Jamie Rubin echoed many of the sentiments shared by other speakers we had. He emphasized that everything in the city takes a long time- especially housing projects, which require years of planning before construction even begins. Because of this, he stressed the importance of starting now. His role focuses on securing funding, strategizing its use, and managing resources effectively. One perspective I found particularly interesting was his characterization of NYCHA as simply a “big landlord.” In my mind, landlords are typically passive collectors of rent, not directly involved in the physical upkeep of properties. However, NYCHA’s responsibilities extend far beyond that. He also shared that the public has a lack of trust in the government, which previous speakers have mentioned. If we can all agree on that, what should our solution be? 

On the financial side, Rubin shared that fully funding all NYCHA properties would require $80 billion, yet the current budget stands at just $5 billion- only 6% of what’s needed. The effects of federal funding freezes are severe, with payrolls only covered for two weeks at a time. As he put it, “No one comes to the rescue.” Rubin’s approach- privatizing aspects of public housing- raises questions for me. While outsourcing may reduce costs, it could also widen the gap in trust. Private companies operate with a profit incentive, which isn’t always malicious but can lead to harmful outcomes. Even if they aren’t directly responsible for every issue, their involvement can contribute to a negative reputation.

I also found it fascinating that New York’s rental market began as a major cultural shift. Unlike other places, where homeownership is the norm, two-thirds of New Yorkers rent. Initially, convincing developers to build rental properties instead of homes for sale was a challenge. I wonder if this trend reflects social mobility, flexibility, or deeper issues of poverty in our city.