JEROME AVENUE NEIGHBORHOOD STUDY
Goals and Priorities
Bronx Community Board 4 and Community Board 5
Table of Contents
I.
II.

III.

IV.
V.
VI.
VII.
VIII.
IX.

Introduction
Economic Development
a. Business Improvement Districts
b. Auto-Industry Recommendations
Housing
a. Anti-Displacement & Harassment
b. Preservation
c. New Construction
d. Home Ownership
Schools/Education
Transportation Infrastructure/Connectivity
Parks & Recreation
Public Safety
Health & Wellness
Implementation

Appendices
Appendix 1: Bronx Community Board 5 Section 197-a Plan Phase I Summary Report (2002)
Appendix 2: Jerome Avenue Transportation Study, (February 2012)
Appendix 3: Letter of Support Project H.I.R.E. Application, Bronx Community College (2016)

Prepared By:
Ms. Kathleen Saunders, Chair Community Board Four
Mr. Paul Philps, District Manager Community Board Four
Ms. Mildred James, 2nd Vice Chair, Community Board Four
Ms. Brenda Dawson, Chair Municipal Services Committee, Community Board Four
Mr. Barry Nissen, Treasurer, Community Board Four
Dr. Bola Omotosho, Chair Community Board Five
Mr. Angel Caballeros, 1st Vice Chair, Community Board Five
Ms. Thomasina Bushby, Secretary, Community Board Five
Ms. Cheryl Westbrook, 2nd Vice Chair Municipal Services Committee, Community Board Five
Dr. Marcia Brown, Chair Health and Human Services, Community Board Five
Ms. Jaqua Curiel, Treasurer, Community Board Five Board
Mr. Xavier Rodriquez, former District Manager, Community Board Five
1

 I.

INTRODUCTION

The Jerome Avenue Neighborhood Study encompasses a 73-block area focused primarily along the Jerome
Avenue corridor. The study includes Community District Four which includes the neighborhoods of Concourse,
Concourse Village, East Concourse, Highbridge, Mount Eden, West Concourse, and Community District Five which
includes Fordham, Morris Heights, University Heights and Mount Hope. The study area is generally bounded by
E. 184th Street to the north, E. 165th Street to the south, includes portions of Edward L. Grant Highway, East 170th
Street, Mount Eden Avenue, Tremont Avenue, Burnside Avenue and East 183d Street.
While not as drastic as the declines experienced in areas such as Mott Haven, Melrose, Morrisania and Hunts
Point, Community Districts Four and Five experienced population decreases of 20 percent and 12 percent
respectively between 1970 and 1980. Growth in Community District Four was a modest 4 percent from 19801990 while Community District Five experienced growth of 12 percent during the same period. From 1990-2000
each district experienced growth of 15 percent and 8 percent respectively. Overall growth was modest from
2000-2010 (5% and -0.1%). While these districts have seen tremendous growth in terms of population over the
last thirty years, investment in infrastructure including open space, schools, transportation infrastructure, job
training and business development have not kept pace. Furthermore these districts like many in the South Bronx
experienced disinvestment during the 1970’s and 1980’s that has yet to be recaptured.
Since June 2014, Community Boards Four and Five have played in active role in the development of goals,
priorities and strategies with key city agencies and community stakeholders around key topic areas including:
Economic Development, Housing, Schools & Education, Transportation Infrastructure/Connectivity, Public Safety
and Health and Wellness. While the goals and priorities outlined in the various outreach documents and
summaries produced by the Department of City Planning (DCP) throughout the planning process include input
and insight from both Community Boards 4 and Five, as voting bodies of the Uniform Land Use Review Process
(ULURP) the Boards felt it was imperative to create a platform that specifically articulated their goals and
priorities as it relates to the neighborhood plan that complements the proposed changes to land use and zoning.
The following summarizes the goals and priorities for each board as it relates to the Jerome Avenue
Neighborhood Study. Please note:
•
•

•
•

Specific programs, capital investments and expense items are specifically identified. Some are specific
to each district others are more broadly focused.
There are a number of capital projects that are underway, completed and others that are funded with a
timeline forthcoming. As stated earlier investments in these districts have not kept pace with
population growth, nor has there been a concerted effort to invest in these neighborhoods.
This document represents capital and expense items that that should supplement and compliment
those projects to catalyze the future vision for both.
This is a working document and we will continue to update and enhance the document throughout the
planning process.

2

 II.

ECOMOMIC DEVELOPMENT

Economic development is a top priority for both Districts and in order to improve the economic profile and
social well-being of these communities and its residents it is imperative to build upon and leverage existing
assets. Community District Five benefits from six commercial corridors: Fordham Road which includes the
Fordham Shopping District, the third largest retail area in the City with one million square feet of retail space,
South Fordham Road and South Grand Concourse Avenue, Burnside Avenue, West 183rd Street and West/East
Tremont Avenue; Bronx Community College (BCC) a major educational institution and employer in the District,
Morris Heights Health Center and Montefiore Hospital.
Community District Four benefits from the regional draw of the 161St Street/Capital District area which includes
the Bronx County Court, Bronx Supreme Court, the 161st Street BID, waterfront access, Bronx Terminal Market
which includes a million square feet of retail and Yankee Stadium which draws more than 3.5 million visitors per
year. Major employers include Bronx Lebanon Hospital, the Yankees and Hostos Community College.
The continued economic growth of these areas should be pursued through a number of initiatives that will
position these neighborhoods to compete for investments from both the public and private sectors as well as
commercial opportunities that will ultimately enhance the socio-economic status of local residents.
Unemployment plays a key role in the socio-economic status of local residents. While unemployment both
nationally and in the Bronx has hit record lows (5.5 percent and 6.6 percent) respectively, the residents of
Community Districts Four and Five are still contending with this issue. Unemployment in Community District
Five is a little less than 12 percent. CD4 Community District Four fairs slightly better at 9.2 percent, nonetheless
underscoring the need to create jobs and economic opportunities for area residents. It should also be noted
these numbers do not account for the tens of thousands of residents who are underemployed.
In order to increase the income levels and improve the socio-economic status of local residents there must be
significant investments in job training, job placement, skills assessment and business development. The
Department of Small Business Services (SBS) and to a lesser degree the NYC Economic Development Corporation
(EDC) should play a key role in facilitating programs and policies to achieve these goals.

3

 Figure 1: Unemployment

11.4%
9.2%
7.4%
5.2%

CD5

CD4

Bronx

NYC

Unemployment
Source: US Census; ACS 2014

Although there is a range in the socio-economic makeup of residents in these areas, the
percentage of households living near the poverty line and who are considered to be lowincome is high. The poverty rate for both districts far exceeds that of the Bronx (29%) and NYC (17%) at 35.9
percent and 39.2 percent respectively. Furthermore, more than 45,000 households representing roughly fifty
percent of total households have received Food Stamp/SNAP benefits in the past 12 months. 1

Figure 2: Poverty Level

39.2%
35.9%
29.1%

17.0%

CD5

CD4

Bronx

NYC

Below Poverty Level
Source: US Census; ACS 2014
1

U.S. Census, America Community Survey

4

 The solution is a multi-pronged approach encompassing short-term and long-term strategies that will create
more opportunities for area residents with long lasting positive effects that will elevate the socio-economic
profile of both districts. Increased funding for job training and job placement initiatives are instrumental tools
to effectively reverse these trends. The following are a list of proposed strategies and programs:
•
•

•

•
•

•

•

Creation of a Local Employment Network for the purpose of connecting local residents to available job
opportunities.
Funding community-based organizations (i.e. Davidson Community Center, WHEDco, Bronx Works, etc.)
to enable them to develop a network similar to the Lower East Employment Network for the purpose of
engaging developers in the neighborhood, providing sector-specific training for local residents,
screening candidates for available positions in emerging projects and making referrals where necessary.
Localized Street Vendor Program
o Create a pilot program with DOHMH, SBS, MOIA and DCA
o Legitimize existing food carts operating without a license (smaller fee)
Ensures/promotes health and well-being by creating standards for business operation
Leverage meeting space with BCC, Monroe, Bronx Lebanon, Bronxworks and others to host community
training workshops and information sessions.
Increased funding for Bronx Community College (BCC), Hostos, Monroe College and the Bronx Museum
of the Arts and the Morris Height Health Center all of which are major employers and critical to
improved education and skills training area-wide. These institutions currently provide quality education
are quite strategic to the provision of quality education, skills training and certification programs in
construction, auto repair, healthcare, information technology and retail management.
o Increasing funding and enhancing these programs will provide a robust array of skills significant
opportunities for area residents, improving their socio-economic status. Partnerships with these
institutions will provide a robust array of skills training and certification programs to aid local
residents across various sectors. There should be a focus on apprenticeship programs.
o Best practices should be leveraged from institutions around the city and the region including
Rockland Community College which currently offers an auto mechanic certification program.
Ultimately this will help lower unemployment rate, improve families' livelihoods and their
economic profile.
o The Human Resource Administration (HRA) should partner with these institutions to provide
skills training and certification programs for a pilot project of up to 150 slots for the
aforementioned training programs.
o The success of the pilot project should be tracked from inception to placement to measure the
effectiveness and success of the program.
As a result of the Commercial District Needs Assessment (CDNA) being conducted by WHEDco, SBS
should conduct a series of workshops/forums for perspective business owners/entrepreneurs in the
District.
Vacant Storefront Initiative
o Target property owners along these corridors matching them up with perspective tenants that
meet the diverse retail needs of the area.
o SBS/EDC should work with business owners to develop business plans and negotiate long-term
affordable lease terms.

5

 o

•
•

•
•
•

Incentivize property owners with low-interest loans for building improvements and interior
upgrades.
SBS should partner with local organizations such as WhedCo, BronxWorks and others to sponsor
financial literacy and business plan development seminars/workshops.
Clean Up Day
o Work with merchants, local organizations and residents to sponsor clean up days to promote
cleanliness along and around the commercial corridors.
Incentivize program for non-chain stores (i.e. mom and pop) to locate in these areas. This would be for
businesses that address the needs identified in the CDNA. This would encourage local entrepreneurs.
Provide incentives for healthy food businesses to locate along these corridors. This would be in addition
to FRESH and Healthy Bodegas.
Increase funding and support for US Alliance, Amalgamated Bank and other community-based financial
institutions to promote financial literacy, workshops and marketing to promote services and encourage
residents to utilize traditional banking services
o There could be an opportunity to create satellite locations in other parts of both districts and/or
the creation of similar financial structures under the umbrella of established CDC’s.

Business Improvement District Formation (BID)
Merchants and community leaders have been actively engaged in the creation of a Business Improvement
District (BID) including Burnside Avenue, East Tremont and Jerome Avenues for several years. As an interim
step, we are requesting funding for a “BID Express” which would provide services analogous to a BID to property
owners and merchants within the corridor with the ultimate goal to from a permanent BID. The creation of a BID
would improve conditions in these neighborhoods on a number of fronts including cleanliness, retail continuity,
retail diversity while creating a sense of pride, unity and ownership amongst local merchants and residents.
As stated previously, Community District Four benefits from the Bronx County Court, Bronx Supreme Court, the
161st Street BID, Harlem River waterfront access, Bronx Terminal Market and Yankee Stadium. Much of that
activity is concentrated in the southern portion of the District. The neighborhood plan provides an opportunity
to enhance the commercial corridors along East 167th Street, East 170th Street and Mount Eden, improve the
variety and quality of retail, providing options that serve the needs of residents and visitors. Community District
Four is also requesting a BID Express centered on the 170th Street corridor with the ultimate goals to create a
170th Street BID. This is a major transit hub/transfer point and has an existing merchants association.
There are currently 64 Business Improvement Districts in different neighborhoods throughout New York City. A
BID, can be instrumental in making streetscape improvements and other enhancements that will transform
Burnside Avenue and East 170th Street into vibrant commercial hubs.
The BID Elements include:
•
•

•

Seed Money:
o A grant of $100,000 is being requested in facilitation of "Taste of the Burnside Avenue BID"
Street Maintenance/Sanitation Services
o The BID will hire a private sanitation team to sweep and reduce trash on the streets and
sidewalks of the district.
Graffiti Removal

6

 o

•

•

The BID will engage in regular graffiti removal to help make the
district a more inviting place to shop.
Retail and Marketing
o The BID would undertake retail attraction efforts to diversify the retail needs as identified by the
Commercial District Needs Assessment (CDNA). The BID would also create a multi-faceted
marketing program that will give Burnside Avenue a competitive advantage in attracting
shoppers to the District.
Security Services
o The security services proposed for the District would include but not
limited to services that will assist the police force secure and continuously maintain law and
order within our community.

The formation BIDs in these areas will stabilize these emerging commercial corridors, increase revenues and
make these areas more marketable and attractive to future business owners, investors and entrepreneurs.
Auto Industry
Jerome Avenue is a major corridor spanning both districts currently characterized by low-scale automotive and
marginal commercial enterprises. We are of the conviction that this is an opportunity for mixed-use
development with active ground floor uses that enhance the neighborhood, promoting walkability and safety.
The auto industry has a long history in these neighborhoods. Many businesses are utilizing streets and sidewalks
to conduct oil changes, change tires and wash cars. These add to the numerous health and wellness issues
including poor air-quality which exacerbates high asthma rates, impedes the ability to walk and promote healthy
active living.
In order to fulfill the long-term vision to connect these neighborhoods, creating vibrant mixed-use, mixed
income communities, and improve the overall health profile of area residents, the Boards respectfully request
that the rezoning proposal include the four designated “preserved areas” as part of the rezoning to facilitate the
potential for mixed-use residential, commercial and community facility development in the entirety of the study
area. We do not feel that leaving any areas zoned C8-3 or M1-2 is beneficial to the long-term growth and
sustainability of these neighborhoods, conversely this change would not result in the immediate displacement of
businesses or workers nor would it preclude these uses from remaining. In fact similar zoning changes have
been implemented in other parts of the City and in the Bronx including most recently the Lower Concourse
Rezoning approved in 2009 which projected 3,414 units of housing to date has produced 285 and the East
Fordham Road Rezoning approved in 2013 which projected 352 dwelling units and to date has resulted in no
new dwelling units. 2 In both cases the majority of the automotive and manufacturing businesses remain.
The United Auto Merchants Association (UAMA) with funding from Council Member Vanessa Gibson, recently
completed a survey of the 104 auto businesses in the Jerome Avenue Study area. Environmental issues are a
major concern of area residents as it relates to the proximity of these businesses to schools, open space and
residential development. There are a number of licenses and permits that are required to operate certain types
of auto-related businesses. 97 percent of those surveyed indicated that they did not have any knowledge of
licenses or permits. 3 23 percent of those surveyed said they did not have the required petroleum bulk permit
from DEC. 20 percent of businesses indicated that they did not have an air quality permit and another 24
2

Department of City Planning

3

Jerome Avenue Neighborhood Study: United Auto Merchants Association: Auto Industry Study

7

 percent do not have the BNYFD certificate for spray painting. In addition, 21 percent of those surveyed were not
registered with DEP and 20 percent did not submit their “Tier II” chemical reports. It is important to note that
85 percent of those surveyed indicated that Spanish was their preferred language and we acknowledge that
language is a barrier for many of these businesses. 4 41 percent of businesses indicated that they needed help
with compliance. In conclusion less than half of the auto businesses are in compliance based on the UAMA
survey results. That being said, the preservation of the zoning is meaningless to the majority of these businesses
without compliance and the associated licensing necessary to conduct business legally and safely.
Aside from the environmental concerns, these businesses are operating on very small footprints. 89 percent of
businesses are operating on lots that are 5,000 square feet or less which is contributes to why many businesses
use the sidewalk and the street as extensions of their businesses. 95 percent of the businesses surveyed rent
their space and 73 percent of those businesses have 3 years or less remaining on their lease. UAMA has been
working closely with the businesses throughout this process and they are aware of the plan, the rezoning and its
potential impact. 95 percent of businesses said they were not planning to move, however 84 percent said they
would move if they received help and Survey results indicate that an overwhelming majority of the businesses
would be willing to relocate.

Compliance was widely recognized as a critical issue for many of the businesses surveyed. These businesses will
not be able to grow or expand legally without the proper licensing no matter where they are located.
Furthermore, the UAMA survey results indicated that many of the auto workers were not equipped with
education, language or technology skills necessary to provide them with a living wage.
The Board fully supports UAMA’s request for a City funded transition plan for the auto industry along Jerome
Avenue. Community Boards Four and Five request that in addition to rezoning the “preserved” M1-2 and C8-3
districts for mixed use, residential, commercial and community facility development that the city provide
comprehensive strategies and programs to address the needs of the workers and business owners both shortterm and long term. These strategies and programs should be accompanied by expense funding to facilitate
business growth, job training and skills development:
Short-Term
•

•
•
•

Enable businesses to be better neighbors by offering comprehensive services related to compliance and
auto-industry standards. The Department of Small Business Services (SBS) should work directly with
business owners to remedy violation and licensing to increase their compliance.
In conjunction with NYPD and CDOT conduct workshops and seminars and create literature related to
parking, loading and street rules.
Provide free legal services to business owners to negotiate lease terms.
Provide free ESL classes at times that are convenient for workers and business owners.

Long-Term
•

4

Develop a relocation fund which would include a package of incentives that will allow qualifying
businesses to relocate to an area within the city that better fits the needs to these businesses

IBID

8

 •
•
•

•

Businesses must be in compliance with all rules and regulations related to the operation of their
business and licenses must be up to date.
SBS and EDC should work with qualifying businesses to develop a business plan based on the market and
industry trends.
Offer job training, skills development and job placement services to facilitate professional growth for
workers and business owners. 73 percent of those surveyed indicated the auto technology training
would be most helpful.
Training should be offered for those who want to remain in the auto-industry and a program should be
developed for those interested in other trades and skills training (construction, healthcare,
HVAC/refrigeration)

Partnerships should be created with Bronx Community College, Hostos and others that offer similar certificates
and training programs. The Local Employment Network should be utilized as a vehicle to facilitate this initiative

III.

Housing

Housing New York: A Five-Borough, Ten Year Plan is Mayor de Blasio’s comprehensive plan to address the City’s
affordable housing crisis. The plan seeks to invest in the development of 80,000 new income restricted units and
preserve 120,000 existing affordable housing units over a ten-year period. 5 The plan is projected to create
194,000 construction jobs and 7,100+ permanent jobs. The Housing Plan presents a tremendous opportunity to
protect our most vulnerable residents, while creating opportunities for existing residents to grow within and/or
return to these neighborhoods and provide permanent jobs in the construction trade. With a large inventory of
stable, affordable housing stock (62 percent is regulated) we feel that a multi-pronged approach to maintain
affordability for existing tenants will help support many of our low-income residents and this should be a top
priority for housing as it relates to the neighborhood plan.
Figure 3: Housing Profile

21%
34%
4%

Unregulated
Rent Stabilized
NYCHA
Government Assisted

41%
Source: 2011 Housing and Vacancy Survey
5

Housing New York: A Five Borough, Ten-Year Plan

9

 Given the complexities of developing affordable housing, the fact that there is very little city-owned property in
the study area and the extensive environmental remediation that will be required to redevelop these sites,
construction of new affordable housing is an important goal to both Districts but a long-term one. However, this
gives ample time to prepare area residents to capitalize on the thousands of permanent jobs that will be
generated as a result of these developments. It should be noted that apprenticeship programs and the
development of trade skills is of the highest priority to provide economic opportunities for residents and
improve their socio-economic status.
Comprehensive preservation efforts in combination with programs and policies for new construction at a range
of income levels from extremely low-income (defined as those making less than $25,150) with a focus on
moderate to middle income households (defined as those making $67,121-$138, 435) 6 allows housing
opportunities for existing residents at various income levels and provides room for economic growth and
advancement within the districts.
The good news is that almost 80 percent of the housing stock in Community Districts 4 and 5 was built prior to
1947. However more than 93 percent of those households rent versus own leaving them vulnerable to the
whims of landlords and market conditions. Home ownership rates are roughly 3.6 percent in CD5 and slightly
higher at 7.1 percent in CD4. Home ownership rates in the Bronx are roughly 19.2 percent and citywide more
than one third of households own their homes. Additionally, more than 55 percent of all households were “rent
burdened” meaning their gross rent was more than 35 percent of their household. The City has a great
opportunity to preserve affordable housing in two densely populated community districts where income is
limited and the necessity for public subsidy is a matter of survival.

Figure 4: Age of Housing Stock

79.0%

11.0%
Built prior
to 1947

Built 19471974

4.0%

6.0%

Built 19741999

Built 2000
or later

Source: 2011 Housing and Vacancy Survey

6

Based on U. S Department of Housing and Urban Development’s Estimates for Area Median Income (AMI) in 2014.

10

 As the City plans to create new affordable housing through the rezoning of Jerome Avenue, we are advocating
for adequate protection of existing residential tenants against any form of harassment. By this, the City must
ensure that current residents are not being harassed by their respective landlords or even displaced from their
homes. With the extraordinary number of rent stabilized and rent regulated apartments in the City the
displacement of these tenants would intensify the housing crisis leading to increased rents and loss. It must be
noted that tenant harassment has a direct bearing on the availability of affordable housing as each time rent
stabilized tenants move out of their apartments, landlords are legally allowed to increase rents by twenty
percent. Not only do tenants lose a rent stabilized apartment through this process, but over time, the apartment
itself is made less affordable and eventually deregulated.

Figure 5: Rent vs. Own

93.0%
79.0%
68.0%

32.0%
21.0%
7.0%
CD4 & 5

BRONX

NYC

RENT VS. OWN
Renters

Owners

Source: US Census; ACS 2014

Tenant harassment can take a number of forms which include lack of services (heat, hot water etc.); threats
from landlords, frivolous legal actions; non-rent fees; pressuring tenants to take buyouts, taking advantage of
loopholes in the rent stabilization laws and pitting tenants against one another. Suffice it to say existing
residents have been experiencing these conditions for decades and the prospect of increased land values has
increased these practices.
The following are a list of recommended interventions and policies related to Anti-Displacement, AntiHarassment and Preservation:
Anti-Displacement & Anti-Harassment
•

Publicly grade landlords and publicly display such grades in their building lobbies.

11

 •
•
•
•
•

•

•

•
•

Create citywide "Certificate of No Harassment" requirements, preventing landlords who have a history
of tenant harassment from obtaining certain permits from the Department of Buildings.
HPD should create a "Zero Tolerance" policy for harassment and poor building
conditions which invariably enables the City to take legal action(s) against property owners.
Strengthen and improve its various building inspection systems which require
building inspectors respond to calls within 24 hours.
Pass legislations to allow the City take ownership of buildings as a result of landlord harassment, failure
to pay code violations and the criminal use of property.
Increase its oversight duties of landlords and monitor housing court cases, particularly in high risk
displacement areas and refer same to community organizations and/or legal aid/legal services that will
do additional outreach to help determine if the case is part of a larger harassment pattern.
Facilitate a process that will ensure developers contribute resources to prevent
displacement of current residents. By this, they are required to pay into an anti- where developers are
building and the funding would be dedicated to community anti- displacement initiatives.
Make key neighborhood data available for public review through the creation of a
comprehensive list of evictions; tracking of housing related 311 calls and the creation of a
comprehensive list of distressed buildings by neighborhoods with all public information such as building
ownership, management and most recent sale date
Create a displacement fund for community organizing initiatives in the most vulnerable areas in these
neighborhood
Provide a $100,000 funding for a community consulting housing contract to assist
tenants, homeowners and property owners.

Preservation
•

•
•

•

•
•

7

Homelessness has reached historic levels in NYC. In May 2016, there were 60,067 homeless people,
which includes 14,097 families and 23,298 children. 7 We recommend the reinstatement of the
Advantage Program and funding to the Homeless Eviction Prevention Program to ensure that residents
secure permanent housing and decrease the number of transient individuals and families in our districts.
HPD should be proactive in creating a comprehensive strategy to target buildings for their preservation
programs.
HPD should increase its funding for code enforcement inspectors and provide incentives to property
owners to repair and retrofit their buildings in accordance with the building codes like 8A loan and
Participation loan programs.
The city should reinstate the Neighborhood Preservation Office to deal with code enforcement, antiharassment and displacement. This would provide a team of individuals geographically-based to deal
immediately and directly with these issues. This office could also focus on improving conditions on
NYCHA campuses.
Increase funding for the Proactive Initiative (50 buildings are currently part of the Proactive Initiative
more buildings should be added).
Enact a set of policies that create incentives that prevent speculation and displacement as well as
promote affordable housing development.

Coalition for the Homeless

12

 •

Support outreach and "Know Your Rights" education by community groups for the good of local
residents as a way of improving communication with tenants about their rights.

New Construction
•

It should be noted that while the median income is $24,489 in CD5 and $26,349 in CD4 a large segment
of the population is rent-burdened and challenged in other areas economically, roughly 25% of
households earn more than $50,000 a year. This is not to say that there is not a need for affordable
housing at lower income tiers, but rather there is an opportunity to empower residents with the
financial and educational tools to become financially independent. In order to increase the median
income we need area residents be earning more. As existing residents earn more we want to ensure
that we are creating opportunities for upward mobility as it relates to housing. Currently, most of the
new development does not offer options for people such as recent college graduates or a two parent
household who has worked themselves through college or trade school and can afford better and larger
living accommodations. If we do not create more opportunities for higher income earners we will
continue to discuss high unemployment and a median income that lags behind the Bronx and represents
half the median income citywide.

13

 Figure 6: Median Household Income

$52,996

$33,712
$24,849

$26,349

CD5

CD4

Bronx

NYC

Median Household Income
Source: US Census; ACS 2014

•

•

•

•

New construction that targets a range of income levels with a concentrated focus at 80% AMI and above
o Mix and Match
o M2
Commitment to local hiring for union and non-union jobs for residents of CB4/CB5
o Secondary focus on residents of the Borough of the Bronx
o MWBE-Commitment to hire minority and women owned businesses
Reports from HPD/HDC on as of right projects that receive city subsidy
o Report should be furnished quarterly
o Should include unit and income breakdown
o Level of subsidy
o Construction schedule
o Inclusion of other program elements (commercial, community facility space)
Ground Floor Uses
o The majority of development is anticipated to be mixed-use with active ground floor spaces.
o Community should play role in tenanting those spaces
o HPD should work with SBS, local merchants associations and BIDs to source candidates for these
new spaces
o Rent should be negotiated offered below market with a guaranteed rate over a 5-10 year lease
period
o SBS should provide training and resources in advance for prospective tenants

Homeownership
•
•
•

Home ownership will strengthen and stabilize these neighborhoods in the future.
HPD should focus on home ownership for small buildings including NIHOP
HPD should create a program and strategy to work with existing rental buildings that are interested in
cooperative conversion. (e.g. HDFC)
14

 •
•
•

•

•

IV.

Home ownership opportunities should be targeted along the Grand Concourse, Concourse Village West
area, Yankee Stadium area, University Avenue and West Tremont Avenue.
Existing homeowners have endured the years when the level of investment in these neighborhoods was
subpar. These residents should also be the beneficiaries of the neighborhood plan.
Homeowners should receive enhancement credits when new construction occurs within a quarter mile
of their residence. These credits would be used to upgrade sidewalks, fences and improve lighting and
landscaping.
Small home owners should receive a credit for property damage related to water and sewer damage
related to new construction. The City should fine the developer and checks should be issued to the
home owners in question.
Prior to commencement of any new construction or significant renovations/expansions adjacent
buildings should be properly protected from damage by the developer and the areas should be baited
for rats bi-weekly during the construction period.

Schools/Education

Roughly 42 percent of the total population in both districts is under 18 years of age.
They are ranked #5 and #7 out of all 59 Community Districts in that category. Each district is ranked near the
bottom of all 59 community districts as it relates to English, language arts proficiency and mathematics. Only
14.0 percent of the students in CD5 and 12.7 percent of students in CD4 English, language arts were performing
at grade level. Each district fared slightly better in math with 18.5 percent and 15.4 percent respectively.
Nonetheless, they were ranked 54 and 58 out of 59 community districts in English, language arts proficiency and
58 and 53 out of 59 in math. The Bronx ranks last of all the Boroughs in each of those categories. 8
Educational attainment is one of the key indicators of success and quality of education provided and acquired by
area residents. The quality of education in the Borough and both districts warrants a different lens and separate
analysis that in many cases it outside the purview of this process. However, the physical condition and location
of educational facilities while not the complete solution is a component of that formula. It can address issues of
overcrowding and infuse state of the art facilities which in turn can positively affect how children learn and
advance.
Currently the percentage of residents with less than a 9th grade education and from 9th grade to 12th grade is
nearly double that of NYC. Furthermore both districts lag behind the Bronx and NYC in terms of percentage of
residents with Bachelors and Graduate degrees. 9 It is therefore imperative that the Department of Education
and the School Construction Authority address the educational needs of our children.

8

State of New York City’s Housing and Neighborhoods in 2015, NYU Furman Center

9

U.S. Census, America Community Survey

15

 Figure 7: Educational Attainment

40.0%
30.0%
20.0%
10.0%
0.0%
Less than 9th Grade 9th to 12th

HS Grad

Some College

Associates

Educational Attainment CD5

Educational Attainment CD4

Educational Attainment Bronx

Educational Attainment NYC

Bachelors

Graduate

Source: US Census; ACS 2014

As new housing is developed it is crucial that the Department of Education allocate funds to provide adequate
capacity at existing schools to keep pace with the influx of new residents and children.
We respectfully request the following related to schools and education:
•
•

•

•

•

•

10

Construction of a high school within the Bronx Community College Campus.
To increase English and math proficiency partnerships with Bronx High School of Science, Lehman
College, Hostos College, Fordham University and Albert Einstein College of Medicine should be forged to
create new innovate programs to educate our children and prepare them to compete in today’s
workforce.
There are a number of city-owned sites in Community District Four
o A school(s) should be considered as part of redevelopment of these properties as there would
be no acquisition costs for the city.
o One or more of these sites should be evaluated for feasibility as a future school. (Lower
Concourse North)
No fewer than 1,500 additional seats should be provided for high schools in the District with 400
specifically provided for the high school located within Bronx Community College and to aid effective
teaching and learning.
The 2014-2019 SCA Capital Plan identifies 426 funded seats in School District 7 (Sub-district: Concourse)
and another 572 unfunded seat in School District 9 (Sub-district: Highbridge South). Additionally, a need
for 1,280 seats was identified for School District 10 (Sub-district: University Heights) with only 456 of
those seats currently funded. We request funding and siting for all seats as part of the study. 10
There should be a substantial increase in the allotment of Universal Pre-K and Day
Care slots up to 1,000 to support the projected increase in families and children. Parents within the
District would require safe places like Child Care and After-School Care Centers and programs for their
kids.
o Universal Pre-K should be allocated on fifty percent of all new development

School Construction Authority: FY 2015-2019 Proposed Five Year Capital Plan Amendment.

16

 V.

Transportation Infrastructure/Connectivity

Access and mobility throughout the area is key. The MTA currently operates at 469 subway stations citywide
and 307 bus routes. Currently there are 11 subway stops and ten bus lines running through these areas.
Annually, the more than 26 million people pass through subways stations in the study area and 47 million riders
utilize the bus routes. 11 This includes two stations in the top 200 (167th Street and 170th Streets), one station in
the top 150 (Burnside) two bus routes (Bx1/2,Bx36) in the top ten and two bus routes in the top forty (Bx3,
Bx11, Bx35, Bx40/42).
Nearly 68 percent of local residents, use public transportation to commute to work and for other
official/personal engagements. Improvements to existing transportation infrastructure, amenities and the
resurfacing and enhancement of our most vital north-south corridor - the Grand Concourse is a top priority.
Additionally, access and mobility are extremely important and currently there is no elevator along the #4 line
from 167th Street to East 183rd Street or the B/D from 167 Street to Fordham Road. Burnside Avenue would be
the ideal location as this area is targeted for significant development in the future as well as the formation of a
BID, however any location(s) between the aforementioned stations on either line would be acceptable.

Figure 8: Commuting Patterns

67.0%

66.2%

9.6%
CD5

60.6%

9.2%

57.1%

7.4%

CD4

BRONX

9.9%
NYC

COMMUTING TO WORK
Public Trans.

Walked
Source: US Census; ACS 2014

11

MTA Annual Ridership 2015

17

 The following outlines a list of infrastructure investments/improvements that are critical to fulfill the vision:
•

•

•

Full rehabilitation and upgrade to underpasses at 165th, 167th, 170th, 167th Street, 174th -175th Street,
Burnside Avenue and East Tremont Avenue.
Include painting and graffiti removal
New LED Lighting
New sidewalks
B/D Station Enhancements/Rehabilitation:
East 167th Street
East 170th Street
174th -175th Street
Tremont Avenue
182nd-183rd Street
A comprehensive maintenance and upkeep plan of the Grand Concourse Work (Phases I-IV)
Include plantings, shrubs and flowers
o DPR is the ideal maintenance partner but there is currently only funding for Phase I
Include underpasses in the scope of the reconstruction of the Grand Concourse

•
•
•

•

•
•
•
•

•

•

•

Maintenance and upkeep of safety enhancements at Shakespeare Avenue
New LED lighting throughout particularly in areas with low visibility/foot traffic and high crime
An elevator or escalator installed by MTA to better service seniors and handicapped and enhance access
and mobility throughout the districts along the #4 line from 167th Street to East 183rd Street or the B/D
from 167 Street to Fordham Road (ideally at Burnside Avenue Station or location deemed appropriate
by MTA)
A comprehensive assessment, plan and timeline for renovation and rehabilitation of Step Streets
o Focus on Davidson Avenue between Featherbed Lane &
Davidson Avenue, Steps Lane, West 168th Street, Anderson Avenue
Metered parking in key locations to facilitate greater turnover
A municipal parking lot to provide parking for area residents at reasonable rates
Painting, lighting, seating and improved circulation and mobility around elevated stops, particularly
those that are major transfer points (#4 train: 170th Street, Burnside Avenue)
Increased bus service in areas such as Highbridge and University Heights to improve access for area
residents and merchants
o Select Bus Service on the Bx3, Bx36 or Bx18
o Study and assessment of improved/increased service for the Bx40/41
Constant monitoring of the conditions and repair of major thoroughfares in the
district like the Grand Concourse, Fordham, University Avenue and Tremont
Avenue Roads to ensure better service of the district's motoring public.
Adequate funding (for continuous maintenance) of the major road bridge
which serves as a gateway from Manhattan to the Bronx and connects Bronx
Community Boards 4 and 5 as well as the Washington Bridge on West 181sl
Street.
Facilitation of cleaner and improved streetscapes, especially on the
Washington Bridge and Grand Concourse to ensure improved roadways and
efficient transportation routes.
18

 •

•

VI.

Consideration and approval of a Slow Zone on University Avenue in addition to the already approved
one on the Grand Concourse to act as traffic calming devices and reduce automobile and pedestrian
incidents.
"Boogie on the Boulevard" on the Grand Concourse Avenue at least once a month; just as we request
additional resources for improved signage and traffic calming devices on all our major thoroughfares.

Parks and Recreation

Open space and greening play an important role in the quality of life of area residents and workers in an area.
Underserved areas are defined as areas of high population density in the City that are generally the greatest
distance from parkland where the amount of open space per 1000 residents is currently less than 2.5 acres.
Well-served areas have an open space ratio above 2.5 accounting for existing parks that contain developed
recreational resources; or are located within 0.25 mile (approximately a 10-minute walk) from developed and
publicly accessible portions of regional parks. Community District 5 is considered underserved in terms of open
space. Community District 4 does not qualify as underserved or well-served.
The City's planning goal is based, in part, on National Recreation and Park Association guidelines of 1.25 to 2.5
acres per 1,000 residents of neighborhood parks within one-half mile, 5 to 8 acres per 1,000 residents of
community parks within one to two miles, and 5 to 10 acres per 1,000 residents of regional parks within a onehour drive of urban areas. Studies have shown that nonresidents, specifically workers, tend to use passive open
space. The optimal ratio for worker populations is 0.15 acres of passive open space per 1,000 non-residents. 12
Community District Five has an open space ratio of 0.03 and Community District Four has a ratio of 0.14.
Comparatively the Bronx has an open space ratio of 0.25 and Manhattan and Staten Island have an open space
ratio of 0.19. 13 Each district has unique challenges related to open space. CD5 has a lack of open space and as a
densely populated and built up area the opportunities to create new open spaces are limited. CD4 has a
significant amount of open space but maintenance and upkeep is a challenge for the Borough Parks office in the
district.
Community District Five priorities are as follows:
•

•

•
•

Expedite the development of a proposed park site on 1805, Davidson Avenue, currently under the
jurisdiction of the Agency for Children Services (ACS) to be transferred to the Department of City Wide
Administrative Services (DCAS) for develop as open space. Currently a million dollars has been allocated
for capital improvements but must these funds cannot be utilized until DPR has jurisdiction over the site.
Develop segments of the Aqueduct trail along University and Tremont Avenues by developing a
pedestrian bridge or a Step Street to reconnect the Aqueduct lands to the Aqueduct walkway. The
Aqueduct Walkway runs south from Bronx District 7 on Kingsbridge Road to the boundaries of District 5.
The development of Devanney Triangle, Mount Hope Gardens and West 184th Street, Grand Avenue Play
Ground Park.
Comfort stations at various park locations (such as Morton and Galileo Playgrounds) and for the
development of instructional programming by the recreation aids and such an intervention would

12

City Environmental Quality Review (CEQR) Manual 2014

13

Department of Parks and Recreation, Bronx Borough Office

19

 further promote communal interaction among our residents as they will be availed the opportunities of
engaging one another the more on a regular basis.
Community District Four priorities are as follows:
•
•
•
•
•
•
•
•

VII.

The development of Corporal Fischer Park
Completion and expansion of Grant Park
New skating and bike surfaces for Mulally Park
Additional areas for barbequing in existing parks (currently only permitted in Mill Pond Park)
Free and reduced rates for tennis courts at Mill Pond Park
The hiring of additional PEP officers to patrol and monitor the parks, particularly during Peak Season
The hiring of additional horticulturalists to assist in the maintenance and upkeep of parks, green streets
and trees throughout the District and the Borough
CB4 Parks Administrator
o Under the supervision of the Bronx Borough Commissioner this Individual would manage CB4
parks system wide and would be responsible for
Maintenance
Special Events
Recreational facilities
Personnel
Developing and help establish “Friends Of” groups to assist with maintenance, cleanup,
beautification in high trafficked areas
Manage grant application and funding streams for special projects
Community relations/outreach

Public Safety

Public safety in our community is a major concern and we believe more investment and efforts should be
dedicated to strengthening the capacity of the police force. Community District Five still has some of the highest
crime rates citywide. Another primary objective is to expedite the process of acquiring and constructing a new
46th Precinct with parking facilities. This will definitely improve police department services and consequently
improve the quality of usable open space available; particularly spaces that are not highly visible and somewhat
hidden parks such as Bridge Park, Echo Park, Cedar Park and Aqueduct Walkway in particular.
•The local Police Precinct should increase funding for the Operation Clean Hallways
Program to stop indoor drug dealing and loitering as this has been a quality of
life and public safety issue for our community.
•Funding should be increased for 911 emergency dispatchers to improve response time.
•Funding should be allocated for the construction of a new front entrance ramp to make the existing 46th Police
Precinct ADA accessible.
•Funding should be increased for Narcotics' Enforcement and School Crossing Guards.

20

 VIII.

Health and Wellness

The following are key statistics from the 2015 Community Health Profile for Community District 4:
•
•
•
•
•

Adults in Highbridge and Concourse are more likely to consume sugary drinks and much less likely to
consume fruits and vegetables
Obesity rate is three times that of Stuyvesant Town and Turtle Bay
Diabetes 15 percent higher than NYC and five times the rate of Stuyvesant Town and Turtle Bay
Hospitalization for asthma among children 5-14 is over one and half times the citywide rate
Furthermore, Bronx County was recently ranked the unhealthiest of all 62 NY counties

Figure 9: Health Coverage

17.8%
16.0%
13.4%
11.4%

CD5

CD4

Bronx

NYC

Health Coverage
Source: US Census; ACS 2014

The following are key statistics from the 2015 Community Health Profile for Community District 5:
•

•
•
•

Within Bronx, the infant mortality rate (IMR) remains extremely high for black women
(including African American, African immigrants and non-Hispanic Afro-Caribbean women)
in contrast to the average IMR in the borough of at the community level.
This statistics is quite relevant for Community Board 5 since 33.7 percent of our residents are
Black/African Americans.
Between 2007 and 2009, the IMR surpassed 10 deaths per 1,000 live births for Black women under the
age of 20 in the University/Morris Heights neighborhood.
Also, Bronx Community Board 5 has the 4th highest number of asthma hospitalization in the City
21

 CD4 benefits from a vast and active network of community-based organizations as well as Bronx Lebanon
Hospital one of the largest Bronx employers and also has a number of clinics in the district. CD5 has a
number of health providers in the area including the Morris Heights Health Center and Montefiore Hospital.
To address the issues related to health and wellness we would like to advocate for more funding for
programs and services particularly targeted at youth and low-income families.
•
•
•
•
•

•
•
•
•
•
•

Improving living conditions that contribute to asthma (mice, roaches and secondhand smoke) should be
incorporated into tenant protection and preservation strategies.
Increased funding from The Department of Health and Mental Hygiene to address these two main
health issues.
Increased funding for the expansion of the Pest Control Unit for additional personnel and field
inspectors Exterminators.
Increased funding for teen pregnancy and obesity programs in our District among others.
Healthy Bucks and Healthy Bodegas
o Bodegas are prevalent throughout CD’s 4 and 5. Working with bodega owners and the DOHMH
to increase the availability of healthy food options is on the critical path.
Increase funding for additional programming for fitness and exercise in district parks and recreation
centers
Ensure that all new schools built have ample indoor and outdoor space to promote physical activity
Leverage funding and programming of Bronx Borough President’s #not62 campaign
Increase funding for DOHMH to work with DOE to improve quality and variety of school lunch program
and summer lunch to increase healthy eating
Increase education and hands on training for children and their families to promote healthy living and
lifestyle
Map and rate all full service grocery stores in the districts and plan strategically with proposed new
development for siting new FRESH food stores

22

 IX.

Jerome Avenue Study Implementation Working Group

Currently the Jerome Avenue Neighborhood Study is the only Housing NY, neighborhood study in the Bronx. In
order to ensure that capital, expense and programmatic commitments made as part of the Jerome Avenue
Neighborhood Study are fulfilled, Community Boards 4 and 5 propose the creation of a working group.
The working group should be led by Bronx elected officials at all levels as some commitments are directly related
to the City budget while others (transit, schools) are not completely within city control.
Other members would include a variety of community stakeholders and a representative from the key agencies:
•
•
•
•
•
•
•
•

Department of Parks and Recreation
Department of Transportation
Department of Housing Preservation and Development
Department of Health and Mental Hygiene
Department of Small Business Services
School Construction Authority
Community Board Four District Manager and/or Chairperson
Community Board Five District Manager and/or Chairperson

The Working Group would meet quarterly to chart the progress of capital commitments, programming and
timelines. Additionally we recommend the development of an online tracking mechanism that would allow any
interested party to chart the progress of commitments to capital, expense and programming. This could be a
pilot/model that could be rolled out to track all city investments at the Borough level and Community District
level.
Each agency would submit a report on all projects and programs agreed upon as part of the Neighborhood Plan
for Jerome Avenue. The reports and minutes from each quarterly meeting would be made available to the
public.

23