APSL advocated for a Chief Public Realm Officer, and we support the Mayor’s appointment of Ya-Ting Liu, but there is more work to be done.

The position must prioritize important facets of planning that are often overlooked when multiple agencies may contradict each other and lack a coordinated vision. Currently, over 20 agencies, offices, and commissions have responsibility and jurisdiction over the public realm. This complexity creates bureaucratic challenges and on-the-ground frustrations for everything from preventing illegal dumping to securing permits for community gatherings.

To be effective, the Chief Public Realm Officer must have a key role in decision-making around public works projects, maintenance of the public realm, and the design and function of public space. In addition to coordinating among agencies, the position should prioritize new design standards and best practices, work towards the efficiency of coordinated inter-departmental efforts, and pilot initiatives and equitable place-based projects.

An increased budget for parks, public space, and natural areas is necessary to carry out these goals. APSL echoes the demand for a minimum of 1% of the City budget to fund operations and maintenance for the Parks Department.

But we can’t stop there — we must invest in every aspect of our shared spaces, including increased funding for local community groups and public space volunteers, consistent funding for services (such as sanitation and public restrooms), prioritization of initiatives such as the NYC Streets Plan, and new capital projects to deliver needed infrastructure. Increased funding and management is critical for maintenance; reliable investment ensure old and new infrastructure will withstand time for generations. APSL’s call for more investment aligns with Transportation Alternatives’ 25x25 vision for a radical rethinking of public space to be reallocated for people. This range of solutions requires investment that will give New Yorkers more public space to move, socialize, and exercise.

In addition to adequate budgeting from the City, there are innovative ways that agencies can access additional funding. Right now, maintenance funds are limited to expense dollars for agencies. By unlocking capital funds to become maintenance eligible, agencies can have more funding separate from their budget to deliver new public spaces, and successfully maintain them once complete.

Value-capture mechanisms are a creative way for agencies to gain revenue in addition to City budgets, allowing more funds for the public realm. The Center for an Urban Future proposes these practices to allow more funds for design, construction, and maintenance for the Department of Parks and Recreation through concessionaries and private support.

Creating a truly visionary plan for the future of our city enables us to use public spaces to achieve multiple benefits. APSL proposes the creation of a plan that incorporates strategies that address climate change, public health, and creating a more livable city. The plan should center integrated approaches for improving air quality, access to open space, availability of sunlight and shade, and the public activation of spaces that reflect civic life.

This plan will include evaluation of current infrastructure and neighborhood disparities and set goals to close gaps between them. With a plan in place, the City will have a roadmap for prioritizing capital spending, efficiently identifying and implementing new projects and maintaining a baseline level of service across the city.

We can utilize existing public space by creatively unlocking access to our City-owned and regulated spaces (e.g. schoolyards) beyond the right-of-way (ROW). These are innovative solutions that can gain communities greater area for play, relaxation, and recreation.

The City's permitting processes is onerous and must be reformed to ensure trusted community partners can activate and enrich our public realm with block parties, Open Streets, and other related events. Streamlining this process can ease the burden on volunteers and agencies, allowing for equitable community participation.

Current practices focused on risk aversion limit our ability to think creatively and projectively about the public realm. Reforming our system can allow for more innovation to enable our public realm to better serve our communities.