Classroom to Neighborhood: Implementing a Vision for a More Resilient Lower East Side by Andrew Shea

CLASSROOM to NEIGHBORHOOD Implementing a Vision for a More Resilient Lower East Side

February 2015

TABLE of CONTENTS MED R FO N I

Resilient TIVE AP AD

Achieving Internship Goals ... 8-17 • The Work Plan • The Policy Brief • The Long Term Advocacy Committee

RED A P RE

CTED NE ON

Introduction ... 4-7 • Terms and Acronyms • Internship Background • Interns’ Scope of Work

Executive Summary ... 3

Internship Recap ... 18-19 Reassessment of Recommendations (by Objective) ... 20-41 1. Develop Efficient and Effective ways to Disseminate Disaster Related Communication for Preparedness, Response, and Recovery ... 20-24 2. Incorporate Vulnerable Populations in Preparedness, Response, and Recovery Planning ... 24-29 3. Strengthen capacity of Community- Based Organizations and Small Businesses to Withstand Disaster, Continue Operations, and Rebound ... 30-31 4. Improve the Resiliency of Sewage, Power, Telecommunications, and Transportation Infrastructure Networks ... 32-34 5. Fortify the Ability of the Built Environment to withstand Storm Surge and Flooding ... 35-37 6. Ensure Social, Economic, and Environmental Justice in Future Development and Planning ... 38-41 Cover photo: Chelsea Kelley

EXECUTIVE SUMMARY It has barely been two years since the storm surge of Superstorm Sandy rushed over New York City, and deeply affected communities are still recovering from the destruction caused by one of the worst storms in the City’s recent history. This report tells part of the story of one community’s path towards resiliency, and it is that of the Lower East Side of Manhattan. After the storm, the Lower East Side established a coalition of community-based organizations, which came to be known as LES Ready - the Long Term Recovery Group for residents living east of Bowery/4th Avenue, above the Brooklyn Bridge, and below 14th Street. A leader of the coalition, Good Old Lower East Side (GOLES), connected with Pratt Institute’s City and Regional Planning graduate program almost a year after the storm to task students with the assessment of the conditions of the Lower East Side after Sandy and the development of a set of recommendations that GOLES and LES Ready could use to guide their plan for creating a more resilient community. The work produced by the students was so well recieved that funding was sourced for the creation of two internship positions to elevate the work of the studio to on the ground work with GOLES and LES Ready. This report details the work of the two interns as they worked directly with GOLES and LES Ready to implement the recommendations developed by graduate City & Regional Planning students in the Fall 2013 Fundamentals Seminar & Studio course at Pratt Institute. An outline of terms and acronyms is included so that the report can be more easily comprehended. A brief introduction provides a background of the studio work and its progression into the internship. The scope of work for the internship was drafted by the interns, advisors, and leaders of LES Ready, and is part of this report to provide insight as to the expectations of the interns. The goals of the internship are divided into three sections, which reflect the scope of work: 1. the development of a work plan was a primary function of the interns; 2. the policy brief outlines the long-term advocacy goals of the coalition, including a list of resources; 3. the last goal, which is the establishment of a new long term advocacy committee never actually came to be during the internship, but groundwork now exists for this to be come a reality for the coalition in the near future. A recap of the experience from the perspective of the interns, highlights the strengths and weaknesses of the coalition. The bulk of this report is an outline describing each of the 26 original recommendations developed by the studio, a status update as to how those recommendations have been implemented, and future recommendations for LES Ready as the coalition moves forward to realize the recommendations now that the internship is over. The experience of the internship was overwhelmingly positive from the point of view of the students and GOLES/LES Ready. This report serves as documentation of that success, and will hopefully serve as a model for RAMP, Pratt Institute, and other institutions to leverage resources so that students can gain valuable on the ground experience and foster positive relationships with community groups. While the work accomplished by the students during the Fall 2013 Fundamentals Seminar & Studio took great consideration of the needs of this community, it was the interns’ direct engagement with LES Ready that made it possible for some of the recommendations to become reality.

TERMS & ACRONYMS CBO – Community Based Organization these organizations were the primary on-the-ground responders within affected New York City communities that delivered crucial resources to residents in the aftermath of Superstorm Sandy. DCP - New York City Department of City Planning GOLES – Good Old Lower East Side “a neighborhood housing and preservation organization that has served the Lower East Side of Manhattan since 1977. Dedicated to tenants’ rights, homelessness prevention, economic development, and community revitalization.” (http://goles.org/aboutUs.html). GOLES was a primary organizer in the Lower East Side aiding in disaster recovery following Superstorm Sandy. GOLES served as the client for the Fall 2013 Pratt Fundamentals Studio. LES – the Lower East Side of Manhattan the area of Manhattan bound by 14th Street to the north, the Brooklyn Bridge to the South, Bowery/4th Avenue to the west, stretching out to the edge of the east River; also known as Manhattan Community District 3 (CD3 or MCD3) and Community Board 3 (CB3). LES Ready – the Long Term Recovery Group for Manhattan’s Lower East Side “a coalition of community groups and institutions that will cooperatively coordinate our response, resources, preparedness planning and training in response to Hurricane Sandy and in the event of future disasters. Work is focused on Manhattan’s Community Board 3 area and the immediately adjacent neighborhoods that groups within the coalition may serve.” (http://lesready.org/mission-statement/); also referred to as “the coalition” throughout this document. LTRG – Long Term Recovery Group “an independent coalition of organizations designated by geographic area with the common goal of meeting the remaining needs of disaster survivors after they have maximized state and federal funds available to them. Long-term recovery groups typically include federal partners, voluntary agencies and grassroots organizations. These partnerships require close coordination to address community needs, distribute resources and to help restore vital support systems – health, social, economic and environmental systems, among others.” (https:// www.fema.gov/disaster/4085/updates/long-term-recovery-groups-help-build-resilient-communities); also known as Long Term Recovery Organization or LTRO. NYCHA – New York City Housing Authority “More than 400,000 New Yorkers reside in NYCHA’s 334 public housing developments around the five boroughs, and another 235,000 receive subsidized rental assistance in private homes through the NYCHAadministered Section 8 Leased Housing Program.” (http://www.nyc.gov/html/nycha/html/about/about.shtml) PSPD - Pratt Institute Programs for Sustainable Planning and Development “an alliance of four programs with a shared value placed on urban sustainability — defined by the “triple bottom line” of environment, equity and economy. The four graduate Master of Science programs are: City and Regional Planning, Sustainable Environmental Systems Management, Facilities Management, and Historic Preservation.” (http://www.prattpspd.org/programs-for-sustainable-planning-and-development/) RAMP - Recovery, Adaptation, Mitigation and Planning “a post-Sandy initiative of Pratt Institute Programs for Sustainable Planning and Development, is a suite of studios, classes and public programs that works closely with community partners to address issues of recovery, sustainability and resilience in the face of a changing climate.”(http://ramp.prattpspd.org/about/)

INTERNSHIP BACKGROUND The Fundamentals Seminar & Studio is a unique component of the Pratt City & Regional Planning Program in which first year students are challenged to “learn-by-doing” as they simultaneously discover the fundamentals of planning while developing a product for a real client working to solve a current planning issue in NYC. Fundamentals Seminar & Studio Course Overview: This is a 5-credit course with both a seminar and studio component. This class is the foundation course for study in the Pratt Institute City & Regional Planning program. It offers a broad overview of planning practice today within its political context, illustrating the range of roles that planners play in government, non-profit and private sectors. Special attention is given to community-based and participatory planning and planning for sustainable communities. Seminar: Lectures and discussions will cover land use planning and zoning, environment and open space, economic development, transportation, infrastructure and municipal services, regional planning, intergovernmental relations, preservation planning and global urbanization and planning. Studio: The class will apply theory to practice through a “mini-studio,” with students working in small groups, preparing reports for a real client on a current planning issue in the New York City region. The course is tied to the Methods I course, in which each unit in that course generates products and skills applied to the mini-studio (http://www.prattpspd.org/city-and-regional-planning/crp-courses/). Fifteen students participated in the Fall 2013 Fundamentals Seminar & Studio course and worked together to develop a set of recommendations focusing on disaster resiliency in the Lower East Side of Manhattan for their client, GOLES. During the first half of the Fall 2013 semester, students of the Fundamentals Class worked in three groups focusing research efforts on the built, social, and natural environments of the Lower East Side, through the lens of disaster preparedness in response to the drastic impact of Superstorm Sandy. The second part of the semester was spent formulating a set of recommendations; it was very important to the students that the recommendations were presented in a way that made them feasible for GOLES and LES Ready to act upon (work from this studio can be found at prattlesready.wordpress.com). The level of dedication and collaborative effort exhibited by the students prompted the continuation of the students’ work into the spring and summer semesters. The RAMP initiative was able to secure funding from the Kresge Foundation to hire two students to work directly with GOLES and LES Ready towards implementing some of the recommendations developed from the studio.

Students Chelsea Kelley and Asher Freeman were selected for the internship, pictured here on the FDR Drive overpass and in GOLES’ office. Photos courtesy of Lon Horwedel, Kresge Foundation 2014.

INTERNS’ SCOPE of WORK The following Scope of Work for the internship was developed by the students, their advisors, and leaders of LES Ready: Scope of Work Summary – RAMP/LES Ready Internship Date: February 10, 2014 The bulk of this work will involve organizing a timeline/work plan that outlines the goals of LES Ready in Manhattan Community District 3 (MCD3). This timeline/work plan will also require the integration of ongoing policy and legislative discussions happening outside of MCD3. The interns will need to work closely with the Disaster Preparedness Committee and will assist in creating another committee in collaboration with the other committees to serve as an outlet for the LES Ready coalition to address and learn about bigger policy concerns relating to environmental issues. The goals of the interns’ work are outlined as follows: 1. Organize a timeline/work plan for LES Ready, which will include: • The goals and milestones of the LES Ready coalition to date • Recommendations from the fall 2013 Fundamentals in Planning class • Steps of action to be taken by the LES Ready • Plans of action that are being taken by organizations outside of LES Ready This timeline/work plan will most likely take multiple formats so that it can serve as a complete informational source for the LES Ready to use internally, and also can be filtered to be used externally for the public. Additionally, the plan will also have the capability to be filtered so as to maximize its value to the separate committees within the LTRG. 2. Research other plans as well as policy and legislative discussions/proposals outside of MCD3, especially in relation to Sandy. An inventory of this information will be updated on a weekly basis, and used by the students in two key ways: • Integrate into the timeline/work plan, as outlined above • Draft a set of policy strategies as well as current and proposed projects/programs for LES Ready, to serve as a source for the coalition of what recommendations they should adopt and support, now and in the future. The interns’ supervisors will provide guidance and support throughout the length of this process, and assist in providing sources of information available at the city, state, and federal levels that will be most pertinent for GOLES and the LES Ready for these purposes. For each plan, policy change, etc. that is identified it is important that the following points are addressed: • Summarize current status of policies and projects/programs • Identify all parties involved • Relate it to the LES Ready work plan, showing how the plan could be impacted • Surmise major implications the plan/change could have in the long-term

3. Support the Disaster Preparedness Committee, and assist in the establishment of an additional committee that will create an advocacy agenda and serve as a platform to discuss larger, long-term environmental issues such as climate change, and sea level rise -- as well as other environmental/infrastructure issues affecting the neighborhood, like sustainable/green strategies for storm water management. Besides the Executive Committee, LES Ready functions through two other committees: • Case Management Committee - addresses the unmet needs of residents that have suffered from a disaster • Disaster Preparedness Committee - plans to meet the needs of residents in the case of a disaster This third committee would serve as a platform for discussion about larger environmental issues and potential mitigation. These issues could include climate change, storm water management, sea level rise, and environmental justice. Additionally and most importantly, this committee would establish an advocacy agenda that incorporates the policy strategies as outlined above. It will be important for the interns to attend meetings of all the committees as much as possible so that the newly established committee will have the ability to seamlessly incorporate into the LES Ready coalition. There are a few other expectations of the students in addition to the work outlined above: • Weekly meetings with Damaris Reyes and/or Lilah Mejia (GOLES) • Monthly progress updates (or as required) with Juan Camilo Osorio, Mercedes Narciso, and Ayse Yonder (Pratt advisors) • Regular attendance to LES Ready committee meetings and other LTRG events, as well as other relevant public meetings that may relate to the project. Interns’ time commitment: Chelsea Kelley - 21 hours a week (3 days) Weekly commitment: • Mondays - biweekly attendance of LES Ready meetings, work remotely or at GOLES’ office • Tuesdays - work remotely or at GOLES’ office • Wednesdays - biweekly attendance of Executive Committee meetings • Thursdays - biweekly attendance of Case Management and Disaster Preparedness Committees meetings • Fridays - work at GOLES’ office, weekly meeting with Damaris Reyes Asher Freeman - 7 hours a week (1 day) Weekly commitment: • Tuesdays - work remotely or at GOLES’ office • Fridays - work remotely or at GOLES’ office, biweekly meeting with Damaris Reyes

THE WORK PLAN Chelsea Kelley took the lead on developing the work plan, which was challenging for many reasons. As noted in the Scope of Work, the work plan was to incorporate four primary considerations: 1. The goals and milestones of the LES Ready coalition to date 2. Recommendations from the fall 2013 Fundamentals Seminar and Studio 3. Steps of action to be taken by LES Ready 4. Plans of action that are being taken by organizations outside of LES Ready Integrating the goals and milestones of LES Ready was straightforward enough, but it was the incorporation of the recommendations from the studio and the steps of action to be taken by LES Ready that proved to be most challenging. The first step towards creating the work plan was to decide on format for the document, which needed to have the ability to constantly change and update. The research of different project management programs ensued, but they were decidedly cost-prohibitive. The document ended up living on as a large Excel spreadsheet, with the thought that this format could easily adapt to other programs down the line if necessary. In order to incorporate the recommendations from the studio, feedback from the coalition about the recommendations was crucial. A blog was established to easily share the reports and presentations with members (prattlesready.wordpress.com). At this point LES Ready had only seen the presentation of the work, which covered 11 of the 26 recommendations. The report however, was 160 pages long so many were hesitant to read the whole thing, and understandably so. The major challenge became how to get feedback on the recommendations without the full report having been comprehensively reviewed by the coalition. The first approach taken was to develop an outline of the recommendations that was more digestible. This way, individuals could browse a 7-page document and reference the full report as needed. This proved effective for the most part, but there was still a struggle to fit the assessment of the recommendations onto the agenda of the coalition; it was just not a priority for the coalition at the time. It took several weeks for the interns to get a sense of how the coalition worked and understand how their roles would best fit into LES Ready, which was a very newly established entity at the time, still figuring out its own organizational structure. With some gained understanding of LES Ready’s capacity, the interns decided to assess the recommendations from the studio themselves and present the priorities to the Disaster Preparedness Committee. The recommendations were organized into the following categories and presented to LES Ready in late February of 2014 and incorporated into the work plan shortly thereafter: • COMMUNITY OUTREACH – These are short-term, low-cost recommendations that can help guide the development of the outreach plan of LES Ready. • INTERNAL ACTIONS – These recommendations would most likely require more development by the coalition and funding resources in order to be realized. • WORKSHOP OPPORTUNITIES – These are low-cost recommendations that would require partnerships with other organizations and planning on behalf of LES Ready. • ADVOCACY – These recommendations require long-term advocacy work, and should be adopted by the to-be-established Long Term Advocacy Committee.

COMMUNITY OUTREACH Recommendations in this category should be considered through the following mediums: 1. Website 2. Printed handouts 3. Signage at events 4. Public art projects 1.3 Promote the use of community reporting networks (such as 311) to ensure that area issues are fully known and can be addressed in a more appropriate manner. 1.4 Outreach to educate residents on how to prepare their go-bags. (repeated in Internal Actions) - Develop â&#x20AC;&#x153;what to put in your go-bagâ&#x20AC;? infographic 1.6 Disperse information about opportunities to lower demand on energy grid 5.2 Promote and educate the community on flood-proofing measures for at risk structures and on available funding for flood-proofing techniques. (repeated in Workshop Opportunities) - Fundamentals class developed a pamphlet (needs editing!!) - Information could be posted on website 1.5 Develop mold remediation guidelines and/or give them to members of the community. 2.4 Disseminate information on resources regarding healthcare preparedness. 2.5 Inform residents on Supplemental Nutrition Assistance Programs (SNAP) on how to use EBT to obtain supplies in the event of a disaster and advocate for the expansion of D-SNAP Program. 3.2 Encourage community-based organizations and small businesses to complete a Continuity of Operations Plan (COOP). (repeated in Workshop Opportunities) - Information on how to create a COOP plan can be found on the website INTERNAL ACTIONS 11.2 Establish an Emergency Information Communications Network (EICN). - We see this as a main function of the LES Ready coalition The following recommendations could potentially be one in the same: 2.3 Inform decision-makers to ensure disaster service centers are located in areas accessible to all members of the community and disaster-resilient. 2.6 Create a disaster resource map that clearly outlines evacuation routes and process. (revised from original recommendation: Survey Residents to better understand evacuation processes and plan for future changes.) 6.3 Partner with CERT and the New York City Environmental Justice Alliance (NYEJA) to train residents on the use of Hazardous Materials Kits. - Connected to Neighbor to Neighbor recommendation 2.1

1.4 Distribute Go Bags at public events and empower individuals to make Go Bags at home. (repeated in Community Outreach) - Idea: have bags printed for events that would have the LES Ready logo and an infographic for what to put in your Go Bag - The “empower individuals to make Go Bags at home” portion of this recommendation is repeated under Community Outreach - This could potentially be integrated into a disaster preparedness workshop geared toward residents (see recommendation 2.1) 2.2 Coordinate Pre-Storm Supply Points of Distribution in public housing buildings and stock them with critical goods. WORKSHOP OPPORTUNITIES 5.2 Promote and educate the community on flood-proofing measures for at risk structures and on available funding for flood-proofing techniques. (repeated in Community Outreach) - Rebuild by Design is already holding workshops on this - Geared toward building owners 2.1 Partner with residents associations and World Cares Center to develop a Neighbor to Neighbor Preparedness and Response Network. (Repeated in Community Outreach and Internal actions) - Connected to CERT recommendation 6.3 - Geared toward residents (potential to incorporate recommendation 1.4 about Go Bags) 3.2 Encourage community-based organizations and small businesses to complete a Continuity of Operations Plan (COOP) (repeated in Community Outreach). - Workshops can be held to help local entities design COOP plans ADVOCACY 5.1 Advocate for the development of a berm and collapsible floodwall. - Research on the environmental impacts the berm could have, must begin immediately! - Rebuild by Design 6.2 Partner with local CBOs to improve long-term food security and build self- sufficiency for residents to access affordable and fresh foods. 6.6 Advocate for the Chinatown Working Group zoning amendment components that seek to ensure tenants’ rights as well as opportunities for economic growth that build the socioeconomic resiliency of the Lower East Side. - This work has already begun - The timeline for this should be incorporated into the work plan 3.1 Advocate for a National Flood Insurance Program (NFIP) that accommodates dense urban environments. 4.1 Advocate for necessary legislation to allow microgrids to be created and implemented in New York City. 4.2 Collaborate with NYC Green Infrastructure Program to conduct strategically-placed green infrastructure projects. 6.4 Initiate a Rezoning of R7-2 Districts to improve resiliency and promote mixed-uses on NYCHA properties and community-serving retail development of underutilized parcels. 6.5 Advocate for FEMA to develop additional studies to create a multi-family design guide.

6.7 Advocate for the expansion of disaster recovery and resiliency funding for community-based organizations We suggest not prioritizing the following recommendations: 4.3 Organize volunteer tree plantings with the NYC Department of Parks and Recreation in areas that lack a tree canopy. - This is something that GOLES and LES Ready are already doing 6.1 Partner with government agencies, financial institutions, and universities to increase small business training and workforce development. 5.3 Partner with organizations such as the New York City Chapter of American Institute of Architects (AIA) to connect building owners and tenants to free technical assistance and support. It was through this organization that the recommendations from the studio were able to integrate into the Work Plan in a way that made them tangible for the coalition to accomplish. One recommendation that gained the most traction was 2.3 (Inform decision-makers to ensure disaster service centers are located in areas accessible to all members of the community and disaster-resilient). This original recommendation involved the creation of a map, which outlined ideal locations for disaster service centers. This map went through another iteration in LES Readyâ&#x20AC;&#x2122;s Interim Disaster Plan, to better locate these resources, and finally into a robust map developed in partnership with Hester Street Collaborative as part of the report, Getting LES Ready: Learning from Hurricane Sandy to Create a Community-Based Disaster Plan for the Future (see outline of recommendation 2.3 in this report). The LES Ready Work Plan developed through the internship was maintained by Chelsea Kelley from April to October of 2014 and then passed off to the Disaster Preparedness Coordinator of LES Ready. Because of the dynamic nature and complicated format of the document, it is only partially shared within this report.

Snapshot of LES Readyâ&#x20AC;&#x2122;s Work Plan, developed through the internship. Image courtesy of LES Ready

THE POLICY BRIEF Asher Freeman was in charge of accomplishing the second goal of this internship, which was to draft a set of policy strategies as well as current and proposed projects/programs for LES Ready, to serve as a source for the coalition of what recommendations they should adopt and support, now and in the future. This work is summarized in the following text. Policy Brief Date: August 21, 2014 What are we advocating for? 1. New York City Housing Authority (NYCHA): NYCHA presents a number of opportunities and challenges related to community resiliency and disaster planning. These campuses house a large number of the LES’s most vulnerable residents, however there are strong social networks that can be leveraged to aid these individuals in the event of disaster. Current zoning allows for significant quantities of open space, presenting opportunities for increased permeability. However, zoning has restricted uses on these campuses to strictly residential, stifling the mixed-use potential of these spaces. 2. Utilities/Infrastructure: There has been much discussion around New York City’s aging infrastructure, however these conversations are not often centered around strengthening disaster resiliency. It is important for LES Ready to advocate for infrastructure improvements that will address immediate community needs while taking into account longer-term disaster preparedness. 3. Education: Many of the problems that arose during Sandy were due to a failure to educate residents on how the city would function during a disaster. LES Ready should emphasize not only engaging residents in the planning process, but also educating them on how to respond individually in various disaster scenarios. 4. Sustainable and Engaged Communities: By forming a long term recovery group made up of local community based organizations, LES Ready has already taken a significant step in engaging the local community in the planning process. The Sandy Regional Assembly noted a number of instances where investments can be made that address immediate community needs, while incorporating long-term disaster preparedness measures. All stakeholders within this group must continue to engage in the process, while reaching out to residents, ensuring that the process is truly inclusionary. Each recommendation will be classified in one of two ways: • Immediate Impact (II): II recommendations that will likely yield immediate benefits for the surrounding community, with an eye towards resilience. • Long Term Impact LTI (II): recommendations that require a longer running advocacy campaign, but will deliver strong resiliency upgrades.

1. NYCHA: NYCHA is a crucial element for any disaster plan in the Lower East Side. Its waterfront location places it firmly within the flood zone. However, their buildings’ structural integrity and large quantities of open space make them less vulnerable than other built environments throughout the city. The high rise character of NYCHA buildings coupled with the presence of large populations of vulnerable residents presented considerable challenges during Sandy. The policies of LES Ready should seek to harness NYCHA’s assets, while keeping an eye towards correcting the problems that arose during Sandy, as well as those that are inherent in NYCHA’s day-to-day management practices. • (II) II Installation of rain gardens and bio swales. The abundance of open space on NYCHA campuses creates an opportunity to develop surfaces that are permeable and absorbent. This can potentially be a collaboration between residents, CBOs, and city agencies (Parks, DOT, NYCHA). (SRA Recovery Agenda, p.4) • (T) LTI Rezoning to allow for commercial uses on NYCHA property. This can be for both existing structures, as well as limited new development. Any zoning changes should be subject to ULURP. This will take the form of an advocacy initiative with NYCHA and the Department of City Planning. (Pratt Plan p. 99-102; Also mentioned by DCP when we met with them) • (T) LTI Support for invoking HUD Section 3 in hiring for all resiliency upgrade initiatives, to ensure hiring from within NYCHA. (SRA Recovery Agenda p. 10; Pratt Plan p. 100-102) • (T) LTI Installation of cogeneration heat/power systems to replace flooded systems. These systems are greener, cheaper, and more resilient. (AJR Turning the Tide p. 10) • (T) II Advocate for addressing water infiltration in NYCHA units. This is a primary cause of mold. This LTI (II) issue likely leads to further structural damage when not addressed immediately. We can argue this as the difference between preventative vs. emergency care (By making the investment now, there will be saving in the long run). (AF) 2. Utilities/Infrastructure: The Center for An Urban Future has argued that maintenance of current infrastructure was poor under the Bloomberg administration. It is important to maintain these critical services before focusing on new major capital projects. LTI Work with ConEd and National Grid to ensure that gas lines within the flood zones have been upgraded • (T) with the most resilient materials available. A secondary advocacy effort should focus on the entire neighborhood. The recent East Harlem building explosion highlighted the importance of this. The SIRR report also cited storm surges as the most impactful event on this system as climate change worsens. (CFAUF p. 23-24; SIRR p. 126) • LTI (T) Work with ConEd to ensure that generation, transmission, and delivery systems within the flood zone are hardened to withstand extreme weather events. This should be coupled with an education effort (especially in the summer months) to encourage residents to reduce their energy usage. (SIRR p. 125; Pratt Plan p. 37) LTI Work with DEP to ensure that sewer pipes within flood zones are upgraded to the most resilient • (T) materials available. It is important to ensure that these pipes are able to withstand extreme weather events, as any leakage will send raw sewage into neighborhood streets, a problem that is exacerbated in the case of severe flooding. (AF) • (T) LTI Advocate for upgrading the current storm water management system of combined sewer outfalls, so that raw sewage is not directed into the East River during significant precipitation/flooding events. (SIRR p. 216-17; CFAUF p. 30) • (T) LTI CFAUF has argued that the sea walls around the East River Promenade need to be fully demolished and rebuilt, with a potential cost of $100 million. Sea wall infrastructure is currently overseen by ten city agencies. We should advocate for consolidating this responsibility to as few agencies as possible. It is currently unclear whether the RBD berm will negate the need for sea wall infrastructure in LES. (AF) • (II) II LES Ready should push for the creation of green, blue, and white roofs. While green roofs are optimal, they can be costly. Blue roofs can achieve the same water catchment as green roofs and may be a more realistic lift with limited resources. (Green Infrastructure p. 6-9, 11-13) • (T) LTI Develop a flexible disaster transportation plan that can respond to resident needs in various disaster types. Public transit, bike share, taxis, and private automobiles can all be incorporated. (AF)

Broader Utility/Infrastructure Policies: • (T) LTI Work with utilities and regulators to develop a cost effective system upgrade plan to address climate risks: Build a cost-benefit tool upon which to base storm hardening investment decisions. (SIRR p. 122) • (II) II Work with utilities and regulators to establish performance metrics for climate risk response; minimum restoration times for example. Progress reports on the advancement of preparedness initiatives would also be part of this. (SIRR p.125) • (II) II Undertake education and infrastructure initiatives to reduce energy demand. (SIRR p.128-9; AF) • (T) II Improve backup generation for critical customers. (SIRR p.129) LTI (II) • Focus on maintaining existing infrastructure in good repair, over expansion. CFAUF • LTI (T) Implementation of a Surface Water Management Fee by DEP on private property, based on the percentage of impervious services present on the lot. (CFAUF p. 56) • LTI (T) The city should create a mechanism that captures property wealth generated by new infrastructure projects. (CFAUF p. 57-58) • LTI (T) Lobby Albany and Washington for increased funding. (CFAUF p. 58) 3. Education: A number of the issues that arose during Sandy could have been prevented had residents been better informed on how a city response would take shape in a disaster event. This is a prime opportunity for LES Ready to take action in an area where the coalition has the capacity to function on its own. By harnessing the resources of all the member organizations, the coalition can serve as an educational resource for the community, while proactively providing information to neighborhood residents. • (II) II Piggyback on OEM’s “Know Your Zone” campaign. Ensure that the agency is posting bills in the hardest hit areas. Have these ads been distributed within NYCHA? (AF) II Educate residents on the importance of decreasing demand on the energy gird. The most essential • (II) point comes from the SIRR report, which noted that had Sandy occurred during the summer, ConEd would have been unable to meet demand due to damage sustained by the system. (SIRR p. 114; Pratt Plan p. 37) • (II) II Distribute information of food access in the event of a disaster. Two Bridges has already developed a great pamphlet that can aid in this. Ensure that residents know their rights in regards to accessing EBT benefits in the event of a blackout. (AF) • (II) II Ensure that residents know that emergency response may take up to 72 hours following a disaster. This is especially crucial for populations with special needs. (AF) • (II) II Any disaster plan should engage community stakeholders and residents. The SRA criticized the SIRR report for not doing this. We should keep pressure on agencies/orgs that develop disaster related plans in LES to keep open communications with LES Ready. (SRA SIRR Analysis p. 6-7) • (II) II Consistent with our policy of supporting HUD Section 3, we should push further to ensure that recovery dollars go towards creating local jobs targeted at low-income residents. (AF) 4. Housing: In light of the recent release of the Mayor’s Housing Plan, it is important for LES Ready to closely examine the proposed policies with an eye towards disaster resiliency and community stability. The Lower East Side faces unique pressures due to gentrification and its location within a flood zone. The coalition’s priorities should reflect the need for affordable housing, while maintaining a built environment that is equipped to sustain a disaster event. • (T) LTI Support and advocate for the housing goals outlined in the NYC CDBG Disaster Recovery Partial Action Plan A (p. 36-67): Housing Goals: 1. Help people affected by Sandy directly by replacing and rehabilitating housing units, including identifying opportunities for mitigation enhancement measures. 2. Help people affected by Sandy by improving the resilience of their housing units while restoring their buildings/residences. 3. Support resilience improvements to reduce risk and strengthen neighborhoods in flood zones. 4. Leverage philanthropic investments to address immediate gaps with flexible capital and maximize CDBG-DR dollars at scale.

5. Economic Development: As the Lower East Side faces continued pressure from gentrification, LES Ready should advocate for continued economic development, with a focus on those individuals in danger of displacement. The impact of a disaster event will only exacerbate the economic pressures currently present, it is therefore essential to ensure that residents are economically secure prior to a disaster event. • LTI (T) Support and advocate for the economic development goals outlined in the NYC CDBG Disaster Recovery Partial Action Plan A (p. 68-86): 1. Help small and medium-sized businesses recover and rebuild resiliently, while minimizing their reliance on high-interest debt. 2. Anchor new or existing industry clusters and catalyze significant long-term economic growth in the five Business Redevelopment Zones and adjacent impacted areas. 3. Protect businesses in vulnerable floodplain areas of the City by incentivizing proactive investments in resiliency measures. 4. Improve building and infrastructure resiliency through competitions that identify and deploy the most promising and cost effective technologies. • LTI (T) In order to ensure a comprehensive approach to community resiliency, we must address housing. The housing crisis has been addressed in the Mayor’s recent housing plan, but advocates have noted that the creation and preservation of 200,000 units is simply not enough to address the current need. The Lower East Side is in a favorable position though, as it has a large supply of affordable housing. However, this housing is threatened by a number forces, from the NYCHA infill plan, to rent-regulated units leaving the system due to MCIs. Additionally, the housing plan fails to address disaster resilience in its plans for siting and constructing new housing. All of the member organizations that are housing advocates should see their work as inextricably linked to community preparedness and resilience and conduct said work with the concept of disaster preparedness in mind. (Housing New York and AF) Bibliography: Caution Ahead: Overdue Investments for New York’s Aging Infrastructure (Center for An Urban Future): 2014. This report examines the state of New York City’s infrastructure. Based on its findings, the report makes recommendations on maintaining infrastructure in a state of good repair and investing in maintaining existing infrastructure before new capital projects. A number of recommendations are made on policy changes that would move the maintenance of the City’s infrastructure in a more efficient direction. While not directly related to Sandy, many of the recommendations are essential to creating resilient communities. The City of New York Community Development Block Grant Disaster Recovery Partial Action Plan A: 2013. This document was produced by the State of New York. It covers a range of programs related to housing, business, infrastructure, city services, resilience, citywide administration, and planning. While this is a state document, it covers issues related to New York City extensively. This document also outlines a number of funding programs that were developed in response to the damage caused by Sandy. Housing New York: A Five-Borough, Ten-Year Plan: 2014 Mayor Bill de Blasio’s Housing Plan for New York City. While not a Sandy-related document, the plan addresses the housing crisis, which contributed significantly to many of the problems that arose during Sandy. The plan looks to create 80,000 units of new affordable housing and preserve another 120,000 pre-existing units. There is language in the plan that suggests open space within NYCHA campuses could be targeted for development, which could be problematic for resiliency efforts. Additionally, the plan fails to address disaster resiliency in a meaningful way. Informed, Connected, Adaptive, Prepared: A Vision for A More Resilient Lower East Side (Pratt Plan): 2013. A studio project conducted by Pratt’s Fall 2013 Fundamentals Class. The report consists of a number of recommendations, which seek to enhance the resilience of the Lower East Side community before, during, and after a disaster event. The report places further emphasis on the vulnerable populations present throughout the neighborhood.

Sandy Regional Assembly: Recovery Agenda: 2013. This document outlines a number of recommendations to meet the needs of vulnerable communities in the Sandy rebuilding process. Rebuilding with an eye towards resilience is emphasized, along with community engagement in the rebuilding process, and using the process as an opportunity to address related community concerns. Sandy Regional Assembly: SIRR Analysis: 2013. An assessment of the Cityâ&#x20AC;&#x2122;s SIRR report. The analysis emphasizes both positive aspects of the SIRR plan, as well as areas that can be improved. Primarily, the document asks that the SIRR address public health impacts, use rebuilding opportunities to improve resiliency, and expand community-based planning around climate change. Special Initiative for Rebuilding and Resiliency (SIRR): A Stronger More Resilient New York (PlaNYC): 2013. This is the definitive document produced by the City of New York in response to Superstorm Sandy. The SIRR is a comprehensive report covering a range of topics including coastal protection, energy, infrastructure, and healthcare. The SIRR also has chapters dedicated to those communities that were most heavily impacted during Sandy. Turning the Tide: How Our Next Mayor Should Tackle Sandy Rebuilding (Alliance for A Just Rebuilding): 2013. This report advocates for using the Sandy rebuilding process as an opportunity to address issues affecting communities that may not be directly related to Sandy. Quality jobs, affordable housing, sustainable energy, and community engagement are the primary themes. Due to the extensive damage caused to housing and infrastructure, the rebuilding process creates an opportunity to improve these systems. The Value of Green Infrastructure for Urban Climate Change Adaptation (The Center for Clean Air Policy): 2011. This document examines the benefits of various types of green infrastructure projects. Many of these projects can provide real benefits in the event of storm or heat events. A number of these projects could be completed with minimal cost and are particularly relevant to existing conditions in the Lower East Side. Additional Readings: Coastal Climate Resilience: Designing for Flood Risk (NYC DCP): 2013. Coastal Climate Resilience: Urban Waterfront Adaptive Strategies (NYC DCP): 2013. How Sandy Rebuilding Can Reduce Inequality in New York City (Alliance for A Just Rebuilding): 2014. The Lower East Side Existing Conditions Report: 2013. NYC Hurricane Sandy After Action: Report and Recommendations to Mayor Michael R. Bloomberg: 2013. A Peopleâ&#x20AC;&#x2122;s Plan for the East River Waterfront (O.U.R. Waterfront Coalition): 2009. Vision 2020: New York City Comprehensive Waterfront Plan (NYC DCP): 2011. Weathering the Storm: Rebuilding a More Resilient New York City Housing Authority Post-Sandy (Numerous Organizations): 2013.

THE LONG TERM ADVOCACY COMMITTEE The third goal of the internship as stated in the Scope of Work was to support the Disaster Preparedness Committee, and assist in the establishment of an additional committee that will create an advocacy agenda and serve as a platform to discuss larger, long-term environmental issues such as climate change, and sea level rise -- as well as other environmental/infrastructure issues affecting the neighborhood, like sustainable/ green strategies for storm water management. While Chelsea was in attendance for the majority of the 2014 Disaster Preparedness Committee meetings and served to support their efforts as much as possible, the Long Term Advocacy Committee was never established. The Policy Brief outlined in this document along with the advocacy recommendations reassessed here, should serve to lay the groundwork for the development of this committee in the future.

Damaris Reyes presents the report, Getting LES Ready: Learning from Hurricane Sandy to Create a Community-Based Disaster Plan for the Future, November 2014 - Photo: Chelsea Kelley

INTERNSHIP RECAP The work accomplished by the LES Ready coalition this year is highly commendable, as they have continually engaged residents in their work and made sure that the voices of the people in CD3 were constantly heard. The crucial work that the organizations in LES Ready accomplish on a normal basis is difficult enough to maintain, which makes the additional work they achieve towards a disaster resilient LES even more impressive. The biggest take-away from the work on this internship is that a community that is strong and communicative on an everyday basis is one that will be most resilient when faced with a disaster. The LES epitomizes this kind of community, even considering its unique set of challenges when it comes to already vulnerable populations concentrated in areas vulnerable to storm surge. Because of the consistent presence of LES Ready in the community, and the coalitionâ&#x20AC;&#x2122;s ability to secure resources, they have been able to accomplish so much in the two years since Sandy hit. The dedication of this coalition should serve as a precedent for all LTRGs. It should be duly noted that this internship was only made possible through RAMPâ&#x20AC;&#x2122;s ability to channel funding from the Kresge Foundation. This speaks to the roles that institutions can play towards helping local communities achieve resiliency. Many CBOs and LTRGs simply do not have the resources to fund this kind of work that is so beneficial to community members and students alike.

2014 TIMELINE FEB

APR

MAY

JUN

Internship begins

BIG Team & LES Ready present the BIG U project to the Rebuild by Design Jury

Department of City Planning presents Resilient Neighborhoods Initiative to LES Ready

BIG Team is announced as the winner of $335 million to implement the BIG U project in the LES

BIG Team presents at Rebuild by Design Photo: LES Ready

There are a few major gaps that were identified through the experience of this internship that LES Ready should prioritize moving forward in order to maintain its status as a valuable community resource. While these are certainly difficult gaps to fill, it is important to recognize them moving forward and fill these gaps in the future as other resources may become available. Funding As time moves further from a disaster, so too does funding that is crucial to realizing the goals of Long Term Recovery Groups. Coalitions such as LES Ready are made up of community-based organizations that in many cases are already stretched thin when it comes to funding and workforce. In order for LES Ready and other LTRGs to continue their work towards creating resilient communities, funding is necessary. Shortly following Sandy, lots of funding was available mainly through Community Development Block Grants for Disaster Recovery (CDBG-DRs). Programs such as New York Rising were designed to channel these funds to the appropriate community resources. But as these funding opportunities fizzle out, what will the future look like for LES Ready and other LTRGs? Web and Graphic Support One area that has really suffered from a lack of resources is web and graphic support. This is a major issue because the lesready.org website is a primary resource for residents. The coalition should delegate a point person who has the ability to maintain the website on a regular basis. This could be an opportunity to partner with a local school with a graphic design department and bring on an intern who can fill this gap. Many of the Future Recommendations outlined below, highlight this need.

SEP

OCT

NOV

LES Ready finalizes the Interim Disaster Plan

Two year anniversary of Sandy at La Plaza Cultural

LES Ready releases the report, Getting LES Ready after over a yearâ&#x20AC;&#x2122;s work of surveying residents and organizations

Announcement of Rebuild by Design winners in front of Jacob Riis Houses - Photo: LES Ready

Local officials and Damaris Reyes at Sandy remembrance - Photo: Chelsea Kelley

REASSESSMENT of RECOMMENDATIONS The following is a breakdown of each recommendation proposed by the Fall 2013 Pratt Fundamentals studio, organized under 6 objectives. For each of the 26 recommendations proposed by the class, there is a description of how LES Ready has implemented that recommendation since the report was released (under IMPLEMENTATION) along with FURTHER RECOMMENDATIONS for the coalition to consider implementing moving forward. The full recommendations can be accessed at prattlesready.wordpress.com in the Final Recommendations report.

OBJECTIVE 1: Develop Efficient and Effective ways to Disseminate Disaster Related Communication for Preparedness, Response, and Recovery

Preparación Para Desastres Talleras Y Grupos de Enfoque World Care Center – Entrenamiento de Preparación y Respuesta Desarrolle un plan de accion de respuesta de emergencis y preparación personalizada Aprende las habilidades básica necesaria para ser un voluntario de desatres y mas información sobre oportunidades para involucrarse Aprenda a construir una “bolsa de emergencia” y crear una tarjeta de caso de emergencias (ICE)

LES READY Grupos de Enfoque

Comparte historias del Huricán Sandy

Enterese sobre los resultados de nuestra encuestra de mas de 600 residentes Hablenos de su experiencia durante y después de Huricán Sandy Ayuda a crear un plan basado en la comunidad para futuros desastres Facilitado por el Centro de Urban Justice Center, Hester Street Collaborative y GOLES

Comparte tus experiencas de Huracán Sandy y unete a nosotros en uno de los siguentes:

Refrescos Y Cuidado de ninos (5 anos y mas) Rifa Gratis

Miércoles, el 19 de Febrero, 2014 6:30-8:30PM Two Bridges Community Center 286 South Street Martes, el 25 de Febrero, 2014 6:30-8:30PM Boys and Girls Republic Henry Street Settlement 888 E. 6th Street

災害防備講座與焦點討論小組世界關懷中心（World Cares Center) -應急準備和反應訓練制定個性化的應急準備和應急反應行動計劃。學習成為救災志願者的核心技能，了解參與機會。學習如何準備“應急包”，並製作緊急情況 (ICE) 卡。

“應急包”免費抽獎分享您的關於颶風桑迪的故事。

“LES Ready”居民準備焦點討論小組

瞭解我們在600多名居民中進行的調查的結果。與我們分享您在颶風桑迪期間及之後的經歷。幫助我們建立一個針對未來災害的以社區為基礎的計劃。由都市正義中心、,紐約喜士打街居民合作協會以及GOLES (Urban Justice Center, Hester Street Collaborative and GOLES）主持。

請前來參加下列任何一場活動：

提供點心和兒童照看服務（限5歲以上兒童）

2014年3月6日星期四下午6:30-8:30 Grand Street Settlement 80 Pitt Street New York, NY 10002

Jueves, el 6 de Marzo, 2014 6:30-8:30PM Para mas Información: Lilah Mejia, 212-358-1231 o lilah@goles.org

有問題嗎？請聯繫Lilah Mejia, 電郵地址： lilah@goles.org，電話：（212）358-1231

Examples of effective communication - Images courtesy of LES Ready, Governer Cuomo’s Office, Rebuild by Design, World Cares Center, and Urban Justice Center (2014).

RECOMMENDATION 1.1 Use diverse and innovative means to spread information about disaster preparedness, response, and recovery. Educating community members on disaster related issues is key to achieving a resilient community. Outreach should engage, educate, and raise awareness among residents. It can take the form of typical posters, and flyers, or in more creative means such as art installations. It’s important that disaster related communication is accessible to all members of the community and sensitive to their unique needs (immigrants, hearing impaired, vision impaired), and address pre-storm preparedness, response, recovery, and post-disaster planning. Programs for immigrants. (Final Recommendations Report page 25) IMPLEMENTATION: GOLES and other organizations in the coalition distribute information in an accessible way on a regular basis. A major component of the coalition’s outreach method is posting flyers, which are translated into three languages (English, Spanish, and Chinese) and targeted appropriately toward vulnerable populations, especially those residing in NYCHA buildings. When the need for outreach was most crucial to engage residents for input on a major storm water mitigation project that would affect the entire coast of the East River, LES Ready stood at the forefront of these efforts, bringing community members out to flyer nearly every building in the vulnerable areas of CD3. It was no doubt due to the continued community engagement led by LES Ready to ensure all populations of CD3 were represented and involved in the process of developing a design, which resulted in the BIG Team’s award of $335 million to construct the BIG U from the Rebuild by Design competition. (http://lesready.org/category/news/) The collaboration between GOLES, Urban Justice Center, and Hester Street Collaborative led to the recent release of the report Getting LES Ready: Learning from Hurricane Sandy to Create a Community-Based Disaster Plan for the Future. This involved a year-long effort of surveying individuals and organizations to understand their experiences during and after Sandy, which are summarized in the report. As part of this study, organizations were also surveyed as to what they believed their capacity could be to serve residents in the event of a future disaster. The results of this survey were used to create a clearly understandable map outlining resources of the organizations, which is in the process of being printed into 11,000 copies that will be distributed to members of the community in three different languages (English, Spanish, and Chinese). (see recommendation 2.3 for map of disaster service locations). Because LES Ready has maintained its status as a coalition dedicated to serving the best interests of the community, it has been able to cultivate strong relationships with local and state officials including: Manhattan Borough President Gale Brewer, Council Member Rosie Mendez, Governor Anthony Cuomo, Assembly Member Brian Kavanagh – representation from the offices of these electeds attend meetings regularly) When Cuomo’s office held Citizen Preparedness Training Programs, LES Ready was a major avenue through which they were able to provide outreach and increase attendance. After the first few training programs, LES Ready acquired feedback from community members that were being asked to provide ID to attend the programs. This excessive regulation was lifted after the issue was successfully communicated with Cuomo’s office. FURTHER RECOMMENDATIONS: • Delegate a point person to update social media on a weekly basis. • Partner with local artists to communicate preparedness in a way that creatively engages the community. • Build stronger relationships with local media outlets. • Note: the capacity to facilitate the vital outreach achieved for these projects was only due to funding dedicated for these efforts. We see a trend of grants running out as we move further away from a disaster. This is not resilient planning, and is a threat to the future of LES Ready’s ability to perform this crucial work in the future.

RECOMMENDATION 1.2 Establish an Emergency Information Communications Network (EICN) Communication between organizations and with residents on the ground is crucial at all stages of disaster planning and response. CBO’s can develop phone/email trees that serve to ensure seamless communication between all neighborhood CBO’s, as well as to transmit information from city agencies to residents and vice versa. Additionally, residents should be encouraged to sign up for currently established alert systems, such as OEM’s Advanced Warning System. (Final Recommendations Report page 29) IMPLEMENTATION: LES Ready has established protocol outlining communication between organizations and with residents on the ground in the Interim Disaster Plan, which will evolve into the Long-term Disaster Plan for the Lower East Side, as outlined in the work plan (a deliverable of the RAMP/LES Ready internship). This included the purchase of two-way radios for many of the organizations in the coalition, which will prove incredibly useful when major communication infrastructure fails. FURTHER RECOMMENDATIONS: • Continue to maintain the relationships with State and City agencies, because they will be the likely conduit for communication when it comes to larger agencies providing on-the-ground relief in the event of a disaster. • Leverage the relationships with State and City representatives to ensure they are advocating for the inevitable top-down communication to be managed in an effective and efficient manner in the event of a disaster.

Original graphic from Pratt recommendations illustrating an Emergency Information Communications Network - Graphic courtesy of Pratt Fall 2013 Fundamentals Class

RECOMMENDATION 1.3 Promote the use of community reporting networks (such as 311) to ensure that area issues are fully known and can be addressed in a more appropriate manner. Residents cannot rely on city agencies to be fully aware of conditions on the ground and should therefore be encouraged to use reporting networks such as 311 and Notify NYCHA (only applicable to NYCHA residents). Through this action, residents can relay up to the moment information on disaster-related issues to city agencies. (Final Recommendations Report page 32) FURTHER RECOMMENDATIONS: • Update website, make it more accessible. Get graphic support. • Provide links to ‘311’ and ‘Notify NYCHA’ on the website, with an accessible description of how they RECOMMENDATION 1.4 Distribute Go Bags at public events and empower individuals to make go bags at home.

Residents must be prepared to evacuate in the event of a disaster. To ensure the safety of this process, residents should be equipped with go-bags containing basic, easily transportable supplies, including flashlight and batteries, first-aid kit, and non-perishable food items. Go-bags can be distributed through CBO’s, or prepared by community members themselves. Outreach can be conducted to educate residents on how to prepare their go-bags. (Final Recommendations Report page 33)

IMPLEMENTATION: LES Ready has connected with State offices to get Go Bags to as many residents as possible. The coalition has also sourced funding in the past to deliver Go Bags at public events as an incentive to get community members to LES Ready events. FURTHER RECOMMENDATIONS: • Create an easy-to-understand infographic (not language specific) that shows what residents should include in their Go-Bags, such as: flashlights, AM/FM radio, batteries, first aid kit, cash, spare keys, contact lists, medication information, and copies of important documents. • This could be a highlighted feature on the LES Ready website, and distributed in other ways. One idea that came up was to source funding to print this infographic on reusable grocery bags, that could be printed with the infographic on one side, and the LES Ready logo on the other side, which would provide additional advertisement for the coalition to reach more members of the community. These bags could be distributed at LES Ready events. RECOMMENDATION 1.5 Develop mold remediation guidelines and/or give them to members of the community.

Mold can present a danger in post-disaster environments, where it can pose a serious health risk, especially for those with previously diagnosed respiratory diseases. Residents should be educated on the health risks posed by mold, how to recognize it, and finally how to remediate it. (Final Recommendations Report page 35)

FURTHER RECOMMENDATIONS: • Update website, make it more accessible. Get graphic support. • Provide links to mold remediation guidelines on the website, with an accessible description of how they work and how to use them.

RECOMMENDATION 1.6 Disperse information about opportunities to lower demand on energy grid.

Both prior to, and following a disaster, a high demand can be placed on the energy grid. To address this problem, residents can be briefed on how to lower their energy demand, not only during disasters, but in their daily lives. Furthermore, there exist a number of subsidies to aid in the greening of buildings. (Final Recommendations Report page 37)

FURTHER RECOMMENDATIONS: • Update website, make it more accessible. Get graphic support. • Provide links to resources about lowering the demand on the energy grid on the website, with an accessible description of how they work and how to use them.

OBJECTIVE 2: Incorporate Vulnerable Populations in Preparedness, Response, and Recovery Planning

LES residents engaged in BIG Team’s design process for Rebuild by Design. - Photos courtesy of the BIG Team and Rebuild by Design

RECOMMENDATION 2.1 Partner with residents associations and World Cares Center to develop a Neighbor to Neighbor Preparedness and Response Network.

In the hectic environment of a disaster, it can be difficult to keep track of all a community’s residents and it is often the most vulnerable residents who will have difficulty communicating their status and needs. To combat this problem, a Neighbor to Neighbor Preparedness and Response Network can be established. For example: each unit in a building would be responsible for checking on their immediate neighbor, this information would then be relayed to a Community Emergency Response Team (CERT) trained floor captain, building captains would be assigned to every five floor captains to further consolidate information and relay to a base captain, who can then coordinate CERT Special Task Force teams on the ground to respond to resident needs. (Final Recommendations Report page 43)

IMPLEMENTATION: The Tenants’ Association at Village East Towers is an exemplary precedent for design and implementation of a neighbor to neighbor preparedness and response network. This organization has been a vocal member of the coalition since its inception and continues to engage in meetings on a regular basis. For many reasons, this cooperative community should continue to pilot resiliency recommendations.

LES Ready has worked with the Office of Emergency Management to offer CERT training to coalition members and residents. Many members of LES ready did receive the certification, however the program is time-consuming and demanding, and therefore inaccessible to many people.

FURTHER RECOMMENDATIONS: • Assess the preparedness and response network at Village East Towers Tenants’ Association. Facilitate their efforts as much as possible and consider the adaptability of their network for other buildings as the coalition further develops the long-term disaster response plan. • Create a steering committee within the coalition comprised of those who have receive CERT training to develop a more accessible training program that could be offered to residents within the community at no cost. Even though these residents would not receive official certification, they would attain valuable knowledge that would prove helpful in the event of a disaster. This is a wonderful opportunity to engage the youth in the community. • Continue to strengthen the communication line with tenant associations of NYCHA, co-ops, and Mitchell Lamas and assist them with developing neighbor to neighbor preparedness and response plans specific to their buildings. • Use the infographic developed by the Pratt Fundamentals Studio 2013 as a resource for tenants’ associations as they develop plans for their buildings.

RECOMMENDATION 2.2 Coordinate Pre-Storm Supply Points of Distribution in public housing buildings and stock them with critical goods. While go-bags are critical in an evacuation scenario, many individuals, especially those in sturdy high-rise buildings, may choose to shelter in place. To accommodate these residents, supplies must be on-hand to ensure that people have what they need to weather an extended stay in their homes. To respond to this need, Pre-Storm Supply Points of Distribution (PODs) can be established to serve as central locations for acquiring needed goods. Residents would be notified of POD locations and available supplies prior to a disaster event. (Final Recommendations Report page 47) FURTHER RECOMMENDATIONS: • Continue to engage with tenants’ associations at NYCHA and State and City agencies to make this a reality. • Incorporate this recommendation as part of the long-term disaster recovery plan.

RECOMMENDATION 2.3 Inform decision-makers to ensure disaster service centers are located in areas accessible to all members of the community and disaster-resilient.

Service centers, such as “HUBs” (command centers with medical services, call centers, etc.), Points of Distribution or “PODs” (where critical supplies are distributed) and Volunteer Reception Centers or “VRCs” (where volunteers are received and dispatched) should be strategically located throughout the district to effectively accommodate the needs of all residents in the area when a disaster occurs. The locations of these centers, their management, and deployment plans need to be established as soon as possible. Selection of appropriate locations for disaster relief centers should include the following to ensure their effectiveness: (1) distance from the flood zone, (2) accessibility by limited mobility residents, (3) minimum space requirement for storage and people, and (4) level of commitment by organization responsible for space. We offer a series of recommended public spaces that would be appropriate locations. (Final Recommendations Report page 49)

IMPLEMENTATION: This original recommendation was first implemented as part of the Interim Disaster Plan in the form of a map, which shows the organizations in the coalition in relation to the storm surge zones for category 1 and 2 hurricanes.

This map has more recently evolved into an incredibly useful resource for community members. The collaboration between GOLES, Urban Justice Center, and Hester Street Collaborative led to the development of two maps (as part of the report: Getting LES Ready: Learning from Hurricane Sandy to Create a Community-Based Disaster Plan for the Future). Both versions of the map outline resources of the organizations: the first is being printed into 11,000 copies that will be distributed to members of the community in three different languages (English, Spanish, and Chinese); the second version will be dynamic, and updated to reflect any changes of resources in real-time, and will live on the LES Ready website.

FURTHER RECOMMENDATIONS: • Create a protocol so that this map can maintain accuracy as the allocation of resources change and new organizations join the coalition. Someone should be designated as the point person to steer this effort.

The Evolution of Recommendation 2.3 Map from Recommendation 2.3 guidelines for locating disaster service centers

Map created through the internship for LES Readyâ&#x20AC;&#x2122;s Interim Disaster Plan outlining member organizations

Map developed by Hester Street Collaborative for the report, Getting LES Ready: Learning from Hurricane Sandy to Create a CommunityBased Disaster Plan for the Future This is a static version of a dynamic map for lesready.org

Image credits (top to bottom): Pratt Fundamentals Fall 2013, LES Ready Spring 2014, LES Ready Fall 2014

RECOMMENDATION 2.4 Disseminate information on resources regarding healthcare preparedness.

It is crucial for all residents with critical needs to be well prepared and informed on how to properly store medication and/or relocate to places that can meet their specific needs. Information and resources regarding the proper storage of medications both for the individual and for shelters, must be dispersed prior to disaster. This information should be provided in multiple languages prior to the disaster at PODs, health facilities, and through CBOs/ tenant associations to ensure the information reaches the residents. (Final Recommendations Report page 51)

FURTHER RECOMMENDATIONS: • Update website, make it more accessible. Get graphic support. • Provide links to resources about proper storage of medications on the website.

RECOMMENDATION 2.5 Inform residents on Supplemental Nutrition Assistance Program (SNAP) on how to use Electronic Benefits Transfer (EBT) to obtain supplies in the event of a disaster and advocate for the expansion of Disaster-SNAP (D-SNAP).

After Sandy, stores that would have been able to accept SNAP vouchers via EBT were not able to process these transactions because of the power outages. Guidelines should be distributed on the use of EBT during disaster to SNAP recipients and participating businesses. An effort should be coordinated to provide information to SNAP beneficiaries about accessing D-SNAP benefits in the event of a disaster, or to business owners about the use of manual vouchers. There is also an advocacy component to this recommendation: continue the efforts to expand the D-SNAP program. Furthermore, these benefits should be made available in more zip codes and affected residents should be allowed more time to apply. (Final Recommendations Report page 53)

IMPLEMENTATION: There was an effort made in the Spring of 2014 by the coalition to develop a set of guidelines that would clarify how residents could access SNAP benefits in the event of a power outage, but there was a lot of misinformation out there about this process. There was a connection made with a representative from Manhattan Borough President Gail Brewer’s office, who seemed determined to resolve this issue for Manhattan residents. This original recommendation included emergency vouchers, which were provided by the bank that managed SNAP benefits (at the time, JPMorgan Chase). The plan would have been to create a packet to distribute to grocers in CD3, which would include copies of the vouchers and an explanation of how to use them. Through this process, it was determined that JPMorgan Chase was no longer the managing bank for SNAP benefits and the new management was never realized, so the implementation of this recommendation did not progress. FURTHER RECOMMENDATIONS: • Revive the relationship with the representative from Gail Brewer’s office to resolve this issue together, and advocate for the expansion of D-SNAP. • Research to discover what bank is now managing SNAP benefits.

RECOMMENDATION 2.6 Survey Residents to better understand evacuation processes and plan for future changes.

In New York, evacuation can be either recommended or mandatory, through the order of the mayor, with guidance provided through the NYC Office of Emergency Management (OEM). However, there is a lack of clear, publicly available information on where exactly residents are expected to go during evacuations, and how they are expected reach their final destinations. A survey of residents should be conducted to gain a better understanding of current evacuation patterns to better inform how to improve future evacuation plans. (Final Recommendations Report page 55)

IMPLEMENTATION: After much collaboration and a year of survey distribution and analysis the report, Getting LES Ready: Learning from Hurricane Sandy to Create a Community-Based Disaster Plan for the Future was released to better understand the experiences of the residents after Sandy in the Lower East Side and how to plan for a better future. It recaps the experiences of residents and organizations based on 641 individual surveys and 29 organizational surveys. Link to the report, Getting LES Ready: Learning from Hurricane Sandy to Create a Community-Based Disaster Plan for the Future: https://cdp.urbanjustice.org/sites/default/files/CDP.WEB.doc_Report_LESready_20141117.pdf

Community members join LES Ready to learn the results of over a yearâ&#x20AC;&#x2122;s worth of resident and organizational surveys of the LESâ&#x20AC;&#x2122;s response to Sandy. - Photo courtesy of the Lo-Down NY

OBJECTIVE 3: Strengthen capacity of Community- Based Organizations and Small Businesses to Withstand Disaster, Continue Operations, and Rebound

LES Ready engages community-based organizations and individual residents to strengthen the community and develop a community-based disaster plan for the future. - Photo courtesy of LES Ready

RECOMMENDATION 3.1 Advocate for a National Flood Insurance Program (NFIP) that accommodates dense urban environments.

The NFIP does not reflect the realities of a dense, urban environment characterized by massive high-rises made of brick and concrete. Informal interviews with business owners and managers of property located in the Lower East Side revealed that many are not insured against flooding, even when that property is located within a FEMA-designated “Special Flood Hazard Area.” Advocacy work should be done to join the growing movement to reform NFIP policies to provide building owners access to sensible, affordable flood insurance that is applicable to a dense urban environments. There are flood mitigation strategies unique to dense urban areas that should be recognized by the NFIP, such as weatherproofing, green infrastructure, stormwater management initiatives, and improved flood warning and response programs. (Final Recommendations Report page 61)

FURTHER RECOMMENDATIONS: • The report, Rising Tides, Rising Costs: Flood Insurance and New York City’s Affordability Crisis, released by the Center for NYC Neighborhoods in September 2014 is a valuable resource for the coalition to better understand the complicated situations for many homeowners along NYC’s coast. This should be used by members of the coalition and selected key parts should be translated and made available to residents via the LES Ready website. Link to the report, Rising Tides, Rising Costs: Flood Insurance and New York City’s Affordability Crisis: http://cnycn.org/wp-content/uploads/2014/09/Rising-Tides-Rising-Costs-2014_compressed.pdf

RECOMMENDATION 3.2 Encourage community-based organizations and small businesses to complete a Continuity of Operations Plan (COOP).

Planning for interruptions is critical for a community-based organization. We recommend GOLES encourage businesses and non-profits in the Lower East Side to adopt a Continuity of Operations Plan (COOP). A comprehensive plan will include measures to (1) protect the safety of employees, (2) enable workers to get to work, (3) protect essential equipment, records, contacts, and other assets, (4) reduce disruptions such as internet connectivity, and (5) identify relocation or alternate sites (Office for Fair Housing and Equal Opportunity 2007). Completing a COOP will help CBOs and small businesses avoid delays in paper work, prevent destruction of paper records, and minimize the loss of financial, programmatic, and client data. COOPs preserve the organization’s structure, tools and resources so it can continue to serve the community immediately following a disaster. (Final Recommendations Report page 65)

IMPLEMENTATION: Although the Interim Disaster Plan did not mention COOPs, the plan did address the need for organizations in the coalition to develop their own plans so that they will be able to to serve their constituents immediately following a disaster. FURTHER RECOMMENDATIONS: • Adopt a model for a Continuity of Operations Plan (COOP) that would likely work well for the organizations of CD3. • Ensure that organizations within the coalition are adopting/developing their own COOPs. • Provide links to resources about Continuity of Operations Plans on the LES Ready website.

OBJECTIVE 4: Improve the Resiliency of Sewage, Power, Telecommunications, and Transportation Infrastructure Networks

An inforgraphic illustrating a resilient energy and communication network for the LES. - Image courtesy of Beyond the Grid and Two Bridges Neighborhood Council

RECOMMENDATION 4.1 Advocate for necessary legislation to allow microgrids to be created and implemented in New York City.

Due to flooding during Sandy, the 14th street ConEd Power Station short-circuited. This power outage left thousands of residents, critical infrastructure, and hospitals without power. Advocating for an energy grid that is more redundant, flexible, and independent is crucial for ensuring uninterrupted power supply during future heat waves and flooding events. “Microgrids” act as system that links multiple power generation sources that can be connected to the larger energy grid system, or disconnected to function on its own, in a time of emergency. There are several benefits to instituting microgrids: lowered energy costs, increase overall energy efficiency, improved environmental performance and local electric system reliability. Three levels of advocacy should be taken to create a more resilient energy distribution system: clear policies encouraging microgrid installation, local energy distribution autonomy, and the integration of renewable energy sources onto the energy grid. Since NYCHA owns so much of the property in the LES, NYCHA has the potential to become a valuable partner to achieve reductions in energy loads, and integration of renewable energy sources. (Final Recommendations Report page 71)

IMPLEMENTATION: One of the coalition’s members WiFi-NY, steer-headed by Paul Garrin (LES resident and active LES Ready participant) was able to revive internet connectivity before normal connections were restored in the area following Sandy. Garrin and WiFi-NY continue to work with members of the community to develop resilient internet connections within their buildings that do not rely on the ConEd Power Station to operate.

Paul Garrin was also instrumental in the Two Bridges: Beyond the Grid plan, which involved the integration of alternative power systems, telecommunications networks, and community hubs, which will serve residents’ needs in a disaster. Citation: http://thevillager.com/2014/04/03/thinking-beyond-the-grid-aboutdisaster-preparedness/

Village East Towers was recently evaluated as a case study for another Beyond the Grid project, which concluded that a co-generation plant at Village East Towers is achievable without raising costs for residents, and would amount to energy savings of over $250,000 per year.

FURTHER RECOMMENDATIONS: • Continue to support and facilitate the work of Beyond the Grid and WiFi-NY in the Lower East Side. • Leverage political support at the District, Borough, City, and State levels to attain funding that supports the development of efficient, sustainable, and autonomous energy for residents in the LES, especially micrigrids and co-generation.

RECOMMENDATION 4.2 Collaborate with NYC Green Infrastructure Program to conduct strategically placed green infrastructure projects.

About 27 billion gallons of raw sewage is spilled into New York City waterways each year, causing significant environmental and potential human health impacts. Implementation of green infrastructure projects diverts stormwater from New York City’s aging combined-sewer system. Green Infrastructure also includes the benefits of air filtration that reduce asthma rates, and have the ability to lower temperatures during heat waves. There have been several plans developed by different organizations over the last decade to help manage stormwater and flooding issues along the coast of the LES. We recommend installing a variety of green infrastructure projects to improve the quality of life of residents, improve air quality, and manage stormwater and flooding issues. Local agencies should work together to install bioswales along Pike St and Catherine Slip, and work with NYCHA to create rain gardens on low- lying properties. (Final Recommendations Report page 75)

FURTHER RECOMMENDATIONS: • Integrate a green infrastructure initiative within the agenda of one of the LES Ready committees.The large concentration of community gardens and open space on NYCHA property in CD3 could be ideal sites for green infrastructure projects.

RECOMMENDATION 4.3 Organize volunteer tree plantings with the NYC Department of Parks and Recreation in areas that lack a tree canopy.

Planting trees is one of the best strategies to lower average temperatures during heat waves, which in turn lowers our demand on the energy grid during heat waves. Trees also clean our air and water, and help to manage stormwater runoff. This is a relatively low-cost, short-term recommendation that can be quickly implemented. LES Ready should work with the NYC DPR to organize volunteer groups to help plant trees in areas lacking tree canopy throughout the LES. The area along East Broadway near the Manhattan Bridge was identified as one area in particular that could greatly benefit from more trees to help manage storm water, clean the air, and lower temperatures during extreme heat waves. (Final Recommendations Report page 77)

IMPLEMENTATION: LES Ready participated with the Million Trees NYC initiative with Parks and Rec and New York restoration Project in Spring of 2014. This was a success and should be repeated in years to come. FURTHER RECOMMENDATIONS: • Continue to work with Million Trees NYC to encourage tree plantings throughout the LES.

OBJECTIVE 5: Fortify the Ability of the Built Environment to withstand Storm Surge and Flooding

Renderings from the BIG Teamâ&#x20AC;&#x2122;s winnng project, the BIG U. - Images courtesy of the BIG Team and Rebuild by Design

RECOMMENDATION 5.1 Advocate for the development of a berm and collapsible floodwall along the East River.

The lower cost, first phase of this recommendation, is for the City Office of Emergency Management to purchase deployable floodwalls, which would be constructed along the East River Park as part of the preparations for an oncoming storm. These metal walls would be braced on the inland side to be able to withstand the force of a storm surge. Our longer-term, second-phase recommendation is to rebuild East River Park and extend it directly to the doorstep of LES residents by building a berm over the FDR along the park. This would be a substantial capital investment, but would also protect a large area of the LES where the building stock is not well-suited to be flood-proofed. Additionally, the berm would better connect residents to the park, and repair and upgrade the existing infrastructure. This recommendation is adapted from a Rebuild by Design entry from the BIG TEAM, which suggests building a protective berm above a new subway line encircling Lower Manhattan. It very important to know how crucial it is to understand the potential impacts building a berm could potentially have on the natural environment along the East River. Thorough environmental impact studies must be conducted before this recommendation can be fully supported. (Final Recommendations Report page 83)

IMPLEMENTATION: The $335 million awarded to the BIG Team for the winning BIG U project in the Rebuild by Design competition makes the possibility of a berm and protective floodwall along the East River that much closer to a reality. LES Ready was the community partner for the BIG Team and was able to successfully engage residents in the design process, as the team moved forward to gain partial project funding to build the portion of their project known as ‘Bridging Berm’. A series of landscaped bridges and berms will stretch over the FDR Drive to create additional park space along the East River and provide neighborhood-scale storm surge protection for the LES.

The BIG Team’s proposal also included plans for the Two Bridges neighborhood, which involved a version of the collapsible floodwall proposed in this recommendation. This portion of the project is unlikely to receive enough funding for construction at this point, but it is still vital to protect this portion of the neighborhood.

FURTHER RECOMMENDATIONS: • As the design moves into implementation, LES Ready should become more involved. A representative from LES Ready should work closely with the BIG Team to make sure that the design reflects the needs of the community. This representative would act as a liaison and report back to LES Ready through the Disaster Preparedness Committee (or the new committee would probably make more sense) and to the whole coalition on a biweekly basis. • There are so many projects and proposals focused along the East River in the LES. It is crucial that the coalition monitors all of the groups initiating these projects as closely as possible, and ensure that any project moving forward has made an effort to engage community members.

RECOMMENDATION 5.2 Promote and educate the community on flood-proofing measures for at risk structures and on available funding for flood-proofing techniques.

The Lower East Side possesses a diverse building stock with structures of almost every imaginable type and combination of uses. While recent meteorological events have exposed the city’s long-standing vulnerability to flooding, Sandy demonstrated that CD3’s buildings are more vulnerable than previously thought. Flood-proofing is an effective technique that aids in preparing buildings to withstand flood events, and is a critical measure in protecting the built environment. Knowledge about flood-proofing strategies is an elemental resource that needs to be spread across the community; not only as a strategy to help protect structures and valuables, but also as a method to lower rising flood insurance premiums. LES Ready should distribute information, so building owners and renters can identify the appropriate flood-proofing methods for their building type, understand the procedures to follow, and even be guided in the right direction to obtain funding for flood proofing measures. (Final Recommendations Report page 85)

FURTHER RECOMMENDATIONS: • Provide links to resources about protecting buildings from flooding on the website. • The NYC Build it Back program was originally a failure to residents throughout the City trying to protect their buildings from future flood waters. The de Blasio Administration has been committed to this program as it moves forward, so this could be a resource for building owners. • Link to NYC Build it Back: http://www.nyc.gov/html/recovery/html/home/home.shtml • The report, Rising Tides, Rising Costs: Flood Insurance and New York City’s Affordability Crisis, released by the Center for NYC Neighborhoods in September 2014 is a valuable resource for building owners in the flood plain. Key parts of the report should be translated and made available to residents via the LES Ready website. • Link to the report, Rising Tides, Rising Costs: Flood Insurance and New York City’s Affordability Crisis: http://cnycn.org/wp-content/uploads/2014/09/Rising-Tides-Rising-Costs-2014_compressed.pdf RECOMMENDATION 5.3 Partner with organizations such as the New York City Chapter of American Institute of Architects (AIA) to connect building owners and tenants to free technical assistance and support.

Technical services provided by industry professionals are necessary for most reconstruction and flood-proofing efforts. These services are beyond the reach of some building owners, whether because of financial limitations or lack of necessary information. To help get building owners the support and technical assistance they need, partnerships could be formed with professional agencies such as the American Institute for Architects. Essentially, industry professionals could provide their services in exchange for credit they already need to acquire or maintain licensure. An example of this recommendation in action can be seen through the Architecture for Humanity Sandy Design Help Desks. (Final Recommendations Report page 88)

FURTHER RECOMMENDATIONS: • In Fall of 2013 in the Rockaways, the Pratt Center for Community Development successfully launched a post-Sandy Design Help Desk with Architecture for Humanity, Enterprise Community Partners, Margert Community Corporation, and the New York Chapter of the American Institute of Architects. While the building stock in CD3 suffered much less damage than the many 1 and 2 story buildings that this Help desk focused on, the Pratt Center could be open to the idea of developing something like this in the future for the building owners in the LES.

OBJECTIVE 6: Ensure Social, Economic, and Environmental Justice in Future Development and Planning

LES Ready and GOLES stand proudly at front of the Peopleâ&#x20AC;&#x2122;s Climate March, the largest climate march in history, September 2013 - Photo: LES Ready

RECOMMENDATION 6.1 Partner with government agencies, financial institutions, and universities to increase small business training and workforce development.

Economic resiliency is critical to a community’s ability to weather a disaster. Develop partnerships with educational institutions, government agencies, and the business community to provide training and workforce development. This step will foster opportunities for residents to acquire new skills and achieve economic independence, strengthening the ability of residents to cope with fiscal impacts of a disaster. (Final Recommendations Report page 93)

IMPLEMENTATION: GOLES and other organizations within the coalition already have initiatives that address workforce development and small business training for residents in the LES. This recommendation involves work that is outside of the scope of LES Ready, however workforce development training should certainly be part of the long-term goals for the coalition. FURTHER RECOMMENDATIONS: • Incorporate small business and workforce development into the mission of a new Long Term Advocacy Committee.

RECOMMENDATION 6.2 Partner with local CBOs to improve long-term food security and build self- sufficiency for residents to access affordable and fresh foods.

Much of this work has been undertaken by Two Bridges through their NeighborFood Initiative. This program utilizes wayfinding signage and an informational brochure with an accompanying map, to aid residents in locating sources of fresh food in the LES. This is a highly valuable program, as it provides information that can be used by residents to prepare for a disaster event and improve food security/ access in their daily lives. (Final Recommendations Report page 97)

FURTHER RECOMMENDATIONS: • Incorporate long-term food security into the mission of a new Long Term Advocacy Committee.

RECOMMENDATION 6.3 Partner with CERT and the New York City Environmental Justice Alliance (NYEJA) to train residents on the use of Hazardous Materials Kits.

In a disaster scenario, we must take into account that first responders from city agencies may have difficulty reaching certain communities. It is therefore important that stakeholders within the community be trained in certain response techniques, so that residents are not solely reliant on a single source of first responders. Due to the presence of combined sewer outfalls in the LES, there is the potential for hazardous waste to enter the community in a flood event. Through partnerships with CERT and NYEJA members of the community should be trained in the use of hazardous material test kits, so that in the event of a disaster, residents can be informed of areas where hazardous materials are present. (Final Recommendations Report page 98)

FUTURE RECOMMENDATIONS: • Incorporate hazardous material protocol into the mission of a new Long Term Advocacy Committee.

RECOMMENDATION 6.4 Initiate a Rezoning of R7-2 Districts to improve resiliency and promote mixed-uses on NYCHA properties and community-serving retail development of underutilized parcels.

The majority of NYCHA campuses in the LES are zoned R7-2, which calls for high-rise towers surrounded by large quantities of open space. This zoning designation provides for significant advantages, primarily related to the presence of open space, which provides both green spaces and permeable land. However, NYCHA campuses zoned R7-2, particularly those on the waterfront are somewhat isolated from the neighborhood due to their restricted residential character. Additionally, due to updated building codes, residential uses will not be permitted in new construction, or in buildings that have been undergone extensive renovations. We recommend initiating a rezoning for these districts that would allow for commercial spaces in the first floor of NYCHA buildings, as well as limited new commercial construction on NYCHA campuses. Local entrepreneurs would be given preference for some of these spaces, rents from these spaces would go directly into a fund for floodproofing NYCHA buildings, and tenants would be subject to HUD’s Section 3 program. This rezoning would serve to extend the mixed-use character present in the LES onto NYCHA campuses. Through this action, NYCHA campuses could be made to feel less isolated, residents would have more ready access to retail goods, and a source of funding retained for the floodproofing of NYCHA buildings. (Final Recommendations Report page 99)

FURTHER RECOMMENDATIONS: • NYC Department of City Planning has reached out to LES Ready to present their process for the Resilient Neighborhoods initiative, which could mean a rezoning within the 100-year flood plain in CD3. It is crucial that LES Ready maintains a voice in this process as Department of City Planning moves forward. • Continue to closely monitor rezoning initiatives along the coast in CD3. Two Bridges Neighborhood Council was a client to the Fall 2014 Pratt Fundamentals studio, which worked to identify existing plans proposed along the East River and build upon them by identifying relevant recommendations and gaps within existing plans. The work done by this studio should be used by LES Ready to understand how the coalition can position itself as a stakeholder with a voice when it comes to future development along the waterfront. • Incorporate rezoning goals into the mission of a new Long Term Advocacy Committee.

RECOMMENDATION 6.5 Advocate for FEMA to develop additional studies to create a multi-family design guide.

The National Flood Insurance Program and FEMA literature is largely geared towards one and two family houses, but most of the building stock in the Lower East Side does not fall into this category. The PostSandy Initiative Report identified the lack of a FEMA multi-family design guideline. LES Ready should advocate for additional studies by FEMA to develop a comprehensive multi-family building design guide. (Final Recommendations Report page 103)

FURTHER RECOMMENDATIONS: • Incorporate advocacy for additional studies by FEMA to develop a comprehensive multi-family building design guide into the mission of a new Long Term Advocacy Committee.

RECOMMENDATION 6.6 Advocate for the Chinatown Working Group zoning amendment components that seek to ensure tenants’ rights as well as opportunities for economic growth that build the socioeconomic resiliency of the Lower East Side.

The fundamental necessity for ultimate disaster preparedness is to strengthen the overall resilience of the economy and residents’ stability in the Lower East Side. This recommendation serves primarily to affirm GOLES’ existing work on advocating for affordable housing and other issues regarding justice and the economy. Currently, the Chinatown Working Group has been working to develop a series of zoning changes to help address some of the growing concerns of economic and residential affordability and stability. We encourage GOLES to continue advocating for the principles of the Chinatown Working Group’s rezoning that are important to strengthening the socioeconomic resiliency of the area. (Final Recommendations Report page 104)

FURTHER RECOMMENDATIONS: • Incorporate the zoning amendment components of the Chinatown Working Group into the mission of a new Long Term Advocacy Committee.

RECOMMENDATION 6.7 Advocate for the expansion of disaster recovery and resiliency funding for community-based organizations

One of the greatest challenges facing community-based organizations (CBOs) in responding to the needs of the community they serve, both in the preparation for and in the aftermath of a disaster, is accessing adequate funding for their work. Funding for CBOs’ efforts come from many different sources. Building on the proposal by the Sandy Regional Assembly and the work begun by the RAMP Initiative, we believe that LES Ready should advocate for greater amounts of funding to be directed to CBOs to improve local resiliency. Furthermore, creative and innovative funding solutions should be explored. (Final Recommendations Report page 105)

FURTHER RECOMMENDATIONS: • Make sourcing for funding a primary function of the new Long Term Advocacy Committee.

SOURCES: Alliance for A Just Rebuilding (2013). Turning the Tide: How Our Next Mayor Should Tackle Sandy: http://www. rebuildajustny.org/turning-the-tide-how-our-next-mayor-should-tackle-sandy-rebuilding/ Center for An Urban Future (2014). Caution Ahead: Overdue Investments for New York’s Aging Infrastructure: https://nycfuture.org/pdf/Caution-Ahead.pdf. Center for Clean Air Policy (2011). The Value of Green Infrastructure for Urban Climate Change Adaptation: http://ccap.org/assets/The-Value-of-Green-Infrastructure-for-Urban-Climate-Adaptation_CCAP-Feb-2011. pdf Center for NYC Neighborhoods (2014). Rising Tides, Rising Costs: Flood Insurance and New York City’s Affordability Crisis: http://cnycn.org/wp-content/uploads/2014/09/Rising-Tides-Rising-Costs-2014_ compressed.pdf City of New York (2013). Community Development Block Grant Disaster Recovery Partial Action Plan A: http:// www.nyc.gov/html/cdbg/downloads/pdf/cdbg-dr_full.pdf City of New York (2014). Housing New York: A Five-Borough, Ten-Year Plan: http://www.nyc.gov/html/housing/ assets/downloads/pdf/housing_plan.pdf City of New York (2013). Special Initiative for Rebuilding and Resiliency (SIRR): A Stronger More Resilient New York (PlaNYC): http://s-media.nyc.gov/agencies/sirr/SIRR_singles_Lo_res.pdf LES Ready (2014). Getting LES Ready: Learning from Hurricane Sandy to Create a Community-Based Disaster Plan. Good Old Lower East Side, Hester Street Collaborative, Urban Justice Center: https://cdp. urbanjustice.org/sites/default/files/CDP.WEB.doc_Report_LESready_20141117.pdf Pratt Center for Community Development and The Collective for Community, Culture and the Environment (December 2013). Preserving Affordability & Authenticity: Recommendations to the Chinatown Working Group: http://www.chinatownworkinggroup.org/2014-01-01%20Pratt%20Report%20to%20CWG.pdf Pratt Institute (2013). Informed, Connected Adaptive, Prepared: A Vision for a More Resilient Lower East Side. Pratt Instiute’s Programs for Sustainable Design and Development Fall Fundamentals Seminar and Studio Course: https://prattlesready.files.wordpress.com/2014/02/prattrecommmendationsreport2.pdf Rebuild by Design and BIG Team (2014). BIG U Project Proposal: http://www.rebuildbydesign.org/project/bigteam-final-proposal/ Sandy Regional Assembly (2013). Sandy Regional Assembly: Recovery Agenda: http://goodjobsny.org/sites/ default/files/docs/sandy_regional_assembly_recovery_agenda_final_032913-2.pdf Sandy Regional Assembly (2013). Sandy Regional Assembly: SIRR Analysis: http://goodjobsny.org/sites/ default/files/docs/sandy_regional_assembly_sirrreport_hstsrecommendations_072213_final.pdf Spokony, Sam (2014). Thinking ‘Beyond the Grid’ about disaster preparedness. The Villager: