeindustries and tourism, although their shareof the overall economy remains small. Thecity’s waterfront has been rediscoveredas an urban amenity. Neighborhoodsand secondary business districts acrossthe five boroughs are more vibrant andattractive than at any time in modern history,increasingly accessible by bikes, ferries andBus Rapid Transit. Brooklyn has emerged asthe borough of choice for a new generationof urbanites and both Lower Manhattan andthe Far West Side are being transformedinto model live-work communities.
  • 8. NYC Jobs Blueprint Partnership for New York City6Recent history and trends, however, suggestthat the city’s economic strength andforward momentum cannot be taken forgranted. Despite an uptick in the past twoyears, population growth over the decadehas been weak. Unemployment is too high,as is chronic poverty. Less than a third ofpublic high school graduates are deemedcollege or career ready. Productivity—longthe essence of the city’s value propositionfor business—is falling behind competingbusiness locations. The city is losing bothupper and middle class families because ofhigh taxes and the rising cost of housing.Although the city is a hotbed of digitalstartups, few young companies are scalingup to more than 30 or 40 jobs in the city. Infact, over the last decade, there was no netincrease in the number of businesses em-ploying more than 50 people locally.4Risingcosts of living and doing business and a dif-ficult regulatory and legal environment arewearing on residents and employers alike.The next decade will bring more intenseglobal and domestic competition. Industriesthat anchor the economy—financial andprofessional services, media and technology,health and education, fashion and retail—are undergoing dramatic, often disruptivechange. Federal and state aid to the city isbecoming less certain, while the demandsfor public infrastructure investment andmunicipal services are increasing, puttingextraordinary pressure on the local tax base.This NYC Jobs Blueprint summarizes howthe city economy has developed through thelast decade and how the policies employedby the Bloomberg Administration wereused to achieve job growth and diversifiedeconomic activity across the five boroughs; itoutlines the challenges to continued growththat will confront the next Mayor; and,finally, it outlines a set of recommendationsfor collaborative actions that the public andprivate sectors might take to insure thatNew York remains a strong, inclusive city ofopportunity.The NYC Jobs Blueprint outlines a set of recommendations forcollaborative actions that the public and private sectors might take toinsure that New York remains a strong, inclusive city of opportunity.
  • 9. Partnership for New York City NYC Jobs Blueprint 7Measures of Success: What the City Must Strive to Achieve by 2020Real GDP GrowthProductivity GrowthMiddle-wage Job CreationUnemployment ReductionSupporting rationaleThe “modest” aspiration matches SiliconValley’s productivity growth of 2.7% overthe past decade (2002–2011); 3.0% is theproductivity growth necessary to reach realGDP growth of 3.8% while maintainingemployment growth relatively in line withhistorical norms (0.8% per year would beneeded; New York City had 0.6% per yearemployment growth from 2002–2011).Supporting rationale4.6% was the low during the lastbusiness cycle (12/07–6/09), both forNew York City and for the U.S. as awhole; 4.2% was Silicon Valley’s lowduring the last business cycle (thelowest among peer U.S. cities).Supporting rationale61,000 jobs would restorethe number of middle-wagejobs to 2005 levels, 101,000jobs would restore to thepeak of middle-wage jobsin 2008.Recent historical trendRecent historical trendRecent historical trendModestModestModest (4.3%)3.0%4.2%+101,0002.7%4.6%+61,0001.1%9.5%-2.3%AmbitiousAmbitiousAmbitious (7.2%)% CAGR from2002–2011as of January 2013% CAGR from 2008–2011, 101,000 jobsJobs TargetJobs TargetReal GDP GrowthSupporting rationaleInternational peer cities (Shanghai,Singapore, Hong Kong, London, Toronto,Sydney, Paris and Berlin) have grownreal GDP at 3.4% per year over the pastdecade (2002–2011), and have grown at4.3% since the Recession (2009–2011);3.8% is roughly the mid-point of thesegrowth rates.Recent historical trendModest3.8%3.4%3.1%Ambitious% CAGR per year sincethe recession (2009–2011), up from 1.7% peryear over the decade(2002–2011)
  • 10. NYC Jobs Blueprint Partnership for New York City8Obstacles to Business and Job Growth• High costs and a tough regulatory and legalenvironment make New York City the mostexpensive place in the country to build abusiness. Overall costs are 1.5 times the nationalaverage; office rent and electricity are doublethe national average.• New York City firms are not scaling up. Between2003 and 2010, New York City saw no netgrowth in the number of firms with 50 or moreemployees. Of the 220,000+ businesses inthe city, 195,000 or 88%, have fewer than20 employees.Education/Jobs Mismatch• There is a growing shortage of qualified workersfor available jobs. There will be an estimated21% increase in NYC jobs that require anassociate degree or higher by 2020.• In 2012, only 28.6% of students graduatingfrom public high school were deemed ready forcollege or a career; almost 80% of those whowere admitted to community college requiredremedial education.• In 2011, there were twice as many graduates oflocal colleges and universities with degrees inthe humanities as in STEM majors, while the jobdemand is heavily weighted toward technologyand math skills.Infrastructure Modernization andMaintenance• There is an estimated $6.4 billion of additionalcapital work needed to achieve a state of goodrepair of infrastructure assets (exclusive of transitand public housing stock).• The city’s infrastructure and transportationsystems require significant investment toaddress vulnerabilities revealed by SuperstormSandy and to expand services to new centers ofemployment.Threat to the Middle Class• Job growth is primarily in high-wage and low-wage categories, with middle-wage jobs at riskdue to competitive pressures on employers andavailability of skilled workers at a lower cost inother regions.• Middle class households (annual income of$35,000–$75,000) cannot keep up with rapidlyrising housing costs.Structural Budget Deficit/ReducedFederal State Aid• In 2015, the City is projected to have a budgetshortfall of at least $2.4 billion.• Reduced Federal and State aid is likely toincrease pressure on the local tax base.• NYC’s tax burden is already the highest in thecountry.Challenges Ahead
  • 11. Partnership for New York City NYC Jobs Blueprint 9NYC Jobs Blueprint: Key Proposals• Eliminate the Structural Budget Deficit• Recruit Strong, Tech-Savvy Managers• Reform Property Taxes• Evaluate City-Owned Property forRevenue Potential EconomicDevelopment• Redesign Community Service Deliveryfor “Collective Impact“• Mobilize Business-Labor-Citizen LobbyingEfforts to Support the City’s Agenda inWashington, DC Albany• Build Urban “Tech Campus”Developments in Every Borough• Replace Non-Strategic EconomicDevelopment Programs withJobs Tax Credits• Reinforce the Financial Services Sector• Accelerate Sector Diversity• Expand Export Intensity• Encourage New Manufacturing Artisan Enterprise• Promote Tech Startups• Champion Diversity in the Tech Sector• Establish Industry Partnershipsfor Economic Development• Create a Commercial Rent Tax Credit• Establish a Resource Centerfor Job Creators• Create a Permanent InnovationAdvocacy OrganizationBetter Educated Skilled Workers• Pursue Universal RedundantConnectivity• Advocate for Improved Airports• Redesign the Transportation Network• Tap Private Sector Resources• Optimize Existing Housing Resources• Reduce Costs of Housing Construction• Prioritize Long-Term Planning Sustainability• Improve Services in HighCrime CommunitiesMore Better JobsGreater Connectivity AccessibilitySafe Affordable Living EnvironmentEfficient, Disciplined Well-Run CITY Government• Launch NYC 2020 Jobs Challenge—A Partnership between Employers Educators• Establish Outcome-Based Criteriafor Education Funding• Coordinate Education, WorkforceDevelopment Job PlacementFunctions under a Chief Talent Officer
  • 12. NYC Jobs Blueprint Partnership for New York City10NYC 2002–2012: Steady Growthin an Era of TurbulenceSection 1
  • 13. Partnership for New York City NYC Jobs Blueprint 11During the past decade, the New York City economy has experienced steadygrowth, despite turbulence in the global and national economies. Innovationin core industries, effective marketing of the city and a burst of entrepreneurialstartup activity have been the driving forces.The city’s Gross Domestic Product (GDP oreconomic output) grew at an average annual rateof 1.7% over the past ten years and at over 3%annually for the past three years, outpacing thecountry’s 2.1% average rate of post-recessionGDP growth.5Today, at $583 billion, New York boasts thelargest city economy in the world.6Of threedomestic peers (Chicago, Los Angeles, SiliconValley) only California’s Silicon Valley, with itsconcentration of technology companies, grewfaster than New York during this period. The city’sprivate sector added 357,000 jobs since 2003and, in 2012, the total number of private sectorjobs reached 3.332 million, surpassing the 1969employment peak of 3.251 million.7The financial services industry dominates thecity economy. Over the decade, it experienced2.3% annual growth in terms of its contributionto the city’s GDP, although job numbers havebeen flat.8Recent growth has come from theasset management and insurance sectors, ratherthan the traditional mainstays of banking andsecurities. The asset management industrygrew annually by 6.2% over the last decade andemployment increased by 4.5%.9In contrast, thesecurities sector has experienced minimal growth(0.5%) and has seen a decline in jobs (-2%).10New York’s share of global IPO listings has nearlyhalved over the last decade (currently 22% of thetotal) as Asia has grown in importance.11The fastest growing sectors in terms of economicoutput are high-tech, creative industries (media,arts, fashion) and tourism. High-tech has led theway, with annual growth averaging 5.3% overthe past decade.12The city still accounts foronly 3% of national high-tech industry output,leaving considerable room for further growth.The centerpiece of local tech activity are internetcompanies, including digital media, e-commerce,social networking and ad tech, which accountfor 85% of the city’s high-tech startups.13Techentrepreneurs are attracted to New York becauseit is the center of the global advertising industry,it has a deep creative talent pool, and NewYork’s legacy industries—finance, media, retail,and professional services—represent the biggestmarket of first adapters of new technology.New York City now commands 13% of nationalmarket share for economic output in the creativesector.14Growth in creative industries (4.1% peryear) was led by a surge in the film and broad-casting sector, which grew 6.2% over the decade,thanks largely to a New York State 30% produc-tion tax credit and an aggressive marketing andservices program run by the Mayor’s Office ofMedia Entertainment.15Since 2002, televisionproduction activity has increased by 82%, ampli-fied by average industry salaries of $111,000.16Tourism has grown steadily at an average rateof 4.1% per year, with New York passing a newmilestone of 52 million visitors in 2012.17Visitorsto the city generated an estimated $55.3 billionin total economic impact, with direct spendingreaching $36.9 billion.18A record 33% share of allU.S. visitors from abroad came to New York City.19The volume of international visits from emergingmarkets has risen substantially since 2006 witha 447% increase from Brazil, 442% from China,and 258% from Argentina.20The MetropolitanMuseum of Art, for example, saw record breakingattendance for the second year in a row with6.28 million visitors in 2012.21High productivity, high salaries and multipliereffects are what make the tech, creative andtourism sectors such important contributors toeconomic growth.
  • 14. NYC Jobs Blueprint Partnership for New York City12In terms of jobs, these sectors together onlyrepresented 12.2%, or 462,000, of the city’sjobs at the end of 2011.22All these sectors offersalaries that exceed average local earnings,with tourism having the lowest average wage at$52,000, which is still roughly $7,000 more a yearthan the average city salary.23Creative industriesactually lost jobs over the decade at the rate of0.5% a year largely due to flat employment inthe media and publishing sector and continueddecline of traditional apparel manufacturing,which has fallen nearly 10% per year since 2002,24(mass manufacture of apparel has relocated tolower cost regions and is not coming back to thecity, as distinguished from fashion design andvery limited, high end or sample production thatis thriving in New York.)On the negative side, the last decade saw a4.5 pecentage point decline in contribution toGDP from several “traditional” sectors: construc-tion/real estate, government, and education. Thehealthcare sector, one of the city’s largest em-ployers, has seen its share of GDP rising at 2.3%annually over the last decade.25Growth has con-tinued despite hospital closures, with jobs shiftingto outpatient care, but is heavily dependent onfederal and state funding that is clearly at risk.Professional and business services, a significantcreator of new jobs in the past decade, shouldalso continue to grow, assuming their primarycustomers in financial services and other legacyindustries remain strong. While traditional manu-facturing has continued to decline, technology-enabled “new” manufacturing shows promise,with a number of entrepreneurial startups callingNew York City home.90120150International peers2NYC2002 03 04 05 06 07 08 09 10 11GDP 2002–20111Post 9/11RecoveryEconomicExpansionGreatRecession% CAGR, 2002–20114% CAGR, 2009–2011U.S.Domestic peers3EXHIBIT 1.1: NYC GDP Growth Has Outpaced Domestic Peersand the Nation, but Lagged International Competitors+3.4 +4.3+1.7 +3.1+1.6 +2.1+1.4 +2.2NOTES:1) Real GDP, Indexed to 20022) International peers: Shanghai, Singapore, Hong Kong, London, Toronto, Sydney, Paris, and Berlin3) Domestic peers: Chicago, Los Angeles, and Silicon Valley4) The Compound Annual Growth Rate (CAGR) is the average annual growth rate (positive or negative), or theyear-over-year growth rate, calculated by taking the nth root of the total percentage growth rate, where n is thenumber of years in the time period being considered.SOURCE:McKinsey analysis of data from the Canback Global Income Distribution Database (C-GIDD) Moody’s AnalyticsPost-recessionRecovery
  • 15. Partnership for New York City NYC Jobs Blueprint 13TOTALEmployment, 2011ThousandsEXHIBIT 1.2A: NYC’s Economy Has Grown but Jobs in Major IndustriesHave Been Lost Over the Last DecadeFinance InsuranceHealthcareInformationBusiness ServicesLeisure HospitalityRetail% CAGR22002–2011% CAGR22002–2011583 3,783GovernmentConstructionEducationReal EstateManufacturingOther ServicesOtherNOTES:1) Nominal GDP2) Real GDPSOURCE:McKinsey analysis of data from the U.S. Bureau of Labor Statistics (BLS) Moody’s AnalyticsGDP1, 2011$ Billions2., 2011$ BillionsTOTAL NYCEmployment, 2011ThousandsEXHIBIT 1.2B: New Economy and High-growth Sectors Saw a Greater Rate ofGDP and Jobs Growth Over the Decade than all Industries CombinedCreativeHigh-techTourism% CAGR22002–2011% CAGR22002–2011583 3,783NOTES:The creative, high-tech and tourism sectors were created through McKinsey’s analysis of traditional industrysectors to show the share of jobs and impact on GDP by aggregating 4 digit NCAIS codes.Creative includes relevant codes from the fashion, media and arts industries. Tourism includes codes from the arts,entertainment recreation industries as well as from accommodations, travel and sightseeing. High-tech includescodes from the information, technical services, computer manufacturing and telecommunications.1) Nominal GDP2) Real GDPSOURCE:McKinsey analysis of data from BLS Moody’s Analytics- 0.658271222498120
  • 16. NYC Jobs Blueprint Partnership for New York City14Resilience in the Face ofCrisis and CompetitionNew York has demonstrated remarkable resilienceduring a decade marked by terrorism, recession,financial crisis and a technological revolution thatis transforming the city’s anchor industries. Thedestruction of the World Trade Center inflictedmassive economic damage and accelerated afinancial downturn that, in 2001, was alreadyunderway. Yet New York’s economy bouncedback, and GDP grew 3.8% annually from 2003to 2007.26An ambitious and comprehensiverebuilding program, financed by a combinationof government and private investment, wasresponsible for this rapid recovery.After 9/11, there were indications that Londonwas surpassing New York as the global financialcapital. Fear of London’s competitive edge wasreinforced when that city won the 2012 SummerOlympics bid. But London failed to pull away inthe competitive stakes, despite far greater finan-cial and policy support from their national govern-ment than New York gets from Washington, DC.The 2012 Cities of Opportunity benchmarkingstudy, issued by the Partnership for New York Cityand PwC, ranks New York and London in a virtualtie for economic advantage, with the real threatto both cities coming from the emerging financialcenters of Asia and, in New York’s case, smallerdomestic cities like Austin and Seattle.27The 2008 financial crisis and the Great Reces-sion interrupted real estate development andconstruction activity across the city, delaying thefinancing, marketing and build out of importantprojects like the new World Trade Center site,Atlantic Yards, Hudson Yards, Alexandria Cen-ter (the city’s first science park) and hundredsof smaller residential and commercial projects,most of which are finally moving forward. Some100,000 New Yorkers lost their jobs during thenational 2008–2009 recession, the city lost severalFinance InsuranceThousandsThousandsFINANCE AND INSURANCE SUBSECTORS1Real Estate andRental Leasing2002 Employment 2011 EmploymentTOTAL EMPLOYMENT330.9322.4445.1440.692.688.1169.5170.158.355.18.26.3114.2118.2% Change, 2002–2011-1.01-2.57-4.86+0.35-5.49-23.17+3.5Funds, Trusts, andOther Financial VehiclesInsurance Carriers, Brokerages,and Related ActivitiesSecurities, Commodities andRelated ActivitiesCredit Intermediationand Related ActivitiesEXHIBIT 1.3: Financial Services Employment Was Nearly Flat Over theDecade, but Remains an Essential AssetNOTE:1) Numbers may not sum due to rounding.SOURCE: NYS Department of Labor
  • 17. Partnership for New York City NYC Jobs Blueprint 15major financial institutions, and the brand of WallStreet was tarnished.28Although Wall Street wasthe epicenter of the financial system meltdown,New York rebounded faster than the rest of thecountry. The city gained 250,000 jobs between2009 and 2011, 150,000 more than were lost, andat twice the national rate of yearly job growth.29Today, unemployment remains high, nearlyfive percentage points more than its lowest levelsduring the last business cycle and 1.5 percentagepoints higher than the national average.30Some15.8% of New Yorkers are estimated to be unem-ployed or underemployed—an increase of nearly7% from 2007.31Residents who are ill-preparedfor the high-tech work environment, or lack otherskills required by employers, increasingly are intemporary and part-time jobs or freelance assign-ments, often earning less than is required to livein a high cost urban environment.In response to the seeming contradiction betweenrobust job creation and high unemployment, theIndependent Budget Office (IBO) identified theimpact of a growing labor force participation rate,driven by an increase of nearly 60,000 new cityresidents and re-entry of job seekers who hadpreviously dropped out of the market.32In short,employment grew, but not fast enough to absorball the new job seekers.Today New York is navigating a new round ofchallenges, both natural (Superstorm Sandy)and man-made (fiscal pressures at all levels ofgovernment). The city’s economic performance isgood, but not unaffected by national and globalforces that have increased economic inequalityand poverty across the United States and mostof the developed world. In 2011, roughly 20.9%of New Yorkers—or 1.73 million people—wereofficially classified as poor, an increase of 2.2%from two years earlier, compared to a nationalpoverty rate of 15.0% that grew 0.7% in the sameperiod.33New York has a lower poverty ratethan the nation’s five other largest cities, but itspoverty statistics are nonetheless troubling.34In sum, the city is in a position of strengthcompared to global and domestic competitors.But this could change quickly, and the next cityadministration must have a plan and a network ofpartnerships in place in order to respond quicklyand effectively to the inevitable challenges ahead,which are discussed in Section 3.The city is in a position of strength compared to global anddomestic competitors, but this could change quickly. ValleyLAChicagoU.S.Unemployment Rate (%) as of Jan 2013NOTE: NYC defined as 5 boroughs; Silicon Valley defined as San Jose MSA San Francisco MSA; Chicago and LA defined as their respective MSAs.SOURCE: McKinsey analysis of BLS Moody’s Analytics2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 20134681012EXHIBIT 1.4: NYC’s Unemployment Rate Remains High
  • 18. NYC Jobs Blueprint Partnership for New York City16The Bloomberg Principles:Long-Term Vision andData-Driven ManagementSection 2
  • 19. Partnership for New York City NYC Jobs Blueprint 17The Administration drew heavily upon ideas andresources from the private and nonprofit sectors,resulting in economic development activity farbeyond what city government could have accom-plished on its own. In the process, the City gained“stickiness” with industry leaders and emergingentrepreneurs that helped the local economyweather the turbulence of the past decade.Realizing the vision of New York City as a centerof global innovation and economic growth wasa shared mission of the whole Bloomberg team,not just the Economic Development Corporation(EDC). This was reinforced by having the DeputyMayor for Economic Development also overseethe Departments of City Planning, Finance, SmallBusiness Services (SBS), Transportation, andHousing.As the Bloomberg mayoralty ends, there isconcern in the business community that thenext Mayor will tip in the direction of one policyextreme, toward a more intrusive, higher costgovernment without an offsetting commitmentto quality of life and pro-growth policies. Ratherthan governing from the political right or the left,Bloomberg seemed to follow his instincts. Forexample:• The Administration toughened up on discre-tionary subsidies to business and insertedserious enforcement and clawback conditionsinto pre-existing tax incentive programs thatyielded $85 million in returns to the city fromcompanies that failed to meet their com-mitments.35At the same time, to encourageprivate investment and job creation, it in-vested heavily in infrastructure and communityimprovements associated with sports facilitiesand other redevelopment projects, which criticssuggest provide relatively modest economicbenefits for the city.• The Administration aggressively rezoned thecity’s land area and supported eminent domainactions to assemble sites for private develop-ment while carrying out down-zoning actions,imposing design criteria and expanding historicpreservation designations that have reduceddevelopment potential in communities acrossthe city.• In 2002, the Administration pushed throughan 18.49% property tax increase to deal withthe revenue shortfall and security needs con-fronting the city after 9/11.36As the economyimproved, it established budget reserves toavoid income tax increases and issued propertytax rebates to homeowners, but simultaneouslyallowed commercial property tax assessmentsand fines on small business to skyrocket.In short, the Administration has often strayedfrom laissez-faire, pro-business orthodoxy. But ithas maintained the confidence of job creators bychampioning the city’s key industries and greatinstitutions and by focusing on the safety andquality of life issues that are essential to a healthybusiness climate.The Bloomberg Administration governed with a long-term vision for the cityin a global context and an immediate focus on public safety and “livability”as the baseline conditions for economic growth. It advanced this agenda byleveraging the city’s many assets, including an extraordinary concentrationand diversity of talent, multiple global industry headquarters, and a cluster ofgreat universities, medical research and cultural institutions.
  • 20. NYC Jobs Blueprint Partnership for New York City18Focus on Geographicand Sector DiversityThe 9/11 terrorist attack illustrated the needto make the city less vulnerable to the “boomand bust” cycles of Wall Street and to createnew centers of economic activity outside thehighly concentrated Manhattan central businessdistricts where an attack, a power failure, or theparalysis of growing traffic congestion couldinflict disproportionate damage on the entire five-borough economy.Geographic diversity initiatives were incorpo-rated in the vision for the city’s 2012 Olympicsbid, based on a plan for turning derelict sitesacross the five boroughs into Olympic venuesand permanent new hubs of economic activity.37The waterways that historically separated thecity’s boroughs were reconceived as connectorsand the waterfront as an asset to be reclaimed.The Olympic bid failed, but the ambitious plansfor building out the Far West Side, as well as theBrooklyn and Queens waterfronts, proceeded.City-initiated rezoning actions reversed decadesof inactivity on the formerly industrial waterfront.Long derelict sites such as Hudson Yards,Greenpoint-Williamsburg, Brooklyn, and HuntersPoint, Queens, attracted major private investmentin commercial and residential redevelopment andpublic amenities. Targeted public investmentssought to maintain manufacturing and shippinguses in select locations, such as the BrooklynNavy Yard, the new Brooklyn Cruise ShipTerminal, the Brooklyn Army Terminal and NewYork Container Terminal. In the process, ferryservices were expanded to provide connectivityto areas that were poorly served by public transit.Moving inland, there were also an unprecedentednumber of City-sponsored planning and rezoninginitiatives to stimulate redevelopment in placeslike Downtown Brooklyn, Jamaica Center, CentralHarlem and, most recently, Midtown East.The results of far-reaching planning, zoning andcapital investment activity have been substantial.Between 1992 and 2001, Brooklyn, Queens,the Bronx and Staten Island accounted for only18% of New York City’s real GDP growth.38By 2012, the “outer” borough contributionhad increased to 29% of GDP growth, drivenby growth in Brooklyn and Queens.39From2002–2011, job growth was greater outsideManhattan than within it, with the Bronx seeingmore than double (11.7%), and Brooklyn nearlytriple (16.4%) the rate of growth in Manhattan(5.7%) from 2002 to 2011.40The number of localBusiness Improvement Districts (BIDs) grew by50% since 2002 to 67, mostly outside Manhattan,investing over $100 million annually in services toneighborhood commercial strips.411992–20012002–2011ManhattanBrooklynQueensBronxStaten Island% of Change in GDP1-11+ 5+ 60-182717127133321EXHIBIT 2.1: Brooklyn Queens Have IncreasedTheir Contribution to NYC’s GDP Growth Over the Last DecadeNOTE:1) Real GDPSOURCE: McKinsey analysis of data from Moody’s Analytics% Contribution to GDP Growth,1992–2011
  • 21. Partnership for New York City NYC Jobs Blueprint 19New York is home to the nation’s largest concentrationof world-class medical research institutions and top scien-tists, but this has never translated into development of alocal life sciences industry. A 2001 study by the Partner-ship Fund for New York City (Partnership Fund) identifiedonly about 2,000 local jobs in commercial life sciences, ascompared to 71,000 in Silicon Valley and 25,000 in GreaterBoston.45Discoveries by New York scientists were beingcommercialized elsewhere, largely because there had beenno commitment by government or the medical researchinstitutions to create a local industry cluster. The Partner-ship Fund study identified two obstacles to developmentof a life sciences cluster: the anti-commercial culture of thecity’s academic medical centers; and the lack of commer-cial lab space to accommodate life science companies.46The Bloomberg Administration, working with thePartnership Fund and leaders of medical researchinstitutions, set out to address both issues. The Cityand State provided incentives for development of thefirst commercial science park, the Alexandria Center, onthe City-owned Bellevue Hospital campus. In additionto a long-term lease and property tax abatements, theCity provided infrastructure funding to move sewers, anambulance entrance and make other site improvements.The State provided $33 million in grants and other taxincentives.47The private developer committed $700 millionto build and finance what will ultimately be a millionsquare foot facility.48At the same time, the PartnershipFund was working with the major research institutions toencourage industry partnerships, entrepreneurship andlocal commercialization.Alexandria’s first tower was completed in 2011 and thesecond tower is under construction, housing researchlabs of Pfizer, Eli Lilly, and Roche Pharmaceuticals andincluding both conference and incubator facilities. TheAlexandria Center represents the core of an emerging lifesciences cluster in the city that is reinforced by public andphilanthropic investments in nonprofit initiatives such asthe Structural Biology Center, the Stem Cell Foundation,and the Genome Center. Employment in the sectorreached more than 11,500 by 2010.49While still small, jobsin life sciences have a huge economic multiplier effect andcluster activity further strengthens New York’s educationaland healthcare institutions that employ 260,000 NewYorkers and attract more than $2.3 billion in federalresearch grants annually.50In addition to diversification of economic activ-ity across the five boroughs, there have beendeliberate efforts to support the growth of newindustries. To spur startup activity, the Cityprovided modest support for a dozen high-techbusiness incubators that have housed nearly 500startups.42It has launched “jump start” and “bootcamp” programs for entrepreneurs, promotionalcompetitions, and networking activities that haveadded a new dimension to New York’s tradition-ally corporate business culture. These programshave been synergistic with land use and publicinfrastructure investments on Manhattan’s WestSide, in Brooklyn, and Long Island City, helpingto generate “buzz” and creating clusters of neweconomy businesses in long stagnant areas.EDC has seen its staff and responsibilitiesexpanded significantly beyond the agency’shistoric configuration. They have establishedindustry desks and working relationships withbusiness leaders, hired consulting firms todevelop ideas for enhancing key sectors, andcreated hundreds of initiatives to demonstratesupport for core industries and to promote theemerging entrepreneurial ecosystem.43EDC hasinitiated outreach to foreign international marketsthat were likely sources of foreign investmentand turned a favorable spotlight on companiesfrom around the country and the world that wereexpanding in New York.44Creating a Life Sciences Cluster
  • 22. NYC Jobs Blueprint Partnership for New York City20It is conventional wisdom that government is notgood at picking winners in the economic devel-opment arena and the record of direct govern-ment investment in business is unimpressive. Butthe experience of the past decade demonstrateshow government can invest intelligently in theinfrastructure and supportive environment thatencourages business formation and growth if itsdecisions are informed by private sector expertiseand rigorous market analysis, as opposed to wish-ful thinking or politics.Leveraging the City’sAssetsThe most successful economic developmentinitiatives are those that effectively reinforce andleverage the city’s economic assets. In New York,these assets include the concentration of globalheadquarters companies in multiple industries,world class educational, medical and cultural insti-tutions, the growing entrepreneurial community,and the city’s prominent global brand.The presence of 45 U.S. Fortune 500 financial andcorporate headquarters operations is the basis ofNew York’s global economic clout.51They are themagnetic force that attracts other job creators,such as professional and business services,software application developers, and foreigncompanies. Aside from federal “Liberty Bonds”that were used to reinforce the corporate andfinancial sector after the security risks generatedby 9/11, the Administration has relied largely oncultivation and advocacy as the preferred toolsfor corporate retention. While many politiciansbash big banks, Mayor Bloomberg has employedhis bully pulpit to argue that nothing can replacethe solid middle-income jobs and contributions tothe city tax rolls of the financial services industry.Mayoral attention and support has also been lav-ished on other key industries: media, informationservices, health, education, fashion and retail, artsand culture, hospitality and tourism. The busi-ness community appreciates this support and theresult is a much stronger commitment to stay andgrow in New York.4530221059867108EXHIBIT 2.2: NYC is Home to the Highest Concentrationof US Fortune 500 Companies in the CountryNumber of US Fortune 500 Headquarters by CityTop Cities by HQ Revenue$ Billions, 2011New York 1,234Silicon Valley 920Houston 500SOURCE: McKinsey analysis of data from Fortune magazineNew YorkLosAngelesChicagoDallasSt. LouisHoustonAtlantaMinneapolisCharlotteCincinnatiSilicon Valley
  • 23. Partnership for New York City NYC Jobs Blueprint 21The Administration has also effectively exploitedand enhanced New York City’s iconic brand.NYC Company was restructured and receivedserious resources to launch an internationaltourism marketing campaign. They helped carryout high profile events, such as The Gates exhibitin Central Park and Fashion’s Night Out, andto develop new international destinations suchas the High Line and Times Square. A retentionpartnership featured a marketing alliance withJetBlue, “New York’s Hometown Airline.”Spurred by these creative efforts, the tourismindustry has grown from 320,000 jobs in 2011 toan estimated 356,000 jobs today.52The pursuit of big ideasThe Bloomberg Administration has pursued—and largely achieved—a series of big, audaciousgoals: topping 50 million tourists, establishingNew York as a high-tech innovation capital, andmaking credible claims that New York City isthe greenest, healthiest and safest big city inAmerica, if not the world.Big ideas started early with introduction of the311 system, where a live person responds toquestions and complaints about city services(and just about anything else). Nearly 22 millionannual calls are logged by 311, allowing Cityagencies to anticipate and respond to issues farmore effectively.53Along with other tools, suchas Citywide Performance Reporting Online, 311resulted in a better managed city, where resourceallocation and performance evaluation can belargely data-driven.PlaNYC 2030 was another ambitious undertaking,engaging representatives of industry, labor,environmental groups and communities tohelp develop and implement a long-term planfor the city’s future as a sustainable urbanenvironment.54The plan proposed to reduceEXHIBIT 2.3: High-tech and Other New Sectors on the Rise WhileAnchor Industries Remain Vital AssetsChange in GDP Growth% CAGR, 2002–2011High GrowthLow GrowthAssetsLegacy0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 1.8 2.0 2.2 2.4 2.6 2.8 3.0 3.2 3.4 3.676543210-1-2-3-4Construction Real EstateCreativeU.S. GDP Growth RateFinance InsuranceFoodGovernmentHealthcareEducationHigh-techOtherProfessional Engineering servicesRetailTourismWholesaleAdministrative servicesSize of the Bubble = 2011 Contribution to NYC GDP2011 Degree of SpecializationNOTE: Degree of specialization is calculated by dividing the % of NYC sector employment by the % ofU.S. sector employment; value 1 indicates higher NYC job concentration than the U.S.SOURCE: McKinsey analysis of data from BLS Moody’s Analytics
  • 24. NYC Jobs Blueprint Partnership for New York City22the city’s 2005 carbon footprint by 30% by 2030, through avariety of long-term initiatives that range from building codereform to upgrading wastewater treatment plants. Morethan 15% reduction in emissions has already been achieved,representing the lowest per capita greenhouse gas emissionsamong major U.S. cities.55Ultimately, this will translate intoreduced energy costs and a more globally competitive city. Animportant aspect of this effort was the creation, by local law, ofthe Mayor’s Office of Long Term Planning and Sustainability,which is charged with the pursuit of objectives that transcendshort-term thinking.56Quality of life initiatives have done much to transform thestereotype of New York from a dense, cold urban center to ahighly livable city. The City has created more than 300 milesof bike lanes57, as well as pedestrian-friendly streetscapesand new public spaces. Since 2002, the City has added morethan 730 acres of new parkland and over 75% of New Yorkersnow live within a ten-minute of walk of a park.58New Yorkershave a record high life expectancy rate, 2.2 years longer thanthe national average.59Improvements in the public educationsystem and expanded school choice have made the city morefamily-friendly. Major crimes have been cut in half.60For manyemployers, overall livability and the desire of talent to be herehave supplanted business needs as the primary reason forkeeping jobs in the city.There has been a record $88 billion of improvements to roads,sewers and public space and buildings.61Through the NewHousing Marketplace Plan, the city is building or preserving165,000 affordable housing units (15,000 to 18,000 annually).62Private, market-rate housing production is slowly reboundingfrom the recession, with the Buildings Department issuingabout 10,600 residential construction permits in 2012, or 31%of the 2008 peak of 33,910.63Lower Manhattan has been transformed into a world class live-work community and the city’s fastest growing neighborhood,with population doubling in the decade after 9/11.64Througha novel tax increment financing scheme, the City capturedbenefits from the value created by the Hudson Yards rezoningon the Far West Side, and is using proceeds to help financethe $2 billion extension of the #7 subway line—the transitinvestment with the largest projected economic return of anythat is underway in the city.65In the business community, no current set of projects areconsidered more important than those launched underthe Applied Sciences initiative, through which the City hasestablished partnerships with great universities that will morethan double the number of engineering graduate students andfaculty in the city, insuring its future status as a global center ofinnovation.The Administration has also taken substantial ownership ofworkforce development and training, moving beyond thecity’s traditional role as a passive conduit for state and federalfunding. Through SBS, it established eighteen Workforce1Career Centers that, working with nonprofit and privatecontractors, have placed more than 160,000 New Yorkers injobs––more than half in the last three years.66With privatephilanthropic funding, the Mayor created the Center forEconomic Opportunity, to explore innovative solutions to theeducation, health and employment issues confronting the city’spoorest residents. When it comes to public and undergraduateeducation, there has been a greater focus on preparingstudents for employment in growth sectors where there is anunmet demand for skilled labor. The City has partnered withthe City University of New York (CUNY) and the private sectorto launch several 9–14 schools and is also rolling out a softwareengineering pilot program in 20 schools modeled after theAcademy for Software Engineering that opened in 2012.67In sum, the Bloomberg Administration will leave a solidfoundation of industry relationships, greater geographic andsector diversity, and “innovation economy” initiatives for thenext Mayor to build on. It has invested heavily in infrastructureand amenities, parks and streetscape improvements, and haslaunched sustainability initiatives that will define the param-eters of the city’s physical and economic growth for decades tocome. But changing demographics, increasing fiscal challengesand global competition will require a new blueprint for jobs,the outline of which is suggested in the final section.
  • 25. Partnership for New York City NYC Jobs Blueprint 23Applied Sciences NYC is a “game-changing”investment to insure that the city has sufficientengineering talent to be a global center ofinnovation in the 21stCentury. Silicon Valley hasnearly four times the concentration of engineeringjobs as a percentage of its workforce than New YorkCity does.68In December 2010, the city issued a challenge totop institutions from around the world to build anew or expanded applied sciences and engineeringcampus in New York City. The competition winnerwould be awarded a package of city-owned land,up to $100 million of City capital, and the fullsupport of the City to make the project a reality.The City received seven qualifying responses from17 world-class institutions and selected threewinners:• Cornell Tech: A partnership of Cornell Universityand the Technion University of Israel will invest$2 billion in a two million square foot campuson Roosevelt Island that will house hundreds offaculty and staff and 2,000 full-time graduatestudents. Over the next three decades, CornellTech is projected to create 20,000 constructionjobs, 8,000 permanent jobs, and generate nearly600 spin-off companies resulting in tens ofthousands of additional jobs. The campus willalso create a $150 million venture fund for NewYork startups.69Classes are already underway intemporary quarters at the Google offices.• NYU-Center for Urban Science Progress(CUSP)70: New York University leads aninternational consortium that will convert an oldMetropolitan Transportation Authority (MTA)building in Downtown Brooklyn into 150,000square feet of classrooms, offices and lab space,with another 40,000 square feet dedicated asan incubator for businesses spun off by CUSP-related research. CUSP is projected to create2,200 construction jobs, 900 permanent jobsand generate 200 spin-off companies––creatinganother 4,600 permanent jobs.• Columbia Institute for Data Sciences Engineering: Columbia University will expandits engineering space by 44,000 square feet andcreate 75 new faculty positions, and create fivenew areas of study and research which will becrucial to New York City’s innovation economy inthe 21stcentury, including a New Media Center,a Smart Cities Center, a Health Analytics Center,a Cyber Security Center, and a Financial AnalyticsCenter.Over the next three decades, these projects willcollectively generate more than $33 billion inoverall economic impact, 48,000 Jobs, and nearly1,000 spin-off companies. Additionally, the newfacilities will more than double the existing numberof full-time graduate engineering students in NewYork City to over 5,600 and more than doubleengineering faculty in New York City to over 700.71Applied Sciences NYC
  • 26. NYC Jobs Blueprint Partnership for New York City24The Decade Ahead:Vulnerabilities and ChallengesSection 3
  • 27. Partnership for New York City NYC Jobs Blueprint 25Like any front runner, New York City is vulnerable to internal threats and toexternal competitors that are hungry for the talent, jobs and headquarterscompanies that make New York a global leader. Cuts in federal and state aidand a growing structural budget deficit will make it harder for the next mayor todeliver on the city’s promise of opportunity for residents and businesses alike.Key threats to the economy could come from several sources: slowdown ingrowth of the city’s most productive sectors (especially financial services);accelerated loss of mid-level jobs and middle class households; failure ofsmall and startup businesses to scale and become major job creators and taxrevenue producers; and deterioration in city services and public infrastructure.The factors that increase the city’s vulnerability to these threats includethe high cost of living and doing business; failure of the educational andimmigration systems to produce an adequate supply of skilled labor; and anuncompetitive tax and regulatory environment.
  • 28. NYC Jobs Blueprint Partnership for New York City26EXHIBIT 3.1: Population Has Been Driven by Lower InternationalImmigration and Shifting Domestic Migration PatternsNYC Population Change, 2002–2012NOTE: Sample error is less than 1.2% in each yearSOURCE: McKinsey analysis of data from the U.S. Census Bureau Moody’s AnalyticsNet International MigrationNet Domestic Migration-167-142 -138 -144 -140-128 -121 --119-129-165-196-226-244-219-59-71-55 -63-71-157-145Pre 9/11 Post 9/11 Economic ExpansionRecession RecoveryNet Births (births-deaths)1992 93 94 95 96 97 98 99 2000 01 02 03 04 05 06 07 08 09 10 11 2012147 139716064596054676563849011214314714213913214963 5959 56 56 57 5843 6653 51 53 54 7359776255612359 60 62 60 62 66-22-65-102-119-91-3664 60 64 6753 6057 72576559Thousands2002 2003 2004 2005 2006 2007 2008 2009 2010 2011% CAGR,2002–2011NYCChicagoLASilicon ValleyU.S.EXHIBIT 3.2: NYC’s Productivity Growth Has Been Outpacedby Peer Cities Lagged the U.S.Productivity, 2002–201190120150+2.7+1.1+2.1+1.1+1.5NOTES: NYC is defined as the5 boroughs; Silicon Valley isdefined as San Jose MSA andSan Francisco MSA; Chicagoand LA are defined as theirrespective MSAs1) In 2005 dollarsSOURCE: McKinsey analysisof data from BLS Moody’sAnalytics$ Thousands/Employee1Post 9/11RecoveryEconomicExpansionGreatRecessionPost-recessionRecovery
  • 29. Partnership for New York City NYC Jobs Blueprint 27Lagging Population andProductivity GrowthEconomic growth is highly dependent on bothworkforce growth and increased productivity.Workforce growth has been handicapped by slowpopulation growth, which was just 2.1% over thepast decade compared to 9.4% between 1990and 2000.72Badly designed federal immigrationand visa policies are largely responsible forreducing the inflow of skilled foreign talentinto the city. Ironically, the Great Recessionkept population numbers up by slowing ahistoric pattern of outward domestic migration,a phenomenon that is likely to reverse as thenational economy recovers and job mobilityincreases.73The latest census estimate puts New York City’spopulation at an all-time high of 8,336,697 in2012.74Importantly, there were increases inall five boroughs, with the largest in Brooklyn.The question is whether this trend will continueas middle-income households struggle withaffordability issues and federal immigrationreform remains deadlocked.In terms of productivity, defined as outputper worker, the city has historically performedwell because of the dominance of the highlyproductive financial services industry. But NewYork’s overall rate of productivity growth hasbeen slowed by the size of the city’s healthcare,education and government sectors, which arethe nation’s least productive sectors. With annualgrowth of 1.1%, the city’s productivity growth ratehas fallen behind the national rate of 1.5% andpeer cities such as Los Angeles (2.1%) and SiliconValley (2.7%).75This matters because productivitygrowth is typically responsible for 65 to 70% ofNew York’s overall GDP growth.76Loss of Middle Class Jobs HouseholdsThe city is experiencing a loss of middle-wagejobs and middle class households. This is partlydue to the rising cost of living—driven by the costof housing—and partly to advances in globaliza-tion and automation that allow companies toeither eliminate or easily move business sup-port and other mid-level functions to lower costlocations. The consequences of this trend, if itaccelerates, could be the destabilization of neigh-borhoods, weakening of the city’s labor pool, andfurther narrowing of the tax base.During the past decade, the city lost middle-income jobs, while high and low-wage jobsincreased. The biggest job increases were inpredominantly low-skill, low-wage categoriessuch as food, wholesale and retail trade, andhealthcare. Since 2005, the occupation ofExecutive Administrative Assistant lost the mostjobs (31,000 jobs lost at a median hourly wageof $30) while the occupation of Personal CareAide added the most jobs (38,000 at a medianRecession2Recovery2Higher-wage($75,000)Mid-wage($35,000–$75,000)Lower-wage($35,000)-101,730-91,80043,36029,32051,050-9,380Jobs Lost Jobs GainedEXHIBIT 3.3: Mid-wage Jobs Have Not Returned to Pre-recession LevelsNet Change in NYC Metro Occupational Employment1NOTES:1) New York City Metropolitan Division2) Recession is 2008 to 2010; recovery is 2010 to 2011SOURCE: McKinsey analysis of data from BLS, Occupational Employment Statistics• Technology has displaced a range ofmid-wage jobs, primarily those thatwere composed of routine tasks (e.g.,administrative assistants)• Globalization has also contributed tothis trend, driving many mid-wagejobs that cannot be automated outof the country (e.g., manufacturing)• Many low-wage industries areinsulated from the impact of bothtechnology and globalization becausethey require personal contact
  • 30. NYC Jobs Blueprint Partnership for New York City28900,000950,000850,000800,0002000 2005 2006 2007 2008 2009 2010EXHIBIT 3.4: Middle-income HouseholdsHave Decreased in NYCNumber of Households in Middle-income Segment¹NOTE: 1) “Middle-income” is defined as households with incomes between$35,000 and $75,000SOURCE: McKinsey analysis of data from the U.S. Census Bureau, AmericanCommunity Survey1001502001001502002503003502007 2008 2009 2010 2011 2007 2008 2009 2010 2011Averagecost ofliving inthe U.S. Averagecost ofhousing inthe U.S.+7-8-12+4+18-9-55+5Index Point Change (2007–2011)NYC¹ Silicon Valley²LA ChicagoEXHIBIT 3.5: NYC’s Cost of Living Continues to Rise, Primarily Driven by the Cost of HousingNOTES:1) NYC includes Brooklyn, Manhattan Queens; Bronx share of cost-burdened rental households (58% in 2011) is higher and risenthe fastest than other NYC boroughs; Staten Island share of cost-burdened owner households (42% in 2011) have risen quicklyas well (4.2% from 2005–2011)2) Silicon Valley includes Oakland, San Francisco, and San Jose urban areas, except in 2009 when San Jose data was not available3) Values index to 100 for U.S. average.SOURCE: McKinsey analysis of data from ACCRA Cost of Living Index Moody’s Economy.comCost of Living Index3Cost of Housing Index3
  • 31. Partnership for New York City NYC Jobs Blueprint 29hourly wage of $10).77The gap between higher-wage occupations and lower-wage occupationsalso widened: the average median wage forhigher-end occupations increased by 17%while medium- and low-wage occupations sawa decline in median wages of -4% and -6%respectively.78The middle class in New York City is statisticallydefined as the 60% of all residents earningbetween $35,000 and $75,000 a year.79Almosthalf of this group cannot afford the median rent inthe city, which was $1,300 in 2010, based on thestandard of 30% of gross income as the definitionof what is affordable.80With average home orapartment sales prices reaching $775,000 in2012, the middle class is also priced out of homeownership in the city.81In 2011, housing madeup 50% of the city’s cost of living as comparedto 34% in Chicago and 46% in Silicon Valley.82Rental affordability in the city has declineddramatically in the past decade, with the numberof cost-burdened households growing from 41%to nearly 50%.83Unaffordable housing costs are a function ofstrong market demand, limited availability ofland for new development (only ~6% of the City’sland was deemed “vacant” in 2010, much ofit not suitable for development) 84and costs ofresidential construction that are twice the nationalaverage. 85The “premium” one pays to live inNew York is rising at a time when lower cost cit-ies—Austin, Miami, Shanghai, and Toronto—arecompeting fiercely for talent and mid-level jobs. 86New York has the nation’s largest subsidizedhousing inventory, with over 300,000 units and$3.3 billion in annual federal aid, but are mostlyrestricted to low-income tenancy.87The majorityof federal aid goes to the New York City HousingAuthority (NYCHA) which is no longer the optionfor lower middle-income households that it oncewas.Obstacles to Business Job GrowthNew York City is the most expensive place inthe country to build a business, with costs thatare 1.5 times the national average.88Officerent and electricity costs, up to 30% of whichare attributable to taxes, are twice the national2-9-7.3-9.6-15-5.43.422.714.48.422.224-6.6-9.9-17.4-2.414.2-25EXHIBIT 3.6: Small, Tradable Firms in NYC Have Not Scaled at theSame Rate as Competing Regions% Change, 2003–2010Silicon ValleyNYCAustin1-45-910-4950-499500-9991,000 or moreEstablishments by# of EmployeesNOTE: Tradable sectors includeAdministrative services, Finance insurance, Forestry agriculture support, Information,Management of companies,Manufacturing, Mining,Professional technical services,Wholesale tradeSOURCE: McKinsey analysis ofCounty Business Patterns, U.S.Census Bureau
  • 32. NYC Jobs Blueprint Partnership for New York City30average.89Because companies in a high-growthmode need all available resources to investin people, New York is less attractive as a jobexpansion location than lower cost alternatives.As a result, too few of the city’s startup and smallbusinesses are growing into major employers.Of the 220,000 businesses in the city, 195,000 or88%, have fewer than 20 employees.90Between2003 and 2010, New York City experienced a 9%increase in the number of firms with one to fouremployees, but no net increase in the number offirms with 50 or more employees.91Looking onlyat firms in tradable sectors (defined as those firmsthat can sell their goods and services beyond thefive boroughs), the statistics are worse. The cityhas experienced significant losses in the numberof tradable sector firms with five or more em-ployees over the past decade.92This is a worryingtrend, since the firms most likely to scale in the fu-ture are those that serve markets outside the city.According to a recent report from the MilkenInstitute, America’s most successful cities in 2012were characterized by expansion in the manu-facturing (tradable goods) sector.93The BrooklynNavy Yard stands out as the city’s manufacturingsuccess story. The City launched a short-livedMayor’s Office of Industrial and ManufacturingBusinesses and several Industrial Business Zones(IBZs), but the number of manufacturing jobs hasdeclined by 47% over the past decade.94EDC hasmade low cost manufacturing and distributionspace available in the City-owned Brooklyn ArmyTerminal and other sites, but while this has raisedsome revenues for the city it has not significantlyaffected job growth. The city’s cost structuremakes it highly unlikely that traditional manufac-turing will occupy more than a small niche in theeconomy, but one that is an important sourceof opportunity for entrepreneurs, artisans andsemi-skilled workers. New, technology-enabledmanufacturing, on the other hand, has potentialto grow but will require access to support servicesand low cost space that does not exist today insufficient quantity to support a cluster.In a 2012 Kauffman Foundation survey of 6,000small business owners nationwide, New YorkCity was ranked among the least friendly placesto start a business.95The business communityis broadly dissatisfied with the city and state’spunitive regulatory and legal environment thatadds to direct costs as well as litigation risk.In 2010, the Administration and City Councillaunched the New Business Acceleration Team(NBAT), an initiative that has helped over 1,000small food and beverage businesses run thehoops of opening a business in the city. Thisinitiative has shaved months off of the time forgetting new business approvals, but its target istoo narrow for meaningful economic impact.96More recently, the Administration has workedto get permits and applications online for easierprocessing, but the city remains a very difficultplace for small businesses to navigate.NYCBoston2Washington DCNJ Corridor3Silicon ValleyHoustonMiamiChicagoLATotal Rent Electricity Taxes Labor Cost11212212510711610911010995128100891171056987941042161838414214113711294143151135123118117112111107106179140151115105115131102119NOTES:1) U.S. Average: 100; All data at the MSA level, 20092) Boston includes Boston and Cambridge3) NJ corridor includes Trenton, Newark and EdisonSOURCE: McKinsey analysis of data from Moody’s Economy.comEXHIBIT 3.7: NYC Cost of Doing Business is the Highest in the CountryCost of Doing Business Index1
  • 33. Partnership for New York City NYC Jobs Blueprint 31Structural Budget DeficitBy 2015, the next mayor will have to deal witha large and growing structural budget deficit.The $11 billion surplus that was accumulatedduring the past decade will be exhausted and theshortfall will be at least $2.4 billion.97BetweenFY2013 and FY2017, City-funded expendituresare projected to grow at an annualized rate of4.5%, against a 4% annual increase in city taxrevenues.98 There will likely be losses in federalaid, which represents about 18% of City fundexpenditures in fiscal year 2013, including bothfederal stimulus funding and aid for SuperstormSandy-related damages. Federal categoricalgrants will decrease to $6.5 billion in fiscal year2014, and are projected to continue to decreaseslightly over the next four years.99On the expenditure side, the City’s publicemployee union contracts have expired andthere are worker expectations of a retroactivepay increase that could cost the city an additional$4 to $8 billion in 2014.100The City payroll isprojected to decline between 2013 and 2017 by1.5%, but payroll will still comprise 29% of thebudget in 2017.101This figure does not includehealth and pension benefits, which are projectedto be 20% of total City expenditures by 2017 if noadjustments are made.102Solving the budget crisis will be particularlydifficult because New York City is, to a largeextent, a captive of state government, withlimited control over its revenue or expenditurebudget. Any reasonable resolution of thestructural deficit will depend on cooperationfrom the state with respect to increasing citygovernment’s flexibility to manage its budget andthe terms of its pensions, procurement and civilservice requirements.RevenuesFY2013$ MillionsFY2015$ MillionsProperty Taxes 18,440 20,176Personal Income Taxes 8,488 9,030Sales Tax 6,061 6,594Business Taxes 5,617 5,973Other Taxes 5,465 5,751MiscellaneousRevenues6,586 6,758Federal Grants 8,655 6,361State Grants 11,301 11,685Other CategoricalGrants Aid966 892Net Surplus Interfund Revenues***1,917 517Retiree Health BenefitsTrust Fund1,000 -Total 74,496 73,737Remaining Gap 0 -2,373ExpendituresFY2013$ MillionsFY2015$ MillionsSalaries Wages 22,031 21,902Pensions 8,062 8,203Active RetireeHealth Insurance*5,186 6,047Other Fringe 3,314 3,353Medical Assistance 6,314 6,447Public Assistance 1,274 1,273Debt Service** 6,010 7,183Other OTPS 22,305 21,702Total 74,496 76,110NOTES: * For FY2013, includes $1 billion drawdown from the RHBTF ** Adjusted for the Impact of Prepayments *** Only FY2013 includes a net surplus of $1.346 billionSource: Citizens Budget Commission, based on January 2013 Financial Plan;includes intra-city revenuesExhibit 3.8: NYC’s Budget FacesGrowing Out-year Gaps
  • 34. NYC Jobs Blueprint Partnership for New York City32The city’s tax base is increasingly dependent on arelatively small number of high earners, who tendto be highly mobile people.The city’s tax base is overly dependent on arelatively small number of high earners whotend to be highly mobile people. Only 34,598tax filers who earn over $493,439 represent 1%of all tax filers and account for 43% of the city’stotal income tax revenues.103In 2013, those NewYork City tax filers earning over $1 million whoare subject to the state’s income tax surchargeand the NYC Unincorporated Business Tax willsee their combined effective marginal tax raterise from 48% to 54% of earnings. Federal capson deductions, if enacted, would likely increasethis burden to at least 60%. States like Texas,Florida and Utah are aggressively luring thesehigh earners away from New York. The businesscommunity sees no constructive options forraising city or state income tax revenues to closethe budget deficit.$0 – $20,554$20,555 – $49,508$49,509 – $105,367$105,368 – $493,438$493,439 and aboveTax Paying New Yorkers Tax Paying New Yorkers90% 10%$1.7 billion $4.3 billionEXHIBIT 3.9: NYC’s Personal Income TaxCollections Rely on Too Few for Too Much= 10,000 Tax PayersINCOMENOTE: Derived from analysis bythe NYC Independent BudgetOffice. Based on 2009 PIT Sample;income measure is NY adjustedgross income and data is forfull-year city residents who cannotbe claimed as dependents onothers tax returns.SOURCE: The New York CityIndependent Budget Office in aletter to Councilmember James S.Oddo dated December 6, 2011
  • 35. Partnership for New York City NYC Jobs Blueprint 33Education Is Not Keepingup with New EconomyDemandsNew York City employers in high-growth sectorsare increasingly experiencing a shortage ofqualified candidates for available jobs. Post-recession levels and duration of unemploymentappears to reflect a skills gap in the U.S. labormarket. CUNY’s Labor Market Information Serviceestimated nearly 190,000 job openings in NewYork City were posted online in January 2013,the highest volume since 2009.104Job openingswere concentrated in the professional, scientificand technical services sector (30% of ads) and thefinance and insurance sector (with 22% of ads).105Among major occupation groups, the three withthe highest demand were management (62,000ads), computer and mathematical (54,500 ads),and sales and related services (50,000 ads).106In the absence of sufficient qualified local jobcandidates, employers will increasingly locatesupport functions outside of the city.Despite gains in graduation rates and othereducation accomplishments, the performanceof the city’s education system continues todisappoint employers. In 2012, only 28.6% ofthe city’s public high school graduates weredeemed ready for higher education or careers.107Nearly 80% of admissions to CUNY’s communitycolleges from the city system required remedialwork in math, reading, or writing.108The demandsof remediation have left CUNY with limitedresources to invest in career-oriented programs,equipment, student internships and professionalfaculty development that are necessary toproduce a predictable pipeline of the excellentjob candidates that employers need.EXHIBIT 3.10: NYC Lags its Peers on Measures of Educational AttainmentPopulation Age 25 and Over by Educational Attainment%, 201102040608010034 42.6 29 2 33 28687 56.215 2120 1817.82529202316.620 1424 2016.7% of NYC’s population withgreater than HS education% of NYC’s population withBachelor’s degree or higherBachelor’sdegree or higherAssociate’sdegreeSome college,no degreeHS diploma Less than aHS diplomaSOURCE: McKinsey analysis of data from U.S. Census Bureau, 2010 American Community SurveyNYC SiliconValleyLA Chicago U.S.
  • 36. NYC Jobs Blueprint Partnership for New York City34The three-year average graduation rate forCUNY’s six community colleges is only 13.1%,slightly lower than the national average.109CUNYhas demonstrated the capacity to bring three-year graduation rates up to 55% through anaccelerated study program, but this programcan currently accommodate only 1,150 ofCUNY’s 96,500 degree-credit community collegestudents.110CUNY plans to expand this programto 4,000 students by 2014. 111Students attending New York City institutions,public and private, are also not focused onsubjects that are most relevant to opportunities inthe job market. In 2011, colleges and universitiesin the city awarded only 13,000 bachelor andgraduate degrees in Science, Technology,Engineering or Math (STEM), versus 26,000 inthe humanities.112The average STEM degreeattainment for innovation center cities (Austin,Boston, San Jose, San Francisco and Seattle) in2011 was 16% of all degrees vs. New York City’s11%. San Jose is the top performer with 24% oftotal degrees being STEM degrees.113InfrastructureModernization MaintenanceAggressive investment in major capital projectsto upgrade the city’s aging infrastructure haspushed City debt to more than $100 billion.114Outstanding debt has increased by 86% since2002, partly to catch up with historic under-investment in infrastructure; and, debt service isforecast to rise by 28% over the next five years to$7.8 billion in annual expenditures.115CUNY Total 13.1LaGuardiaHostosBronxBMCCQueensboroughKingsborough10.57.58.522.013.812.0NOTES:1) CUNY community college 3-year graduation rates are for the Fall 2004 Cohort.2) Large city is defined as a central city with a population greater than 250,000.SOURCE: CUNY; Integrated Postsecondary Education Data System Graduate RateSurvey, 2011–2012 the National Center for Education Statistics (NCES)EXHIBIT 3.11: CUNY’s Community College 3-year GraduationRates are Below National AverageCUNY 3-year Graduation RateNational average forlarge city public 2-yearsystems2: 15.3%
  • 37. Partnership for New York City NYC Jobs Blueprint 35Students attending New York City institutions, public and private, are notfocused on subjects that are most relevant to opportunities in the job market.BusinessHumanitiesSocial ScienceHealthcareSTEMEducationOther12,64311,5304,10713,33832,38325,63418,011% CAGR, 2002–20112011 Degrees Awarded in NYC Schoolsby Specialization¹2.653. 1) Data includes all completed post-secondary degreesSOURCE: McKinsey analysis of data from the National Center for Education StatisticsEXHIBIT 3.12: The Number of Degrees Awarded inHigh-demand Fields such as Healthcare and STEMis Low Relative to Other Fields of Study
  • 38. NYC Jobs Blueprint Partnership for New York City36Debt service is a key driver of the out-yearbudget deficits. The Office of Management andBudget estimates that $6.4 billion of additionalcapital work is needed just to bring essential cityinfrastructure assets to a state of good repair(equal to 45% of the City’s capital commitmentplan for the current fiscal year).116This is exclusiveof the transit system and the public housing stock.Additional capital needs for the coming decadewill require significant upgrades to deal withrising sea levels and other effects of climatechange; completion of redevelopment in areaslike Willets Point, Jamaica Center, North Shore ofStaten Island, Long Island City and Greenpoint-Williamsburg; and expansion of renewal intoareas such as East New York, Red Hook, SunsetPark, the South Bronx and Astoria.Two particular infrastructure priorities for thebusiness community are airports and broadbandconnectivity. The region’s airports are respon-sible for nearly half a million jobs and more than$60 billion in annual economic activity,117yetthey have been underinvested when it comes toessential capital improvements. LaGuardia, JFKand Newark were ranked the 1st, 4thand 5thworstairports in the nation, respectively, by Travel andLeisure magazine citing dilapidated buildings,cleanliness, and substandard Wi-Fi signals.118 Debt Servicing$ Billions, FY2008–FY2012GO1MWFA2TFA3Other4.7 FY2007 FY2012FY2009 FY2010 FY2012NYC Government Debt Growth$ Billions, FY2002, FY2007, FY2012EXHIBIT 3.13: High Debt Service Has Been Driven by Capital Expansion56.474.7105.128.511. General Obligation bonds (GO)2) Municipal Water Finance Authority bonds (MWFA)3) Transitional Finance and Authority bonds (TFA)SOURCE: Citizens Budget Commission NYC Independent Budget Office analyses
  • 39. Partnership for New York City NYC Jobs Blueprint 37Adequate “new economy” infrastructure is apre-condition for continued growth of the city’stech sector. A City partnership with Google toinstall a free wireless network in Chelsea and theConnectNYC Fiber Challenge to bring wirelessservices to several underserved, low-incomecommunities are only a start to what must bea much larger undertaking.119Throughout thecity, there is a need to upgrade wireless servicesand increase redundancy, while keeping costsas low as possible. Established and new serviceproviders require access to public property andeasements in order to install the systems requiredto insure that the city, and its transit system,remain competitive.Increasing GlobalCompetitionThe Partnership for New York City-PwC 2012Cities of Opportunity report identified newcompetitive pressures that will result from theincreased economic clout of developing nations,as well as shifting consumption and lifestylepreferences that allow more cities to competefor talent and businesses. The global shift ofpopulations from rural areas to urban centers inthe developing world is creating unprecedentedopportunity in 440 emerging market cities thatare expected to generate almost half of globalGDP growth by 2025.120New York will have toup its game to maintain its status in a new worldeconomy.EXHIBIT 3.14: Necessary Infrastructure Maintenance Investments in NYCPreliminary Capital Plan, FY2014–2023NOTE: 1) Includes administration of Justice, Housing development, technology, parks, publicbuildings, health hospitals, fire, culturals and libraries, social servicesSOURCE: New York City Preliminary Ten-Year Capital Strategy, Fiscal Years 2014–2023Schools ($19.7 Billion)Environmental Protection ($12.2 Billion)Bridges Highways ($7.4 Billion)Sanitation ($1.3 Billion)Mass Transit ($0.5 Billion)Government Operations1 ($9.8 Billion)19%3%14%24%39%1%100% = $50.9 billion
  • 40. NYC Jobs Blueprint Partnership for New York City38The BlueprintSection 4
  • 41. Partnership for New York City NYC Jobs Blueprint 39To remain the world’s leading city of opportunity for business and residents,New York must maintain a solid rate of economic growth. To some extent,the pace of growth will be determined by macroeconomic forces andfederal policies over which municipal government has little or no control. Inpartnership with the business community, organized labor and educationalinstitutions, however, local government can anticipate and leverage marketforces and apply municipal resources in ways that work to the city’s advantageand sharpen its competitive edge.This will require the City to identify and support those industries andemployers that can generate new jobs and those educational institutionsthat are best preparing the students who aspire to them. It will also requirekeeping the city’s “livability quotient” high by maintaining quality municipalinfrastructure and services in the face of severe fiscal constraints.The NYC Jobs Blueprint suggests benchmarksthat the next Mayor could use to pursuereasonable aspirations for growth andopportunity in five key areas:• More Better Jobs• Better Educated Skilled Workers• Greater Connectivity Accessibility• Safe Affordable Living Environment• Efficient, Disciplined Well-Run CityGovernmentThe Blueprint also suggests the creation oforganizational structures for advancing theopportunity agenda, reflecting the need formore robust public-private and business-laborpartnerships.
  • 42. NYC Jobs Blueprint Partnership for New York City40Measures of Success: What the City Must Strive to Achieve by 2020Real GDP GrowthProductivity GrowthUnemployment ReductionSupporting rationaleThe “modest” aspiration matches SiliconValley’s productivity growth of 2.7% overthe past decade (2002–2011); 3.0% is theproductivity growth necessary to reach realGDP growth of 3.8% while maintainingemployment growth relatively in line withhistorical norms (0.8% per year would beneeded; New York City had 0.6% per yearemployment growth from 2002–2011).Supporting rationale4.6% was the low during the lastbusiness cycle (12/07–6/09), both forNew York City and for the U.S. as awhole; 4.2% was Silicon Valley’s lowduring the last business cycle (thelowest among peer U.S. cities).Recent historical trendRecent historical trendModestModest3.0%4.2%2.7%4.6%1.1%9.5%AmbitiousAmbitious% CAGR from2002–2011as of January 2013Real GDP GrowthSupporting rationaleInternational peer cities (Shanghai,Singapore, Hong Kong, London, Toronto,Sydney, Paris and Berlin) have grownreal GDP at 3.4% per year over the pastdecade (2002–2011), and have grown at4.3% since the Recession (2009–2011);3.8% is roughly the mid-point of thesegrowth rates.Recent historical trendModest3.8%3.4%3.1%Ambitious% CAGR per year sincethe recession (2009–2011), up from 1.7% peryear over the decade(2002–2011)Middle-wage Job CreationSupporting rationale61,000 jobs would restorethe number of middle-wagejobs to 2005 levels, 101,000jobs would restore to thepeak of middle-wage jobsin 2008.Modest (4.3%)+101,000+61,000Ambitious (7.2%)Jobs TargetJobs TargetRecent historical trend-2.3%% CAGR from 2008–2011, 101,000 jobs
  • 43. Partnership for New York City NYC Jobs Blueprint 41More Better JobsEconomic growth and accelerated job creation inthe decade ahead will depend on the ability ofstartups and middle market firms to reach biggerscale, particularly those in technology and other“tradable” sectors that export goods and servicesto markets beyond the five boroughs. It will alsodepend on increased productivity growth in thehealthcare, education and government sectorsand, finally, on stabilizing legacy industries thatanchor the city economy. The following areproposals for how the next Mayor could pursuethese objectives in order to achieve benchmarkaspirations for real GDP growth, productivitygrowth, middle-wage job creation, and reductionin unemployment.Build Urban “Tech Campus” Developmentsin Every BoroughNew York City offers no urban version of theWest Coast tech campus environments thatinnovators and millennials find compelling.Cornell-Technion’s campus on Roosevelt Islandis designed with this atmosphere in mind, butthis will only accommodate their faculty andaffiliates—a small fraction of the demand that willaccompany growth of the city’s tech sector. Withthe expansion of the Tech Triangle surroundingMetrotech and NYU/Poly’s CUSP, DowntownBrooklyn is a likely place to foster a live-workcampus environment as are the Sunset Park andLong Island City waterfronts, Staten Island’sNorth Shore and the Port Morris and Eastchestersections of the Bronx.Opportunities for tech campuses includeunderutilized properties that require adaptivereuse—such as obsolete hospitals, armories,and Class B office and manufacturing space.The Urban Tech Campus would include verticallive-work communities and “flex” work spacefor the growing creative, tech, health andadvanced manufacturing sectors. The conceptof inclusionary zoning, that has helped stimulateprivate development of affordable housing,should be expanded to incentivize developmentof commercial and industrial space in mixed usezones that is affordable to growing companies.The Partnership Fund is prepared to invest$20 million in the commercial component of acampus for entrepreneurs and tech startups.A good model is Las Vegas, where Zapposis leading development of a campus on thegrounds of the old City Hall.121The projectwill be anchored by the Zappos’ companyheadquarters and will include work-life integrationwith housing, education, and technologyincubation. These developments will need to belong-term commitments, but an initial projectwould reinforce the city’s brand as a center oftechnology and innovation.Replace Non-Strategic Economic Develop-ment Programs with Jobs Tax CreditsFor the state and city to compete effectively toattract job creators, there must be an overhaulof obsolete economic development incentives,most of which were created long ago bystate legislation. The City currently offers nodiscretionary incentives that encourage creationof middle-income jobs, such as New York State’sExcelsior Program. Instead, the City administerstax and bond financing incentives that arepoorly targeted, have little multiplier value inthe economy, and are not sufficiently robustto make New York competitive in high-growthsectors. To accelerate business expansion andmiddle-income job creation, the city needs anew Jobs Tax Credit, similar to Excelsior, whereincentives are tied to creation of high qualityThe Partnership Fund is prepared to invest $20 million in thecommercial component of a campus for entrepreneurs and techstartups, including access to affordable housing.
  • 44. NYC Jobs Blueprint Partnership for New York City42jobs, rather than geography, and limited totradable sectors that advance the city’s goals foreconomic growth. This will require legislation byState government to curtail or redirect existingprograms and authorize new ones.Reinforce the Financial Services SectorThe financial services sector accounts for 13.8%of private sector jobs in the city, but with averagesalaries of $213,000 it represents 35% of thecity’s total private sector payroll.122It is essentialto achieve stability or modest growth in financialservices jobs over the next decade. This canbe accomplished through retention of currentfirms, attraction of new firms from Europe andthe developing world, and growth in financialtechnology businesses. It will require a proactivemarketing program and supportive business,regulatory and tax environment in the cityand state. The declining business climate andescalating regulatory pressures in Europe willcause many European-based firms to relocateoperations in the next decade. New York is themost likely beneficiary of these relocations, unlessthe regulatory and tax environment is too harsh,in which case Asia’s accelerated dominance ofglobal finance is almost assured.Accelerate Sector DiversityTraditional sectors (finance, construction,government, healthcare, professional services,education, retail and food) make up 66% of thelocal economy, while emerging sectors contributejust 17%.123In the last decade, emerging sectorsincreased their share of the city’s GDP by almost3%, so a goal of reaching 20% of GDP in thenext decade is in line with current trends.124Technological transformation of legacy industriessuch as financial technology, health informationtechnology, and big data applied to marketingand advertising, is driving diversification which thecity can support through marketing, promotionaland programming activities.EXHIBIT 4.1: NYC Has a Lower International Export Intensity than its PeersInternational Exports of Goods and Services$ Billions, 2010% of GDP% Goods% Services5.5 13.3 12.3 11.1NYC SiliconValleyLA Chicago• All other cities have roughly doublethe level of NYC’s export intensity• However, NYC SMEs1 perform wellboth internationally and domestically• In New York State SMEs account for47.6% of all exports (2005)• ~34% of all food manufactured inNYC is sold to markets outside thefive boroughs and is predominantlyhigher-value specialty foods (e.g.,chocolate, ethnic foods, spices andgourmet jam)• Promoting international exports canbe expensive (e.g., representatives ininternational markets) but was themajor source of growth during thepast few years as domestic marketscontinue to be sluggishNOTES:MSA level data1) Small and Medium-Sized Enterprises (SMEs)SOURCE: McKinsey analysis of data from Brookings; U.S. Census Bureau; New York Industrial Retention Networkand Fiscal Policy Institute; Small and Medium-Sized Enterprises and the Global Economy, edited by Gerald Susman$31.28734413513665965$54.6$88.7$54.9
  • 45. Partnership for New York City NYC Jobs Blueprint 43Expand Export IntensityThe city had $31.2 billion in international exportsin 2010, representing only 5.5% of its GDP.125Doubling exports, so that they represent at least10% of GDP, would add up to 162,000 new jobsin tradable sectors in the next decade.126SiliconValley and Chicago had international exportsnearly double New York’s in 2010 ($54.6 billionand $54.9 billion, respectively), while Los Angeles’exports were nearly triple ($88.7 billion).127The Obama Administration set a five-year goalof doubling exports and is on track to achieve it,with the help of direct loans, credit guarantees,and credit insurance from the Export-ImportBank.128Exports accounted for 50% of U.S.growth since 2009.129New York City coulddo the same, gaining up to 5,400 jobs forevery $1 billion in additional export activity.130Greater Portland has succeeded in growingtheir exports by 109.3% from 2003 to 2010.131Collaboration between government, industry anduniversities, under a Brookings pilot program,has put Portland on track to double exports from$21 billion to $42 billion, adding 113,000 jobs inthe next five years.132Current sources of export advice and financingare aimed mostly at large, established businesses.New York should establish an Export Exchangeto assist small and middle market businesses.New York’s international corporations, banks andfinancial firms could be enlisted to introduce theirlocal supply chains to international markets. Theforeign international offices of NYC Companymight add resources/capabilities to assist withthe promotion and facilitation of selling NewYork City produced goods in new markets. SBScould coordinate outreach and intergovernmentalassistance to this effort.Encourage New Manufacturing Artisan EnterpriseA successful formula for re-energizing the city’smanufacturing sector has come from highlyfocused, public-private partnerships that provideaffordable space and support services. The mostnotable examples are the city-owned BrooklynNavy Yard and the nonprofit Greenpoint Manu-facturing and Design Center (GMDC). The NavyYard currently houses 330 tenants that providenearly 6,000 jobs—up from 3,600 workers in2001.133The GMDC has converted six obsoletemanufacturing buildings into collective produc-tion centers for more than 100 small and artisanalbusinesses with 775 employees.134With public,private and philanthropic funding, both entitieshave created successful models for providing af-fordable space and shared services that supportspecialty production in “tradable” sectors.The impasse over rezoning of the MidtownGarment District illustrates how advocates oftraditional manufacturing have misdirected theirattention to hanging on to jobs that no longermake sense in the city, as opposed to promot-ing advanced manufacturing and the intersectionof design and production (such as 3-D printing),where the city has a clear competitive advantage
  • 46. NYC Jobs Blueprint Partnership for New York City44and an industry cluster could grow. The New Labdesign center planned for the Brooklyn NavyYard is the kind of facility that could anchor anadvanced manufacturing cluster, but this will re-quire significant public investment before it yieldseconomic returns for the city in terms of new jobsand tax revenues. Today, public resources arebeing expended to keep alive businesses that donot represent the future of manufacturing in thecity. Obsolete economic development tools mustbe updated and resources re-directed into creat-ing modern manufacturing clusters in order tosupport jobs growth in tradable, export sectors.Promote Tech StartupsSilicon Valley is the center of technology innova-tion, but future growth will be in the applicationof technologies to financial services, health, retailand other industries where New York City enjoysa huge competitive advantage. The number ofventure capital-backed startups in the New YorkCity metro area grew to 247 in 2011, up from 205in 2001.135Continued support for tech startups,in combination with investments like the Cornell-Technion campus, could enable New York tosignificantly increase its startup activity.Aside from mentoring, marketing and promo-tional programs that continue to engage the techsector, growth in startups will require increasingventure capital investment activity which totaled$2.1 billion in 2011, growing at a rate of 2.8%from 2001 to 2011.136New York saw the largestincrease over the past decade, even comparedwith Silicon Valley, and should capitalize on thistrend.137The Partnership for New York City hasencouraged the state to create an Angel Investortax credit as an indication of the commitment toincentivize investment in startups.For the life sciences, there is a need to developaffordable lab space, which is almost nonexistentin the city. EDC has attempted to develop labspace in the Brooklyn Army Terminal (BioBAT),but so far only a nonprofit lab has occupiedthat location and some 400,000 square feet areunimproved.138Most scientists who are startingcompanies want to be close to their researchand teaching locations, along the lines of whatColumbia Medical School developed at theAudubon, which was the city’s first bioscienceincubator. The City should work with the medicalresearch institutions to identify additional spaceand secure public and private support to make itaffordable.EXHIBIT 4.2: NYC Startup Growth Outpaces All Competitor CitiesNumber of Venture Capital-backed Startups, 2011Silicon ValleyLos AngelesChicagoAustinSeattlePhiladelphiaSan DiegoWashington, DCNumber of Startups% CAGR 2001–2011+0.4+0.7-1.8+1.9-5.3-3.5-2.6-3.4-0.2-2.6New YorkBoston247Silicon ValleyBostonNew YorkLos AngelesWashington, DCSan DiegoSeattlePhiladelphiaChicagoAustin1003861088869799929383NOTE: MSA level dataSOURCE: McKinsey analysis of data from PwC MoneyTree report
  • 47. Partnership for New York City NYC Jobs Blueprint 45Champion Diversity in the Tech SectorBlacks and Latinos are 28% of the populationof the United States but account for only7% of the STEM workforce.139Only 4.6% of allundergraduate computer science degrees in theU.S. went to Blacks in 2011.140New York could differentiate itself as the globalleader in diversifying professional employmentand entrepreneurial leadership in the techindustries by working with employers andeducational institutions to promote efforts torecruit and mentor minority students for the STEMeducational track, offering internships for workexperience, and developing a program to helpplace minorities in the city’s tech sector jobs.Establish Industry Partnerships forEconomic DevelopmentThe city’s economic development functionsshould be strengthened by creating a network offour or five industry-supported entities that mirrorNYC Company’s structure and, hopefully, couldreplicate its success in boosting the city’s tourismindustry. These industry groups would have topprofessional management and a board drawnfrom industry, academia and labor. Industry-specific entities would be responsible for creatingand implementing end to end solutions for jobcreation and economic output in key tradablesectors, including financial services, technology,creative industries (media, fashion, the arts), andmanufacturing. These new entities would:• Identify scalable companies and help themnavigate New York City’s regulatory and realestate worlds;• Facilitate access to talent, capital and globalmarkets;• Work with trade associations and educationalinstitutions to establish industry councils totailor the city’s education and workforce de-velopment system around industry job open-ings, advising on curriculum and credentialingrequirements, arranging apprenticeships andpermanent placements and evaluating serviceproviders; and• Advise government on projected job needs,which would translate into priorities built intopublic funding for educational and traininginstitutions.-0.5-3.7+2.8+0.9-3.3-5.2-6.6-3.011,9154919273026422,1507012,778Silicon ValleyNew YorkLosAngelesBostonChicagoAustinSeattleHoustonVenture Capital Growth% CAGR 2001–2011Silicon ValleyBostonNew YorkLos AngelesChicagoAustinSeattleHoustonEXHIBIT 4.3: NYC Has Seen Significant Growth in Venture Capital Funding of StartupsTotal Amount Invested$ Millions, 2011NOTE: MSA level dataSOURCE: McKinsey analysis of data from PwC MoneyTree report
  • 48. NYC Jobs Blueprint Partnership for New York City46EDC would provide “umbrella” coordinationand various support services to the industrygroups, while continuing its primary functionsof managing economic development capitalprojects and contracts, property disposition andland use actions. EDC and SBS would also beresponsible for data tracking, economic analysisand oversight of City incentive programs aswell as outreach to minority and women ownedbusiness services.For the manufacturing sector, where industryinterests are particularly fragmented, the Cityshould work with the Brooklyn Navy YardDevelopment Corporation and GMDC toestablish a pan-manufacturing industry supportorganization that would have the capacity topromote this sector and to manage city-ownedindustrial properties and IBZs.Create a Commercial Rent Tax CreditNew York City is unique in imposing a tax oncommercial rents for any business tenant in Man-hattan (south of 96thStreet) that pays more than$250,000 in annual rent.141The commercial renttax, a 6% tax on base rent (less certain discounts),is a powerful disincentive for companies to growhere.142It should be eliminated. Recognizing thatthis would represent revenue losses of half a bil-lion dollars, an alternative/interim measure couldbe a credit against the tax for new companiesthat hit the rent threshold by virtue of expansionthat creates new, middle-income jobs.Establish a Resource Center for JobCreatorsThe City, working with the real estate brokerageand consulting community, should establish agateway for companies that are seeking to locatein or scale up in the city. Services should includea shared listing of spaces that can meet theneeds of growing companies as well as fast trackon permitting, licenses and other governmentapprovals. This center would connect job creatorsto sources of employee recruitment and trainingand other resources needed to grow a businesslocally.It would provide a new source of informationabout the businesses that are seeking to growand what they need from local government,generating data that could inform the City’splanning, tax and zoning policies.Silicon Valley1SeattleAustinBostonLos AngelesHoustonNew YorkChicago16,364 2,646 6.0%Patents per MillionInhabitants# of Patents,% CAGR 2000–2010US = 4.7US = 309Total Patents,MSA 20104,0522,4494,3304,9922,1906,3832,9331,1751,41795038936633731015.3%6.4%5.8%3.0%5.3%6.6%2.2%NOTE:1) Data for San Francisco San Jose MSAsSOURCE: McKinsey analysis of U.S .Patent and Trademark Office U.S. Census BureauNYC’s researchinstitutions havehistorically laggedbehind their peerswhen it comes toconverting researchinto startup companies(e.g., 3.6 universitystartups per millioninhabitants vs. peeraverage of 5.0)EXHIBIT 4.4: NYC Lags Most of its Peers in Research Commercialization
  • 49. Partnership for New York City NYC Jobs Blueprint 47Create a Permanent Innovation AdvocacyOrganizationNew York City’s key growth industries will onlyflourish if innovation remains at the forefront ofthe economic development agenda. Increasedpatent registration and commercialization of localdiscovery requires closer cooperation betweengovernment, industry and the city’s academicand research institutions. Universities in New Yorkmust be encouraged to promote opportunitiesfor commercialization. The NYC TechConnectProgram, co-sponsored by the Partnership Fundand the New York City Council, has discovereda huge pent up demand among researchersand scientists for access to investors, businessassistance and industry relationships.A new 501(c)(3) organization should be formedto advocate for policies, programs and projectsthat promote the city’s status as a global capitalof innovation in every sector. This group willbe comprised of leaders of business who areat the forefront of innovation and the heads ofthe city’s most important academic and medicalresearch institutions. It would organize anannual conference championing the city’s latestbreakthroughs, build a cross-sector network ofinnovators, produce policy reports, and developan advocacy agenda for federal, state and cityactions to support innovation and tech transfer.New York City patent registrations, an indica-tor of leadership in the innovation economy,are low compared to the most innovative cities(behind Silicon Valley, Seattle, Austin, Boston,Los Angeles, and Houston). The rate of annualgrowth for the number of patents increased by6.6% between 2000 and 2010—much lower thanSeattle’s 15.3% growth rate, but greater thanthe U.S. growth rate of 4.7%.143New York hasthe largest concentration of great academic andresearch institutions, most of which are undergo-ing a culture shift toward greater emphasis oncommercialization of discovery, rather than saleof patents. The Applied Science Initiative will ac-celerate this trend, but a permanent organizationthat focuses on innovation across the board isneeded to keep moving New York forward in theknowledge economy.Better Educated SkilledWorkersIn the next decade, secondary and highereducational institutions must focus on producingmore graduates who are prepared for the 21stCentury workplace. This is particularly true ofpublic institutions whose primary responsibility isto assure New York City’s public school graduatesthe opportunity to move up the economic ladder.Through 2020, the city is projected to gain284,000 jobs that require bachelor degrees ormore, an additional 201,000 jobs that will requireassociate-level degrees or some college, and72,000 additional jobs that will require a highschool degree.144Before the end of this decade,demand for employees with an associate degreeor higher will increase by 21%.145This suggestssome targets that the public education systemshould strive to meet.The New York business community has a greathistory of philanthropic and in-kind supportfor public education and career development,working directly with the public school systemand through nonprofit organizations like NewVisions, the National Academy Foundation,PENCIL and others. But these are fragmentedinterventions with limited systemic impact.With respect to CUNY and private universities,employer and industry engagement is evenweaker and more scattered. There are modelsin California, Washington State, Germany,Switzerland and Australia, where centralized andsystemic employer engagement with secondaryand post-secondary education and work-study
  • 50. NYC Jobs Blueprint Partnership for New York City48experience has changed unemployment rates andfilled labor market needs. The City and State haveinitiated efforts to reform career and technicaleducation requirements in the public schools andcommunity colleges, but this remains a nascenteffort. It should be a top priority.Launch NYC 2020 Jobs Challenge—A Partnership between Employers EducatorsRecognizing that post-secondary education isbecoming a necessary credential for a middle-income job, the City has worked with CUNYto develop a 9–14 graduation and certificationmodel, with an emphasis on work-based learningopportunities. The most prominent exampleis P-TECH, a partnership with IBM that wascalled out for replication by President Obamain his State of the Union message this year. Butopportunities like P-TECH are available to onlya small fraction of the city’s student population.They must be expanded.The city’s employers have strong motivationto insure that graduates of New York City highschools and post-secondary degree programs arewell prepared for the jobs of the 21stCentury. ThePartnership for New York City proposes creationof NYC 2020 Jobs Challenge, in which employ-ers will commit to coordinated engagement in acity-wide career and technical education initia-tive that would result in significant reduction inunemployment and underemployment of NewYork City high school and college graduatesthrough appropriate training and placement. Thechallenge would require that employers agreeto specific goals for providing work experiencethrough mentoring, internships and opportuni-ties for employment, while the State, City andeducators would agree to work with employers toreform curriculum, credentialing and certificationprocesses and upgrade professional developmentof educators to match demands of the workplace.Corporate leadership and philanthropic supportwill be necessary, but the success of NYC 2020Bachelor’sDegree or MoreAssociate’s DegreeSome College,No DegreeHigh School GradThousandsLess than a HighSchool Diploma329315105411267758764215211,4491,7334,0284,5712011 Employment 2020 Demand1Change in EmploymentThousands, 2011–2020TOTALEMPLOYMENT-13+72+101+100+284NOTE: Labor demand from Moody’s base-job-growth scenarioSOURCE: McKinsey analysis of data from BLS, Moody’s Analytics U.S. Department of LaborEXHIBIT 4.5: 2020 Projection: Significant Increase inDemand for Workers with Higher Education2011 Employment Demand and 2020 Projection
  • 51. Partnership for New York City NYC Jobs Blueprint 49TOTAL JOBSEXHIBIT 4.6B: Job Creation is Projected to Continue in NYC’sNew Economy and High-growth SectorsProjected Net Job Creation in New York City, 2011–2020CreativeHigh-techTourismNOTE: The creative, high-techand tourism sectors were createdthrough McKinsey’s analysis oftraditional industry sectors toshow the share of jobs andimpact on GDP by aggregating4 digit NCAIS codes.SOURCE:McKinsey analysis of data fromthe BLS Moodys Analytics38.929.13.771.7Thousands27.6-5.7-4.721.7129.1126.641.439.6158.169.115.719.77.511.116.624.216.718. Growth1481.3543.34,5094,571Base Growth2NET JOB CREATIONTOTAL JOBSNOTES:1) Projections based on lower economicgrowth scenario.2) Projections based on expectedeconomic growth scenario.3) Business services includesProfessional, Scientific TechnicalServices, Management of Companies Enterprises, Administration Support Services and WasteManagement Remediation Services4) Leisure Hospitality includesAccommodation Food Servicesand Arts, Entertainment Recreation5) Other includes Mining, Utilities,Wholesale Trade, Transportation Warehousing, Information andSelf-employedNumbers may not sum due to roundingSOURCE:McKinsey analysis of data from BLS Moody’s AnalyticsEXHIBIT 4.6A: Projected Net Job Creation in NYC, 2011–2020Finance InsuranceHealthcareInformationBusiness Services3Leisure Hospitality4RetailGovernmentConstructionEducationReal EstateManufacturingOther ServicesOther5Thousands
  • 52. NYC Jobs Blueprint Partnership for New York City50Jobs Challenge will depend on involving thou-sands of early stage and growing entrepreneurialcompanies in the tech sector and creative indus-tries as a source of work experience and employ-ment opportunities in the new economy.Establish Outcome-Based Criteria forEducation FundingThose localities which are most successful incompeting for tech jobs have tied funding forpublic university systems to meeting employerdemands for an adequate supply of well-prepared job candidates. The culture of New YorkCity’s public and private university systems, aswell as the predisposition of the state Departmentof Education, must shift in the direction ofplacing greater value on technical and career-oriented education, industry partnerships, andjob-related outcomes. Governor Cuomo hasincluded incentives to promote these objectivesin his 2013 budget. Funding and evaluation ofeducational institutions must be firmly tied tostudent outcomes, including job placement.Currently, the system is blind with respect to jobplacement and earnings of graduates becausethere is no access to the state’s Wage ReportingSystem (WRS) data. Other states, includingCalifornia and Florida, use WRS for systemicportfolio review and to guide public investmentin education and workforce development, whileprotecting individual privacy. New York needs todo the same.Educational institutions must also have up-to-dateinformation about labor market needs, which arechanging rapidly as a result of technology andother factors, and take these into account with re-spect to curricula and professional development.The city needs a market-based skills databasewith up-to-date information about the size, natureand skills requirements of the relevant job market.Developing this system should be a priority proj-ect of the City, working with industry.Coordinate Education, WorkforceDevelopment Job Placement Functionsunder a Chief Talent OfficerThe Mayor needs the ability to coordinatemanagement of the city’s education, workforcedevelopment and job placement systems,in order to align their activities with theAdministration’s strategic vision and the demandsof the workplace. The City currently runs a$22 billion education system146and a $1.4 billionmélange of workforce development programsincluding job placement programs.147It spendsroughly $300 million annually in support of CUNYprograms.148These initiatives are carried out bya variety of public agencies and contracts withhundreds of nonprofit and private agencies andinstitutions. With respect to job preparation andplacement, these entities are competing to buildone-off relationships with employers in orderto place clients, reach government targets andmaximize revenues. The result is an inefficient andwasteful deployment of resources.Within the City, there should be a “Chief TalentOfficer”—a Mayoral appointee—who is respon-sible for workforce and career development func-tions, including those conducted by the Depart-ment of Education, post-secondary institutions,contractors and industry groups.149At the veryleast, the Chief Talent Officer would be respon-sible for understanding the talent needs of thechanging economy through continuous interac-tion with the private sector and ensure that theseneeds are communicated to the City’s workforceCorporate employers and tech entrepreneurs must providework experience opportunities for high school and collegestudents to help prepare them for New Economy jobs.
  • 53. Partnership for New York City NYC Jobs Blueprint 51development agencies and educational institu-tions so that programs are immediately tailoredin response. The Chief Talent Officer would alsobe responsible for developing a single strategicplan that guides allocation of Federal, State, Cityand private funds, evaluation of service providers,industry relationships and job placement.The Bloomberg Administration has takenimportant steps in this direction with the creationof Workforce1 Centers run by SBS and the Officeof Human Capital Development. The functionsof both need to be elevated, institutionalizedand scaled. This does not mean creating a newbureaucracy, but rather consolidating authorityand funding that is currently spread across fartoo many public agencies and service providers.Only a centrally managed system can developand constantly update a city-wide workforceeducation and placement plan, build significantjob pipelines with employers, and close the gapbetween job skills requirements and the city’sunemployed and underemployed.This Blueprint proposes that the city andstate should overhaul New York’s workforcedevelopment system.Greater Connectivity AccessibilityGlobal cities are only as great as their basicinfrastructure, which must be up-to-date, wellmaintained and resilient. Superstorm Sandyrevealed new vulnerabilities in the power, transitand communications systems. Experts are review-ing these conditions and will produce proposalsthat the city must move quickly to evaluate and,where appropriate, implement. These will add toa long list of city infrastructure modernization andexpansion needs, from leaking water tunnels andsolid waste systems to digital connectivity.Of particular concern is the transportation system,largely managed by state-controlled agencies(MTA, Port Authority of New York New Jersey(PANYNJ) and the State Department of Transpor-tation). During the last decade, spending of capi-EXHIBIT 4.7: Workforce Development Extends Across MultipleAgencies and Funding StreamsTotal Non-city Spending — $740 MillionNYC Agencies Offices —$615 MillionNYC Agencies Offices 2Non-City Agencies 1740615ProprietarySchoolsUnionsNYC WorkforceFundersNYS Departmentof LaborNYS EducationDepartmentNYS Office ofTemporary Disability AssistanceNYC Council5005040.383.520.925.1 20$ Millions$ MillionsTotal $1.355 Billion• NYC Department of Aging• City University of New York• NYC Department of Correction• NYC Economic DevelopmentCorporation• NYC Department of Education• NYC Department of Health Mental Hygiene• NYC Housing Authority• NYC Human ResourcesAdministration• NYC Department of Parks Recreation• NYC Department of SmallBusiness Services• NYC Department of Youth Community Development• NYC Center for EconomicOpportunity• Mayor’s Office of Adult Education• Mayor’s Office of Immigrant Affairs• NYC Workforce Investment Board1) $740 million = Funded and/or administered by federal, state or private entities2) $615 million = Funded and/or administered by city agencies officesNOTE: Derived from Public Consulting Group, City of New York Workforce Development MappingInitiative, January 2011 to include public and non-public sources omitted from the study.SOURCE: The State of the New York City Workforce System, Fiscal Year 2010, The City of New York.
  • 54. NYC Jobs Blueprint Partnership for New York City52tal dollars to build new mass transit infrastructurehas increased, while investment in maintenancehas taken secondary priority. The transit repairbacklog of the MTA equates to approximately$3.4 billion, of which 40% is currently unfund-ed.150The Second Avenue Subway and EastSide Access under Grand Central Terminal areunderway, but funding to complete these majorprojects is not in place. Similarly, there are needsfor a new Hudson River tunnel and increasedservices to new employment centers throughoutthe region. Fare and toll increases and dedicatedtaxes have failed to close operating and capitalbudget shortfalls. The next Mayor should reviewthe city’s transportation priorities and be an advo-cate for exploring public-private partnerships thatincrease access to private capital and help reduceconstruction costs.Pursue Universal RedundantConnectivityNew York is one of the most highly competitivetelecommunications markets in the country;however, legal and regulatory barriers make itdifficult for service providers to build-out neededbroadband and wireless infrastructure acrossthe city. It is time to amend regulations thatimpede the rollout of broadband and wirelessaccess in order to align with current technologyspecifications and future technologicaladvances. The city’s digital infrastructure lagsits competitors, particularly in the boroughswhere startups are looking for low cost space.Although median download speeds are higherthan national averages, businesses cite frequentdowntime and lack of redundancy as problems.151The City needs to work with providers to createthe right incentives for private investment, on anaccelerated basis, in a universal, redundant andaffordable digital infrastructure.Advocate for Improved AirportsThe airports serving the New York MetropolitanRegion handle one-third of the nation’s flightsbut are responsible for three-quarters of thenation’s air travel delays, which cost the regionaleconomy more than $2.6 billion in annuallosses.152This can be remedied with installationof modern satellite air traffic controls that wouldimprove conditions for passengers, airlines andresidents living under flight paths. Internationalairports are a prime example of where public-private partnerships have been most successfulin achieving economic solutions to major capitalinvestment challenges. While airports are nota direct City responsibility, their condition andcapacity are among the most important factorsaffecting the city’s future growth.The air cargo operations at JFK support 50,000regional jobs, with $3 billion in wages and$8.6 billion in sales.153During the past 10 years,daily air cargo volume has declined by almost athird.154EDC and the PANYNJ have studied thesituation and come up with recommendationsto increase freight activity that include: aCargo Village to provide better facilities fortrucking operations and drivers; a commercialdevelopment zone providing incentives for trade-oriented activity; and improved airport access forlarge trailers.155Since 35 new jobs are createdfor every 1,000 tons of freight moved, theseinvestments make sense as part of the strategyfor building the city’s tradable sectors.156Redesign the Transportation NetworkAs job growth expands in the outer boroughs andpeople move to new areas of the city, commutingpatterns are changing and the Manhattan-centricroutes of the traditional mass transit system areincreasingly inadequate. The agencies that runtransit systems are not necessarily responsiveto specific requests for new services. The nextMayor should lead efforts to mobilize a regionalcommitment to reconfigure the system inresponse to changing demands and plans forfuture development. This should include cross-Hudson solutions, improved airport access, andregional freight movement.Commute times in the city are some of thelongest in the nation, averaging 52 to 69 minutesfor public transit riders.157Public transportationcommute times could be reduced by 30%by accelerating the implementation of 16planned Bus Rapid Transit routes.158Commute
  • 55. Partnership for New York City NYC Jobs Blueprint 53time translates into reduced productivity ingovernment and the private sector. The city’sfirst three, “capital light” Bus Rapid Transit routeshave reduced average travel times by 20% in hightraffic corridors.159A second major contributor tocommute times is traffic congestion which costNew Yorkers $11.8 billion in 2011.160It is time toresuscitate proposals for congestion pricing andbridge tolls to reduce congestion and create newrevenue sources for mass transit.The city needs to continue to focus on ferries,wherever the economics make sense. East Riverferry ridership surpassed 1.7 million passengersin 2012, demonstrating the potential of thiscommute option, assuming adequate operatingsubsidies and intermodal connections.161In thewake of 9/11 and Sandy, ferries were the firstmass transit option to be up and running andprovided interim transportation for badly hitcommunities. While the operating cost is highon a per passenger basis, the capital expense offerries is very low compared to any undergroundalternative. Whenever possible, ferry routesshould be put in place in areas of the city lackingother public transit options, creating seamlessconnections between ferry landings and the MTAmass transit system.Tap Private Sector ResourcesState legislation dictates the ability of the Cityand its agencies to establish public-privatepartnerships or innovative design-build initiativesfor financing and expediting public infrastructureprojects. At least 34 states and Puerto Rico havelaws that allow private investment in public proj-ects on flexible terms.162New York City and Stateshould organize a business-labor partnership toadvocate for similar legislation and seek to putpension funds and private capital and expertiseto work on the city’s infrastructure challenges.Safe Affordable LivingEnvironmentNew York’s “livability quotient” is high when itcomes to safety, green space and other qualityof life criteria. Building on the record of theGiuliani Administration, during the last decadethere was another 31% reduction in major felonyoffenses and 19% reduction in non-major felonyoffenses.163The New York City Police Department(NYPD) needs to continue to have the resourcesand authority to continue these gains. Aftersafety, the biggest “livability” challenge is risinghousing costs. The city would need to shift morethan 100,000 households into housing unitsaffordable at their income level to restore historic,pre-recession affordability levels (+126,000units) or to match the national average of costburdened households (+142,000 units).164This is ashift that cannot be accomplished solely throughnew construction, so a combination of solutions isrequired.Optimize Existing Housing ResourcesWhile housing costs are high, there are manyNew Yorkers who enjoy a great housing bargain,often for generations. There are tens of thou-sands of regulated and subsidized units where asingle person or couple is hanging on to a large,family-sized apartment. This includes units inpublic housing, Mitchell-Lama housing, rent-regulated units, tax-advantaged co-op and condoconversions as well as seniors in large homes whobenefit from artificially low property tax assess-ments and abatements. These households areover-housed, effectively at the expense of otherNew Yorkers. The City and State need to dramati-cally improve enforcement, providing incentivesto upgrade illegal units, subdivide large homesinto rental units, and reform laws that provide ahousing affordability advantage on a basis otherthan economic need and family size.There are also large numbers of New Yorkersliving in illegal, overcrowded units where theyare paying too much for dangerous, substandardaccommodations. The Pratt Center estimatesmore than 100,000 unofficial housing units inbasements and cellars exist throughout the city,35% of which can easily become legal with minorchanges in codes and regulations.165Other citieshave legalized Accessory Dwelling Units byestablishing a process to bring them up to code.In New York, this would involve updates to zoningand habitability rules as well as making changesto the apartments themselves. At the sametime, codes and zoning should be amended toencourage development of additional accessoryunits and work-live accommodations on existingproperties that are currently underutilized.Reduce Costs of Housing ConstructionThe city could optimize housing developmentand reduce costs by increasing floor area ratio(FAR) for residential development, reducingparking, setback and yard requirements,increasing inclusionary zoning bonuses andsimplifying and expanding the allowabletransfer of development rights. The BloombergAdministration has launched a pilot developmentof micro-units that are smaller than New YorkCity regulations currently allow—expected tomeasure 250 to 370 square feet.166The city hasapproximately 1 million studios and one-bedroomunits to accommodate some 1.8 million one- andtwo- person households. Housing demands in the
  • 56. NYC Jobs Blueprint Partnership for New York City54city are also changing. Only 16% of householdsare made up of “traditional” family units while33% are single person households, a trend thatwill continue to grow.167The micro-units are anobvious and important housing option that thecity should make legal.Forest City Ratner recently negotiated a contractwith the Building Trades and ConstructionCouncil of Greater New York to develop highrise modular housing at Atlantic Yards, possiblysaving as much as 20% over conventional, unionbuilt high rise housing.168The fact that increasingnumbers of projects are being developed on anonunion basis should create an incentive forunion contractors and labor leaders to workwith the city and developers on cost-savingchanges in work rules, approval processes andother requirements to reduce the cost of newaffordable housing developments.Time is money in construction, and the pre-development, construction and post constructionregulatory review and approval processes addsignificantly to construction cost. The next Mayorwill need to revisit the laws, regulations andagency procedures that needlessly add to thecost and inefficiency of construction.Prioritize Long-Term Planning SustainabilityThe Bloomberg Administration established theOffice of Long Term Planning and Sustainability,with a citizen advisory council, to insure cross-agency cooperation on achieving a greener,more energy efficient city. The experience withSuperstorm Sandy drove home the importance ofthis office and will result in a new set of priori-ties to work through the municipal bureaucracy.Other actions that should be taken up by thenext Administration include making certain greenbuilding code retrofits mandatory, in combina-tion with scaling up the city’s nonprofit EnergyEfficiency Corporation to provide funding for thepilot stages of retrofit compliance.Improve Services in High CrimeCommunitiesThere remain a handful of communities wherethe incidence of violent crime is significantlyhigher than in the rest of the city, particularly inand around New York City Housing Authority(NYCHA) buildings.169NYCHA released a residentsurvey in 2011 where more than three-quartersof respondents reported they were very orsomewhat fearful of crime in their developmentand 30% reported that their fear of crime hadincreased over the past 12 months.170More thanhalf (55%) of respondents reported that they donot leave their apartment due to fear of crimein their development.171Installing more securitycameras, adding strategic lighting and placingsecurity guards in lobbies are a few approachesrecommended by the NYPD that would reducethe number of violent and petty crimes.At the same time, connecting youth in thesecommunities to education and jobs must be apriority for the city’s workforce developmentagenda. There are a variety of city, state andnonprofit initiatives and an expanded statetax credit attempting to address the issue ofdisconnected youth that should be consolidated.What is needed for impact, however, is acommitment by public funding agencies tocoordinate funding and services directed tohighly impacted communities, particularly in theface of federal and state budget cuts.
  • 57. Partnership for New York City NYC Jobs Blueprint 55Efficient, Disciplined Well-Run City GovernmentNew York is a mega-city that presents a mega-management challenge: a $70 billion budget,354,000 employees, 40 departments andhundreds of agencies, commissions and offices.172The Bloomberg Administration has takenimportant steps to put in place systems for datacollection and performance reporting across allagencies that provide the foundation for solidmanagement. Efforts are underway to improveand integrate the information technology systemsof City departments, which is essential in orderto achieve greater efficiency and improve fiscaland program management and procurement.This will, hopefully, result in an approach totechnology infrastructure that will enable thenext Mayor to effectively track performance andmanage municipal government through a periodof severely constrained resources.New York City faces hard choices when it comesto future budget decisions. Success in addressingthese issues will be far more likely if business andlabor groups work together and with governmentto establish a shared understanding of the factsand possible options for achieving fiscal balance,including reduced expenditures, productivityincreases and revenue growth.The business community can bring expertiseon investment choices and revenue sources,based on economic returns and risks. Labor canadvise on what reforms of state civil service,public pension governance, and other lawsand regulations can improve the efficiency andproductivity of government. Business and laborcan jointly help explore pension fund investmentopportunities in public infrastructure andinnovative financial instruments to attract privatesector/philanthropic capital.Eliminate the Structural Budget DeficitThe City will need to dramatically reduceexpenditures and find new revenue streams inorder to close the projected structural deficit. Thebusiness community does not see much room toraise taxes, so increased revenues will dependlargely on economic growth.The capital budget also must be brought undercontrol, since rising debt service is a majorcontributor to operating expenses. The CitizensBudget Commission has proposed careful reviewof the projected capital budget to identifypotential savings or opportunities for privateinvestment. Over the next five years, $37 billionin capital spending is planned.173There is littletransparency with respect to neither how capitalbudget priorities are identified nor cost benefitanalysis to justify them.Public employee pensions and health benefitsare absorbing resources the city needs to supportessential services. The problem is most acute withcurrent and retiree health insurance benefits, withexpenditures of $5.5 billion projected for 2014.174The City still pays 100% of health premiums formost of its current employees, their spouses anddependents, and for retirees (aside from electiveprescription drug coverage). Renegotiation ofthese benefits must be a priority in the City’slabor negotiations with more than one hundredpublic employee unions.175Recruit Strong, Tech-Savvy ManagersThe key to the success in managing the complexenterprise that is New York City government isthe quality of the line managers. The businesscommunity is prepared to work with the next ad-ministration to identify and recruit highly qualifiedmanagers, on both a staff and volunteer basis.Active Employees RetireesFY2012 FY2013 FY2014 FY2015 FY2016 FY201710.0 10.6 10.8 11.0 11.8 12.4% of City Funds3. Health Insurance: NYC Office of Management and Budget,November 2012 Financial Plan2) City Funds: OMB, January 2013 Financial PlanEXHIBIT 4.8: Health Benefits are aGrowing Budget BurdenFY2012–2017$ Billions10.0 10.6 10.8 11.0 11.8 12.4
  • 58. NYC Jobs Blueprint Partnership for New York City56In addition, the private sector can help developskills in City workers that improve productivityand efficiency. This should begin with the mayoraltransition and continue throughout the term. Thecity has recently established a nonprofit Technol-ogy Development Corporation (TDC) that has cre-ated a capacity to attract top talent and reduceoutsourcing of tech-related activities. Ultimately,changes in outdated state civil service rules willbe necessary to staff government appropriately,but in the interim the TDC is an important vehiclefor attracting needed expertise and movinggovernment information technology functions toa new level of efficiency and quality.Reform Property TaxProperty taxes make up nearly 45% of the city’srevenues, but the system is opaque and skewedtoward serving political rather than economicor fiscal needs. 176Current tax laws include taxcaps, abatement programs, varying assessmentrates and formulas that favor owner-occupiedproperties at the expense of rentals, commercialuses and utilities. Redesign of the system isneeded to create a more fair and transparent taxregime that aligns with the city’s priorities andcaptures market value in its assessments.Property tax exemption and abatement programsaccounted for approximately $4.6 billion inforegone city revenue in FY2013.177There is aneed to update these programs to ensure theyare reaching intended beneficiaries. New YorkCity’s not-for-profit property tax exemptionaccounted for an approximate $1.8 billion inadditional forgone revenue in FY2013.178NewYork should join other cities, including Bostonand Chicago, in reviewing whether somenonprofit institutions should be contributingpayments in lieu of property taxes.179Evaluate City-Owned Property for Rev-enue Potential Economic DevelopmentThere is no central inventory of City-ownedland and buildings, gathered by someone otherthan the agency which holds them. Such aninventory should be compiled and reviewed byan independent commission, with an eye towardadaptive reuse, sale or other disposition. Thiswould include real estate, air rights, facilities andservices where the disposition could result in netrevenues, reduced expenditures or more optimaluse. Past efforts to create an inventory have failedbecause they relied on turf-conscious agenciesto identify these assets. This has to be a searchthat is conducted by a group that has no agencyinterests and draws on private sector expertise.Redesign Community Service Delivery for“Collective Impact”Economically disadvantaged communities aretypically poorly served by the current systemof government funding and multiple deliverychannels for a range of health, educational,workforce development and community services.There are several initiatives in New York thatare developing alternative models for bettercoordinating government and philanthropicresources to achieve “collective impact.” ThePartnership for New York City has joined with theUnited Federation of Teachers, the New YorkThere will need to be a more formal, on-going coalition ofbusiness, labor and civic leaders to help the next Mayorachieve the city’s agenda in Washington, DC and Albany.
  • 59. Partnership for New York City NYC Jobs Blueprint 57City Council, the Children’s Aid Society, TrinityWall Street, United Way and other nonprofitintermediaries to advance a school-basedmodel for delivery of services and measuringresults of various interventions. The Governor’sEducation Commission and Executive Budgetrecommended a competitive grant to encouragethis type of reform in the service delivery systemin neighborhoods where, despite very costlyinterventions, the outcomes are wanting.180The 2013–14 New York State Budget includes$15 million supporting this approach statewide.181As government resources are less available, theneed to get service providers into a single, moreeffective delivery system is critical and schoolsprovide a locus for connecting families to serviceproviders that is probably the best available.In response to fiscal constraints, City and Stateagencies should review pilot projects and createa system for integrated funding, service deliveryand performance evaluation in high needscommunities.Mobilize Business-Labor-Citizen LobbyingEfforts to Support the City’s Agenda inWashington, DC AlbanyIn many respects, Albany and Washington, DCpresent the biggest challenges to the city as itattempts to sustain economic growth, createmore and better private sector jobs and retainits status as the global capital of business andfinance. New York City tax payers continueto send much more revenue to the state andfederal treasuries than the city gets back in theform of aid or services. New York City takes thebrunt when state and federal government fail toprovide local government with the discretion andflexibility required to run the city in an efficientand cost-effective way.Mayor Bloomberg annually provided businessleaders with a wallet card with bullet pointsoutlining the city’s Washington, DC agenda,ranging from housing and school aid toimmigration reform and Homeland Securityfunding. When elected officials from around thecountry asked these executives for campaigncontributions, they were instructed to pull out thecard and recite the city’s priorities. This turnedout to be a pretty effective way to deliver theNew York message.In both Washington and Albany, it is hard toget the city’s agenda enacted unless businessand labor are on the same page. The successof business-labor lobbying efforts was recentlydemonstrated with the passage of $60 billionin federal storm recovery funds, as it was insecuring federal funding for recovery from 9/11and the blocking of the Congressional proposalto eliminate public transit from the Highway TrustFund.182In Albany, business and labor joinedforces to end the wasteful Empire Zones Programand replace it with the Excelsior Jobs Credit. Asfiscal pressures increase on the state and federalgovernment, there will need to be a more formal,on-going coalition of business, labor and civicleaders to help the next Mayor achieve the city’sagenda in Washington, DC and Albany. This ishappening with respect to immigration reform,but must be extended to other areas such asfiscal reform.
  • 60. NYC Jobs Blueprint Partnership for New York City58Conclusion
  • 61. Partnership for New York City NYC Jobs Blueprint 59As the business and financial capital of America and the world, New YorkCity should be the world’s most prolific locus of job creation, economicopportunity and upward mobility. While it may be a truism that the privatesector, not government, is the creator of jobs in America, job creation inthe 21stCentury depends on a partnership between the private sector,educational institutions, organized labor and government. With partnershipsin place, New York City can be a job-generating giant.This Blueprint describes how the BloombergAdministration approached job creationpartnerships: by articulating a clear vision of NewYork’s future as a leader in the global innovationeconomy; by investing in long-term planning andthe public infrastructure required to pursue thatvision; by effectively managing municipal servicesto make the city safer and more attractive to thetalent required to execute on that vision; and byleveraging the city’s commercial, educational,civic and cultural assets to make the realization ofthat vision as expansive and inclusive as possible.Despite many achievements, New York City canmore effectively exploit its job-generating poten-tial. That will require working with global corpora-tions to retain middle-income jobs and helpingentrepreneurial companies to grow here. It willmean incentivizing educational institutions to pre-pare students for the technologically demandingrealities of the 21st Century workplace.This Blueprint suggests that future leaders of citygovernment should build on the solid foundationfor job creation and economic growth establishedduring the Bloomberg Administration, but alsoacknowledges the different and more demandingfiscal and competitive challenges that willconfront the next Mayor. These challenges willrequire new thinking about program and policyand more aggressive partnerships with industry,organized labor, and educational, medical andcivic institutions.
  • 62. NYC Jobs Blueprint Partnership for New York City60The specific recommendations of this Blueprintderive from hundreds of conversations withbusiness and community leaders, policy expertsand goverment officials, but the conclusions arethose of the Partnership for New York City andits constituency of employers, corporate andentrepreneurial, across all industry sectors. ThePartnership’s “big picture” position as to what isrequired to maintain New York City as a thrivingcenter of job creation and economic opportunitycan be summarized as follows:• New York City and New York State must offera more competitive tax, legal and regulatoryenvironment. New York is in danger of losingits brand as a business and financial capitalif relationships between government andbusiness are adversarial. Global economicand political shifts are making Asia and thedeveloping world a practical alternativeheadquarters for international business. Smallercities across North America are competingaggressively for entrepreneurial companies thatare creating most of the innovation economyjobs. New York needs to define a compellingnew value proposition for job creators or it isgoing to lose them.• New York’s leaders must resurrect the goodwillbetween business, government and organizedlabor that served the city well for many years.Cooperation of all three is needed to solve thecity’s fiscal problems and achieve needed re-forms in Albany and Washington, DC. Further-more, in a city where one in four workers is aunion member, labor leaders must be engagedin professional development of this substantialgroup of New Yorkers, many of whom havebeen left behind by the innovation economy.• Career preparation and technical skills musttake center stage at every level of publiceducation. Public education is the vehiclefor upward mobility and entry to the middleclass. The city’s educational institutions are notproviding growth industries with the numbersof skilled workers they need, nor are they of-fering realistic hope for a secure, well-payingjob to most public high school and communitycollege graduates. Government must insist onnew, performance-based funding formulas,professional development of faculty, and astrong role for industry partnerships.• Affordability, along with quality education, isthe precondition for reaffirming New York’sstatus as a city of opportunity. New York islosing middle-income jobs and householdsbecause they can no longer afford to livehere, primarily due to the high cost ofhousing. The City must work with industryand labor to expand the housing inventoryand reduce housing costs, applying the mostcreative minds to find solutions and securestate legislative and financial support forimplementing them.• Finally, city government’s ability to rise to thechallenges of the next decade will dependon the quality of the people who lead andmanage its agencies, programs and partner-ship relationships. City Hall cannot hope toeffectively run this complex enterprise if it relieson political patronage to fill jobs. A transitionmechanism should be established that finds thebest possible private and public sector talentto serve in a government that will need to meetunprecedented demands with diminishingresources.This Blueprint was developed in the hope thatthe next Mayor and the next generation of cityleaders, public and private, will benefit fromlearning what the city’s employers and jobcreators believe are the relevant lessons of thelast decade, as well as the risks and opportunitiesgoing forward. It is intended to spark constructivedialogue over the policies and programs that willbest advance the economic and fiscal interests ofthe city and its people, ensuring that New Yorkremains a city of opportunity for all.
  • 63. Partnership for New York City NYC Jobs Blueprint 61Endnotes 1 Presentation by New York City Department ofPlanning Commissioner, Amanda Burden, Slide5, accessed at 2 Furman Center for Real Estate UrbanPolicy, New York University, How have RecentRezonings Affected the City’s Ability to grow?March 2010, accessed at 3 Email communication from New York City Hall toMerrill Pond on projected additional space fromrezoning, October 9, 2012. 4 McKinsey analysis of data from County BusinessPatterns, U.S. Census Bureau, 2003–10. 5 Percent Compound Annual Growth Rate (CAGR)from 2009–11, indexed to 2002, real GDP.International peers include Shanghai, Singapore,Hong Kong, London, Toronto, Sydney, Paris andBerlin and domestic peers include Chicago, LosAngeles, and Silicon Valley. McKinsey analysisof C-GIDD by Canback Dangel and Moody’sAnalytics.Note: The Compound Annual Growth Rate(CAGR) is the average annual growth rate(positive or negative), or the year-over-yeargrowth rate, calculated by taking the nth rootof the total percentage growth rate, where n isthe number of years in the time period beingconsidered. The equation to calculate % CAGR= (end value / beginning value) ^ (1 / # of years)– 1. For example, references to the %CAGRthroughout the report may read: “annual rate ofgrowth”, “rising X% over the decade”, “grew atan annual average rate of X%”, or “declined at arate of X% over the decade”.  6 McKinsey analysis of data from Moody’sAnalytics, 2011 Nominal GDP. 7 New York State Department of Labor; HistoricalEmployment Data - 1960s, Email from JamesBrown, New York City Labor Market Analyst,New York State Department of Labor. 8 McKinsey analysis of GDP and employment datafrom the U.S. Bureau of Labor Statistics andMoody’s Analytics, % CAGR, 2002-11. 9 Ibid. 10 Ibid. 11 McKinsey analysis of data from Dealogic,McKinsey Global Banking Pools on Initial PublicOfferings (IPO). 12 McKinsey analysis of data from Moody’sAnalytics, % CAGR, 2002–11 GDP. 13 New York City Digital Start-up Index, Center foran Urban Future, May 2012, accessed at 14 McKinsey analysis of GDP and employment datafrom the U.S. Bureau of Labor Statistics, Moody’sAnalytics. 15 McKinsey analysis of GDP and employment datafrom the U.S. Bureau of Labor Statistics andMoody’s Analytics, % CAGR, 2002-11; Media.NYC.2020; “Evaluating NYC media sectordevelopment and setting the stage for futuregrowth”, The Boston Consulting Group, May2012. 16 Ibid., The Boston Consulting Group. 17 McKinsey analysis of data from the U.S. Bureauof Labor Statistics and Moody’s Analytics, %CAGR, 2002–11 GDP and employment; NYC Company Press Release, Annual Meeting 2013,Email, February 21, 2013, accessed at 18 NYC Company Press Release, Annual Meeting2013, Email, February 21, 2013, accessed at 19 Ibid. 20 Ibid. 21 The Metropolitan Museum of Art, Report fromthe Director and President, Annual Report for theYear 2011–2012, accessed at 22 McKinsey analysis of GDP and employment datafrom the U.S. Bureau of Labor Statistics andMoody’s Analytics, % CAGR, 2002–11. 23 “Mayor Bloomberg Announces New York CityBreaks Tourism Record Again in 2012 with52 millions Visitors”, NYC Company PressRelease, accessed at 24 McKinsey analysis of data from the U.S. Bureauof Labor Statistics and Moody’s Analytics. 25 Ibid. 26 Ibid. (McKinsey Draft Outline, Page 3). 27 Partnership for New York City, PwC, Cities ofOpportunity, 2012. 28 New York City Economic DevelopmentCorporation analysis of data from the NewYork State Department of Labor and the U.S.Bureau of Labor Statistics, Quarterly Census ofEmployment and Wages 29 Ibid.
  • 64. NYC Jobs Blueprint Partnership for New York City62 30 Unemployment rate as of October 31, 2012.McKinsey analysis of data from the U.S. Bureauof Labor Statistics and Moody’s Analytics. 31 U-6, total unemployed, plus all marginallyattached workers, plus total employed part-timefor economic reasons, as a percent of the civilianlabor force plus all marginally attached workers.See: Local Area Unemployment Statistics, BLS, and 32 New York City Independent Budget Office,Unraveling the Discrepancy Between CityJob Growth A High Unemployment Rate.IBO Fiscal Brief, February 7, 2013, accessedat 33 American FactFinder Community Survey, 2011American Community Survey 1-Year Estimates—See; National datafrom the U.S. Census Bureau reports, accessedat and 34 Ibid. According to the American CommunitySurvey, the top five most populated U.S. citieswith the highest poverty rates are Philadelphia(28.4%); Houston (23.8%); Chicago (23.7%);Phoenix (22.9%); and Los Angeles (22.6%). 35 Seth Pinsky, President, New York City EconomicDevelopment Corporation, Email communicationto Kathy Wylde, Partnership for New York City,March 20, 2013. 36 The State of the City’s Economy and Finances,2002, accessed at 37 Mitchell L. Ross, How New York City Won theOlympics, Rudin Center for TransportationPolicy and Management, New York University,accessed at, November 2011. 38 Borough share of real GDP growth, 1992–2001,2002–2011. McKinsey analysis of data fromMoody’s Analytics. 39 Ibid. 40 McKinsey analysis; David Giles, Behind the Curb,Center for an Urban Future, February 2011,accessed at 41 New York City Small Business Services, Help forNeighborhoods, accessed at 42 Jonathan Bowles and David Giles, New TechCity, Center for an Urban Future, May 2012,accessed at 43 New York City Economic DevelopmentCorporation, Programs for Entrepreneurs,accessed at 44 New York City Economic DevelopmentCorporation, World to NYC Program, accessedat 45 New York City Investment Fund, Partnershipfor New York City, Market Demand Study forCommercial Biotechnology, Biomedical andBioinformatics Facilities in New York City,February 2001. 46 Ibid. 47 Staff, New York City Economic DevelopmentCorporation, Email communication to Jahan Ali,Partnership Fund for New York City. 48 New York City Bioscience Initiative, accessed at 49 New York City Economic DevelopmentCorporation, sector analysis of NYC employmentin Bio and Health Sciences. 2005, 2010. 50 Historic employment, New York StateDepartment of Labor, 2011; Federal researchgrant data collected from 11 academic researchinstitutions for the NYC Emerging TechnologiesSummit speech given by Shari Coulter Ford,Executive Director, NYC Tech Connect, 2012. 51 Fortune Magazine, Annual Ranking of America’sLargest Corporations, 2011, accessed at 52 NYC Company Holds Annual Meeting with2,000 Tourism Industry Partners and BusinessLeaders to Highlight Continued Importance andSuccess for City’s $55 Billion Tourism Industry,NYC Company Press Release, February 20,2013, accessed at 53 City of New York, The Mayor’s ManagementReport, Preliminary Fiscal 2012, accessed at, February 2012. 54 The City of New York, PlaNYC Update 2011,April 2011, accessed at 55 New York City Greenhouse Gas EmissionsInventory, December 2012, accessed at 56 Office of the Mayor, NYC CitywideAdministrative Services, accessed at 57 Janette Sadik-Khan, Commissioner New YorkCity Department of Transportation, Phone com-munication with Kathy Wylde, March 13, 2013. 58 PlaNYC Update April 2011, accessed at
  • 65. Partnership for New York City NYC Jobs Blueprint 63 59 Mike Bloomberg, State of the City 2013,accessed at, February 14, 2013. 60 Ibid. 61 Ibid. 62 New York City Department of HousingPreservation Development, New HousingMarketplace Plan, 2010, accessed at 63 New York City Building Congress, New YorkCity Construction Outlook Update, accessedat 26, 2013. 64 Alliance for Downtown New York, Inc., TheState of Lower Manhattan a Decade Later, 2011,accessed at 65 “Schumer Outlines New Vision For West Side”,From speech, June 30, 2005, accessed at See also 2010-2035 NYMTCRegional Transportation Plan, Chapter 7, 66 New Partnerships with Hostos CommunityCollege, The New York Public Library,and Fordham University’s Center ForEntrepreneurship Improves Services andExpands Reach, City of New York Press Release,October 15, 2012; Email correspondence,Office of the Deputy Mayor for EconomicDevelopment. 67 Initiative to Expand Computer Scienceand Software Engineering Classes –– FirstAnnounced in the State of the City –– to LaunchNext Fall, City of New York Press Release,February 25, 2013. 68 “Cornell University-Technion-Israel Instituteof Technology Consortium Selected to Build11-Acre State-of-the-Art Tech Campus onRoosevelt Island; Will Receive $100 Millionin City Capital”, City of New York City PressRelease, December 19, 2011, accessed at; Seealso; Cornell NYC Tech website -; U.S. BLS, OccupationalEmployment Statistics, May 2012 Metropolitanand Nonmetropolitan Area OccupationalEmployment and Wage Estimates for SiliconValley and the NYC Metro Area. 69 Ariel Kaminer, “New Cornell Technology SchoolTightly Bound to Business”, New York Times,January 21, 2013, accessed at 70 “Mayor Bloomberg, New York UniversityPresident Sexton And MTA Chairman LhotaAnnounce Historic Partnership To CreateNew Applied Sciences Center In DowntownBrooklyn”, New York City EconomicDevelopment Corporation Press Release, April23, 2012, accessed at 71 “Mayor Bloomberg And Columbia UniversityPresident Bollinger Announce Agreementto Create New Institute For Data SciencesAnd Engineering”, New York City EconomicDevelopment Corporation Press Release, June30, 2012, accessed at 72 U.S. Census Bureau, Population Changeand Distribution: Census 2000 Brief, April2001, accessed at; U.S. CensusBureau, Population Change and Distribution:Census 2010 Briefs, March 2011, accessed at 73 “Mayor Bloomberg Announces More PeopleMoving into New York City Than Moving Outfor the First Time in More Than 60 Years”, Newsfrom the Blue Room, Press Release 094-13,March 14, 2013. 74 Ibid. 75 McKinsey analysis of data from the U.S. Bureauof Labor Statistics and Moody’s Analytics data,2002-2011. 76 Ibid., U.S. Census Bureau. 77 McKinsey analysis of median hourly wage data,U.S. Bureau of Labor Statistics, OccupationalEmployment Statistics, 2005-2011; McKinseyAnalysis of job growth, Moody’s Analytics. 78 McKinsey analysis of median wage data,U.S. Bureau of Labor Statistics, OccupationalEmployment Statistics, 2011. 79 In the report “Rents Through the Roof, AStatistical Analysis of Unaffordable Rents inNew York City”, NYC Comptroller John C.Liu assumed households with annual incomesbetween $35,000-75,000 were middle-income.McKinsey analysis of U.S. Census Bureauand U.S. Department of Housing and UrbanDevelopment data. 80 New York City Department of HousingPreservation and Development, NYC Housingand Vacancy Survey, 2011 (2010 Census data). 81 Real Estate Board of New York, Fourth QuarterNew York City Residential Sales Report, January2013.
  • 66. NYC Jobs Blueprint Partnership for New York City64 82 McKinsey analysis of the ACCRA Cost of LivingIndex, Q1 2011. 83 McKinsey analysis of data from the FurmanCenter for Real Estate and Urban Policy, NewYork City Housing and Vacancy Survey (2011),New York City Office of the Comptrollerand New York City Economic DevelopmentCorporation. 84 McKinsey analysis of data from the New YorkCity Department of City Planning, 2010 Land UseTables. 85 New York Building Congress; Engineering NewsRecord, September 2012; Expert Interviews. 86 PwC, Partnership for New York City, Cities ofOpportunity, 2012, Page 76. 87 Furman Center, State of New York City’sSubsidized Housing, 2011. 88 McKinsey analysis of data from Moody’sAnalytics. 89 McKinsey analysis of data from Cassidy Turleyand Center for an Urban Future. 90 U.S. Census Bureau, 2010 County BusinessPatterns (NAICS), accessed at 91 McKinsey analysis of data from the U.S. CensusData, County Business Patterns, 2003–2010. 92 Ibid. 93 Ross C. DeVol, Armen Bedroussian, and Yu Liu,“Best Performing Cities 2012: Where America’sJobs Are Created and Sustained”, MilkenInstitute, January 2013. 94 New York State Department of Labor, HistoricEmployment in Manufacturing, New York City,2002–2011. 95 Small Business Survey, inpartnership with the Kauffman Foundation, 2012,accessed at 96 New York City New Business Acceleration Team,accessed at, 2013. 97 Citizens Budget Commission analysis of the NewYork City Budget. 98 Ibid. 99 Ibid. 100 Ibid. 101 Ibid. 102 Ibid. 103 Independent Budget Office, Letter toCouncilmember James S. Oddo, December 6,2011, accessed at 104 New York City Labor Market Information Service,“February 2013 New York City Real Time JobsReport”, February 15, 2012. Report includes only ads from direct employers.Ads posted in bulk or by employment agencieshave been excluded. Real-time labor marketinformation comes from the daily scraping andanalysis of online labor exchanges. Internet jobads represent about 70% of all vacancies in theeconomy (and nearly 95% of jobs other than thelowest skill, lowest pay, and highest turnoveroccupations such as in retail, food service, andconstruction). These analyses were conductedby the NYCLMIS using Wanted Analytics HiringDemand Dashboard. 105 Ibid. 106 bid. 107 New York City Department of Education, Emailcommunication to Merrill Pond, February 7, 2013. 108 Despite CUNY raising the math remediationrequirement again in the Fall of 2012 (by raisingthe math Regents cutoff from 75+ to 80+), thepercent of DOE graduates enrolling in CUNYcommunity colleges as first time freshmanrequiring remediation increased only slightlyfrom 78.5% to 79.3%. Fall 2011 Cohort, CUNYOffice of Institutional Research and Assessment,Email communication from CUNY to MerrillPond, March 12, 2013. 109 Graduation and Transfer Rates at CUNY andother Urban Public Community College Systems,IPEDS 2011–2012 Graduate Rate Survey;National Center for Education Statistics; Emailcommunication with CUNY, January 10, 2013. 110 Results Thus Far and the Road Ahead, AFollow-up Report on CUNY Accelerated Studyin Associate Programs (ASAP), January 2012,accessed at 111 Ibid. 112 Number of all post-secondary degrees awardedin NYC schools in 2011 by specialization.McKinsey analysis of data from the NationalCenter for Education Statistics. 113 Ibid., Metro area data from NCES’s IntegratedPost-secondary Education Data System (IPEDS). 114 McKinsey analysis of data from the New YorkCity Comptroller, State of New York Comptroller,Citizens Budget Committee reports, New YorkCity Office of Management and Budget, and theOffice of the State Deputy Comptroller (OSDC). 115 Citizens Budget Commission analysis of the NewYork City Budget. 116 The City of New York, Asset InformationManagement System (AIMS) Report, ExecutiveSummary, Fiscal Year 2013, accessed at 117 The Port Authority of NY NJ, Annual Report2011, accessed at 118 Potter, Everett. “America’s Best and WorstAirports,” Travel Leisure, April 2012,
  • 67. Partnership for New York City NYC Jobs Blueprint 65accessed at 119 ConnectNYC Fiber Challenge, accessed at 120 Partnership for New York City, PwC, Cities ofOpportunity, 2012. 121 Downtown Project accessed at See also 122 New York Department of Labor, QuarterlyCensus of Employment and Wages, 2011. 123 McKinsey analysis of data from Moody’sAnalytics. 124 Ibid. 125 McKinsey analysis of data from the BrookingsInstitute, U.S. Census Bureau, New YorkIndustrial Retention Network, and the FiscalPolicy Institute; Gerald Susman, ed., Smalland Medium-Sized Enterprises and the GlobalEconomy (Northampton, MA: Edward ElgarPublishing), 2007. Note: Data for the Silicon Valley, Los Angelesand Chicago is MSA-level. 126 Ibid. 127 McKinsey analysis of data from the BrookingsInstitute and the U.S. Census Bureau. 128 “President Obama Takes Actions to PromoteAmerican Manufacturing and Increase U.S.Exports at Boeing”, White House Press Release,February 17, 2012, accessed at 129 U.S. Department of Commerce, InternationalTrade Administration, TradStats website, 2009,accessed at 130 Amy Liu, Brad McDearman, and MarekGootman, “Establish a Regional ExportAccelerator Challenge (REACH) Grant Programto Boost U.S. Exports and Trade Capacity”,Brookings, February 2013. 131 Greater Portland Export Plan: Metro ExportInitiative, Metropolitan Policy Program atBrookings, 2012, accessed at 132 Ibid; Richard Read, “Portland-area plan: Doubleexports in five years, create 113,000 jobs”, TheOregonian, October 2, 2012, accessed at 133 Pratt Center for Community Development,Brooklyn Navy Yard, An Analysis of Its EconomicImpact and Opportunities for Replication, 2013,accessed at 134 Textual Reference from The Greenpoint Manu-facturing and Design Center to the Partnershipfor New York City Fund, January 2013. 135 McKinsey analysis of data from PwC,MoneyTree™ Report. Data provided by ThomasReuters. 136 Ibid. 137 Ibid. 138 “BioBAT Bioscience Center,” PharmaceuticalTechnology, 2012, accessed at 139 Rosa Ramirez, “STEM Gap Widens forMinorities,” National Journal, December 12,2012, accessed at 140 Stuart Zweben, “Computing Degree andEnrollment Trends,” Computing ResearchAssociation, accessed at New York City Finance Department, CommercialRent Tax, accessed at 142 Ibid. 143 McKinsey analysis of data from the U.S. Patentand Trademark Office and U.S. Census Bureau. 144 McKinsey analysis of data from the U.S. Bureauof Labor Statistics, Moody’s Analytics and UnitedStates Department of Labor. 145 Ibid. 146 New York City Independent Budget Office,Department of Education Funding, Fiscal Years1990–2016, November 7, 2012, accessed at 147 One System for One City: The State of the NewYork City Workforce System, Prepared May 2011by the Public Consulting Group, City of NewYork Workforce Development Mapping Initiative,January 2011, accessed at 148 City contribution to the CUNY budget this yearis $292 million. Suri Duitch, PhD, UniversityAssociate Dean for Continuing Education, Emailto Merrill Pond, March 29, 2013.  149 Aon and the Partnership for New York City,“New York City as a Destination of Choice”,March 2013. Recommendation for a Chief TalentOfficer formulated by the Partnership and Aon inpreparation for the report. 150 Citizens Budget Commission, Mind the Gap:Funding Repair and Maintenance of New YorkCity Infrastructure, July 27, 2010, accessed at
  • 68. NYC Jobs Blueprint Partnership for New York City66 151 Speed Matters, “Affordable High Speed Internetfor Americans”, November 2010, accessedat New York ranked 5thin the nation in internetspeeds. 152 Partnership for New York City, Grounded:The High Cost of Air Traffic Congestion,February 2009, accessed at 153 New York City Economic DevelopmentCorporation, “JFK International Airport AirCargo Action Agenda”, accessed at 154 New York City Economic DevelopmentCorporation, The Port Authority New York New Jersey, JFK Air Cargo Study, TechnicalReport, Chapter 6, Page 1, Air Cargo Capacityand Future Demands, accessed at 155 Ibid., Executive Summary, accessed at 156 Ibid. 157 Center for an Urban Future, Behind the Curb,February 2011, accessed at 158 Ibid. 159 Pratt Center for Community Development, BusRapid Transit: A Transportation Revolution ata Bargain Price, May 2009, accessed at See also NewYork City Government, Bus Rapid Transit,accessed at 160 Texas AM Transportation Institute, 2012Urban Mobility Report, December 2012, Table2 Page 28, accessed at 161 New York City Economic Development Corpora-tion, Ports and Transportation Office, Email com-munication to Merrill Pond, February 26, 2013. 162 Build the Bridge Now New, CuomoAims to Speed New York Sandy Recovery withPrivate Funding, January 25, 2013, accessedat 163 New York City Police Department. See linksto Citywide Historical Crime Data PDFs fortabular report on major and non-major feloniesfor 2001–2011, accessed at For purposesof this report, years 2002-2011 were used forpercent change calculation. 164 McKinsey analysis of data from the 2011 theNew York City Housing and Vacancy Survey,U.S. Census Bureau; New York City Office of theComptroller; and 2011 American CommunitySurvey, U.S. Census Bureau. 165 Manhattan Borough President Office, Start-upCity: Growing New York City’s EntrepreneurialEcosystem For All, December 2012, accessed at, 166 “News from the Blue Room,” Press Release 032-13, January 22, 2013. 167 Selected Social Characteristics, 2011 AmericanCommunity Survey 1-Year Estimates, U.S. CensusBureau. 168 Nadine M. Post, “Developer Gambles onModular High-Rise for Atlantic Yards SportsVillage,” Engineering News-Record, July 16,2012, accessed at 169 Manhattan Borough President Office, ProtectingNYCHA Communities, September 2012,accessed at; New York City HousingAuthority, The Way It Is Today, Fact Sheet,accessed at on March 21, 2013. 170 New York City Housing Authority, CitywideCouncil of Presidents, “Safety and SecurityTask Force Report”, February 2011, accessedat 171 Ibid., New York City Housing Authority 172 The City of New York, Office of Managementand Budget, Summary of the 2013 Financial Plan,January 29, 2013, accessed at 173 New York City Office of Management andBudget, The City of New York CapitalCommitment Plan, Fiscal Year 2013, FY2013 –2016 Commitment Plan, Page 8, accessed at 174 Citizens Budget Commission, Health InsurancePremium-Sharing by Employees and Retireesin the Public and Private Sectors, January 2013,accessed at 175 Ibid. 176 New York City Department of Finance, Office ofTax Policy, Annual Report on Tax Expenditures,
  • 69. Partnership for New York City NYC Jobs Blueprint 67Fiscal Year 2013, Page 5, accessed at 177 Ibid. Note: This number does not include the STARprogram, which while locally administered, is nota local expenditure nor does it include nonprofitorganizations and government entities becausethe granting of such exemptions are routine andreflect conformity with federal law (this disclosureis on Page 3 of the report). 178 New York City Department of Finance, Emailcommunication to Debra Feinberg, Partnershipfor New York City, March 15, 2013. 179 Michael Cooper, “Squeezed Cities AskNonprofits for More Money,” New York Times,May, 11, 2011, accessed at 180 Putting Students First, Education ActionPlan, New NY Education Reform CommissionPreliminary Recommendations, Pages 38-39,accessed at 181 Community Schools grants are in the EnactedBudget Article VII Education, Labor and FamilyAssistance (ELFA) bill S2607-D/A3007-D, Part A,Section 16. See New York State Division of theBudget, 2013-14 Enacted Budget, accessed at 182 “More Than 125 Prominent New York City-BasedCEOs Urge Congress to Quickly Pass Sandy AidRequest”, Partnership for New York City PressRelease, December 13, 2012, accessed at; and “GovernorCuomo Seeks Federal Approval of NY StatePlans for Housing and Business Storm RecoveryPrograms”. Governor’s Press Office PressRelease, March 12, 2013, accessed at
  • 70. NYC Jobs Blueprint Partnership for New York City68Jonathan AxelrodManaging Director,Entrepreneurs Roundtable AcceleratorRichard BarthExecutive Director, New York CityDepartment of City PlanningJonathan BowlesExecutive Director,Center for an Urban FutureJason BramSenior Economist, RegionalAnalysis Function, Federal ReserveBank of New YorkCharles BrecherConsulting Research Director,Citizens Budget CommissionElizabeth BrownBudget and Policy Analyst, Housingand Homelessness, New York CityIndependent Budget OfficeArthur BrowneDeputy Editor, New York Daily NewsRafael E. CesteroPresident CEO, The CommunityPreservation CorporationAna ChampenySupervising Analyst, Housing, Environment,and Infrastructure, New York CityIndependent Budget OfficeJoe ChanExecutive Vice President, BusinessDevelopment, Empire State DevelopmentCesar J. ClaroPresident CEO, Staten IslandEconomic Development CorporationMichael ColacinoPresident, StudleyBettina DamianiProject Director, Good Jobs New YorkMichael DardiaDeputy Director, New York City Office ofManagement BudgetOwen DavisManaging Director, NYC SeedDaniel L. DoctoroffCEO President, Bloomberg L.P.Raymond DomanicoDirector of Education Research, New YorkCity Independent Budget OfficeMaria DoulisDirector of City Studies,Citizens Budget CommissionSuri Duitch, PhDUniversity Dean for Continuing Educationand Deputy to the Senior University Deanfor Academic Affairs, City University ofNew YorkGeorge A. FertittaCEO, NYC CompanyAdam FriedmanDirector, Pratt Center forCommunity DevelopmentCarol KellermannPresident, Citizens Budget CommissionAndrew KimballPresident CEO, Brooklyn Navy YardDevelopment CorporationMichael LaskawySenior Advisor to Council SpeakerChristine C. Quinn, New York City CouncilJessica LawrenceManaging Director, NY Tech MeetupPaul LopattoSupervising Analyst, Social and CommunityServices, New York City IndependentBudget OfficeSteven MalangaSenior Fellow,Manhattan Institute for Policy ResearchMyles M. MatthewsPresident CEO,Global Trade Technology CenterBob McManusFreelance Writer EditorRon MoelisCo-Founder Principal,L+M Development PartnersJohn MogulescuSenior University Dean for Academic Affairs Dean of the School of ProfessionalStudies, City University of New YorkMitchell L. MossHenry Hart Rice Professor of UrbanPolicy Planning, Robert F. WagnerGraduate School of Public Service,New York UniversityJames OrrVice President Function Head,Regional Analysis Function, FederalReserve Bank of New YorkMolly Wasow ParkDeputy Commissioner for Budget,Fiscal Performance Analysis,New York City Department of HousingPreservation DevelopmentJerilyn PerineExecutive Director,Citizens Housing Planning CouncilRae D. RosenSenior Economist Vice President,Federal Reserve Bank of New YorkGeorge V. SweetingDeputy Director, New York CityIndependent Budget OfficeAlair TownsendColumnist, Crain’s New York BusinessFred WilsonManaging Partner, Union Square VenturesAcknowledgementsPartnership for New York CityMaria Gotsch, President CEO,Partnership Fund for New York CityMichael Simas, Executive Vice PresidentMerrill Pond, Senior Vice President,Research PolicyBrook Jackson, Senior Director,Research PolicyKaty Belot, Director, Research PolicyMichael Levoff, Vice President, Public AffairsAnnabelle Ladao, Director, Creative ServicesMcKinsey CompanyAndre Dua, DirectorRushabh Kapashi, Engagement ManagerFrancois de Lame, AssociateJonathan Law, Associate PrincipalVictoria Martinez, Business AnalystAnish Melwani, DirectorLenny Mendoca, DirectorDiana Rastegayeva, Business AnalystBrookings InstitutionBruce Katz, Vice-President DirectorMetropolitan Policy ProgramJamie Rubin, New York State Director,President’s Hurricane Sandy Recoveryand Rebuilding Task ForceAmy Liu, Co-Director Senior FellowMetropolitan Policy Program
  • 71. PHOTO CREDITSNew York Civilization, cover – CV Garas/Shutterstock.comCover, New York Civilization – CV Garas/ p. 2 Statue of Liberty – Irina Schmidt/ p. 4 Brooklyn Bridge spans the East River towards Lower Manhattan –SeanPavonePhoto/ p. 5 Row of brick houses in Astoria, New York City –© p. 6 Aerial view of Downtown Brooklyn –Jonathan Block, ©Fnarf Fotography, pp. 8–9 Brooklyn Bridge Park – Jonathan Block, ©Fnarf Fotography, p. 10 Alexandria Center – ©Joergern Geerds p. 15 Escalator to subway station in New York City –John Wollwerth/ p. 16 Brooklyn neighborhood street –Jonathan Block, ©Fnarf Fotography, p. 19 Brooklyn Flea – Annabelle Ladao, Partnership for New York City pp. 22–23 Aerial View Queensboro Bridge and Manhattan –© p. 24 Grand Central Station, New York City – Johnny Tran/ p. 25 Red Hook Container Port, Brooklyn –Jonathan Block, ©Fnarf Fotography, p. 25 Share prices quoted on an electronic board –Bianda Ahmad Hisham/ p. 32 Wall Street brokers – © p. 33 Job Fair – ©Craig Williston p. 35 Female scientist working lasers – lightpoet/ p. 38 New York City Satellite – NASA Goddard Photo and Video,Flickr, Creative Commons p. 39 Chinatown, New York City –Jonathan Block, ©Fnarf Fotography, p. 39 Staircase to Brooklyn brownstone –Jonathan Block, ©Fnarf Fotography, p. 41 Team Foursquare at work 2 – p. 43 Shipping containers on a boat –Jonathan Block, ©Fnarf Fotography, p. 43 Brooklyn Navy Yard – Jonathan Block, ©Fnarf Fotography, p. 47 Lab Worker – emin kuliyev/ p. 50 Morris High School – © p. 52 Evening traffic at New York JFK airport –Xavier MARCHANT/ p. 54 Fort Wadsworth, Staten Island, New York City –Brook Jackson, Partnership for New York City pp. 56–57 Queensboro Bridge, spanning the East River –Paul Hakimata Photography/ p. 58 Aerial view of Harlem River and bridges, Bronx, Manhattan –iofoto/ p. 59 Brownstones in Brooklyn –Jonathan Block, ©Fnarf Fotography, p. 59 Rush of commuters in New York City subway – littleny/ p. 60 Downtown Manhattan skyline with Freedom Tower under construction –Jonathan Block, ©Fnarf Fotography, Fnarf.orgDESIGN graphicsAnnabelle Ladao, Partnership for New York CityDesigned and Created in New York©2013 Partnership for New York City, Inc. All rights reserved.
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