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Eva Nivard ’16 is dedicated to advancing social causes through her expertise in data and analysis. As a Senior Analyst at the New York City Mayor's Office of Management and Budget, she plays a crucial role in shaping affordable housing initiatives, working closely with city leaders and stakeholders. In this article, Eva shares her journey, the obstacles she navigates, and her unique perspective on how data and policy intersect in New York City.

Foraging a Path in Public Policy

My decision to pursue a career in public policy was both inspired and somewhat random. I studied modern political history, which sparked my interest in social issues and the role of governments in addressing them. After immersing myself in history books and archives, I wanted to understand today's societal challenges more deeply than what I was reading in the newspapers. At the same time, I was uncertain about my next steps and accepted a job offer from an organization where I had engaging conversations with the hiring managers, hoping to work with inspiring people.

Similarly, when I came to New York, finding a job with the American government after extensively studying U.S. history and politics was a dream come true. However, I must admit it was also arbitrary: finding a job in this town is challenging, and it was also one of the first places where I landed a position.

Lessons Learned at the NYC Mayor’s Office

I'm working in a team reviewing a dozen project proposals for converting public sites (government offices and facilities, city-owned parking lots) into housing. The review of the first proposal took more than a year due to the involvement of many parties with differing opinions. Some officials actively pushed for the project, while others resisted. We often got lost in irrelevant details, resulting in an endless back-and-forth and a dragged-out process.

The lesson learned, which I hope to implement in the remaining 10 projects, is to ask higher-ups in more detail what they truly want to know and are concerned about. I also aim to steer the conversation in a more productive direction and set a clear framework for the research.

Integrating Data Analysis with Policy-Making

While most policy development rests with the Department of Housing and/or City Hall officials, my role at the Housing Unit of the Budget Office is to understand the costs associated with that policy. I analyze data to assess past spending on various programs and model the needs of proposed policies.

I find it rewarding that my job clarifies for decision-makers how they have been prioritizing so far. It also compels them to confront the trade-offs they must make: Should the City allocate $XM to make city-subsidized projects more affordable or use these funds to build X additional units? Unfortunately, many officials have been reluctant to address this question directly (I wouldn't know the answer either!). However, a decision must eventually be made, and I provide hard data to support their decision-making.

How NYC policies can inform global solutions

This is difficult to determine! While it is not a strategy per se, it’s important to recognize that affordable housing is not free; it requires significant public resources, which New York City is committed to providing. Over the next 10 years, the city is budgeting over $20 billion in capital for developing and preserving housing, excluding expenditures on public housing or tax benefits. Although this funding still falls short of meeting the entire need, it is a substantial contribution. Additionally, New York City dreams big! From my experience, the administration and elected officials propose bold ideas, and while some may be short-sighted or misguided, this can drive meaningful change and progress.