“I need a boat.”

2021 ◽  
pp. 134-158
Author(s):  
Jessica DuLong

This chapter highlights the experiences of mariners during the waterborne evacuation after the 9/11 attacks. On the morning of September 11, mariners brought specialized capacities to all manner of diverse tasks. The on-the-fly, solution-oriented approach — along with the steadfast willingness to help — proved invaluable on that grim and forbidding day. By late morning, an armada of different vessels, from dinner yachts to tour boats to tugs, had responded to the disaster unfolding in Lower Manhattan. Hearing the pronouncement that a full-scale evacuation was now under way eliminated any doubts Spirit Cruises Operations Director Greg Hanchrow might have had about filling the Spirit Cruises dinner boats with passengers. In some respects these vessels, designed to load and offload large numbers of people quickly and efficiently, could not have been more perfect for the mission. Wondering where he could disembark so many people, Hanchrow called the general manager of the Lincoln Harbor Yacht Club in New Jersey, Gerard Rokosz, whom he had known for years, and learned that the New York Circle Line Sightseeing Yachts had already begun ferrying passengers to that location.

Author(s):  
Michael B. McElroy

The risk of disruptive climate change is real and immediate. A low- pressure system forming in the tropics develops into a Category hurricane, 1 making its way slowly up the east coast of the United States. Normally a storm such as this would be expected to make a right- hand turn and move off across the Atlantic. Conditions, however, are not normal. This storm is about to encounter an intense low- pressure weather system associated with an unusual configuration of the jet stream, linked potentially to an abnormally warm condition in the Arctic. Forecasts suggest that rather than turning right, the storm is going to turn left and intensify as it moves over unseasonably warm water off the New Jersey coast. It develops into what some would describe as the storm of the century. New York and New Jersey feel the brunt of the damage. The impact extends as far north as Maine and as far south as North Carolina. Lower Manhattan is engulfed by a 14- foot storm surge, flooding the subway, plunging the city south of 39th Street into darkness. Residents of Staten Island fear for their lives as their homes are flooded, as they lose power, and as their community is effectively isolated from the rest of the world. As many as 23 people are drowned as floodwaters engulf much of the borough. Beach communities of New Jersey are devastated. As much as a week after the storm has passed, more than a million homes and businesses in New York and New Jersey are still without power. Estimates of damage range as high as $60 billion. This is the story of the devastation brought about by Hurricane Sandy in late October of 2012.The encounter with Sandy prompted a number of queries concerning a possible link to human- induced global climate change. Andrew Cuomo, governor of New York, commented: “Part of the learning from this is the recognition that climate change is a reality, extreme weather is a reality.”


2021 ◽  
pp. 114-133
Author(s):  
Jessica DuLong

This chapter describes how, after both towers of the World Trade Center fell, Lower Manhattan had become an achromatic world churning with dust and paper. Desperate, ashy people pressed up against the railings along the water's edge. Though “a sea of boats” had already rallied — tugs, tenders, ferries, and more, pushing into slips and against the seawall to rescue as many as they could — more boats were needed. Now, just before 10:45 a.m., the Coast Guard formalized the rescue work already under way by officially calling for a full-scale evacuation of Lower Manhattan. At 11:02 a.m., the Coast Guard's evacuation calls were echoed by New York City's then mayor, Rudolph Giuliani. At this point, the mission grew exponentially. Now it was not only those caught in the immediate aftermath that needed transportation, but “everyone south of Canal Street.” In fact, workers were streaming out of buildings much farther north than Canal, all looking for a way home. While these people might not have been in immediate danger — though even that was unclear, given that the extent of the attacks was still unknown — they were still stranded, disoriented, and reeling.


Last Subway ◽  
2020 ◽  
pp. 157-191
Author(s):  
Philip Mark Plotch

This chapter explores how the Metropolitan Transportation Authority (MTA) relied on debt to pay for 65 percent of its 2000–2004 capital program, compared to 37 percent in the previous program. When negotiating the MTA's $17.1 billion five-year capital program, Governor George Pataki and the legislative leaders agreed to place a $3.8 billion bond referendum on the November 2000 ballot. The referendum failed, but instead of eliminating funding for the Second Avenue subway, Pataki wanted the Port Authority of New York and New Jersey to help pay for the new subway by selling off some of its extensive real estate holdings, most notably the World Trade Center in Lower Manhattan. At the same time, the governor was turning over the reins of the MTA from Virgil Conway to a real estate developer named Peter Kalikow, who would be the first MTA chair to champion the Second Avenue subway since William Ronan in the early 1970s. In early 2001, the MTA said it would begin construction on the Second Avenue subway in 2004. On September 11, however, building a Second Avenue subway was not a priority to anyone, anywhere. Nevertheless, the aftermath of the September 11 attacks highlighted how the subway had prevented the city's economy from collapsing.


2010 ◽  
Vol 1 (1) ◽  
pp. 33
Author(s):  
C. F. Wicker

The New Jersey coast probably is the most important recreational asset in the nation. This is due in part to the nearby densely populated metropolitan areas that experience unpleasantly hot and humid weather during the summer months. New York and its satellite communities, having a combined population of approximately 13 million, is only 50 miles from the nearest and 160 miles from the most remote of the 57 resort towns that dot the 125-mile length of New Jersey seashore. The Philadelphia metropolitan area, with a population of approximately 4 million, lies 60 miles from the nearest resort and only 86 miles from the farthest. But it is not merely geographic proximity to large numbers of people and the compulsion of uncomfortable weather at home that attracts 4 million vacationers and a great many one-day excursionists to the New Jersey seashore resorts each year. Nearly all of the 125 miles of shoreline is a satisfactory sandy bathing beach, and about 80% of it is open to the public at no charge. The ocean is not polluted, its temperature is approximately 700 throughout the summer months, and its surf is not dangerous. The 57 resort communities collectively offer a great variety of accommodations ranging from luxurious hotels to modest boarding houses and tourist camps, and the surroundings include highly developed areas, as at Atlantic City, as well as localities remaining in a natural condition. The development of this shoreline as a recreational resource began nearly two hundred years ago, at Cape May.


1995 ◽  
Author(s):  
Felecia Davis ◽  

In 1991 excavation for a 34 story Federal office tower at Broadway between Duane and Reade streets in lower Manhattan unearthed for the public a site titled on colonial maps as the "Negro Burial Ground." This place which occupied the margins of the Dutch colonial city, later the edge of the encroaching palisade construction, was the final resting place for free Africans, slaves and other impoverished people. In the seventeenth century the grounds were the only space where Africans free and slave could meet together so that the burial ground was also a political rallying space. This burial ground was the Africans only autonomous space, the only space where they were allowed to congregate with regularity in large numbers.


Joint Rail ◽  
2004 ◽  
Author(s):  
Frederick R. Childs ◽  
Radomir Bulayev

On September 11, 2001, the terrorist attacks that destroyed the World Trade Center (WTC) in Lower Manhattan, New York City, also damaged the Port Authority Trans-Hudson Corp.’s (PATH’s) busiest terminal serving the heart of the thriving downtown financial, commercial, and residential district. The aftermath of the attacks also forced the closure of PATH’s key station at Exchange Place that serves Jersey City, New Jersey’s expanding “Gold Coast” business and residential area. PATH’s more than 260,000 average weekday commuters between New Jersey and New York were affected in some way by these tragic events, and PATH ridership fell sharply during the following months. Among the PATH facilities that were damaged or destroyed at WTC, and in the two Hudson River tubes, and at Exchange Place Station were all of the electrical, power, signal, and communications systems. Recovery and restoration work began immediately, but was hampered by the extensive rescue, recovery, removal, and demolition work at the World Trade site. Broken water lines and fire fighting efforts flooded both river tubes, which were later sealed at Exchange Place to prevent additional potential damage to PATH’s New Jersey facilities. This paper describes PATH’s recovery program to replace the electrical, power, signal, and communications facilities from Exchange Place to the WTC Terminal. A temporary WTC terminal has been built to restore direct service to Lower Manhattan’s financial, business, and residential center as of November 23, 2003. As part of this program, new trackwork was installed to enhance operational flexibility and provide temporary interim service to Exchange Place Station, which reopened June 29, 2003. Capacity expansion provisions were included to allow for future 10-car train operations when a new rail car fleet is procured. Facilities replaced include a new traction power and auxiliary services substation, new cables, ductbanks, new signals and central control system, wayside phones, emergency power removal switches, tunnel lighting, radio antenna, and fiber optics. An accelerated design and construction schedule was followed, using a broad combination of in-house, consulting, and contractor forces.


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