City of New Orleans
City Planning Commision
: Master Plan
City Planning Commission
Volume 1
Executive Summary
Part 1
Overview
New Orleans’ 2030 Plan for…
The meaning of the ‘force of law’ charter amendment
...the 21st Century; The Essentials
Part 2
The Force of Law Charter Amendment and the Master Plan
Part 3
Planning Recommendations
Volume 2
Strategies and Actions
Chapter 1
A Vision and A Plan For Action
A Vision and A Plan For Action
Vision
Livability, Opportunity and Sustainability
Frequently asked questions about the Master Plan
How does the Master Plan have "force of law" and how does it get approved?
Administration of the Land Use Plan
Chapter 2
New Orleans Yesterday and today: Population and Land Use Terms
See Volume 3 for Chapter 2.
Chapter 3
The Context: Planning and The Charter Amendment
See Volume 3 for Chapter 3.
Chapter 4
The Community Speaks and Shapes The Plan
See Volume 3 for Chapter 4.
Chapter 5
Neighborhoods and Housing
Housing
Introduction
Goal: 1
Enhanced character and livability for neighborhoods, with investments to improve quality of life
Strategy: A
Tailor policies and programs to maintain and enhance the physical, economic, social and cultural character and diversity of existing residential neighborhoods
Action: 1
Use the zoning ordinance to guide the scale and character of new infill development to fit in with the character of established residential areas, while accommodating an array of single and multi-family housing options to meet the strong need for more housing units in New Orleans
Action: 2
Use the zoning to ensure appropriate transitions between established residential areas and redevelopment of underutilized sites
Action: 3
Use zoning to ensure that appropriate infill sites of over 10,000 square feet and publicly-owned properties can be redeveloped with dense development that remains sensitive to the needs of surrounding neighborhoods. Large infill development should also have inclusionary zoning requirements for affordability if found feasible
Action: 4
Create design guidelines to assist existing and new property owners in improving or expanding buildings, or in constructing infill development
Action: 5
Continue to develop and refine an incentive zoning program to encourage provision of neighborhood benefits from large developments
Action: 6
Adopt mandatory inclusionary zoning if found to be feasible by a study conducted by national experts
Action: 7
Continue to upgrade the streetscape of major streets with public funding and in coordination with commercial corridor revitalization plans and Main Street programs
Action: 8
Create a program to notify property owners about their sidewalk maintenance responsibilities and offer a betterment program to promote sidewalk repair and maintenance in neighborhoods
Action: 9
Continue to support and promote a diversity of public social and cultural events throughout the city
Action: 10
Promote neighborhood associations and neighborhood activities to encourage neighborhood identity, sense of ownership, and advocacy
Action: 11
The Neighborhood Participation Program described in Volume 2, Chapter 15 will give neighborhood groups an incentive to organize and be involved
Strategy: B
Establish systems to conduct code enforcement activities while providing lowincome residents with resources that assist them to comply
Action: 1
Create a warning and ticketing system with fines for quality of life offenses such as littering and illegal dumping, junk cars, lack of mowing, noise, and so on
Action: 2
Create an improved Code Enforcement system that includes an established inspection regime and fine system for rental properties that are not up to code. Include mechanisms to help enable small and lower-income landlords to comply
Action: 3
Prioritize and promote home repair for low-income and senior homeowners to help residents who do not have the means to repair their properties avoid displacement due to poor conditions or code enforcement fines
Strategy: C
Develop a protocol for dealing with businesses that are incompatible with residences and with “nuisance businesses” while appropriately protecting due process
Action: 1
Convene meetings between business owners and neighborhood residents to seek resolution of issues
Action: 2
Ensure industrial and commercial performance standards (limits on noise, dust, vibration and other impacts) in the zoning code and city codes are culturally and neighborhood appropriate
Action: 3
Disseminate information to neighborhood associations and business owners about potential legal approaches and inform all parties on what is currently allowed under the law
Action: 4
Enhance the Comprehensive Planning Division with an Area Planning Program
Strategy: D
Fund and staff a system for proactive planning on the neighborhood and district level
Action: 1
Create Area Plans for planning districts and neighborhoods
Strategy: E
Engage neighborhood residents, businesses and other stakeholders in proactive planning connected to the citywide Master Plan and citywide policies
Action: 1
Create Area Plans for planning districts and neighborhoods
Action: 2
Engage neighborhood groups and students to perform “Neighborhood Audits” of the public realm to aid in targeting resources for public improvements
Action: 3
Provide a structured Neighborhood Participation Program
Action: 4
Hold public hearings, when needed, in the evening to enhance the opportunity for public participation
Goal: 2
Focus investment strategies to meet neighborhood needs and promote equity and access to opportunity
Strategy: A
Continue redevelopment of blighted and vacant sites through a comprehensive blight elimination program under unified management. Establish neighborhood plans that direct investment strategies in each neighborhood. In neighborhoods and areas with limited market activity, focus on catalytic investments and community-based programs that benefit existing residents and increase access to opportunity
Action: 1
Provide and expand home repair programs for low-income and senior homeowners and persons with special needs
Action: 2
Explore increased investment in energy efficiency and weatherization for homeowners and Housing Choice Voucher tenants to reduce energy bills and increase sustainability
Action: 3
Coordinate efforts of public agencies providing resources for housing development
Action: 4
Continue to encourage and fund alternative land use programs to enable neighbors and community organizations to reuse vacant land for food access, stormwater management, economic development, and other community-beneficial purposes.
Action: 5
Create a comprehensive city property information database that includes information on blighted and vacant properties as well as other data
Action: 6
Establish annual inspections for rental properties and for houses at time of sale. Develop an improved Code Enforcement system to ensure that occupied rental properties are up to code
Action: 7
Establish a registry of properties vacant for six months or more, and work with community groups to track property conditions
Action: 8
Expedite procedures for site control of blighted and vacant properties, including the code enforcement lien foreclosure process
Action: 9
Pursue land assembly to create larger, contiguous parcels to facilitate targeted block-by block redevelopment of housing and/or neighborhood amenities
Action: 10
Focus on catalytic investments in recreation, transit, quality jobs, and safety to improve residents’ quality of life and ensure access to opportunity.
Action: 11
Provide incentives, such as a limited-period tax abatement, to owners to assemble and redevelop sites.
Action: 12
Coordinate a variety of strategies and tools to accelerate land disposition and redevelopment. Continue the Lot Next Door program, including credits for fencing or landscaping adjacent vacant properties.
Action: 13
Explore options pursuant to existing authorities under state law to identify and designate disinvested areas as tax increment financing districts for the purpose of directing long-term locally derived funding to support affordable housing investments, infrastructure upgrades, blight reduction efforts, and other public sector investments and initiatives.
Action: 14
Explore the establishment of a low interest revolving loan fund for the acquisition and rehabilitation of blighted properties by city residents for use as a primary residence. Include a reasonable grace period so that these residents are not required to repay the loan before occupying the property. Partner with local banks to design the program and set eligibility standards.
Strategy: B
In neighborhoods and areas with increasing market activity, prevent displacement of existing residents while continuing to invest in improvements.
Action: 1
Work with neighborhood groups, non-profits, faith-based organizations, and affordable housing develo
Action: 2
Create and expand tax abatement and home repair grant and loan programs targeted to help low-income and senior homeowners.
Action: 3
Increase opportunities for small-to-medium-scale multifamily development that fits into neighborhood fabric to increase housing supply.
Action: 4
Require property liability insurance for all owners.
Voluntary Design Guidelines: Neighborhood First
Action: 5
Place redevelopment covenants, design and performance standards, and any special use or other appropriate restrictions on vacant or blighted properties sold at tax sales, by NORA or other entities for redevelopment. Include consideration of housing affordability impacts when disposing of any publicly-owned or publicly-controlled property
Action: 6
Clarify through public process the criteria for historic property rehabilitation or demolition
Action: 7
Use neighborhood audits (see above) to prioritize problem properties for code enforcement or demolition.
Strategy: C
In neighborhoods and areas with high levels of market activity and high home prices, preserve and expand affordable housing opportunities using all available tools
Action: 1
Utilize inclusionary zoning, as well as covenants or restrictions on publicly-owned and adjudicated properties, to facilitate the production of affordable housing in these high-opportunity areas
Action: 2
Increase opportunities for large-scale multi-family development in areas adjacent to transit and commercial corridors and on 1-to-5-acre parcels of vacant land
Strategy: D
Encourage innovative, experimental and low-cost uses of vacant properties to enhance the likelihood that a vacant space will eventually find a permanent use
Action: 1
Create a strategy for implementing temporary use projects initiated by active citizens, citizen groups, and non-profit partners
Action: 2
Work with relevant agencies, including NORA, to clear regulatory hurdles and create guidelines for implementing temporary interventions and projects
Goal: 3
Access to retail and services from all neighborhoods
Strategy: A
Revitalize existing neighborhood commercial districts and create new compact, mixed-use neighborhood centers on underutilized commercial and industrial land
Action: 1
Fast-track the creation of a one-stop shop and comprehensive resource guide to opening and operating a small business in New Orleans
Action: 2
Create a template for surveys of commercial corridors in the short term for neighborhood commercial districts that have received special designations and more developed Area Plans in the medium term.
Action: 3
Locate civic uses within or adjacent to neighborhood commercial districts to serve as anchors when feasible
Action: 4
Incentivize cultural uses, events and development opportunities to strengthen neighborhood commercial districts, where feasible while also supporting and encouraging long standing cultural uses and activities throughout all neighborhood districts, both commercial and residential
Action: 5
Promote the development of business or merchants’ associations to serve as the voice of business owners in specific commercial districts
Action: 6
Create opportunities for context-sensitive commercial reuse of underutilized commercial buildings
Action: 7
Explore options to create walkable, mixed-use environments with appropriately-scaled multi-family housing options in high-frequency housing options with bus and streetcar services
Action: 8
Explore increasing options for density and intensity of residential and mixed-use development within targeted areas that lie within a 30-minute transit-walk commute from major job centers, and integrating this strategy with inclusionary zoning to promote affordability in these transit-accessible areas
Action: 9
Continue facade improvement matching grant program or revolving loan fund for neighborhood commercial areas
Action: 10
Develop design principles and standards for all districts that permit a mix of land uses and neighborhood commercial districts
Strategy: B
Continue to promote food access and health care access in all neighborhoods that lack these necessary services
Action: 1
Commission a market analysis for supermarkets stores with a plan illustrating the feasibility of potential sites
Action: 2
Identify incentives to attract supermarkets and health care clinics or providers to underserved areas of the city
Action: 3
Continue the Fresh Food Retail Incentives program
Strategy: C
Include neighborhood commercial development in the activities of the New Orleans Business Alliance (NOLABA).
Action: 1
Establish a section that would work to organize neighborhood commercial district businesses and implement a variety of approaches, programming, and marketing designed to revitalize the neighborhood commercial districts
Goal: 4
Reinvent housing policies to support quality neighborhoods and meet the diverse housing needs of all households
Strategy: A
Guide and coordinate City housing strategy through a Housing Working Group that includes the City Planning Commission, the Office of Community Development, the New Orleans Redevelopment Authority, the Housing Authority of New Orleans, the Finance Authority of New Orleans, non-profit affordable housing advocates such as, HousingNOLA, the Greater New Orleans Foundation, Foundation for Louisiana, a representative of OneTable, and two other rotating members selected by the permanent Working Grou
Action: 1
Coordinate housing development efforts with other place based and neighborhood development efforts through the Housing Working Group1. Coordinate with key housing stakeholders as described in 4.A. as a working group charged with advising on housing policy for the city
Action: 2
Collect and analyze housing data to monitor the market and housing needs. Include information from the City’s Consolidated Plan, the HousingNOLA 10-Year Strategy and Implementation Plan, and the Market Value Analysis, Housing for a Resilient New Orleans
Action: 3
Develop performance measures to monitor housing needs (housing for elderly, disabled, low- and moderate-income workforce, homeless persons, and so on) and the extent to which those needs are met (overall housing costs as percent of income for rental, for-sale, repair and rehabilitation, etc.)
Action: 4
Create housing policies that build neighborhoods, meet housing needs for all New Orleanians, and attract private investment
Action: 5
Establish an annual public meeting on housing policy, priorities, and regular communication with neighborhood, business and other groups
Action: 6
Communicate local housing needs and priorities to state and federal housing agencies, as well as national non-profits, and work with LHC to develop selection criteria for tax credit projects
Action: 7
Prioritize repair, restoration and reuse of existing residential historic properties as a major part of the City’s housing initiatives, reflecting the values of safe and stable historic neighborhoods.
Strategy: B
Preserve existing supply and expand the total supply of affordable rental and homeownership opportunities throughout New Orleans
Action: 1
Seek additional federal funding to close gaps between Road Home funding plus insurance and recovery needs for homeowners
Action: 2
Support restoration and development of a diverse array of homeownership and rental housing typologies for residents of all income levels, based on an annual housing market analysis to assist in setting priorities
Action: 3
Identify key indicators of housing affordability needs and neighborhood revitalization, monitor the indicators and hold quarterly cross-agency Neighborhood Coordination Meetings
Action: 4
Explore processes to direct publicly-owned and adjudicated property toward affordable and mixed-income housing development in high-value, high-opportunity neighborhoods and in areas near high-frequency transit corridors.
Action: 5
Work with public agency partners that own property to develop a process to reserve land for affordable housing on properties eligible for disposition
Action: 6
Encourage infill development of affordable housing within high-opportunity neighborhoods
Action: 7
Enable new large multi-family developments of 75 units or more to be built in high-opportunity neighborhoods and in areas that have access to jobs, neighborhood services, and high-frequency transit lines
Action: 8
Implement an inclusionary zoning ordinance including both mandatory and voluntary approaches focusing in areas of opportunity, especially along transit lines, in concert with existing and expanded incentive zoning and development offset mechanisms in order to leverage maximum investment in the development of affordable housing
Action: 9
Develop and implement policies based on the findings of a workforce housing strategy that includes details on workforce housing incentives, business community engagement, and Employer Assisted Housing best practices
Action: 10
Study all zoning barriers to the production of affordable housing and implement policies to remove these barriers
Action: 11
Work with the Orleans Parish Assessor’s Office to explore and implement best practices for predictable and reasonable tax valuation for affordable housing multi-family properties
Action: 12
Include provisions within existing or planned private sector development support programs (PILOTs, bond support, HUD grant loans, other economic development incentive programs) that incentivize developer applicants to make affordable housing investments
Action: 13
Dedicate a fixed percentage of general revenue derived from developer and permitting fees, code enforcement proceeds, and other local revenue streams to affordable housing initiatives in furtherance of the Housing for a Resilient New Orleans and HousingNOLA 10-Year Strategy and Implementation plans
Strategy: C
Aggressively implement and enhance existing funded housing programs
Action: 1
Expend housing funding that has already been allocated to the City as expeditiously as possible
Action: 2
Implement a system of performance standards and strict monitoring for developers, contractors and others who receive housing and neighborhood development funds from the City
Action: 3
Strengthen the City’s home repair program.
Action: 4
Work with non-profit affordable housing advocates such as, HousingNOLA, GNOHA and Own the Crescent to promote homeownership access for low-to-moderate income residents
Action: 5
Monitor the status of affordable homeownership programs to appropriately target funds
Action: 6
Support housing for homeless or at-risk households
Action: 7
Support the development of supportive and transitional housing for residents who are at risk of homelessness and/or are living in substandard housing
Action: 8
Pursue additional housing funds if needs continue after expenditure of current funding
Strategy: D
Maintain and expand market rate housing choices and housing supply
Action: 1
Provide zoning for a wide range of market-rate housing choices, with amenities, that reflects the increased diversity of ages, household types and backgrounds in the city, while maintaining the land use guidelines in the Master Plan
Action: 2
Preserve the diversity of housing types within New Orleans Neighborhoods (singles, doubles, multi-family, etc.)
Action: 3
Ensure that neighborhood infill is encouraged and includes opportunities for small multi-family developments of 3-10 units to promote an array of housing choices
Action: 4
Study historic densities in New Orleans neighborhoods to ensure that zoning does not prohibit densities that match neighborhood historic fabric. Focus particularly on ensuring availability of small multi-family rental and ownership options
Action: 5
Create opportunities for mixed-use and multi-family development along commercial corridors and high-frequency transit corridors, and consider intensification of existing mixed-use and multi-family districts, with particular focus on areas with strong access to jobs and opportunity
Action: 6
Create opportunities for mixed-use and multi-family development along all commercial corridors and high-frequency transit corridors, and consider intensification of existing mixed-use and multi-family districts, with particular focus on areas with strong access to jobs and opportunity
Action: 7
Explore zoning options for a second main dwelling unit (mother-in-law suite) to increase density with market rate housing units in appropriate neighborhoods
Strategy: E
Prevent displacement through development activities and continued study and policy review
Action: 1
Utilize the existing Neighborhood Housing Trust Fund for homeowner and renter rehabilitation to create neighborhood stability across the city, and explore opportunities for expanding and renewing this important millage
Action: 2
Study and create a loan fund / loan loss reserve program to assist homeowners and small landlords with property rehabilitation and encourage reuse of vacant lots by current residents and pre-storm residents
Action: 3
Conduct targeted outreach to senior, disabled, and veteran homeowners who qualify for Special Assessment Levels / Freezes in all neighborhoods
Action: 4
Provide an analysis of public funding and policy through the use of Affordable Housing Impact Statements
Action: 5
Explore additional property tax relief for low-income homeowners facing increases in property assessments, based on how long they have lived in their home and their income
Action: 6
Investigate tax relief measures for investors who agree to preserve and create affordable rental units
Strategy: F
Enforce and promote fair housing policies throughout New Orleans
Action: 1
Use the City’s Affirmatively Furthering Fair Housing process to standardize strategies to address barriers to fair housing in the City’s Consolidated Plan, Annual Action Plan, and the Housing Authority of New Orleans (HANO)’s Housing Plans and Capital Fund Plan
Action: 2
The New Orleans City Council should draft and pass an ordinance that requires transparency and accuracy in background checks used to secure public and private rental housing
Strategy: G
Encourage sustainable design and infrastructure for all New Orleanians
Action: 1
Develop a strategy and identify funding sources to create an affordable abatement program to address home health issues including mold and lead-based paint
Action: 2
Create a centralized information hub to coordinate energy efficiency programs from utility companies, the City, and the State of Louisiana
Action: 3
Support GNO, Inc. the Coalition for Sustainable Flood Insurance, and other groups in their advocacy efforts to provide more affordable flood insurance rates through the 2017 reauthorization of the National Flood Insurance Program (NFIP).
Action: 4
Continue to develop and advocate for strategies to address high homeowner and flood insurance costs for low-income families in New Orleans
Action: 5
Support the implementation of the Resilient New Orleans plan by furthering the following strategies: investing in household financial stability; building social cohesion; reducing property owners’ risk by investing in water management strategies; and improving the redundancy of energy infrastructure
Action: 6
Take proactive measures to improve the New Orleans Community Rating System in order to lower insurance costs
Strategy: H
Increase accessibility for all walks of life, including special needs residents
Action: 1
Work with the Advocacy Center to pursue additional funds to pay for home modifications to increase accessibility for homeowners and renters with special needs
Action: 2
Enforce the existing requirement that all public agencies providing housing programs or services should produce materials in Spanish and Vietnamese and have a language access plan in place
Action: 3
Explore additional services aimed at those with mental illness or drug addiction
Action: 4
Draft and pass an ordinance removing questions about prior criminal convictions (“banning the box”) on applications to live in publicly funded housing developments and units operated by private landlords, or at minimum only allow consideration of criminal convictions (not arrests).
Action: 5
Prioritize and target limited funding for high-risk special needs populations to produce 1,500 housing opportunities for these populations
Goal: 5
Work with HousingNOLA to continue to tap into a network of high capacity public sector and neighborhood-based groups, such as community development corporations, to provide housing responsive to the changing housing needs of current and future residents
Strategy: A
Provide training for city housing staff and for Housing Working Group members
Action: 1
Send staff to national housing conferences; organize staff participation in webinars and similar activities; provide informational materials and training for the Working Group
Strategy: B
Foster a network of strong public sector partners and community development corporations, to provide housing responsive to the changing housing needs of current and future residents
Action: 1
Support non-profit affordable housing advocates such as, HousingNOLA, HUD, and Enterprise’s efforts to create a robust capacity building training program that is outcomes-based and includes a support system for CDCs, a certification for CDCs, and a systems analysis to identify gaps and redundancies in the nonprofit sector.
Action: 3
Increase production efficiency and organizational capacity among government partners (Finance Authority of New Orleans, HANO, NORA, City of New Orleans, Louisiana Housing Corporation), non-profits (housing counseling agencies and advocates), and developers to promote affordable unit production
Chapter 6
Cultural Resources Management and Historic Preservation
Historic Districts
Introduction
Getting started
Goal: 1
Historic preservation initiatives are supported by a broad range of constituents who share a common vision
Strategy: A
Create a community-based, comprehensive citywide preservation plan informed by a broad range of constituencies and interests
Action: 1
Convene a Preservation Plan Committee comprised of leaders from preservation, development, business, housing, neighborhood associations, historic districts and city planning and reflecting racial diversity.
Preservation and Revitalization in Baltimore, MD
Action: 2
Develop the plan with the advice of the committee and a public participation process
Action: 3
Provide recognition for all publicly owned or utility owned historic properties, sites and structures, that contribute to the tout-ensemble of the City though are not under City jurisdiction. However, the City cannot exercise regulatory authority over infrastructure not legally within its jurisdiction
Action: 4
Historic properties and assets that are publicly owned shall be properly maintained so as to ensure protection of the historic resources. However, the City cannot exercise regulatory authority over infrastructure not legally within its jurisdiction
Action: 5
Ensure proper preservation, maintenance, management and operation of New Orleans public cemeteries
Action: 6
Give operational priority by all City agencies to protect and preserve historic architecturally significant properties, to minimize or eliminate adverse impacts and embrace and inculcate such protection as an important and indispensable part of all agency operations
Action: 7
Explore options to prevent or delay demolition to ensure the viability of proposed development plans
Strategy: B
Ensure that historic preservation values and interests are coordinated with economic development groups, affordable housing developers and advocates, and ethnic and cultural groups
Action: 1
Ensure cross-representation of historic preservation, cultural development and economic development interests in initiatives that promote either of these interests to leverage historic assets as part of the city’s competitiveness as a place to live, visit, invest, and do business
Strategy: C
Enhance the guidelines for new construction so that they emphasize the role contemporary design can play in historic districts
Action: 1
Work with the local American Institute of Archi- tects chapter to convene a committee of architects and preservationists to enhance the guidelines for contemporary design in historic areas.
Action: 2
Educate New Orleanians about the nature of Architecture as a continuum
Strategy: D
Protect important cultural sites, activities, and traditions
Action: 1
A comprehensive survey of existing musically, historically, and spiritually important cultural sites should be completed, and site should become eligible for protection
Action: 2
Allow historic music venues to be reestablished at sites where such former use is identified
Action: 3
A grant program for sound proofing businesses, similar to a façade grant program, should be developed and implemented, with an emphasis on music venues and barrooms
Action: 4
Encourage businesses and facilities that promote New Orleans culture through music, entertainment, dance, art, oral traditions
Goal: 2
Historic preservation initiatives support and invigorate neighborhood regeneration
Capitalizing on Neighborhood Heritage in Washington, DC
Strategy: A
Support and expand cultural heritage destinations in less-traveled areas of the city and expand visitor access to these sites
Architecture Tours In Chicago
Action: 1
Convene a Heritage Tourism Task Force
Action: 2
Develop resource materials on heritage tourism for visitors
Action: 3
Capitalize on the Tricentennial to market heritage tourism
Strategy: B
Support and promote preservation-based economic development in historic areas
Reviving Historic Retail Districts Through Boston Main Streets
Action: 1
Facilitate city or corporate support for Main Streets and Cultural Districts
Action: 2
Offer incentives for projects that also support locally-based economic development
Strategy: C
Foster relationships with neighborhood-based housing and community development initiatives to stimulate preservation as part of overall neighborhood revitalization.
Action: 1
Empower neighborhoods to identify and prioritize code enforcement activities
Action: 2
Provide funds from federal programs to rehab historic homes
Action: 3
Consider design guidelines for areas not regulated by the HDLC
Action: 4
Encourage adaptive reuse of existing historic structures that contribute to overall neighborhood character and quality of life.
Action: 5
Conduct cost-benefit analysis of adaptive reuse alternatives to new construction when siting city-owned facilities
Action: 6
Consider ways to address economic impacts of historic preservation to ensure that both affordability and preservation goals can be achieved simultaneously, such as leveraging available financial incentives, supporting a funding mechanism to provide financial support to low-income homeowners to comply with historic regulations, and maintaining design guidelines that allow for historic design to be achieved at a lower cost
Goal: 3
New Orleans is a model of “green,” sustainable and resilient historic preservation
Strategy: A
Develop a “Resilient Renovation” pilot project to minimize perceived conflicts between stormwater management/flood mitigation and historic preservation
Action: 1
Form a committee to create a framework for a sustainable preservation program and funding request, and to advise as to appropriate use of green infrastructure for flood mitigation in historic areas
Action: 2
Support and promote deconstruction as an alternative to demolition
Action: 3
Encourage the preservation, re-installation and re-use of historic building materials on public property, such as granite curbs and ballast brick streets, and develop rules for protection of same by public entities and private contractors
Strategy: B
Develop clear and focused preservation strategies and a pattern book that illustrates solutions for maintaining historic and pedestrian friendly character while meeting the requirements for the ADA as well as elevated Base Flood Elevation Maps
Action: 1
Form a committee to develop appropriate solutions, research solutions used in other cities, and publish an illustrated pattern book
Goal: 4
Acquiring and renovating an historic structure is feasible and affordable for a broad range of property owners and investors
Strategy: A
Provide accessible, user-friendly information and resources on preservation of historic structures
Action: 1
Create a “one-stop shop” for historic rehabilitation resources
Action: 2
Ensure that building materials and components are appropriate for historic renovation are accessible and affordable. Survey and codify elements of our historic architecture to be used in conjunction with Design Guidelines currently available. This should include recommended proportions and details of buildings and building elements
Strategy: B
Support workforce development initiatives in traditional crafts that support preservation such as traditional construction and artisan trades
Action: 1
Work with Delgado Community College and other providers
Strategy: C
Provide rehabilitation assistance for low-income owners of historic properties
Action: 1
Provide rehabilitation assistance for low-income owners of historic properties
Goal: 5
Historic preservation information and administration is enhanced
Strategy: A
Expand communications and information sharing with agencies and the public
Action: 1
Develop new and more visible public notice methods to increase awareness of permitting requirements within districts
Action: 2
Continue to provide as much information as possible on the HDLC and VCC web site
Action: 3
Place improved and expanded interpretive signage at landmarks, historic structures, monuments, parks, and other historic points of interest
Chapter 7
Parks, Open/green Spaces and Recreation
Parks, Open Space, and recreation
Introduction
Getting started
Goal: 1
Protection of remaining wetland areas inside and outside the levee system
Strategy: A
Review and revise as needed regulations, land use and zoning categories for wetlands and coastal areas to promote wetland preservation
Action: 1
Prohibit further drainage of wetlands for development both inside and outside the levees.
Action: 2
Maintain regulations and enforcement systems to protect wetlands, such as a city wetlands protection ordinance
Strategy: B
Seek conservation solutions for wetlands through permanent protection or acquisition by conservation organizations
Action: 1
Discuss options with Bayou Sauvage and environmental organizations.
Goal: 2
Restoration and expansion of New Orleans’ urban forest to reach 50 percent tree canopy by 2030
Strategy: A
Promote tree planting on public property
Action: 1
Inventory and prepare a city-wide tree-canopy and vegetation (including public right-of-way and neutral ground areas) GIS layers, documenting value attributes etc., in a digital format to allow GIS analysis using software that tracks vegetative value changes over time.
Action: 2
Prepare a tree and vegetation master plan to address public lands throughout the city.
Action: 3
Identifying priority areas for planting, species selection palettes, best practices BMPs, etc.
Action: 4
Work with utility companies to develop & refine protocol for conflicts and to develop a public information document.
Action: 5
Create a no net loss of tree canopy strategy for public and private property.
Action: 6
Establish criteria for "Heritage Trees" to inform future development. Identify as “heritage trees” (as) those trees of native species, significant size (e.g. top 20% by caliper), located along public corridors. Use additional criteria as appropriate. Consider additional protections for qualifying trees and appropriate incentives for their retention.
Action: 7
Improve the City’s tree and vegetative ordinance to require retention, preplacement and enhancement of the landscaping and live oak canopies characteristic of New Orleans, providing for complete protection of trees and landscaping during private and public construction activities, especially including street and sidewalk construction, and power line maintenance and construction work by public utilities.
Strategy: B
Promote tree preservation and planting on private property
Action: 1
Work with non-profits and neighborhood organizations to encourage homeowners and other private property owners to preserve and plant trees on private property.
Action: 2
Improve the city’s tree and vegetation protection ordinance (Chapter 106, Article IV)
Action: 3
Maintain tree planting in the public right-of-way as part of any new development, where appropriate.
Strategy: C
Restore and plant new trees in green spaces, parks and neutral grounds
Action: 1
Continue to work with non-profits who donate trees to the city.
Action: 2
Assist with the creation of tree nurseries on city-owned vacant land and private land for public plantings and if feasible, for donation to property owners.
Strategy: D
Develop and establish storm water management practices in public parks, open/green spaces, and neutral grounds
Action: 1
Prepare a comprehensive manual to include BMPs for use by city departments and the public to meet the city’s stormwater management and resilience goals.
Action: 2
Replace most lawn areas in neutral grounds and street sides with bioswales, plantings and appropriate storm water elements, when necessary amending the soil to accommodate increased rainwater detention.
Goal: 3
A commitment to no loss of public parkland
Strategy: A
Establish systems and funding to ensure that the city does not lose acreage dedicated to parks
Action: 1
Require enhanced public review of disposition of public parkland; apply any funds from sales of parkland towards acquisition of new parkland
Action: 2
Create a Parks Trust Fund or similar accounts within the Capital Project Fund to receive funds for acquisition, improvement and maintenance of parkland.
Action: 3
Evaluate any public property identified for sale to identify suitability as a park, recreation site, or stormwater management.
Goal: 4
A park within walking distance—approximately 1/3 mile—of every New Orleans resident
Strategy: A
Balance passive and active uses of parks and public spaces while keeping them accessible to all residents
Action: 1
Provide open field, tree-shaded areas, paths for walking, running, biking, and/or similar uses, seating, water fountains and similar low impact amenities, and programming (activities such as concerts, festivals, etc.) in parks, open/green spaces and neutral grounds to ensure residential use.
Action: 2
Provide safe walking routes to parks utilizing artistic intervention.
Action: 3
Establish systems to use vacant public lots and other public properties, such as schools, as full time or part time neighborhood parks.
Strategy: B
Prioritize creation of new parks or playgrounds where there is no park within walking distance and provide access to resources of citywide importance, such as the waterfront
Action: 1
Build new parks for underserved areas by using vacant, publicly-owned parcels as well as sites of citywide importance, such as the waterfront.
Action: 2
Restore vacant or closed neighborhood parks in underserved areas with programming to meet the community’s current needs.
Goal: 5
More public access to waterfronts
Strategy: A
Create parks and public spaces along the Mississippi River Lake Pontchartrain, and other waterways and wetlands and ensure access is kept open to general public and not dominated by specialized use facilities, particularly those which could be placed in other areas
Action: 1
Enhance parks and public access along the Mississippi River allowing open/green space to dominate.
Action: 2
Enhance park land along Lake Pontchartrain, including Lincoln Beach.
Action: 3
Enhance the amenity value of canals and drainage facilities when possible.
Action: 4
Enhance the existing public edge along the Mississippi River
Action: 5
Link existing water assets.
Goal: 6
More green connectors throughout the city
Strategy: A
Create linear parks and green ways for multi-use pathways using the city’s neutral grounds and other linear connections, such as levees, canal edges and rail lines.
Action: 1
Connect people to parks and neighborhood destinations by implementing the City’s “Complete Streets” policy and coordinate the network with transit stops and bike boulevards (see Chapter 13).
Action: 2
Work with the Regional Planning Commission and other groups to connect with regional pathways such as the multi-state Mississippi Trail.
Action: 3
Explore the creation of “blueways,” designated water routes, to provide water-based recreation connected to parks, open spaces and recreation areas.
Action: 4
Explore the feasibility of “daylighting” canals that have been covered over and creating additional canals.
Action: 5
Use neutral grounds, levees, canal edges and rail lines as potential greenway connectors.
Action: 6
Encourage private owners to develop short to medium term public creative common space throughout neighborhoods supporting creative uses of lots that are underutilized.
Goal: 7
Maintenance of existing parks, open/green spaces and recreational sites to a high level through restoration redesign and reconstruction
Strategy: A
Establish expanded maintenance criteria for parks and open/green spaces and recreation sites in partnerships with citizen groups.
Action: 1
Create a committee with staff and citizens to develop goals and criteria.
Action: 2
Work with partnership groups to enhance and assist with maintenance.
Action: 3
Encourage partnership groups to assist with maintenance.
Action: 4
Develop partnerships to support the funding of a maintenance endowment for the City's parks, open/green spaces, and recreation sites based upon a City-approved 20-year maintenance plan.
Strategy: B
Establish clear and permanent policies and procedures for accepting, placing and maintaining public art in parks, green spaces and recreation sites
Action: 1
Adopt a Public Artwork Policy that sets specific policies and procedures for all aspects of accepting, installing and maintaining public art.
Strategy: C
Establish and maintain storm water infrastructure in public spaces
Action: 1
Fund and staff storm water infrastructure maintenance team(s) with specialized training to manage and develop storm water infrastructure elements on public lands.
Strategy: D
Research the history and design of parks, open/green spaces, and recreation sites to develop, restore, redesign, reconstruct, and maintain the areas.
Action: 1
Inventory and analyze any existing original landscape designs and any recently implemented or proposed restorations of neighborhood parks, open/green spaces and recreation sites.
Action: 2
Gather research of each individual park, open/green space, and recreation site including history, architectural and horticultural styles, and include the social, economic and environmental development role of each.
Action: 3
Hold workshops on park, open/green space, and recreation site usage, restoration, redesign, reconstruction, and maintenance with nearby residents and property owners.
Action: 4
Prepare a preliminary design that takes into account Smart Growth principles and sustainability issues, and includes a discussion of storm water management priorities.
Action: 5
Implement plans to restore, redesign, and reconstruct parks, open/green spaces and recreation sites using an annual 'phased' approach, taking into consideration: (See below)
Goal: 8
Multi-use indoor/outdoor recreation centers within 5 miles of every resident
Strategy: A
Create 6 indoor pools at existing centers
Action: 1
Identify sites and invest in pools.
Strategy: B
Coordinate recreation resources with schools and other community and human
Action: 1
Meet regularly with non-NORDC providers to streamline services.
Action: 2
Explore collaborations with school districts and other organizations to establish joint use of facilities agreements.
Goal: 9
Year-round recreation opportunities for children, seniors and adults
Strategy: A
Provide recreational opportunities appropriate to the demographics of the surrounding neighborhoods
Action: 1
Focus child and youth-oriented activities in neighborhoods with higher numbers of family households.
Action: 2
Continue to focus on 40 supervised playgrounds to be sports program hubs.
Action: 3
Work with private programs and the Council on Aging.
Action: 4
Promote fitness through facilities and programs.
Action: 5
Provide dog parks where there is high demand.
Action: 6
Provide recreational facilities/attractions such as fountains/spray parks and play equipment for children and teens.
Action: 7
Promote and provide a space for community-led cultural programming in all city-run recreation and community centers.
Goal: 10
Recreation offerings that meet changing citizen needs
Strategy: A
Regularly monitor the recreation needs of all segments of the population
Action: 1
Survey residents through the internet and more rigorous methods in order to keep up with changing recreation needs.
Action: 2
Provide for individual activities as well as team sports and classes.
Goal: 11
More effective coordination and cost-effective management of parks, open/green spaces, and recreation resources and programs and the Public Art in those spaces
Strategy: A
Coordinate parks, open/green spaces and recreation resources and activities throughout the city
Action: 1
Establish an inter-agency parks and recreation coordinating group including all relevant city, nonprofit, private, and parish agencies.
Goal: 12
Neighborhood participation in decision making about parks and recreation
Strategy: A
Survey both park and recreation resource users on a regular basis
Action: 1
Require instructors to use evaluation forms in classes.
Action: 2
Use the web page for surveys; free web-based survey utilities are available.
Action: 3
Conduct a scientific survey every 10 years.
Action: 4
Creatively survey users of parks and recreation through creative place-making practices, on a regular basis.
Strategy: B
Enhance the planning processes for parks by incorporating greater community input in the use, design, maintenance, and general improvements for all parks, open/green spaces and recreational spaces
Action: 1
Integrate system with the Neighborhood Participation Plan system.
Strategy: C
Prepare and update a city-wide parks, green/open space and recreation master plan and regional park master plans regularly
Action: 1
Update the plan every 10 years, conduct an amendment process every five years which includes a full public participation element.
Action: 2
Integrate community and cultural assets in public spaces through public art and design intervention while including public/community input.
Action: 3
Amend the CZO to incorporate Master Plan regulations for regional parks similar to the existing Institutional Master Plan regulations in the CZO.
Goal: 13
Consistent and adequate level of maintenance, operations and programming on a per capita basis
Strategy: A
Provide a consistent and adequate per capita operating budget and work towards establishing a dedicated funding source for municipal park and recreation resources and programs
Action: 1
Provide a consistent and adequate per capita operating budget.
Action: 2
Continue to work with partnership groups and grant makers to supplement funding
Action: 3
Pursue joint use agreements with public and private entities who own land that could add to park and recreation opportunities.
Action: 4
Establish fees appropriate to the program and level of community or individual benefit and reserve fees for park and recreation uses.
Goal: 14
Expanded partnerships to support parks open/green spaces and recreation resources and programs
Strategy: A
Continue to support and expand partnerships with private partners, non-profit partners, park, open/green space and neutral ground Friends groups, as well as existing NORDC Booster and Friends groups for parks open/green spaces, and recreation and programs.
Action: 1
Expand park and neutral ground friends and Booster groups, open/green space friends groups and nonprofit partnerships.
Action: 2
Establish a not-for-profit org., operating under an authorizing MOU with the City of New Orleans, to develop a series of partnerships among City, Parish, State, Federal, Private Foundation, Corporate Foundation and Corporate Resources to restore, redesign, reconstruct and maintain parks, open/green spaces and recreation resources and programs.
Goal: 15
Effective marketing of the municipal park and recreation system to citizens and visitors
Strategy: A
Utilize the arts when providing user-friendly communications, including an interactive web site, an annual report, consistent signage, and similar efforts.
Action: 1
Improve the web pages, provide an annual report, and consistent signage.
Action: 2
Utilize the creative assets of the city to provide art and design that enhances public spaces. Work with the city’s designated arts organizations to develop the creative wayfinding and signage initiatives throughout the city.
Chapter 8
Health and Human Services
Health and Human Services
Introduction
Getting started
Goal: 1
Neighborhood-based centers that coordinate and deliver a broad range of health and human services tailored to the populations they serve and are accessible to all residents
Strategy: A
Coordinate partnerships between health and human service providers and owners/tenants of publicly- accessible facilities to provide for the location of multiple health and human service providers in shared locations
Action: 1
Create and maintain a database of publicly-accessible facilities that could house health and human service providers.
Action: 2
Use current data on population and service needs to identify under served areas and locate new MSCs and other health and human service providers in areas of greatest need.
Action: 3
Offer incentives to property owners and tenants of potential shared use facilities to accommodate health and human service providers.
Strategy: B
Provide for the location of MSCs and other needed health and human service facilities— including supportive housing—in zoning and other land use regulations
Action: 1
Consult with homeless housing providers (UNITY and other advocacy groups) and other service delivery agencies in creating new regulations.
Strategy: C
Involve neighborhood and community groups and other stakeholders in decisions about the location and development of MSCs, and the type of services that should be provided
Action: 1
Use the Neighborhood Participation Plan to ensure meaningful community input.
Strategy: D
Ensure transportation linkages to established MSCs to ensure accessibility. Many individuals who would benefit from a MSC do not have adequate or reliable transportation to get there.
Action: 1
Coordinate or develop transportation services to/from nonemergency appointments for all Medicaid recipients.
Goal: 2
Medicaid expansion
Strategy: A
Support and promote ongoing initiatives to convene a citywide health care consortium and a citywide human services consortium
Action: 1
Ensure full participation of all relevant public agencies in consortia meetings and initiatives.
Action: 2
Coordinate partnership with the City Health Department and Fit NOLA to develop and implement a full range of strategies focused on reducing obesity among New Orleanians. These strategies should support and build upon existing Master Plan Goals, strategies and actions in five key areas: • Improve access to healthy foods • Address the surplus of unhealthy foods in our everyday environments • Raise awareness about the importance of healthy eating to prevent childhood obesity • Encourage physic
Strategy: B
Streamline City-administered grant funding processes for health and human services
Action: 1
Convene all grant administering offices to establish a more efficient application and granting process.
Strategy: C
Support the development of a coordinated system of record-keeping, intakes and referrals throughout all levels of heath care service provision
Action: 1
Convene a task force to streamline citywide service referral and directory services.
Strategy: D
Prioritize support and funding for health and human services that provide comprehensive case management and/or coordinated care across disciplines and over time
Action: 1
Advocate for completion of the Neighborhood Place at Mahalia Jackson School.
Action: 2
Implement ACT teams and support other resources that increase the availability of comprehensive case management.
Goal: 3
A robust continuum of health care and human services, including preventative care, that is accessible to all residents
Strategy: A
Ensure continued funding and support for community-based health clinics, including their certification as Patient-Centered Medical Homes
Action: 1
Advocate for increased funding from Medicaid.
Action: 2
City health officials and other city leaders can advocate at the state and federal levels for expansion of Medicaid eligibility requirements to increase the number of people insured. Increased Medicaid coverage will provide more reimbursements to health clinic providers and decrease their reliance on city and private funding. Additionally, greater flexibility in the state’s ability to use Medicaid Disproportionate Share dollars for outpatient primary care (currently only available for inpatien
Action: 3
Seek private philanthropic funding.
Strategy: B
Support and enhance efforts to increase health insurance coverage for all residents
Action: 1
Advocate at the state level for increased funding and expanded eligibility for public insurance programs such as LaCHIP, Medicaid and Medicare.
Action: 2
Provide support and funding for local outreach programs to identify and enroll eligible residents in available insurance programs.
Action: 3
Increase access to information about what Medicaid expansion means for local residents.
Strategy: C
Navigating the world of health insurance is complicated, and information about insurance plans is not always easily accessible. Efforts should be made to not only inform individuals of their eligibility for insurance programs such as Medicaid, but to help them understand how to use their insurance and what it covers.
Action: 1
Direct public funding to expand programs such as the Nurse Family Partnership, Head Start, Healthy Start, and other programs that increase the health of children.
Strategy: D
Expand mental health and addiction treatment services and facilities to meet current and projected need
Action: 1
Advocate for increased state funding for LDH and MHSD for mental health services, including expanded ACT teams and permanent supportive housing.
Action: 2
Coordinate with the Behavioral Health Council to identify and target areas of need in mental and behavioral health and addiction treatment
Action: 3
Work with the Behavioral Health Council and other initiatives to facilitate partnerships between service providers to offer mental health services through existing community clinics and other health care facilities.
Strategy: E
Support and enhance preventive and public health education and programs
Action: 1
Identify priority strategies and resources to address health education and outreach needs through engaging in community health improvement assessments and planning.
Strategy: F
Review need for and effective use of hospital facilities and emergency health care services and infrastructure according to data on projected population and need
Action: 1
Convene a hospital and emergency care advisory group within the citywide health care consortium (see above) to facilitate the aggregation and use of data in hospital and emergency health care planning.
Strategy: G
Support and enhance programs and partnerships that promote sexual and reproductive health and teen pregnancy prevention
Action: 1
1. Increase awareness of services that provide screening, testing, and education for all ages, especially school-aged students.
Strategy: H
Provide for emergency planning to ensure continuity of operations and services
Action: 1
Identify and address gaps in continuity of operations plans for all health and human service providers.
Goal: 4
Access to fresh, healthy food choices for all residents
Strategy: A
Establish and promote fresh produce retail outlets within walking distance of all residents
Action: 1
Identify areas that are under served by fresh food access.
Action: 2
Remove zoning and regulatory barriers to farmers’ markets and other temporary/mobile fresh food vending.
Action: 3
Explore incentives and provide technical assistance and training for small neighborhood food stores to stock fresh and local produce in under served areas.
Action: 4
Encourage and assist farmers’ markets to accept food stamps and Seniors/WIC Farmers’ Markets Nutrition Program coupons.
Action: 5
Support urban agriculture and community gardens. See Chapter 13—Environmental Quality.
Action: 6
Explore and implement incentives to encourage sale of fresh and local food.
Strategy: B
Support access to healthy nutrition opportunities at government-run or supported facilities including (but not limited to healthy foods and beverages, availability of breastfeeding spaces, and availability of fresh water
Action: 1
Amenities to be included (but are not limited to) healthy foods and beverages, availability of breastfeeding spaces, and availability of fresh water.
Strategy: C
Explore avenues to address unhealthy food choices
Action: 1
Explore land use and zoning policies that restrict fast food establishments near school grounds and public playgrounds.
Action: 2
Explore local ordinances to restrict mobile vending of calorie-dense, nutrient-poor foods near school grounds and public playgrounds.
Action: 3
Promote consumer education and programming to facilitate healthy eating habits and support demand for fresh and local produce.
Action: 4
Educate residents about and promote advocacy to limit proliferation of fast food and drive thru establishments.
Strategy: D
Promote business development for farmers and processors of locally grown food
Action: 1
Reduce zoning and regulatory barriers to processing and distribution of “value added” local food products.
Action: 2
Promote training and instruction in food and plant production and processing.
Action: 3
Encourage and support urban agriculture and community gardens through linkages with land use, water management, and economic opportunity plans.
Goal: 5
High-quality child care and learning opportunities beyond basic education that are accessible to all children
Strategy: A
Expand after school and youth programs to serve all New Orleans children. As of 2007, only 25 percent of qualified school-aged children were served by after school programs. For more information, see Volume 3, pages 8.16–8.17.
Action: 1
Pursue increased funding from state and federal sources for after school and youth programs.
Action: 2
Increase outreach to provide Child Care Development Fund vouchers to all who are eligible.
Action: 3
Provide for the location of needed child care and afterschool facilities in zoning and other land use regulations.
Action: 4
Provide support and incentives to child care service providers to become accredited through both national and state accreditation programs.
Action: 5
Prioritize new program development in areas of greatest need.
Action: 6
Support workforce development programs that train professional childcare workers.
Goal: 6
High-quality supportive services for the elderly that are accessible to all elderly residents
Strategy: A
Expand elder care facilities and services in areas of greatest need
Action: 1
Identify and expand elder care facilities and services in areas of greatest need.
Strategy: B
Provide affordable paratransit service for seniors
Action: 1
Advocate for increased funding for paratransit from RTA.
Action: 2
Provide public funding for taxi vouchers for low-income seniors.
Strategy: C
Create an Age Friendly New Orleans Working Group to guide an age friendly strategy for the city to better support its seniors and allow for aging in place
Action: 1
Bring together people knowledgeable about senior needs as a working group charged with advising on Age Friendly policies for the city.
Goal: 7
A robust continuum of care for homeless individuals and families
Strategy: A
Provide additional funding and support for outreach and safety net services for homeless persons
Action: 1
Advocate for increased funding at state and federal levels.
Strategy: B
Provide for the location of permanent supportive housing, emergency shelters and daytime service centers for the homeless in land use and zoning
Action: 1
Incorporate into CZO.
Action: 2
Explore opportunities to use existing vacant buildings to house homeless individuals and provide wraparound services
Strategy: C
Support programs and services that prevent homelessness through financial counseling and emergency assistance to at-risk households
Action: 1
City convening diverse working group to develop strategic plan to end homelessness.
Action: 2
Provide financial support to homeless-serving agencies so they can offer financial management and job sustainability classes to homeless individuals.
Goal: 8
A criminal justice system that is effective, efficient, and just, and that emphasizes prevention and rehabilitation
Strategy: A
Support and expand community-based crime prevention programs that target high-risk and vulnerable populations
Action: 1
Implement and support evidence-based strategies and programs such as CeaseFire New Orleans and Group Violence Reduction Strategy.
Action: 2
Address conflicts and trauma among youth through promotion of positive behavioral interventions and supports and trauma-informed approaches in schools.
Strategy: B
Expand evidence-based alternative sentencing, diversion, and community corrections programs for nonviolent offenders that emphasize comprehensive rehabilitation
Action: 1
Redirect criminal justice funding to support community corrections as opposed to incarceration.
Action: 25
Expand workforce readiness opportunities for people with criminal records.
Action: 3
Investigate creation of a state Community Corrections Act or similar legislation to provide funding for community corrections programs.
Action: 4
Fund mental health and substance abuse diversion programs at courts.
Strategy: C
Support and expand Community Policing and neighborhood involvement in crime prevention
Action: 1
Work with neighborhoods to identify crime-related blight and call in enforcement.
Action: 2
Prioritize funding for community policing and new satellite police stations.
Strategy: D
Provide support for re-entry in accordance with best practices
Action: 1
Provide discharge planning and case management to link formerly incarcerated individuals with health and human service providers and ensure quality of care.
Action: 2
Reduce barriers to opportunity for formerly incarcerated individuals, such as for housing and jobs.
Strategy: E
Provide for other appropriate approaches to preventing and responding to violence
Action: 1
Promote a coordinated, victim-centered approach to respond to domestic violence and sexual assault.
Action: 2
Promote prevention and education regarding the physical and sexual abuse of children.
Action: 3
Coordinate to prevent human trafficking, including labor and sex trafficking.
Chapter 9
Enhancing Prosperity and Opportunity
Urban economic competitiveness in the 21st century
The Economy
Introduction
Getting started
Goal: 1
Work with newly established public private partnership the New Orleans Business Alliance to attract, retain, and grow businesses and expand the economic base
Historic preservation can further economic development and sustainability
Strategy: A
Strengthen NOLABA’s business retention and expansion program
Action: 1
Prioritize companies to target for support
Action: 2
Leverage LED’s BERG visitation program to enable economic development partners to obtain information about a company and its future plans, inform the company about available local resources and programs, and identify needs or problems that require action
Strategy: B
Partner with GNO Inc. on business recruitment activities
Action: 1
Assist businesses with site selection
Strategy: C
Retain and attract educated and skilled workers at all levels by expanding and broadening participation in existing talent retention and attraction efforts
Action: 1
Increase and improve engagement from the city’s business, academic, civic, and political leadership to build on nonprofit and grassroots organizations’ efforts to connect college students to employment opportunities within New Orleans
Action: 2
Support a national marketing campaign aimed at prospective students or recent graduates, with targeted web and print marketing, showcasing the city’s educational, employment, social, cultural, and community service opportunities
Action: 3
Include lifestyle preferences of young professionals in housing, urban design and transportation planning
Strategy: D
Engage young people in civic activities and cultivate new leadership
Action: 1
Actively solicit young professional membership in civic organizations
Action: 2
Carve out responsible roles for young professionals in community projects.
Strategy: E
Public Private partnerships acknowledge “Equity as a Growth Strategy”
Action: 1
Equity is shall be championed by City leadership, which will be reflected by diverse boards, commissions, and staffs
Action: 2
Encourage and reward corporate values that prioritize equity and access.
Strategy: F
Encourage balance in economic development through investment in big business, small business and micro-business
Action: 1
Deployment of capital to DBEs through a mobilization fund.
Strategy: G
Assist developers with site selection to areas properly zoned for such activities
Action: 1
Meet with prospective developers prior to site selection to provide zoning and other regulatory information.
Goal: 2
Local government that supports high quality of life by delivering cost-effective and efficient services to both businesses and residents
Strategy: A
Make New Orleans a safer more reliable city in which to live, work and play by ensuring basic service delivery
Action: 1
Provide, maintain, and repair basic infrastructure and transportation systems for a safer, more dependable and efficient city environment.
Action: 2
Reduce the risk to the City from flooding and storm events and increase resiliency.
Strategy: B
Government engages as a meaningful partner with businesses and residents, by being responsive and adaptive
Action: 1
Government service leverages technology to improve speed and accuracy of service delivery.
Strategy: C
Connect residents to both the civic and individual opportunities offered by large and anchor businesses
Action: 1
Connect residents to both the civic and individual opportunities offered by large and anchor businesses.
Goal: 3
Preservation and expansion of established industries
Strategy: A
Preserve and expand the tourism industry
Action: 1
Increase funding for tourism marketing efforts and identify new market development and marketing targets with a tourism management plan.
Action: 2
Invest in new forms of tourism and attractions that complement current offerings to increase the tourism market.
Action: 3
Promote appropriate forms of development to improve the quality of retail, restaurant, and entertainment options along Canal Street.
Action: 4
Improve connectivity and transit within and between tourist areas and attractions.
Action: 5
Augment efforts to preserve public safety in tourism districts.
Action: 6
Strengthen hospitality and retail workforce development programs within the tourism industry to maintain and improve the quality and consistency of customer service.
Strategy: B
Preserve and expand the arts and culture industries
Action: 1
Market the city as an arts and cultural center to locals, visitors, potential visitors, and arts competitions.
Action: 2
Identify and preserve existing cultural facilities and venues, and work to develop additional spaces.
Action: 3
Support more comprehensive and coordinated workforce and cultural entrepreneurship training.
Action: 4
Encourage policies to make New Orleans a more appealing and affordable environment for creative professionals.
Action: 5
Support more comprehensive and coordinated cultural marketing approaches including efforts targeted at different industry segments.
Action: 6
Market and invest in Arts and state-designated Cultural Product Districts.
Action: 7
Provide support for innovations in the cultural economy that connect indigenous culture producers equitably to opportunities & customers.
Strategy: C
Preserve and expand the port and maritime industries while ensuring compatibility with adjacent land uses
Action: 1
Further increase coordination among the Port of New Orleans, city agencies, and economic development organizations to best address issues and advocate for funding.
Action: 2
Support investment in capital improvements recommended in the Port’s Master Plan to make the Port of New Orleans the leader among Gulf Coast port facilities, while preserving quality of life for New Orleans residents.
Action: 3
Seek to increasevalue-added manufacturing and distribution activities on port-owned industrialland.
Action: 4
Advocate for a cohesive state ports policy with respect to port investment.
Action: 5
Secure financing for and construct a new cruise ship facility at Poland Avenue to expand cruise terminal capacity.
Action: 6
Utilize the port and port-owned land to support business development
Strategy: D
Preserve and expand advanced manufacturing. Monitor and advocate for continued NASA commitment at Michoud Assembly Facility
Action: 1
Monitor and advocate for continued NASA commitment at Michoud Assembly Facility.
Action: 2
Recruit NASA tenants through strengthened recruitment efforts and improvements to the New Orleans Regional Business Park.
Action: 3
Support STEM education programs that are driven by industry demand.
Action: 4
Continue to increase the number of workers in the skilled trades through training programs.
Action: 5
Continue to recruit suppliers to diversify into other advanced manufacturing sectors.
Strategy: E
Preserve, expand and modernize the oil and gas industries
Action: 1
Support retention and expansion of existing energy services firms andtheir high- paying jobs by working with them toidentify their needs and taking steps to addressthem.
Action: 2
Attract and retainscientific, engineering and technical talent.
Action: 3
Strengthen research and commercialization ofadvanced, environmentally sustainable oil and gastechnologies.
Strategy: F
Preserve and strengthen higher education as an established employment sector
Action: 1
Foster policies andpromote funding that support institutions of higher education in the knowledge-based economic growth of the city, in the development of the local workforce,and as significant contributors to the jobsector.
Strategy: G
Preserve and expand skilled building trades
Action: 1
Establish an educational/training program to teach the building trades, and to revitalize and perpetuate traditional mentoring and apprentice programs for practical and hands-on instruction in these building trades.
The Case for a thriving bioinnovation & health services innovation cluster
Goal: 4
Fostering of emerging industries to expand economic opportunity for New Orleanians
Strategy: A
Expand the medical and life sciences industry
Action: 1
Secure ongoing funding for initiatives of University Medical Center and the Louisiana Cancer Research Center
Action: 2
Provide planning leadership for the BioDistrict.
Action: 3
Promote morecollaboration among Institutions and leverage research synergies.
Action: 4
Continue to foster an environment that attracts entrepreneurs to New Orleans with the management skills to move promising technologies into the marketplace.
Action: 5
Work to maintain and expand funding for job training, higher education, and research in the life sciences.
Strategy: B
Expand the film and video industry
Action: 1
etain and attract creative talent to New Orleans through marketing, incentives, workforce development programs and professional contacts.
Action: 2
Develop production and post-production facilities and support services for the film, television and music production industry.
Strategy: C
Work to encourage growth in the digital media industry
Action: 1
Retain and attract creative talent to New Orleans through marketing, incentives, workforce development programs and professional contacts.
Action: 2
Provide business startup and entrepreneurial customized assistance to digital media companies
Strategy: D
Recognize and support food manufacturing as an emerging industry
Action: 1
Establish a food hub/aggregator
Action: 2
Establish a food incubator
Action: 3
Establish a meat and poultry processing plant
Action: 4
Convene business, entrepreneur, nonprofit, and community stakeholders in an advisory committee to develop and advance a food industry strategy
Action: 5
Establish a procedure that grants vacant land to local small growers for food production
Action: 6
Establish a food manufacturing district (See Opportunity District: Poydras Row)
Goal: 5
Nurturing the development of new industries that capitalize on new market opportunities and New Orleans’ competitive strengths
Strategy: A
Support development of urban water management, green infrastructure, and coastal protection and restoration industries. Capitalize on New Orleans river delta location to attract firms involved in water management and coastal protection and restoration and to help local firms establish expertise in these fields
Action: 1
Attract firms involved in coastal protection and restoration and urban water management
Action: 2
Prepare higher education and workforce training programs to fill jobs in these industries at all levels
Strategy: B
Leverage funding to support the development of the water management industry
Action: 1
Fully implement the Greater New Orleans Urban Water Plan as recommended in the Resilient New Orleans strategy
Action: 2
Conduct a gap analysis of needs in the construction and maintenance of new infrastructure regimes related to green infrastructure, water management and coastal restoration
Strategy: C
Build on the industry cultivation and implementation of plans such as the Greater New Orleans Urban Water Plan and Coastal Master Plan to export specialized water expertise nationally and internationally
Action: 1
Create a marketing plan for water industries and specializations in Southeast Louisiana for national/international audiences.
Action: 2
Develop a Resiliency Hub for visiting delegations from universities, governments and federal agencies, where a unilateral message of core strengths, best practices, and unique specialties of New Orleans firms and businesses can be promoted.
Strategy: D
Engage two and four years schools in creating the next generation of water workers and innovators, connecting programs to water based projects through demand-driven workforce engagement
Action: 1
Link infrastructure programs, such as the Gentilly Resiliency District and new build-out and maintenance needs in green infrastructure to curricula as two and four year schools. Modeling initiatives after the successful Coastal Engineering and Sciences certificate program at UNO
Action: 2
Explore opportunities for formalizing internship/apprentice programs in new green infrastructure trades in City contracts
Strategy: E
Further the growth and development of a water-cluster through supporting entrepreneurship and local businesses engaging in the water field
Action: 1
Support initiatives of local accelerators and entrepreneurs, such as the Water Challenge, by identifying opportunities in City contracts to test and explore innovative products and materials
Strategy: F
Support development of green energy industries, such as river, solar and wind energy
Action: 1
Conduct market and competitive analysis to validate green energy industry development opportunities in New Orleans.
Action: 2
Train workers for green energy industry jobs.
Action: 3
Provide incentives and regulatory conditions for location of research andproduction in hydrokinetic, solar, and wind energy.
Strategy: G
Support development of a sustainable building design and construction industry. Capitalize on the potential for significant new business development and job creation in the alternative energy, energy and water efficiency, and stormwater management fields
Action: 1
Capitalize on the potential for significant new business development and job creation in the alternative energy field.
Action: 2
Train workers for newgreen energy jobs.
Action: 3
Ensure that any public tax advantage program, such as PILOT or TIF, have preservation and rehabilitation of historic properties as a priority for the city when historic structures are present in the subject area.
Strategy: H
Encourage significant job creation in sustainable building design and construction through marketing incentives and workforce training opportunities
Action: 1
Develop incentives (e.g., through building regulation) and training for construction companies to adopt advanced Construction methods.
Action: 2
Capitalize on the emerging carbon credit market through energy-efficient construction to generate income for property developers and government.
Strategy: I
Connect residents to both the civic and individual opportunities that capitalize on New Orleans’ competitive strengths
Action: 1
Establish a series of Neighborhood Roundtables and community working groups
Goal: 6
A well-educated and skilled workforce and state-of-the-art workforce development programs
Strategy: A
Maintain and strengthen the role of higher education in economic development
Action: 1
Advocate for sufficient funding for the city’s public colleges and universities to support critical academic and research programs and maintain educational quality.
Action: 2
Enhance communication and cooperation between higher education and key industries.
Strategy: B
Ensure that every student graduates from high school with basic work skills or is prepared for post-secondary education
Action: 1
Establish a Business-School Partnership for Career Preparation that involves all schools and functions as a single contact point for businesses to work with such programs.
Action: 2
Establish an early-college education program in high school to promote acquisition of a post-secondary credential, even for students who do not plan on pursuing a four-year college program.
Strategy: C
Expand and improve coordination of the adult workforce development system to more effectively meet the needs of both workers and employers
Action: 1
Expand sites and technical education programs for adult workforce training at Delgado Community College.
Action: 2
Increase the number of sites for adult education and satellite Job 1 Career Centers.
Action: 3
Establish workforce Centers of Excellence inkey economic base industries.
Action: 4
Establish aconstruction trades pre-apprenticeship program.
Action: 5
Improve coordination among workforce development service providers and integrate client services.
Action: 6
Establish a workforce development working group within the NOLABA.
Strategy: D
Develop a pipeline of high quality candidates to benefit employers
Action: 1
Develop a wide variety of training programs across industries and skill levels
Action: 2
Increase availability of skilled trades and workforce development in more schools, including green color, advanced manufacturing, technology, arts, & culinary fields.
Action: 3
Residents/community partners well-informed about available workforce and training programs.
Strategy: E
Encourage tourism industry to invest in workforce training and entrepreneurship development programs
Action: 1
Facilitate businesses to partner with education providers to deliver internships/mentorships, career exploration, employee volunteerism, facilities, relationship building, funding for music rooms, computer labs, etc.
Strategy: F
Provide active enforcement of local hire and living wage policies
Action: 1
Hire staff, purchase software, and other resources to provide ongoing compliance monitoring of HireNOLA and Living Wage policies.
Strategy: G
Encourage and incentivize local contracting
Action: 1
Targeted outreach and inclusion strategies for certified small and disadvantaged businesses
Goal: 7
An entrepreneurial culture
Strategy: A
Support the development of new entrepreneurial ventures
Action: 1
Support and promote the BioInnovation Center.
Action: 2
Ensure the availability of commercial space for startup ventures.
Strategy: B
Enhance existing emphasis on entrepreneurship by incorporating the small- and micro-business base
Action: 1
Establish and support a Cultural Innovation District
Goal: 8
A vibrant local small business base
Strategy: A
Sustain and grow the city’s small- and micro-business base
Action: 1
Improve coordination of small business assistance services.
Action: 2
Organize and streamline comprehensive business permitting process through the One Stop Shop.
Action: 3
Improve access to public contracting opportunities for small and minority-owned businesses.
Strategy: B
Provide a wide variety of business supports across industries and skill levels, including small- and micro-business base
Action: 1
Trainings and programming delivered through City and community programs and Cultural Innovation District.
Strategy: C
Encourage the value of supporting local businesses for both residents and businesses
Action: 1
Encourage the proactive procurement of products and services from local businesses
Action: 2
Drive local spending to increase tax base through municipal support of a “buy local” marketing campaign
Strategy: D
Encourage balance in economic development through investment in big business, small business, and micro-business
Action: 1
Identify and leverage sources of capital to support business development
Goal: 9
A 24-hour downtown to support its role as an economic driver
Strategy: A
Revitalize downtown and Canal Street and transform downtown into a thriving, mixed-use urban center
Action: 1
Improve and enhancedown- town as a vibrantmix of urban districts for work, entertainment, shopping and living.
Action: 2
Pursue public/private partnerships and land assembly in critical locations to expedite infill redevelopment.
Action: 3
Continue to support the renovation of downtown theater venues and the realization of the theater district initiative.
Action: 4
Improve the retail market along Canal Street to reestablish it as one of the city’s primary commercial corridors.
Action: 5
Continue to market the use of tax credits and other incentives to encourage the rehabilitation of historic structures and new construction.
Action: 6
Continue aggressive code enforcement to ensure code compliance.
Action: 7
Ensure that new development throughout downtown meets the highest standards for context sensitivity and overall design quality.
Action: 8
Provide incentives to facilitate safe and enhanced occupancy of upper floors of buildings in the CBD and nearby Vieux Carre, and other historic commercial areas.
Strategy: B
Enhance transit, pedestrian and bicycle access to and within downtown as part of a larger equitable system of access across the city
Action: 1
Implement policies that encourage efficient management of the curb space in the downtown area and along commercial corridors.
Action: 2
Improve the pedestrian environment throughout downtown.
Action: 3
Enhance bicycle connectivity to downtown through the provision of bike infrastructure.
Action: 4
Consider incentivizing the development of downtown parking structures as multi-modal transit hubs that include facilities/amenities to encourage biking and walking.
Action: 5
Ensure that the City’s Create an affordable housing policy locates housing in areas adjacent to transit which will provide access to downtown and other job centers.
Strategy: C
Make investments to public parks, buildings and other facilities to attract private investment
Action: 1
Continue improvement to public spaces and building such as Armstrong Park and Municipal Auditorium.
Action: 2
Renovate the central library on Loyola Avenue and transform it into a “signature” public building.
Action: 3
Continue redevelopment of the Iberville Public Housing Development to create a new, mixed income community.
Goal: 10
Cultural Preservation
Strategy: A
Connect businesses to partnerships that advance and strengthen the cultural economy
Action: 1
Creation of a new Cultural Preservation chapter of the Master Plan that focuses on the people and traditions, the way the Historic Preservation chapter focuses on buildings and architecture
Shared destiny involves promoting equity
Chapter 10
Community Facilities, Services and Infrastructure
Infrastructure
Community Facilities
Introduction
Getting started
Goal: 1
Transform City Services through improved cross-departmental collaboration
Strategy: A
All City assets and resources are electronically mapped, documented, and maintained in the City’s Enterprise GIS platform
Action: 1
Map fixed assets and store in Enterprise GIS Database that reference the city’s authoritative data and basemaps.
Strategy: B
Facilitate consistent use of data across all City departments
Action: 1
Implement policy outlining standards for consistency of use
Action: 2
Discourage creation of information silos by encouraging use of enterprise data systems
Strategy: C
Consolidate public and quasi-public resources for improved efficiency and data shar-ing where appropriate
Action: 1
Feed external data into centralized data warehouses. When geographic in nature, the records should be stored in the Enterprise GIS Geodatabase wherever possible.
Goal: 2
Water, sewer, and drainage infrastructure repaired, upgraded, safe and resilient
Strategy: A
Rebuild the city’s water, sewer and drainage system to add resiliency, improve efficiency, and preserve public health
Action: 1
Continue needed structural improvements as provided for in Sewerage and Water Board Master Plans by comprehensively rebuilding water and sewer infrastructure to reduce leaks, improve groundwater quality, and replace outmoded infra-structure
Action: 2
Inventory and confirm specifications of all known City infrastructure and assets, including legal boundaries and waterways
Action: 3
Implement centralized GIS-centric enterprise asset management system to coordinate construction efforts
Action: 4
Develop funding strategies including seeking federal funding for water and sewer infrastructure repairs and re-placement. The city should secure adequate federal, state, and local funding streams to comprehensively re-place underground infrastructure. For greater efficiency, water and sewer replacements should be coordinated with road rebuilding projects to reduce costs and increase efficiency
Action: 5
Establish a priority ranking system to resolve existing drainage problems and communicate the priorities and ra-tionale to the public
Action: 6
Pursue innovative, where feasible, non-structural solutions for treating effluent, such as wetlands restoration, and for managing storm water, such as natural drainage, thereby reducing the need for more expensive structure approaches
Action: 7
Address lead and copper rule for private property house connections
Strategy: B
Prioritize for capital spending, those projects that advance the Greater New Orleans Urban Water Plan principals and/or reflect stormwater best management practices
Action: 1
Establish and over-arching, interdepartmental governance structure to coordinate capital investment and program decision making among local govern-mental agencies whose jurisdiction includes drainage or land assets necessary for integrated stormwater management as described in the Greater New Orleans Urban Water Plan
Action: 2
Develop a sustainable, comprehensive, and locally derived funding stream for all surface and subsurface drainage assets, exploring alternatives to sewer and water rate increases, and ensure adequate re-sources are allocated for operations and maintenance
Action: 3
Enact a parcel based drainage service fee calculated on the basis of runoff volume, which would fund servicing of drainage related assets. Who: S & WB, DPW
Goal: 3
Public safety services and facilities that meet best practices performance standards for all areas of the city and can continue to function during 1-in-500-year storm events
Strategy: A
All public safety facilities should be state of the art and with integrated services
Action: 1
Continue to build facilities and infrastructure to withstand Category 5 hurricanes
Action: 2
Replace faulty equipment
Action: 3
3. Apply for grants as a funding source for implementing necessary improvements
Action: 4
Require mandatory interagency management teams and training for all first responders
Strategy: B
Maintain a sustainable, reliable and safe fleet of emergency and support vehicles that support the needs of the department
Action: 1
Develop and maintain a fleet preventative maintenance program
Action: 2
Develop and maintain a fleet replacement program that includes pre-identified re-placement / re-chassis time periods for vehicles and can accommodate additional purchases for vehicles involved in total loss incidents
Action: 3
Implement fleet management best practices including idle reduction technology, fleet management software to enhance cost savings and de-crease environmental effects
Action: 4
Apply for grants as a funding source for fleet improvements
Strategy: C
Implement a more robust community policing program and overall communication with the public
Action: 1
Continue to implement the Brown Report’s Strategic Action Plan’s recommendations on community policing
Action: 2
Organize systems to assure support from other agencies for community policing efforts, such as code enforcement, liquor licensing, and so on
Action: 3
Continue to collaborate with other justice system entities in developing information sharing and efficient communications
Action: 4
Enhance the public communications office to assist in communication with the public
Strategy: D
Continue to pursue implementation of the Fire Department Master Plan
Action: 1
Review and update the 2006 Fire Department Master Plan
Action: 2
Recruit highly qualified personnel, including multilingual candidates. Consider incentive programs to attract candidates
Action: 3
Include the department in planning meetings for fire department facilities to ensure that renovated and new facilities meet the needs of the department
Action: 4
Review training programs and procedures—rebuild the training facility adjacent to the NSA
Action: 5
Repair water hydrants to allow faster and more access to water supply
Strategy: E
Enhance the EMS program
Action: 1
Develop and operate a GIS mapping system or other program such as Live MoveUPModule (LiveMUM) for tracking emergency response requests, and explore use of other programs like electronic patient care reports (ePCRs), etc.
Action: 2
Increase NOEMS field resources (personnel, equipment and fleet) to meet national best practice response time compli-ance of <9 Minutes for all Code 3 calls for service
Action: 3
Create a comprehensive risk analysis to identify specific risks and to tailor emergency response
Action: 4
Implement a policy for non-emergent calls for service
Action: 5
Improve access to medical knowledge, skills and abilities within the department and partnering public safety agencies
Action: 6
Expand staff training and leadership development to enable the department to cultivate a high-quality workforce
Action: 7
Increase department staffing to include additional physicians, a training and education specialist, and a data-base analyst
Action: 8
Adjust billing practices to reflect national billing practices for services rendered
Action: 9
Partner with local universities to provide EMTs and paramedics with continuing education and trainings
Action: 10
Expand delivery of the department’s safety programs in schools, summer camps, and other community-based programs, events and activities
Strategy: F
Improve customer service and response tracking in the Community Information/311 office
Action: 1
Train 311 call center employees to be able to answer many common questions without having to direct residents to other departments
Action: 2
Create a community information center interactive web site for residents with answers to many common questions, links to other departments, and links to outside resources like non-profits. Look at other cities for ideas on how to model the most effective website
Action: 3
Provide a 311 e-mail form where residents can select any city service, not just reporting potholes, code violations, debris, and illegal dumping
Action: 4
Increase the 311 Call Center’s capacity for emergency assistance
Goal: 4
Cost-efficient, resource-efficient, well maintained public facilities and services
Strategy: A
Monitor the performance of the network of public facilities and service clusters to function as neigh-borhood civic centers designed to fit into neighborhood character
Action: 1
Seek to co-locate city services with public schools, clinics, and similar services
Strategy: B
Require public facilities to comply with flood-plain management ordinance
Action: 1
Commit to constructing new public buildings with additional freeboard
Action: 2
Retrofit existing facilities for compliance with current floodplain management standards
Strategy: C
Monitor the performance of the new library facilities as accessible centers of learning and community
Action: 1
Leverage the Library Master Plan and completed libraries in neighborhood civic center planning through consultation with the CPC and other city agencies and with community groups
Action: 2
2. Attract more patrons with a variety of services and amenities, such as full-service conference rooms, computers with in-ternet access, interior enterprises zones, and other additional amenities such as courtyards and innovative lecture spaces and multi-media facilities
Action: 3
Seek partnerships and new funding sources to enhance facilities and services
Action: 4
Build capacity by increasing the print collection to meet peer standards, increasing the number of computers, and the non-print collection
Action: 5
Continue to involve citizens in planning library design and programs through design charrettes
Action: 6
Continue to implement a range of branch sizes, from storefront to community to main branch in order to create an optimal network
Strategy: E
Establish an asset management system for all city property and facilities, including vehicle fleets and streets
Action: 1
Make establishment and implementation of asset management and training for employees a high priority
Strategy: F
Encourage citizens to become actively involved in the care and maintenance of public space and civic infra-structure in neighbor-hoods
Action: 1
Create and ordinance that allows for collaboration between the City and citizen-led groups for the care and regeneration of public space and civic infrastructure
Goal: 5
Publically accessible computer labs, Wi-Fi, and other devices within 5 miles of every resident
Strategy: A
Create computer labs at existing City facilities and other locations to facilitate access
Action: 1
Revitalize existing computer labs with updated infrastructure including computers, printers, and Internet service
Action: 2
Commission development of a mobile computer lab that can travel to neighborhood bring-ing computer resources to neighborhoods who lack sufficient access or adoption of technology resources
Action: 3
Develop technology mentorship and teaching program to support all City computer labs that will include digital literacy, technology education, and general user and technical support
Action: 4
Track inventory of computers and computer resources in the enterprise asset management system; make location and specifications available to residents via GIS-based tool
Goal: 6
State of the art public school campuses and facilities accessible to all neighborhoods
Strategy: A
Promote collaboration among city agencies, community and neighborhood groups, and the school board in implementation of the School Facilities Master plan
Action: 1
Inventory and electronically document all school property, land, and other fixed assets with a GIS-centric Work Order/Asset
Action: 2
Where feasible, combine school facilities with other, community serving functions like libraries and community health centers
Action: 3
Ensure that elementary schools are within walking distance of all neighborhoods and that high schools are sufficiently convenient and accessible by public transit
Action: 4
Dispose of excess school property for adaptive reuse
Action: 5
Ensure city and community input in planning for projects to expand school land or reuse school lands or facilities no longer needed
Goal: 7
Up-to-date justice system facilities and programs that include a focus on the rehabilitation of offenders for re-entry into society
Strategy: A
Rebuild and expand justice facilities in ways that contribute to commercial district and neighborhood vitality
Action: 1
Keep Civic Courts downtown in order to contribute to downtown’s health as an office and civic center
Action: 2
Continue to establish best practice programs of alternative sentencing and rehabilitative justice.
Action: 3
Continue efforts to enhance communications and information-sharing within the justice system
Goal: 8
Renewable Energy, Energy efficiency and utility service reliability and reasonable cost
Strategy: A
Using best practices, reorganize incentives to utility company and to households and busi-nesses to emphasize conservation, reliability and reasonable cost
Action: 1
Expand implementation of the Energy Smart New Orleans Plan and advance energy efficiency
Action: 2
Adopt a regulatory system that de couples utility revenue from electric consumption
Action: 3
Implement the energy efficient portfolio standard of 2% annual savings
Action: 4
Facilitate sharing of outage data between service provider and City authorities for situational awareness and planning for cooling stations (in areas with restored power) after outages from weather and non-weather events
Strategy: B
Increase the share of electricity generated from renewable sources, and pro-mote the continued development of reliable and resilient energy transmission infrastructure
Action: 1
Increase the share of renewable energy in the Integrated Resource Plan and adopt a renewable energy portfolio standard
Action: 2
Continue to explore options for a long-term plan to harden transmission lines, bury overhead utilities, and implement smart grid technology
Action: 3
Continue to make citywide upgrades to the underground gas infrastructure to replace low-pressure lines with high-pressure lines
Goal: 9
State of the art telecommunications infrastructure, including broadband, fiber optic, wireless, and cable
Strategy: A
Enact regulations and pursue contracts that result in the highest level of cost-efficient service for businesses and individuals
Action: 1
Make capital investments and implement strategies to ensure the resilience of the city’s communications and telecommunications
Action: 2
Determine feasibility, cost, funding sources, and implementation schedule for housing, staffing, and maintaining production facilities for digital public communication between the city and its citizens
Action: 3
When possible, work with public and private schools, universities, libraries, and nonprofit organizations to share facilities and avoid duplicating the costs associated with equipment and operations
Action: 4
Develop policies that will recoup and allocate funds from cable and video service providers and allocate new funding mechanisms to support government, educational, public programming for video-based communication with the city’s residents
Action: 5
Transmit government, educational, public programming through all feasible means available for citizens’ access, including cable, digital video services, and public web sites. Look into the ability to keep programming available to residents through a digitally based cache or library
Action: 6
Implement a strategy for monitoring and acting on FCC policies surrounding new interactive technologies for providing wireless communications. Integrate the advent of public communications technologies with other plans to underground utilities
Action: 7
Promote “fiber to the home: upgrades of broadband technology
Strategy: B
Use modern management and monitoring tools to deliver more stable and predicta-ble City services over up-graded and expanded telecommunications infrastructure
Action: 1
Implement required technology infrastructure to collect information on the status and condition of City infrastructure supporting basic services
Action: 2
Implement monitoring and analytics tools to continually and proactively assess and address health of infrastructure
Chapter 11
Transportation
Transportation
Introduction
Getting started
Goal: 1
Provide quality transportation infrastructure
Strategy: A
Invest in our streets and maintain them in a state of good repair
Action: 1
Create a comprehensive financial strategy for investment in road infrastructure.
Action: 2
Implement a pavement asset management system, as part of an overall city asset management system, to guide long-term capital improvement planning for streets, provide a cost-effective approach to system preservation, and establish technical criteria for street rehabilitation and reconstruction.
Action: 3
3. Improve how streets are repaired and maintained.
Action: 4
Coordinate capital road work with other infrastructure projects to increase efficiency, limit infrastructure costs, and preserve roadway quality and operations.
Action: 5
Leverage all available funding sources to maximize the amount of resources available to fix and maintain our streets.
Action: 6
6. Consider and appropriately balance the needs of all users within the context of the City’s Complete Streets program in the planning, design, construction, operation and maintenance of all capital improvement projects adjacent to or within the public right of way to meet our Complete Streets Program goals.
Strategy: B
Regularly monitor the condition of City off-system bridges and advance projects to address problems before they grow larger and more expensive to fix
Action: 1
Achieve and maintain full compliance with the DOTD’s off-system bridge inspection program.
Action: 2
Allocate sufficient funds in each bond sale (and other sources of funding) for bridge replacement projects so that the required local match is set aside to ensure approval of federal transportation funding.
Strategy: C
Improve and adapt Port facilities and infrastructure to leverage technological advances and changing cargo trends to remain competitive while protecting our quality of life
Action: 1
Support a reliable, maintained lock system on Inner Harbor Navigation Canal to enable trade and economic growth while considering community impacts.
Action: 2
2. Support capital improvements and operational enhancements for the efficient movement of goods that are consistent with the Port of New Orleans Master Plan in order to keep the Port competitive, support riverfront commerce and industrial canal redevelopment, and protect quality of life.
Strategy: D
Coordinate with the State and other governments in the region to preserve and enhance the Louis Armstrong International Airport as the preeminent airport facility in the State
Action: 1
Make strategic capital improvements and enhance marketing at Louis Armstrong New Orleans International Airport to attract and maintain air service.
Action: 2
Complete new replacement terminal at Louis Armstrong New Orleans International Airport to enhance the appearance and the comfort of the airport and to facilitate layovers and transfers between flights, with the ability to expand terminal capacity, as needed.
Strategy: E
Implement rail improvements to increase railroad safety, operating efficiency and fluidity
Action: 1
Implement centralized traffic control (CTC) across the rail network to consolidate and standardize train routing decisions, alleviate congestion, and promote fluidity.
Action: 2
Pursue adequate funding, including federal funding, for the implementation of rail improvement projects to increase safety, operating efficiency and fluidity.
Strategy: F
Enhance transit infrastructure to increase ridership and improve access to jobs and services
Action: 1
Develop a Transit Master Plan for RTA to guide future investments and service enhancements.
Action: 2
Coordinate a regional transit vision.
Action: 3
Maintain a high-quality fleet of vehicles.
Action: 4
Invest in technology for current and future buses and streetcar
Goal: 2
Increase efficiency across all transportation modes
Strategy: A
Develop and implement a Transportation System Management Strategy to optimize capacity and maximize efficiency
Action: 1
Conduct a study and implement recommendations to manage traffic congestion and increase mobility of people in downtown area.
Action: 2
Identify the most effective improvements to reduce travel times along existing bus and streetcar lines.
Action: 3
Invest in an advanced traffic management system.
Action: 4
Enable walking, cycling, and transit in the planning of development projects.
Action: 5
Study the feasibility of adding additional Mississippi River crossings to reduce congestion and provide additional evacuation routes, to include a new ferry crossing at Gretna and a new bridge between Algiers and Chalmette.
Action: 5-(1)
Support higher density transit oriented development along existing and future high-frequency transit service.
Action: 7
Study existing capacity and promote improved connectivity for crossings over the IHNC for all modes of transportation.
Strategy: B
Measure progress toward meeting the mode share goals of transit, bikes, walking and single occupancy vehicles
Action: 1
Meet with the public and stakeholders to develop a summary of mode share in New Orleans from ACS and census data to adopt formal mode share goals.
Strategy: C
Enable the efficient movement of freight
Action: 1
Develop a comprehensive, multi-modal freight plan to guide future investments and implementation of service enhancements to drive operational efficiencies.
Action: 2
Work to improve access to and from all intermodal freight terminals through wayfinding signage and technology-based solutions, street improvements, and signalization.
Action: 3
Explore alternative modes of freight movement to accommodate projected cargo growth, such as container on barge service and moving more cargo by rail shuttle.
Action: 4
Provide adequate, dedicated and maintained roadway access to Port facilities to keep the Port competitive, reduce congestion and impacts to quality of life.
Strategy: D
Encourage sustainable and healthy mobility choices
Action: 1
Develop and implement a sidewalk improvement program
Action: 2
Invest in more comfortable bicycle facilities that provide critical linkages in the bicycle network
Action: 3
Support and encourage events such as Bike to Work Day, No Car Days, Celebrity rides, Open Streets, and carpooling.
Action: 4
Implement an equitable and sustainable bike share program that enhances mobility and bicycle safety, is accessible to all income levels, and eventually services the entire city.
Action: 5
Expand marketing and community engagement to promote the use of public transit..
Strategy: E
Improve connectivity between transportation modes
Action: 1
Develop passenger rail connections between the CBD/UPT, Louis Armstrong International Airport, Baton Rouge, the Gulf Coast, and other communities within the southern US.
Action: 2
Create gateway connections at the UPT and Louis Armstrong International Airport and improve access to the Convention Center and Port of New Orleans
Action: 3
Create forums for agency coordination and consolidation to improve transit service delivery and sustainability.
Action: 4
Conduct a study to improve multimodal access to and from the Union Passenger Terminal to address comprehensive way-finding signage, high-visibility crosswalks, bicycle and vehicular parking, bicycle routes, ridesharing services, high-quality information services, and improved taxi and bus service.
Action: 5
Plan for and emphasize pedestrian, bicycle and transit facilities linkages through improved design, funding, maintenance, enforcement, and education.
Strategy: F
Develop a great cycling city.
Action: 1
Develop and implement a comprehensive Bicycling Plan that prioritizes building low-stress, high quality infrastructure, creating a connected citywide network, and increasing safe mobility options for those that need it most
Action: 2
Develop and update design standards and guidelines for all types of bicycle facilities
Action: 3
Provide access to bike racks and storage on public rights of way and at publically owned buildings at key activity nodes and along key bicycle corridors.
Action: 4
Modify zoning regulations to encourage or require the provision of on-site bicycle parking facilities.
Strategy: G
Maximize walkability
Action: 1
Seek federal funding for walk-to-school programs and improvements.
Action: 2
Develop a sidewalk improvement program. (involves plan for regular condition assessment and maintenance of sidewalk infrastructure through a combination of public and property owner funding with criteria analogous to a pavement asset management system).
Action: 3
Review, update, and implement the City’s ADA Transition Plan relative to public rights of way to reflect requirements of ADA Accessibility Guidelines and Public Rights of Way Accessibility Guidelines.
Action: 4
Develop a Pedestrian Master Plan to guide future investments in pedestrian facilities of all types to improve the quality of the pedestrian environment throughout the City.
Action: 5
Implement sidewalk improvements in the French Quarter.
Action: 6
Develop a continuous, well-connected pedestrian network of sidewalks, walking paths, and recreational trails to safely accommodate pedestrians.
Goal: 3
Improve safety, accessibility, and quality of life for all transportation system users
Strategy: A
Implement the adopted “Complete Streets Policy”
Action: 1
Develop and adopt Complete Streets Guidelines for internal and consultant design engineers in project development.
Action: 2
Use the multi-modal level of service to access road designs during the preliminary design process and allocate right of way.
Action: 3
Update City of New Orleans Roadway Design Manual to include modern best practices for the accommodation of non-motorized transportation modes and streetscape improvements.
Action: 4
Plan for and emphasize pedestrian, bicycle and transit facilities linkages through improved design, funding, maintenance, enforcement and education.
Action: 5
Implement pedestrian improvements, such as crosswalks, pedestrian signals, traffic calming, pedestrian refuges and ADA accessibility requirements in priority areas including transit routes, schools, retail/ commercial corridors, residential complexes for senior citizens and persons with disabilities, parks and other recreational facilities, and government/institutional buildings in accordance with the City’s Pedestrian Safety Action Plan.
Action: 6
Require training on the design of Complete Streets for all design consultants doing business with the City and give preference in the bid process to those consultants whose project managers have demonstrated Complete Streets design experience
Strategy: B
Implement the Vision Zero Safety program for the City of New Orleans to reduce traffic fatalities and severe injuries
Action: 1
Support public education campaigns to increase awareness and knowledge with the goal of creating a safer environment with radio, TV, print and internet campaigns and materials.
Action: 2
Produce informational brochures and programs (such as the RPC’s Create a Commuter initiative) to encourage bicycling as a mode of transportation and to improve safety and drivers’ awareness of bicyclists.
Action: 3
Improve gathering, tracking, analysis, and dissemination of crash data, including to the public when possible, to guide funding to address problem areas.
Action: 4
Protect vulnerable road users such as pedestrians, cyclists, and motorcyclists.
Action: 5
Combat distracted driving.
Action: 6
Reduce speeding, impaired, and aggressive driving.
Action: 7
Consider augmenting existing staff to enhance the City’s role in transportation safety.
Strategy: C
Improve and expand access to the transit network throughout the Region
Action: 1
Improve bus and streetcar frequency.
Action: 2
Ensure safe access to transit stops and major travel generators through improved intersection visibility (lights and high visibility crosswalks), sidewalk repairs, and pedestrian countdown signals.
Action: 3
Redesign transit lines where possible to connect with major destinations and trip generators to increase ridership and efficiency.
Action: 4
Examine the feasibility of alternative service delivery models to meet the needs of riders in lower demand neighborhoods.
Action: 5
Improve the waiting experience for customers at transit stops.
Action: 6
Plan and implement fare and schedule integration amongst RTA, Jet and St. Bernard Urban Transit.
Strategy: D
Manage curb space more efficiently to reduce congestion and increase safety
Action: 1
Modify off-street parking requirements to enhance parking efficiency, improve urban design quality and encourage walking and alternate forms of transportation.
Action: 2
Implement policies that encourage efficient management of the curb space in the downtown area and along commercial corridors.
Action: 3
Develop and implement a municipal parking management strategy to reduce the parking demand in the downtown area and along high-demand corridors.
Strategy: E
Provide significant infrastructure investment to augment a pedestrian friendly environment, particularly where transit stops, schools, parks, and other pedestrian generators are located
Action: 1
Develop and adopt guidelines for pedestrian facilities of all types to improve the quality of the pedestrian environment throughout the city by improving striping, signage, and pedestrian crossing signals.
Action: 2
Continue to build upon existing hurricane recovery appropriations to ensure comprehensive streetscape improvements in designated target areas, including lighting, landscaping, sidewalk enhancements, and the burying of above ground utilities.
Action: 3
Implement comprehensive streetscape upgrades (lighting, landscaping, sidewalks, utilities) to those boulevards that are in need of upgrades yet are not already targeted for streetscape improvements through recovery funding, such as Tulane Ave, Broad, St. Claude, Tchoupitoulas, Read Blvd, etc.
Action: 4
Develop landscape design requirements for parking lots with shade and lighting, and materials for pedestrian walkways to enhance and produce safe walkways and pleasant pedestrian environment.
Goal: 4
Promote economic development and innovation through integrated transportation planning and policies
Strategy: A
Coordinate higher-density land uses with existing and future transit hubs to support walkable, mixed-use, transit-oriented neighborhoods along existing and potential future transit routes
Action: 1
Create area land use plans and zoning regulations to encourage walkable, higher density, mixed-use, transit-oriented development (TOD) at key transportation opportunity nodes.
Action: 2
Encourage mixed-use developments within a fixed distance of major transportation corridors.
Strategy: B
Modify regulations to encourage infill development that supports a vibrant pedestrian environment
Action: 1
Modify zoning regulations to ensure that new development respects and is oriented toward the pedestrian, through building orientation, setback, signage, parking, street level interaction and design review regulations.
Action: 2
Establish Traffic Impact Analysis guidelines that look beyond the development site for pedestrian generators and linkages.
Action: 3
Use area traffic management to coordinate and minimize intensity, resolve community concerns and mitigate the impacts of economic development projects.
Goal: 5
Develop an environmentally sustainable and resilient transportation system.
Strategy: A
Make capital investments and implement administrative strategies to ensure the resilience of the city’s transportation infrastructure against possible hazards
Action: 1
Ensure that a thorough, timely, regularly updated plan is in place to secure bus and streetcar rolling stock from flooding.
Action: 2
As transportation facilities are renovated, ensure that critical building systems are elevated and that facilities are hardened against flood and wind damage.
Action: 3
Where feasible, utilize construction techniques and materials as roads are repaved and new drainage systems introduced to allow them to minimize and withstand floodwaters.
Action: 4
Ensure that the City’s hazard mitigation plan and preparedness and response measures are coordinated with the Port, rail and regional freight planning efforts to efficiently and safely move hazardous materials throughout the City.
Strategy: B
Develop a transportation system that contributes toward a healthier environment for future generations through investments in multi-modal facilities and green infrastructure for stormwater management
Action: 1
Minimize transportation-related greenhouse gasses and other air emissions.
Action: 2
Support the usage of alternative fueled vehicles such as electric cars.
Action: 3
Implement stormwater management systems that emphasize green and gray infrastructure solutions
Chapter 12
Adapt To Thrive: Environmental Stewardship, Disaster Risk Reduction, and Climate Change
Findings & Challenges
Introduction
Goal: 1
A healthy, functioning coast that sustains communities, industries, and ecosystems while providing critical flood protection as part of a Multiple Lines of Defense strategy
Strategy: A
Leverage critical resources for local and regional coastal protection
Action: 1
Dedicate City resources as matching funds for the State’s Coastal Master Plan projects in Orleans Parish.
Action: 2
Advocate for increased state and federal resources for coastal protection and restoration projects.
Strategy: B
Advocate and coordinate with neighboring parishes for the implementation of the state’s Multiple Lines of Defense vision and a flood protection system that can withstand a 500 year storm
Action: 1
In Partnership with the CPRA, advocate for the implementation of coastal protection and restoration projects that benefit Greater New Orleans.
Action: 2
Improve coordination in coastal restoration between New Orleans and other local, state, and federal agencies, such as participation in the Governor’s Coastal Advisory Committee.
Action: 3
Develop a comprehensive coastal land-loss and restoration awareness campaign
Strategy: C
Coordinate with the private sector and advocate for the growth and development of a regional water management industry
Action: 1
Promote workforce development opportunities for local residents in the emerging water management sector
Action: 2
Leverage private sector resources and interests to advance coastal protection and restoration projects
Strategy: D
Become a model for the nonstructural urban adaptation component of the State’s Coastal Master Plan
Action: 1
Ensure consistency between the State’s Coastal Master Plan and the City’s Resilience Strategy, Master Plan, and land use regulations.
Action: 2
Integrate risk mitigation into land use and other planning decisions.
Action: 3
Work with CPRA and other state and local partners to integrate urban water management and coastal management practices.
Action: 4
Pilot nonstructural recommendations from the 2017 Coastal Master Plan in New Orleans.
Goal: 2
A New Orleans that embodies the principle of living with water, managing urban stormwater and groundwater carefully to align with natural processes and support economic growth
Strategy: A
Implement comprehensive stormwater management to complement the traditional drainage system of pipes and pumps with green infrastructure that delays and detains stormwater in landscaped features
Action: 1
Implement district-scale comprehensive water management plans through the retrofit of parks, playgrounds, neutral grounds, and other open spaces.
Action: 2
Utilize data-driven tools to support the strategic prioritization and design of projects in order to enhance performance and achieve resilience goals such as social equity and economic development.
Action: 3
Prioritize the long-term financing and operations and maintenance of green infrastructure projects in the design phase.
Action: 4
: Establish a publicly accessible, citywide ground and surface water monitoring network to allow for active management of groundwater which will reduce subsidence, and inform siting and design of new green infrastructure facilities.
Strategy: B
Institutionalize comprehensive stormwater management planning and project delivery across city government
Action: 1
Support the enforcement of the CZO’s stormwater regulations by establishing a Stormwater Enforcement Division within the Department of Safety and Permits.
Action: 2
Formalize a cross-agency stormwater project delivery team.
Action: 3
Develop the capacity of the cross-agency Resilience Project Design Review Committee.
Action: 4
Establish hazard mitigation and stormwater management best practices in design and construction of public facilities, including freeboard, the use of pervious paving, and building elements that detain and retain stormwater runoff.
Goal: 3
A population that has the ability and capacity to adapt to a changing environment and future threats
Strategy: A
Incentivize property owners to invest in risk reduction
Action: 1
Secure funds and implement a grant program to support risk reduction measures such as home elevation, hardening, and energy efficiency/generation projects on private properties for low- and moderate- income homeowners.
Strategy: B
Develop clear guidance on risk reduction measures in the built environment
Action: 1
Establish stormwater management best practices for public infrastructure and residential, commercial, and public buildings.
Action: 2
Incorporate green infrastructure and resilient design measures into general specifications for streets and public rights-of-way.
Action: 3
Develop-storm hardening and structural adaptation design standards for residential, commercial, and public buildings.
Action: 4
: Pursue floodplain management policy changes that are more protective of life and property; and that increase the City’s standing in FEMA’s Community Rating System.
Strategy: C
Promote community-based green infrastructure and capacity-building
Action: 1
Support and implement small scale demonstration projects to promote environmental education and stewardship.
Action: 2
Incorporate creative community engagement and educational components into the design of green infrastructure projects.
Strategy: D
Develop the knowledge and capacity of emerging environmental stewards 1: Support and promote the work of community-based organizations focused on youth
Action: 1
: Support and promote the work of community-based organizations focused on youth development and education.
Goal: 4
A New Orleans that is prepared for future disasters and ready to carry out an efficient, comprehensive, and equitable recovery
Strategy: A
Invest in pre-disaster planning for post-disaster recovery
Action: 1
Develop a comprehensive plan for post-disaster recovery that incorporates critical infrastructure systems, land use, housing, economic development, and public health services.
Action: 2
Implement and regularly maintain a citywide parcel and building survey that can be quickly updated after a disaster.
Action: 3
Establish a disaster recovery fund for the City of New Orleans.
Strategy: B
Improve the redundancy and reliability of our critical infrastructure
Action: 1
Implement resilient infrastructure recovery and risk transfer for critical assets that pre-funds catastrophic losses through the transfer of risk to the private market.
Action: 2
Implement a microgrid pilot project.
Strategy: C
Incorporate all perils, climate change impacts, and equity into Hazard Mitigation planning
Action: 1
Support and strengthen the city’s professional Hazard Mitigation Unit.
Action: 2
Continue to update the Hazard Mitigation Plan to reflect latest projections and scenarios.
Action: 3
Utilize the “Orleans Parish 2015 Hazard Mitigation Plan Update” and all future updates in concert with the Master Plan.
Action: 4
Work with FEMA, the Army Corps of Engineers and regional stakeholders to evaluate storm frequency and probability based on actual risk and future risk due to climate change.
Strategy: D
Develop the preparedness of neighborhoods and businesses
Action: 1
Launch a Neighborhood Resilience program.
Action: 2
Develop a Small Business Preparedness program.
Goal: 5
Improved environmental quality, increased resource efficiency, and economic growth through the mitigation of our climate impact
Strategy: A
Adopt and implement a Climate Action Plan
Action: 1
Set ambitious greenhouse gas emissions reductions targets for the short- and long-term.
Action: 2
Complete an annual community-wide and municipal greenhouse gas inventory.
Action: 3
Build the city’s capacity to conduct climate mitigation planning and implementation.
Strategy: B
Reduce waste and conserve resources
Action: 1
Develop a communication and education campaign to increase participation in the city’s recycling program.
Action: 2
Complete a feasibility analysis of creating a public composting program.
Action: 3
Create a long-term strategic plan to address waste management and reduction in the city.
Strategy: C
Encourage, incentivize, and expand low carbon transportation alternatives, including public transit, walking, and biking
Action: 1
Develop a multimodal regional transit vision.
Action: 2
Encourage mixed uses in land use and zoning in strategic locations such as transit corridors and nodes.
Action: 3
Develop and adopt a “Vision Zero” policy with the goal of no pedestrian or bicycle fatalities on city streets.
Action: 4
Implement an equitable bike share program.
Action: 5
Plan for the transition of the city fleet to low-carbon and electric vehicles.
Action: 6
Adopt zoning and building regulations to accommodate and encourage the location of electric vehicle charging stations at residential, commercial, and industrial properties.
Action: 7
Develop strategy and program for installation of public electric vehicle charging stations to encourage the use of electric vehicles.
Strategy: D
Promote renewable energy and energy efficiency
Action: 1
Implement ambitious energy efficiency measure in municipal buildings.
Action: 2
Incentivize the adoption of energy benchmarking and energy efficiency measures in large commercial and institutional buildings.
Action: 3
Seek energy efficiency financing mechanisms in partnership with banks and lender.
Action: 4
Work with Entergy and the City Council’s Utility Regulatory Office to implement a decoupling ordinance to promote energy efficiency.
Action: 5
Work with Entergy and the City Council’s Utility Regulatory Office to advance energy efficiency.
Action: 6
Work with Entergy New Orleans and the City Council’s Utility Regulatory Office to increase the share of renewable energy in the Integrated Resource Plan.
Goal: 6
Environmental quality and justice through targeted investments in natural resources and improved ecosystem services
Strategy: A
Target investments in new and enhanced green spaces in areas of highest risk with the most vulnerable populations, underserved and low-income neighborhoods, and communities of color
Action: 1
Mitigate urban heat island through the targeted planting of trees and other enhancements in underserved areas, particularly where the most vulnerable populations (elderly, youth, low-income) live.
Action: 2
Mitigate air quality by planting trees to reduce contaminants and buffer transit corridors.
Action: 3
Increase access to parks and recreational corridors to improve public health outcomes in underserved and vulnerable areas.
Action: 4
Incentivize protection of the existing tree canopy through development and adoption of a no net loss tree canopy strategy.
Action: 5
Analyze potential resilience project uses prior to disposition of City land, including for stormwater management, recreation, or other community use.
Strategy: B
Design projects that prioritize enhanced ecological function
Action: 1
Prioritize the expansion of the tree canopy and the use of planting materials that serve a positive ecological function in green infrastructure and other enhanced green spaces.
Action: 2
Design and implement green infrastructure interventions to improve water quality.
Strategy: C
Prevent illegal disposal of hazardous waste
Action: 1
Provide proper and convenient disposal services for household hazardous waste items.
Action: 2
Provide adequate code enforcement of environmental health hazard protections.
Action: 3
Support compliance with the MS4 permit by strengthening policies and enforcement mechanisms to reduce litter, pet waste, excess nutrients, sediment, and other pollutants in the storm drainage network.
Action: 4
Explore creative environmental design methods to deter illegal waste and contaminant disposal.
Action: 5
Work with the private sector to develop local reuse and recycling markets for common illegally disposed waste items like scrap tires.
Strategy: D
Identify, remediate, and redevelop contaminated sites and buildings
Action: 1
Identify and apply for federal, state, and other funding to remediate brownfields and other contaminated sites.
Action: 2
Provide increased funding and support for lead remediation initiatives for homes, schools, and gardens.
Action: 3
Pursue public engagement and education around environmental contamination and lead remediation.
Action: 4
Develop an inventory and map of all inactive, abandoned, or closed waste disposal and waste incineration sites.
Action: 5
Develop and establish standards for the use of sites formerly used for waste disposal or incineration and preventing new construction of residential, educational, or institutional facilities.
Action: 6
Identify funding and resources to assist and support residents living in or near designated brownfields, superfund sites, or other areas with documented environmental justice issues.
Action: 7
Identify and apply for Federal, State, and other funding or resources to relocate consenting residents of the Gordon Plaza Subdivision that was built on the Agriculture Street Landfill, a Superfund site.
Goal: 7
Global leadership in urban resilience and sustainability, with the facilities and resources to share our experiences while continuing to learn from the daily realities of a complex urban condition
Strategy: A
Increase public awareness and education, locally and international, of New Orleans’ resilience challenges and its efforts to build urban resilience
Action: 1
Establish a resilience center.
Action: 2
Maintain New Orleans’ participation in peer-to-peer best practices sharing networks (C40, Compact of Mayors, etc).
Strategy: B
Integrate resilience-driven decision making across public agencies
Action: 1
Develop the capacity of the Office of Resilience and Sustainability.
Action: 2
Formalize a cross-agency resilience-building team.
Action: 3
Develop the capacity of cross-agency resilience design review.
Chapter 13
Land Use Plan
A
.
Introduction
B
.
Setting the Direction for Future Land Use: Guidelines and Placemaking Principles
C
.
Future Land Use Categories
D
.
Future Land Use by District
E
.
Future Land Use and Zoning
F
.
Urban Design Framework
G
.
General Zoning Principles
H
.
Opportunity Sites
1
.
New Orleans East
2
.
Convention Center Development District
3
.
Elysian Fields
4
.
Earhart Boulevard
5
.
Lindy Boggs/Mid-City
6
.
Woodland Highway
7
.
Basin Street
8
.
Brown’s Dairy/Central City
9
.
Claiborne Corridor Food Manufacturing District at Poydras Row
10
.
Claiborne Corridor Cultural Innovation District
I
.
Future Land Use Consistency Table
Planning District Future Land Use Maps
.
Chapter 14
The Neighborhood Participation Program
Findings & Challenges
Introduction
Goal: 1
All parties affected by public decisions about planning and development have an opportunity to build the capacity to understand, apply and act upon information pertaining to these decisions
Strategy: A
Provide training and capacity-building resources for residents, community-based organizations, city employees, and public agencies to help them better understand their role in shaping planning and development decisions
Action: 1
Develop a training program for CPC staff and commissioners and work with other agencies and nonprofits to support capacity building on the neighborhood level
Action: 2
Support neighborhood level capacity building and understanding of the land use decision making process. Develop partnerships with non profit organizations
Goal: 2
Establish a formal neighborhood participation program that provides a structured and accessible process by which the city receives and responds to community input on planning and development decisions in a timely fashion
Strategy: A
Establish a system of district wide councils to serve as a platform for organized discussion of and public input into decision making on land use actions
Action: 1
Set up interim rules and procedures
Strategy: B
Provide for issue Advisory Committees, at the CPC’s discretion, in the CPC’s rules, regulations and procedures
Action: 1
Amend the CPC’s Rules, Regulations and Procedures
Strategy: C
The City of New Orleans will work with community groups, neighborhood groups and the citizens in general to prepare a NPP ordinance for adoption by the City Council, which implements the letter and spirit of the charter amendment’s requirement for a NPP
Action: 1
Create a system of pre application staff and community review for land use actions that require CPC approval
Action: 2
Create a system for public notification that builds on current efforts and includes interested parties and site notice on proposed land use actions
Strategy: D
On an annual basis, the CPC system will be reviewed by citizens and city government in order to ascertain any revisions or amendments to the policy statement (referred to in 2C, above). These modifications should improve the implementation of the NPP ad of the principles of inclusiveness, public access to information, capacity, structure, and transparency
Action: 1
Use NPP process in conjunction with other city agencies to disseminate and collect information
Strategy: E
Ensure adequate notification and information sharing for land use actions
Action: 1
Provide for procedures in NPP ordinance and amend CPC Rules, Regulations and Procedures
Strategy: F
Establish a formal process through which neighborhoods and planning districts can request neighborhood or area plans
Action: 1
Create a provision in NPP for development of neighborhood or area plans, coordinated with District Planners
Strategy: G
Establish a formal system for presenting district wide council and other stakeholder advisory recommendations to the CPC as a matter of record
Action: 1
Create a system for recording neighborhood district wide council and other advisory recommendation that augment current public comment procedures and makes them available to the CPC and on City website with appropriate staff response to advisory recommendations
Strategy: H
Provide adequate administrative and logistical support for the NPP
Action: 1
Organize the District Planners and other district staff as a group to create an annual budget for the district wide council system and assist the Councils in obtaining funds
Strategy: I
While the CPC should work closely with the Mayor’s Neighborhood Engagement Office, initially locate the NPP as part of the City planning Commission. As the NPP expands to encompass public participation in issues other than land use actions, consider alternatives
Action: 1
Establish administrative and logistical support for district wide councils
Goal: 3
Broad public access to timely information about proposed plans and projects and other city information is available.
Strategy: A
Use district planners and other staff to serve as liaisons between the CPC and residents
Action: 1
Strategically assign Planners and other staff to each Planning District with responsibility for maintaining a network of contacts and relationships and facilitating community review of proposed land use actions in the district
Strategy: B
Consider implementing NOLAstat or a similar program that makes city information easily accessible to the public
Action: 1
Reorganize the Office of Technology and hire sufficient programmers to set up a NOLAstat system
Goal: 4
Predictable and timely processes for community review of project proposals
Strategy: A
Provide a regularly updated list of land use actions that are subject to review through the NPP
Action: 1
Establish a process for internal CPC staff review of projects that do not require Planning Commission actions but should trigger review through the NPP
Strategy: B
Insure that significant publicly funded projects are included in the NPP and stakeholder input is sought from effected neighborhoods or districts
Action: 1
Work with other agencies and NPP staff to organize community review of publicly funded projects
Goal: 5
A transparent and open process of city decision-making on land use, development approvals and capital budget expenditures
Strategy: A
Hold City planning Commission and other public agency meetings for projects that attract widespread public interest at times that are convenient and accessible to the public, including working persons, and make the results of meetings available via the City’s website in a timely manner
Action: 1
Make CPC hearings more accessible
Strategy: B
Develop, publish, and follow clear policies and procedures for decision-making processes around land use actions
Action: 1
Make CPC staff reports available to district wide councils and put them on the web site before relevant public hearings
Strategy: C
Establish procedures for community input into the City’s capital improvement program
Action: 1
Seek comments from the district wide councils on the CIP
Strategy: D
Establish a neighborhood improvement Fund for neighborhood-generated small projects
Action: 1
Work with Community Development to organize the Neighborhood Improvement Fund application, criteria and award process
Chapter 15
Structures For Implementation and Stewardship of The Plan
Findings & Challenges
Introduction
Getting started
Goal: 1
A culture of planning requiring participation in and approval of all planning that affects the city’s welfare
Strategy: A
Position the CPC to take the lead in promoting the city’s interest in creating a quality urban environment from all development projects.
Action: 1
Provide the planning commission with the staffing and other resources necessary to implement the Master Plan
Action: 2
Create a system in which all stakeholders work with project proponents and the city to resolve differences and create successful development outcomes
Action: 3
Create partnerships with the city’s educational and other institutions
Action: 4
Convene a cross-agency Master Plan Implementation Committee at least three times a year.
Strategy: B
Develop staffing expertise within the city regulatory and planning review agencies and departments of city government as to issues of design review
Action: 1
Require commissioners for HDLC, VCC, CPC and BZA to undergo training on matters of urban design
Goal: 2
Enhanced coordination between the CPC, planning staff, community development programs, and other entities that affect the city’s physical development
Strategy: A
Reorganize planning and zoning activities within city government to create a closer relationship between the CPC and implementing agencies
Action: 1
Create an interagency group focusing on proactive planning
Action: 2
Review the role and position of the CPC in relation to implementation agencies such as Community Development and NORA
Goal: 3
Consultation of the Master Plan in making city decisions at multiple levels
Strategy: A
Make the Master Plan a living document
Action: 1
Review the plan every five years, as required
Action: 2
Update the Master Plan more thoroughly at least every 20 years
Action: 3
Review progress on the Plan in an annual City Planning Commission meeting and an annual City Council meeting
Action: 4
Use the Plan annually in preparing and approving departmental work plans, and the City’s operational budget, as well as its capital improvement program and capital budget
Action: 5
Use the plan in preparing and approving One-Year and Five-Year HUD Consolidated Plan documents
Action: 6
Make multiple Planning Commission staff members into the Commission’s experts on the Master Plan
Action: 7
Collaborate more closely with the CAO’s office on the CIP
Action: 8
Update the Master Plan more thoroughly at least every 20 years
Goal: 4
Capital improvement plan and capital budget consistent with the Master Plan
Strategy: A
Ensure capital improvement processes are linked to the Master Plan
Action: 1
Further refine the system to certify that capital improvement projects and any other public projects are in compliance with the Master Plan
Action: 2
Maintain the City Planning Commission as the entity that certifies compliance with the Master Plan
Action: 3
Through the zoning ordinance, evaluate large private projects for compliance with the Master Plan
Action: 4
Continue publishing regular reports on the progress of capital budget projects
Goal: 5
Citywide system for government property maintenance and management
Strategy: A
Plan for maintenance, repair and replacement of assets
Action: 1
Make it a very high priority to establish an asset management system
Action: 2
Create an interagency maintenance plan for stormwater management and green infrastructure assets
Goal: 6
Improved internal and external accountability
Strategy: A
Make transparency and communications an integral part of government operations
Action: 1
Create a performance measurement system and information warehouse for city employees and to share with the public
Action: 2
Continue to enhance the city’s E-government capacity
Action: 3
Provide effective and meaningful access to information about municipal activities
Strategy: B
Focus on more consistent and effective enforcement of municipal laws and regulations
Action: 1
Provide the tools, training and funding needed for effective enforcement of the City’s laws and regulations
Action: 2
Improve the Neighborhood Engagement Office and the 311 system to report back to citizens on enforcement actions
Action: 3
Give “customer training” to staff who deal with the public and make the quality of interactions with the public part of employee reviews
Goal: 7
More tax revenue for the general fund and an improved fiscal situation
Strategy: A
Seek opportunities to increase municipal revenues and resources for services, programs, and facilities over the long term
Action: 1
Recruit chain retail to serve New Orleans residents and increase the tax base
Action: 2
Commission a study of how New Orleans can strengthen its fiscal position
Action: 3
Regularly review the fees generated by City departments to more fully offset the staff time and resources that are necessary to process and review applications
Volume 3
Context and Appendix
Chapter 1
A Vision and a Plan For Action
See Volume 2 for Chapter 1
Chapter 2
New Orleans Yesterday and today: Population and Land Use Terms
Introduction
Findings: Population and Demographic Trends
Findings: Land Use Trends
A. Demographic Characteristics and Trends in New Orleans, 1940-2015`
B. Land Use
C. The Future Population of New Orleans
Footnotes
Chapter 3
The Context: Planning and The Charter Amendment
The Context: Previous Planning and The Charter Amendment
A. Planning Districts
B. Recent Planning Initiatives
C. Themes From Previous Plans
D. Plans Adopted After 2010
E. Recovery Implementation
F. The 2008 Planning Charter Amendment
G. Local Government
Chapter 4
The Community Speaks and Shapes The Plan
The Community Speaks and Shapes The Plan
A. Committee Structure
B. Public Outreach
C. Public Review of the Master Plan
D. Master Plan Amendment Process
Chapter 5
Neighborhoods and Housing
A. Context
1. Neighborhoods
A. Neighborhood Character
B. Neighborhood Types
C. Neighborhood-serving Businesses and Neighborhood Commercial Districts
2. Existing programs and initiatives for neighborhood improvement and housing
A. Departments and Funding
B. Vacancy and Blight Eradication
3. Housing
A. Conditions and Markets
1. Housing in 2000
2. Housing since Hurricane Katrina: a dynamic situation in fux
B. Long-term Housing Costs. Housing Demand, and Emerging Markets
C. Subsidized Housing: A Changing Landscape
D. Housing Resource Center Network
B. What The Public Said
Chapter 6
Cultural Resources Management and Historic Preservation
A. Context
1. Designated Historic Assets
2. Stakeholders and Resources
3. Historic Buildings
4. Twentieth Century Architecture
5. Integrating Contemporary With Traditional Architecture
B. What The Public Said
Chapter 7
Parks, Open/green Spaces and Recreation
A. Context
B. What The Public Said
Chapter 8
Health and Human Services
A. Context
1. Health Conditions and Health Care Access
Hospitals
Community Clinics
Children's Health
Mental Health
The Uninsured
Expanding Health Care Access
Access to Healthy Food Choices
Preventative Health Initiatives
Service Coordination
2. Human Services
Homelessness
3. Youth
Child Care
Afterschool Programs
4. Senior Citizens
Long-term Care
Daytime Programs
5. Public safety and Criminal Justice
Crime Prevention
Criminal Justice System
B. What The Public Said
Chapter 9
Enhancing Prosperity and Opportunity
A. Context
1. Established Industries
A. Tourism
B. Cultural Industries
C. The Port and Maritime Industries
D. Advanced Manufacturing Industries: Aerospace and Shipbuilding
E. Oil and Gas Industries
2. Emerging Industries
A. Life Sciences
B. Film and Digital Media
3. New Opportunities: Green Industries
A. Coastal Protection and Restoration
B. Green Energy
C. Sustainable Building Design and Construction
4. Education and Workforce Development
A. Career Preparation For Youth
B. Adult Workforce Training
C. Higher Education
5. Talent Retention and Attraction
6. Entrepreneurial Environment
A. Support For New Venture Development
B. Small Business Financing and Technical Assistance
C. Public Contracting Opportunities
D. Business Regualtion
E. Opportunities For Locally Owned and Small Businesses
7. A Strong Downtown
8. Quality of Life
B. What The Public Said
Chapter 10
Community Facilities, Services and Infrastructure
A. Context
1. Water, sewer and drainage infrastructure
A. Drinking Water System
B. Sewerage
C. Drainage
2. Public Safety Facilities and Services
A. New Orleans Police Department (NOPD) Facilities
B. New orleans Fire Department (NOFD) Facilities
C. New Orleans Emergency Medical Service
3. Community Information/311 Service
4. New Orleans Public Library System
5. The New Orleans Public School Facilities
6. Judicial and Parochial Facilities
7. Energy: Electricity and Gas
B. What The Public Said
Chapter 11
Transportation
A. Context
1. Transportation
Chapter 12
Adapt to Thrive: Environmental Stewardship, Disaster Risk Reduction, and Climate Change
A. Context
2
A
Chapter 13
Environmental Quality
Chapter 14
Land Use Plan
Chapter 15
The Community Participation Program
Chapter 16
Structures For Implementation and Stewardship of The Plan
Print Volume 1
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