Planning After PLANYC: A Framework for Developing New York Citys Next Ten-Year Capital Strategy 1...
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Planning After PLANYC:A Framework for Developing New York City’s Next Ten-Year Capital Strategy
1
The Most Important Economic and Fiscal Decisions Facing the Next MayorA Citizens Budget Commission ConferenceDecember 6, 2013
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Overview
• Legacy of the Bloomberg Administration• Implications for What We do Next
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Unprecedented Level of Capital Investment During the Bloomberg
Administration
3Note: Fiscal Year 2014 total commitments planned as of September 2013; all other years actuals.
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70% of Capital Commitments for Education, Water & Sewer, Transportation, Parks &
Culturals
4Note: Fiscal Year 2014 total commitments planned as of September 2013.
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Outcomes of Investment Mixed
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Insufficient Funding for State of Good Repair Work
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Contracting and Management Challenges Contributed to Delays
and Cost Overruns• Restrictive State laws– Construction contracts must be awarded to the lowest
bidder; cannot let “best value” contracts– Pay and scheduling of workers dictated by prevailing
wage laws– Wicks law mandates several subcontractors on
building projects greater than $3 million
• Poor project scoping and management lead to costly change orders, which doubled in value and number since FY2006
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Heavy Reliance on Debt to Fund Capital Spending; No Allocation of Resources from
Operating Budget
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NYC Debt Outstanding More than $100 Billion
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Debt Burden Is HighAccording to Metrics Used by Rating
AgenciesDebt Outstanding, FY2013 Debt Service, FY2013
10Note: Does not include debt of the New York City Municipal Water Finance Authority.
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Improve Asset Management and Capital Planning
• Perform routine maintenance and regular replacement of assets to keep state of good repair backlog from growing
• Undertake a comprehensive needs assessment that includes all agencies and component units
• Use the needs assessment to develop a plan to achieve state of good repair
• Publish progress reports on SOGR goals and on major capital projects
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Develop a Two-Pronged Investment Standard
• Develop an affordability standard for debt• Develop criteria for paying some capital
expenses from the operating budget; for example:– Regular replacement of vehicles and equipment;
approximately $300 million a year, less than 1% of operating budget
– Tied to annual depreciation expense– Tied to budget growth or surplus revenues
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Use Clear Guidelines to Establish Priorities
• A portion of the plan will be for mandated projects, ongoing projects, and those backed by state/federal funds (e.g. resiliency and recovery efforts)
• “Fix it first” strategy: SOGR projects receive highest priority
• Second priority: Regular replacement of assets that ensures service levels are maintained or improved
• Finally: Expansion projects justified by rigorous cost-benefit analysis
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Adopt More Cost-Effective Contract and Construction Management
• Better project scoping to improve design process and reduce change orders
• Renegotiate Project-Labor Agreements • Pursue State legislation that:– Repeals Wicks Law– Expands contracting powers to include “best
value” standards– Expands authority for design-build and public-
private partnerships
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Planning After PLANYC:A Framework for Developing New York City’s Next Ten-Year Capital Strategy
15
The Most Important Economic and Fiscal Decisions Facing the Next MayorA Citizens Budget Commission ConferenceDecember 6, 2013