2

Volume 2 Strategies and Actions

2.10

Chapter 10 Community Facilities, Services and Infrastructure

Overview

Goals		Policies for Decision Makers (Strategies)
Neighborhoods
1	Transform City Services through improved cross-departmental collaboration	1.A. All City assets and resources are electronically mapped, documented, and maintained in the City’s Enterprise GIS platform 1.B. Facilitate consistent use of data across all City departments 1.C. Consolidate public and quasi-public resources for improved efficiency and data shar-ing where appropriate
2	Water, sewer, and drainage infrastructure repaired, upgraded, safe and resilient	2.A. Rebuild the city’s water, sewer and drainage system to add resiliency, improve efficiency, and preserve public health 2.B. Prioritize for capital spending, those projects that advance the Greater New Orleans Urban Water Plan principals and/or reflect stormwater best management practices
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	3.A. All public safety facilities should be state of the art and with integrated services 3.B. Maintain a sustainable, reliable and safe fleet of emergency and support vehicles that support the needs of the department 3.C. Implement a more robust community policing program and overall communication with the public 3.D. Continue to pursue implementation of the Fire Department Master Plan 3.E. Enhance the EMS program 3.F. Improve customer service and response tracking in the Community Information/311 office
4	Cost-efficient, resource-efficient, well maintained public facilities and services	4.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 4.B. Require public facilities to comply with flood-plain management ordinance 4.C. Monitor the performance of the new library facilities as accessible centers of learning and community 4.E. Establish an asset management system for all city property and facilities, including vehicle fleets and streets 4.F. Encourage citizens to become actively involved in the care and maintenance of public space and civic infra-structure in neighbor-hoods
5	Publically accessible computer labs, Wi-Fi, and other devices within 5 miles of every resident	5.A. Create computer labs at existing City facilities and other locations to facilitate access
6	State of the art public school campuses and facilities accessible to all neighborhoods	6.A. Promote collaboration among city agencies, community and neighborhood groups, and the school board in implementation of the School Facilities Master plan
7	Up-to-date justice system facilities and programs that include a focus on the rehabilitation of offenders for re-entry into society	7.A. Rebuild and expand justice facilities in ways that contribute to commercial district and neighborhood vitality
8	Renewable Energy, Energy efficiency and utility service reliability and reasonable cost	8.A. Using best practices, reorganize incentives to utility company and to households and busi-nesses to emphasize conservation, reliability and reasonable cost 8.B. Increase the share of electricity generated from renewable sources, and pro-mote the continued development of reliable and resilient energy transmission infrastructure
9	State of the art telecommunications infrastructure, including broadband, fiber optic, wireless, and cable	9.A. Enact regulations and pursue contracts that result in the highest level of cost-efficient service for businesses and individuals 9.B. Use modern management and monitoring tools to deliver more stable and predicta-ble City services over up-graded and expanded telecommunications infrastructure

Introduction

fact sheet

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Infrastructure

What Does It Mean?

• Current water plant capacity meets needs but distribution system requires significant repairs and improvements to reduce leaks.
• A significant amount of work is necessary to restore the sewerage system.
• Adequate funding needed for necessary significant improvements to drainage system.
• A safer, smarter, and more intelligent electrical grid is necessary.

Water Supply

• 1,610 miles of water mains and 16,500 hydrants
• Two water treatment plants purify raw Mississippi River water
  • Carrollton Plant services East Bank and producing 135 MGD – million gallons per day (design capacity = 232 MGD)
  •  Algiers Plant produces 10 MGD (design capacity = 40 MGD)
• Water main breaks are scheduled for repair as they are identified.
  •  It will take years to restore water service system to pre-Katrina levels
  • Estimated cost for repairing currently identified water system damage: $30M to $35M

Sewerage

• 1,600 feet of gravity sewer lines, 8-inches to 7-feet in diameter
• 84 pumping and lift stations
• All sewage pumping stations have been repaired since Katrina and are operating at capacity.
  • The approximately $80M in repairs to pumping stations will be paid for by FEMA
• Two sewerage treatment plants service the entire City
  • East Bank capacity = 122 MGD (dry weather); currently receiving 100 MGD)
  • West Bank capacity = 20 MGD; currently receiving 10 MGD
• 1998 Consent Decree between the City of New Orleans, the Sewerage & Water Board of New Orleans, and the U.S. Government; scheduled completion October 2025
• About $500M remaining work in the over $650M of sewerage system capacity improvements on-going

Drainage

• 90 miles of open canals and 90 miles of subsurface canals
• 24 major drainage pumping stations and 13 roadway underpass pumping stations
• System pumping capacity is 32 billion gallons per day
• On the East Bank, 22 pumping stations send flow to Lake Pontchartrain and 2 send flow to the Intracoastal Waterway
• On the West Bank, 2 pumping stations send flow to the Intracoastal Waterway
• $803M budget for five-year Capital Improvement Program (2007-2011); $407M of this provided through funding sources other than SWB revenue
• Minor drainage is maintained by the City of New Orleans and the SWB maintains major drainage

Street Lights

• 55,000 street lights
• The City has assumed responsibility for the street light maintenance program in lieu of continuing to contract with Entergy.
• The City has converted most of its street lighting to energy efficient LEDs

Electric Grid

• Entergy no longer maintains generation facilities within the city limits; however, Entergy has just completed the construction of a 1MW solar farm in NO East with up to 500KW of battery storage.
• The Michoud Plant closed in 2016 and the Nine Mile 6 Plant opened in Westwego.
• Entergy completed a $30 million transmission system overhaul in 2016
• Today’s transmission infrastructure is designed to withstand 140 mph winds. Towers built in 1950s and 1960s designed to withstand 100 mph winds.

 

fact sheet

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Community Facilities

What Does It Mean?

• New Orleans is a city built around strong neighborhoods with the capacity for multiple community resources in each neighborhood.
• Many of our community facilities were heavily impacted by the storms.
• Significant progress has been made in bringing our community facilities back on line; however, there is still a long way to go to ensure all neighborhoods have equitable access to community facilities and services.
• New Orleans cannot be a functioning city without rebuilding the community facilities that are at the core of neighborhoods.
• Our historic pattern of clustering services within neighborhoods is an easily re-attainable sustainability strategy.

School Facilities

• 82 Public Schools in operation in Orleans Parish including OPSB, RSD and charter schools.
• 43,948 students for the 2014-2015 school year.
• The School Facilities Master Plan (SFMP) for Orleans Parish
  • Outlines the renovation/rebuilding of public school facilities.
  • Outlines schools within a ½-mile walking radius of every neighborhood.
  • The plan was approved by the Orleans Parish School Board and the Louisiana Board of Elementary and Secondary Education in November, 2008.

Libraries

• 14 Public libraries open in Orleans Parish (as of August 2016)

Child Care Centers

• 117 Child care centers open in New Orleans (2008)

Police Facilities (Headquarters and District Stations)

• 15 Stations
  • 2 new stations have been developed and 1 is in design
  • 3 buildings were recently purchased to relocate some NOPD operations

Fire Department Facilities

• 31 Stations
  • 2 new stations constructed in Lower Ninth Ward and Venetian Isles. 2 additional new stations are in design.

Emergency Medical Service

• 92 full-time employees
  • 1 Board Certified Emergency Medical Physician
  • 68 paramedics
  • 1Community Nurse Paramedic
  • 22 EMTs (Emergency Medical Technicians)
• Answered 61,000 calls in 2015

Justice Facilities

• Majority of existing law enforcement and court facilities were damaged or destroyed by Hurricane Katrina.
• The Justice Facilities Master Plan
  • Redevelopment of the Israel M. Augustine, Jr. Criminal Justice Center (Tulane and Broad) facilities into a campus divided into three “zones” – Police, Courts, and Sheriff.
  • The plan recommends reuse of existing facilities as well as new facilities to consolidate similar andcompatible uses (ex. Consolidated Crime Lab, Coroner’s Office, and Evidence Storage).
  • Consolidation of the Courts system at the Tulane/Broad campus has received some resistance. Some prefer a consolidated facility at a downtown location instead.
• 19 recovery projects for justice facilities have been completed, ranging from replacement of mechanical systems to design and construction of new facilities.

 

Sources:

Louisiana Department of Education, New Orleans Capital Projects Administration, New Orleans EMS, Sewerage and Water Board of New Orleans, Chief Administrative Officer’s Office,2016.

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Findings

• New Orleans facilities and infrastructure were under-maintained and in need of upgrades before Hurricane Katrina.
• Many of the city’s community facilities were heavily damaged by Hurricanes Katrina and Rita.
• Millions of dollars of recovery funds have been invested in public facilities all over New Orleans since Hurricanes Katrina and Rita.
• The water, sewer and drainage infrastructure requires billions of dollars in repairs and improvements.

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Challenges

• Community facilities to serve residents and businesses in a coordinated way.
• Community facilities to be more sustainable and cost-efficient than before the storm.
• Coordinating diverse agencies to attain the historic pattern of clustering services within neighborhoods.
• Filling the financing gap to restore and enhance the City’s sewer, water and drainage infrastructure.
• Establishing non-structural approaches to drainage, wastewater and other needs.

 

Acronyms

To aid in reading this section, below is a list of acronyms used within the text:

CAO	Chief Administrative Officer	MGD	Million Gallons per Day
CPC	City Planning Commission	NOFD	New Orleans Fire Department
EMS	Emergency Medical Services	NOPD	New Orleans Police Department
EMT	Emergency Medical Services	OPSB	Orleans Parish School Board
FEMA	Federal Emergency Management Agency	RSD	Recovery School District
GIS	Geographic Information Systems	S&WB	Sewerage and Water Board

 

A Introduction

N

ew Orleans’ infrastructure and many community facilities, such as police and fire stations, libraries and community centers, were severely damaged or destroyed in the aftermath of Hurricanes Katrina and Rita and federal funding has supported millions of dollars in investments in new and rehabilitated facilities and infrastructure since then.  The Capital Program for restoration of facilities damaged by Hurricanes Katrina and Rita includes over 254 projects with a Capital Budget of $558million.

 

The Master Plan emphasizes co-location of community facilities and incorporation of resiliency, energy efficiency and green building techniques. Community-serving facilities should be combined, where possible, in centralized locations within neighborhoods—forming a nexus of community facilities and services. Many facilities have been designed for flexible uses: schools and police stations can have community meeting rooms; schools can share clinics with the surrounding neighborhood; libraries can accommodate adult learning centers. Renovation of existing facilities and construction of new ones are being executed to increase resiliency, mitigate future storm damage and reduce recovery time after a storm event or other emergency. Like older cities all over the country, New Orleans’ aging infrastructure, some of which has elements nearly 100 years old, needed very costly improvements estimated at $6 billion even before the storm. While many repairs and replacements require traditional hardened solutions, there are also opportunities to explore innovative non-structure solutions to enhance cost-efficient rehabilitation of the system.

 

Every neighborhood has seen facility and infrastructure improvements as a result of the recovery-related capital improvement program, but the full value will depend on the City’s capacity to maintain these investments over the long term. Establishment of an asset management system for City-owned properties is a high priority recommendation of the Master Plan.

 

B Recommendations

A recommendations Summary linking goals, strategies and actions appears below and is followed by one or more early-action items under the heading Getting Started. The Narrative follows, providing a

detailed description of how the strategies and actions further the goals. Background and existing conditions discussion to inform understanding of the goals, policies, strategies and actions are included in Volume 3, Chapter 10.

Summary

Summary

Next Five Years 2016-2021
2016-2021

Medium Term
2022-2026

Long Term
2027-2035

Goal	Strategy	Actions
		How	Who	When	Resources
1. Transform City Services through improved cross-departmental collaboration	1.A. All City assets and resources are electronically mapped, documented, and maintained in the City’s Enterprise GIS platform	1. Map fixed assets and store in Enterprise GIS Database that reference the city’s authoritative data and basemaps.	Data stewards within specific departments in partnership with City IT	First five years	.
	1.B. Facilitate consistent use of data across all City departments	1. Implement policy outlining standards for consistency of use	City IT	First five years	.
		2. Discourage creation of information silos by encouraging use of enterprise data systems	City IT	First five years	.
	1.C. Consolidate public and quasi-public resources for improved efficiency and data shar-ing where appropriate	1. Feed external data into centralized data warehouses. When geographic in nature, the records should be stored in the Enterprise GIS Geodatabase wherever possible.	Quasi-public and public organizations and in partnership with City IT	First five years	.
2. Water, sewer, and drainage infrastructure repaired, upgraded, safe and resilient	2.A. Rebuild the city’s water, sewer and drainage system to add resiliency, improve efficiency, and preserve public health	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	S & WB	Long-term	Federal: bonds; rate pares. Estimated $6 B cost
		2. Inventory and confirm specifications of all known City infrastructure and assets, including legal boundaries and waterways	S & WB; City IT	Short-term	.
		3. Implement centralized GIS-centric enterprise asset management system to coordinate construction efforts	S & WB; City IT	Short-term	.
		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	S & WB; possible consultants	First five years	S & WB resources
		5. Establish a priority ranking system to resolve existing drainage problems and communicate the priorities and ra-tionale to the public	S & WB; DPW	First five years	Stafftime
		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	S & WB	First five years	Stafftime; grant funding; federal funds; capital budget
		7. Address lead and copper rule for private property house connections	S & WB When: First	First five years	Stafftime
	2.B. Prioritize for capital spending, those projects that advance the Greater New Orleans Urban Water Plan principals and/or reflect stormwater best management practices	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	S & WB, DPW, Parks and Parkways, NORA, City Park, Audubon Commission, etc	Medium-term	General Fund, private foundations, federal grants
		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	S & WB, DPW, Parks and Parkways, NORA, City Park, Audubon Commission, etc	Medium-term	General Fund, drainage fee, private foundations, federal grants, etc.
		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	S & WB, DPW	Medium-term	Operating fund, etc.
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	3.A. All public safety facilities should be state of the art and with integrated services	1. Continue to build facilities and infrastructure to withstand Category 5 hurricanes	Mayor’s Office; CAO; Public Safety Departments; Project Delivery Unit	First five years	Non-recurring disaster funding
		2. Replace faulty equipment	Mayor’s Office; CAO; Public Safety Departments; Project Delivery Unit	First five years	Disaster funding; Capital budget
		3. 3. Apply for grants as a funding source for implementing necessary improvements	Mayor’s Office	First five years	Grants
		4. Require mandatory interagency management teams and training for all first responders	Mayor’s Office; CAO	First five years	Staff time
	3.B. Maintain a sustainable, reliable and safe fleet of emergency and support vehicles that support the needs of the department	1. Develop and maintain a fleet preventative maintenance program	Mayor’s Office; CAO; Public Safety Departments	First five years	Staff time
		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	Mayor’s Office; CAO; Public Safety Departments	First five years	Staff time
		3. Implement fleet management best practices including idle reduction technology, fleet management software to enhance cost savings and de-crease environmental effects	Mayor’s Office; CAO; Public Safety Departments	First five years	Staff time
		4. Apply for grants as a funding source for fleet improvements	Mayor’s Office; CAO; Public Safety Departments	First five years	Grants
	3.C. Implement a more robust community policing program and overall communication with the public	1. Continue to implement the Brown Report’s Strategic Action Plan’s recommendations on community policing	Police Department	First five years	Grants; Staff time
		2. Organize systems to assure support from other agencies for community policing efforts, such as code enforcement, liquor licensing, and so on	Police Department; other agencies	First five years	Staff time
		3. Continue to collaborate with other justice system entities in developing information sharing and efficient communications	Police Department; other Justice system agencies	First five years	Staff time
		4. Enhance the public communications office to assist in communication with the public	Police Department	First five years	Staff time
	3.D. Continue to pursue implementation of the Fire Department Master Plan	1. Review and update the 2006 Fire Department Master Plan	Fire Department	First five years	General fund
		2. Recruit highly qualified personnel, including multilingual candidates. Consider incentive programs to attract candidates	Fire Department	First five years	General fund
		3. Include the department in planning meetings for fire department facilities to ensure that renovated and new facilities meet the needs of the department	Fire Department; PDU; CPA	First five years	General fund; Staff time
		4. Review training programs and procedures—rebuild the training facility adjacent to the NSA	Fire Department	First five years	General fund
		5. Repair water hydrants to allow faster and more access to water supply	S&WB; Project Delivery Unit	First five years	Recovery funds; general fund
	3.E. Enhance the EMS program	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.	EMS to work with City IT	First five years	General fund
		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	EMS	First five years	Staff time
		3. Create a comprehensive risk analysis to identify specific risks and to tailor emergency response	EMS; CAO	First five years	Consultant
		4. Implement a policy for non-emergent calls for service	EMS; CAO; Mayor’s Office; City Council	First five years	.
		5. Improve access to medical knowledge, skills and abilities within the department and partnering public safety agencies	EMS; NOFD	First five years	State and local funds
		6. Expand staff training and leadership development to enable the department to cultivate a high-quality workforce	EMS	First five years	State and local funds
		7. Increase department staffing to include additional physicians, a training and education specialist, and a data-base analyst	EMS; Civil Service	First five years	.
		8. Adjust billing practices to reflect national billing practices for services rendered	EMS; Civil Service	First five years	.
		9. Partner with local universities to provide EMTs and paramedics with continuing education and trainings	EMS; Mayor’s Office	First five years	State and local funds
		10. Expand delivery of the department’s safety programs in schools, summer camps, and other community-based programs, events and activities	EMS;NOHD;NOFD; NOPD	Medium-term	Staff time
	3.F. Improve customer service and response tracking in the Community Information/311 office	1. Train 311 call center employees to be able to answer many common questions without having to direct residents to other departments	311	First five years	.
		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	Office of Technology	First five years	Staff time
		3. Provide a 311 e-mail form where residents can select any city service, not just reporting potholes, code violations, debris, and illegal dumping	Office of Technology	First five years	Staff time
		4. Increase the 311 Call Center’s capacity for emergency assistance	311; Office of Emergency Preparedness	First five years	State and Federal funds
4. Cost-efficient, resource-efficient, well maintained public facilities and services	4.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	1. Seek to co-locate city services with public schools, clinics, and similar services	CAO’s office	First five years	Staff time
	4.B. Require public facilities to comply with flood-plain management ordinance	1. Commit to constructing new public buildings with additional freeboard	.	.	.
		2. Retrofit existing facilities for compliance with current floodplain management standards	.	.	.
	4.C. Monitor the performance of the new library facilities as accessible centers of learning and community	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	CAO’s office; Library system; Project Delivery Unit	First five years	Staff time
		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	Library system	First five years	Recovery funding; capital funds
		3. Seek partnerships and new funding sources to enhance facilities and services	Library system; public-private partnerships	First five years	Foundations
		4. Build capacity by increasing the print collection to meet peer standards, increasing the number of computers, and the non-print collection	Library system; public-private partnerships	First five years	Foundations
		5. Continue to involve citizens in planning library design and programs through design charrettes	Library system; Citizens Participation System	First five years	Staff time
		6. Continue to implement a range of branch sizes, from storefront to community to main branch in order to create an optimal network	Library System	First five years	D-CDBG
	4.E. Establish an asset management system for all city property and facilities, including vehicle fleets and streets	1. Make establishment and implementation of asset management and training for employees a high priority	Mayor’s Office; CAO	First five years	General fund
	4.F. Encourage citizens to become actively involved in the care and maintenance of public space and civic infra-structure in neighbor-hoods	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	Mayor’s Office; Various City Agencies	First five years	.
5. Publically accessible computer labs, Wi-Fi, and other devices within 5 miles of every resident	5.A. Create computer labs at existing City facilities and other locations to facilitate access	1. Revitalize existing computer labs with updated infrastructure including computers, printers, and Internet service	.	.	.
		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	.	.	.
		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	.	.	.
		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	.	.	.
6. State of the art public school campuses and facilities accessible to all neighborhoods	6.A. Promote collaboration among city agencies, community and neighborhood groups, and the school board in implementation of the School Facilities Master plan	1. Inventory and electronically document all school property, land, and other fixed assets with a GIS-centric Work Order/Asset	School District; City IT	First five years	Staff time
		2. Where feasible, combine school facilities with other, community serving functions like libraries and community health centers	School District; CAO office	First five years	Staff time
		3. Ensure that elementary schools are within walking distance of all neighborhoods and that high schools are sufficiently convenient and accessible by public transit	School District	First five years	School funds
		4. Dispose of excess school property for adaptive reuse	School District	First five years	Staff time
		5. Ensure city and community input in planning for projects to expand school land or reuse school lands or facilities no longer needed	School District; CPC; Neighborhood Participation Program	First five years	Staff time; School district funds
7. Up-to-date justice system facilities and programs that include a focus on the rehabilitation of offenders for re-entry into society	7.A. Rebuild and expand justice facilities in ways that contribute to commercial district and neighborhood vitality	1. Keep Civic Courts downtown in order to contribute to downtown’s health as an office and civic center	Civil Courts	First five years	Staff time
		2. Continue to establish best practice programs of alternative sentencing and rehabilitative justice.	Sheriff’s office	First five years	Grants; federal, state and local funding
		3. Continue efforts to enhance communications and information-sharing within the justice system	All justice system groups	First five years	Staff time
8. Renewable Energy, Energy efficiency and utility service reliability and reasonable cost	8.A. Using best practices, reorganize incentives to utility company and to households and busi-nesses to emphasize conservation, reliability and reasonable cost	1. Expand implementation of the Energy Smart New Orleans Plan and advance energy efficiency	City Council; Mayor’s Office; ORS; Entergy	First five years	Grants
		2. Adopt a regulatory system that de couples utility revenue from electric consumption	City Council Mayor’s Office; ORS; Entergy	First five years	Staff time
		3. Implement the energy efficient portfolio standard of 2% annual savings	City Council	First five years	Staff time
		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	City Council; City IT; Entergy	First five years	Staff time
	8.B. Increase the share of electricity generated from renewable sources, and pro-mote the continued development of reliable and resilient energy transmission infrastructure	1. Increase the share of renewable energy in the Integrated Resource Plan and adopt a renewable energy portfolio standard	City Council; Mayor’s Office; ORS; Entergy	First five years	Grants; federal, state and local funding
		2. Continue to explore options for a long-term plan to harden transmission lines, bury overhead utilities, and implement smart grid technology	City Council; Entergy Coordinator	First five years	Staff time
		3. Continue to make citywide upgrades to the underground gas infrastructure to replace low-pressure lines with high-pressure lines	Entergy	First five years	.
9. State of the art telecommunications infrastructure, including broadband, fiber optic, wireless, and cable	9.A. Enact regulations and pursue contracts that result in the highest level of cost-efficient service for businesses and individuals	1. Make capital investments and implement strategies to ensure the resilience of the city’s communications and telecommunications	Mayor’s Office; CAO	First five years	Staff time
		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	Mayor’s Office; CAO	First five years	Staff time; Consultant
		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	RSD; OPSB; Library System; non profits	First five years	Staff time
		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	Mayor’s Office	First five years	Staff and volunteer time
		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	Mayor’s Office	First five years	Staff time
		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	Mayor’s Office; Utility providers	First five years	Staff time
		7. Promote “fiber to the home: upgrades of broadband technology	Cox; Utility providers	First five years	Staff time
	9.B. Use modern management and monitoring tools to deliver more stable and predicta-ble City services over up-graded and expanded telecommunications infrastructure	1. Implement required technology infrastructure to collect information on the status and condition of City infrastructure supporting basic services	.	.	.
		2. Implement monitoring and analytics tools to continually and proactively assess and address health of infrastructure	.	.	.

Getting Started

This item is a short-term action that will help lay the groundwork for the longer-term actions that follow.

• Establish an asset-management system for all City property and facilities, including streets.

Narrative

 

In the aftermath of Hurricane Katrina, the City of New Orleans will see the investment of many millions of dollars of federal funds in city facilities and infrastructure, both for new construction and for renovation.

This is a tremendous opportunity to upgrade community facilities, many of which were in poor condition or obsolete at the time of the storm, so that they meet contemporary standards.

 

As noted in previous chapters, community-serving facilities should be combined, where possible, in centralized locations within neighborhoods—forming a nexus of community facilities and services. Many facilities can be designed for flexible uses. Schools and police stations can have community meeting rooms, schools can share clinics with the surrounding neighborhood, libraries can accommodate adult learning centers. Energy efficiency and green building techniques can be incorporated to make new investments more cost-effective over the long term.

 

In addition, both the new construction of facilities as well as the renovation of existing facilities should be executed to increase resiliency, mitigate future storm damage, and increase recovery time after a storm event or other community emergency. While building these shared-use community facilities makes sense from a neighborhood services perspective, they should also be designed for potential use as storm shelters

   

2.10.1 Transform City Services through improved cross-departmental collaboration

2.10.1.A 1.A. All City assets and resources are electronically mapped, documented, and maintained in the City’s Enterprise GIS platform

Recommended Actions

2.10.1.A.1 Map fixed assets and store in Enterprise GIS Database that reference the city’s authoritative data and basemaps.

• Who: Data stewards within specific departments in partnership with City IT
• When: First five years
• Resources: .

2.10.1.B 1.B. Facilitate consistent use of data across all City departments

Recommended Actions

2.10.1.B.1 Implement policy outlining standards for consistency of use

• Who: City IT
• When: First five years
• Resources: .

2.10.1.B.2 Discourage creation of information silos by encouraging use of enterprise data systems

• Who: City IT
• When: First five years
• Resources: .

2.10.1.C 1.C. Consolidate public and quasi-public resources for improved efficiency and data shar-ing where appropriate

Recommended Actions

2.10.1.C.1 Feed external data into centralized data warehouses. When geographic in nature, the records should be stored in the Enterprise GIS Geodatabase wherever possible.

• Who: Quasi-public and public organizations and in partnership with City IT
• When: First five years
• Resources: .

2.10.2 Water, sewer, and drainage infrastructure repaired, upgraded, safe and resilient

2.10.2.A 2.A. Rebuild the city’s water, sewer and drainage system to add resiliency, improve efficiency, and preserve public health

Recommended Actions

2.10.2.A.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

• Who: S & WB
• When: Long-term
• Resources: Federal: bonds; rate pares. Estimated $6 B cost

• > Rebuild underground water and sewer infrastructure more robustly to account for subsidence and hedge against future damage to underground pipes.

• > Improve the water purification and sewerage treatment plants to increase efficiency and resiliency.

• > Develop alternative fresh water sources in case of contamination of the drinking water supply

2.10.2.A.2 Inventory and confirm specifications of all known City infrastructure and assets, including legal boundaries and waterways

• Who: S & WB; City IT
• When: Short-term
• Resources: .

2.10.2.A.3 Implement centralized GIS-centric enterprise asset management system to coordinate construction efforts

• Who: S & WB; City IT
• When: Short-term
• Resources: .

2.10.2.A.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

• Who: S & WB; possible consultants
• When: First five years
• Resources: S & WB resources

 

 

2.10.2.A.5 Establish a priority ranking system to resolve existing drainage problems and communicate the priorities and ra-tionale to the public

• Who: S & WB; DPW
• When: First five years
• Resources: Stafftime

2.10.2.A.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

• Who: S & WB
• When: First five years
• Resources: Stafftime; grant funding; federal funds; capital budget

• Modify regulations to promote and implement strategies that encourage infiltration of storm water such as pervious surface, directing rooftop runoff to rain gardens, swales, and richly vegetated public spaces, where feasible
• Establish a city-wide groundwater monitoring network to inform the city’s efforts to decelerate subsidence through the use of green infrastructure and adaptive management of conventional drainage infrastructure. Make the resulting data available to the public.
• Aggregate available data and conduct additional soil sampling to produce a city-wide soils survey that will inform the siting and design of green infrastructure. Make the resulting data available to the public.

2.10.2.A.7 Address lead and copper rule for private property house connections

• Who: S & WB When: First
• When: First five years
• Resources: Stafftime

2.10.2.B 2.B. Prioritize for capital spending, those projects that advance the Greater New Orleans Urban Water Plan principals and/or reflect stormwater best management practices

Recommended Actions

2.10.2.B.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

• Who: S & WB, DPW, Parks and Parkways, NORA, City Park, Audubon Commission, etc
• When: Medium-term
• Resources: General Fund, private foundations, federal grants

2.10.2.B.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

• Who: S & WB, DPW, Parks and Parkways, NORA, City Park, Audubon Commission, etc
• When: Medium-term
• Resources: General Fund, drainage fee, private foundations, federal grants, etc.

2.10.2.B.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

• Who: S & WB, DPW
• When: Medium-term
• Resources: Operating fund, etc.

• The process of establishing such a fee should include robust public outreach and public input.  When designing the fee structure, consideration should be given to related priorities such as affordable housing. An analysis of comparable programs, often called stormwater utilities, can help inform the creation of an effective, equitable program for New Orleans. (according to a survey by Western Kentucky University, there are approximately 1600 stormwater utilities in North America: (https://www.wku.edu/engineering/civil/fpm/swsurvey/swus2016.pdf)

Cities across the nation have been searching for alternatives to traditional hardscape solutions in solving their storm drainage problems. Common approaches include vegetated swales, rain gardens and protection and enhancement of wetlands and riparian buffers. These approaches are even more effective when implemented along with strategies that keep storm water runoff out of the storm sewer system, such as pervious pavement and directing rooftop runoff to vegetated areas. These approaches reduce the amount of storm water runoff, recharge the groundwater and prevent subsidence, reduce urban temperatures, improve urban aesthetics and community livability and save capital costs.

The cities of Portland (OR) and Seattle (WA) have pioneered using natural drainage systems within urbanized areas. With its numerous neutral grounds, neighborhood streets that lack curbs and drains, and, while the city is rebuilding, vacant lots, New Orleans is well-positioned to become a leader in incorporating natural drainage systems. The city will always need structural drainage systems, but by promoting natural drainage in new development, renovations and public projects, the city will help alleviate subsidence and reduce the need for expansion of structural systems.

Cities across the nation have been searching for alternatives to traditional hardscape solutions in solving their storm drainage problems. Common approaches include vegetated swales, rain gardens and protection and enhancement of wetlands and riparian buffers. These approaches are even more effective when implemented along with strategies that keep storm water runoff out of the storm sewer system, such as pervious pavement and directing rooftop runoff to vegetated areas. These approaches reduce the amount of storm water runoff, recharge the groundwater and prevent subsidence, reduce urban temperatures, improve urban aesthetics and community livability and save capital costs.                                                                                                                   

The cities of Portland (OR) and Seattle (WA) have pioneered using natural drainage systems within urbanized areas. With its numerous neutral grounds, neighborhood streets that lack curbs and drains, and, while the city is rebuilding, vacant lots, New Orleans is well-positioned to become a leader in incorporating natural drainage systems. The city will always need structural drainage systems, but by promoting natural drainage in new development, renovations and public projects, the city will help alleviate subsidence and reduce the need for expansion of structural systems.

2.10.3 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

2.10.3.A 3.A. All public safety facilities should be state of the art and with integrated services

Recommended Actions

2.10.3.A.1 Continue to build facilities and infrastructure to withstand Category 5 hurricanes

• Who: Mayor’s Office; CAO; Public Safety Departments; Project Delivery Unit
• When: First five years
• Resources: Non-recurring disaster funding

2.10.3.A.2 Replace faulty equipment

• Who: Mayor’s Office; CAO; Public Safety Departments; Project Delivery Unit
• When: First five years
• Resources: Disaster funding; Capital budget

2.10.3.A.3 3. Apply for grants as a funding source for implementing necessary improvements

• Who: Mayor’s Office
• When: First five years
• Resources: Grants

2.10.3.A.4 Require mandatory interagency management teams and training for all first responders

• Who: Mayor’s Office; CAO
• When: First five years
• Resources: Staff time

2.10.3.B 3.B. Maintain a sustainable, reliable and safe fleet of emergency and support vehicles that support the needs of the department

Recommended Actions

2.10.3.B.1 Develop and maintain a fleet preventative maintenance program

• Who: Mayor’s Office; CAO; Public Safety Departments
• When: First five years
• Resources: Staff time

2.10.3.B.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

• Who: Mayor’s Office; CAO; Public Safety Departments
• When: First five years
• Resources: Staff time

2.10.3.B.3 Implement fleet management best practices including idle reduction technology, fleet management software to enhance cost savings and de-crease environmental effects

• Who: Mayor’s Office; CAO; Public Safety Departments
• When: First five years
• Resources: Staff time

2.10.3.B.4 Apply for grants as a funding source for fleet improvements

• Who: Mayor’s Office; CAO; Public Safety Departments
• When: First five years
• Resources: Grants

2.10.3.C 3.C. Implement a more robust community policing program and overall communication with the public

Recommended Actions

2.10.3.C.1 Continue to implement the Brown Report’s Strategic Action Plan’s recommendations on community policing

• Who: Police Department
• When: First five years
• Resources: Grants; Staff time

2.10.3.C.2 Organize systems to assure support from other agencies for community policing efforts, such as code enforcement, liquor licensing, and so on

• Who: Police Department; other agencies
• When: First five years
• Resources: Staff time

2.10.3.C.3 Continue to collaborate with other justice system entities in developing information sharing and efficient communications

• Who: Police Department; other Justice system agencies
• When: First five years
• Resources: Staff time

2.10.3.C.4 Enhance the public communications office to assist in communication with the public

• Who: Police Department
• When: First five years
• Resources: Staff time

2.10.3.D 3.D. Continue to pursue implementation of the Fire Department Master Plan

Recommended Actions

2.10.3.D.1 Review and update the 2006 Fire Department Master Plan

• Who: Fire Department
• When: First five years
• Resources: General fund

2.10.3.D.2 Recruit highly qualified personnel, including multilingual candidates. Consider incentive programs to attract candidates

• Who: Fire Department
• When: First five years
• Resources: General fund

2.10.3.D.3 Include the department in planning meetings for fire department facilities to ensure that renovated and new facilities meet the needs of the department

• Who: Fire Department; PDU; CPA
• When: First five years
• Resources: General fund; Staff time

2.10.3.D.4 Review training programs and procedures—rebuild the training facility adjacent to the NSA

• Who: Fire Department
• When: First five years
• Resources: General fund

2.10.3.D.5 Repair water hydrants to allow faster and more access to water supply

• Who: S&WB; Project Delivery Unit
• When: First five years
• Resources: Recovery funds; general fund

2.10.3.E 3.E. Enhance the EMS program

Recommended Actions

2.10.3.E.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.

• Who: EMS to work with City IT
• When: First five years
• Resources: General fund

2.10.3.E.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

• Who: EMS
• When: First five years
• Resources: Staff time

2.10.3.E.3 Create a comprehensive risk analysis to identify specific risks and to tailor emergency response

• Who: EMS; CAO
• When: First five years
• Resources: Consultant

2.10.3.E.4 Implement a policy for non-emergent calls for service

• Who: EMS; CAO; Mayor’s Office; City Council
• When: First five years
• Resources: .

2.10.3.E.5 Improve access to medical knowledge, skills and abilities within the department and partnering public safety agencies

• Who: EMS; NOFD
• When: First five years
• Resources: State and local funds

2.10.3.E.6 Expand staff training and leadership development to enable the department to cultivate a high-quality workforce

• Who: EMS
• When: First five years
• Resources: State and local funds

2.10.3.E.7 Increase department staffing to include additional physicians, a training and education specialist, and a data-base analyst

• Who: EMS; Civil Service
• When: First five years
• Resources: .

2.10.3.E.8 Adjust billing practices to reflect national billing practices for services rendered

• Who: EMS; Civil Service
• When: First five years
• Resources: .

2.10.3.E.9 Partner with local universities to provide EMTs and paramedics with continuing education and trainings

• Who: EMS; Mayor’s Office
• When: First five years
• Resources: State and local funds

2.10.3.E.10 Expand delivery of the department’s safety programs in schools, summer camps, and other community-based programs, events and activities

• Who: EMS;NOHD;NOFD; NOPD
• When: Medium-term
• Resources: Staff time

2.10.3.F 3.F. Improve customer service and response tracking in the Community Information/311 office

Recommended Actions

2.10.3.F.1 Train 311 call center employees to be able to answer many common questions without having to direct residents to other departments

• Who: 311
• When: First five years
• Resources: .

2.10.3.F.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

• Who: Office of Technology
• When: First five years
• Resources: Staff time

2.10.3.F.3 Provide a 311 e-mail form where residents can select any city service, not just reporting potholes, code violations, debris, and illegal dumping

• Who: Office of Technology
• When: First five years
• Resources: Staff time

2.10.3.F.4 Increase the 311 Call Center’s capacity for emergency assistance

• Who: 311; Office of Emergency Preparedness
• When: First five years
• Resources: State and Federal funds

> Train staff to answer questions on event-specific information including closures and reopenings, evacuation routes and their status, and support-services provided by the city, the state, and non-profits.

> Provide an alternative number during times of increased demand as not to overload the 311 system.

> Create a system for 311 operators to continue work even when evacuated from the city (such as providing operators with an internet phone they can use in any location on the same number as they do in New Orleans).

2.10.4 Cost-efficient, resource-efficient, well maintained public facilities and services

2.10.4.A 4.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

(See Chapters 5 and 8 for more information on delivery of neighborhood services.)

Recommended Actions

2.10.4.A.1 Seek to co-locate city services with public schools, clinics, and similar services

• Who: CAO’s office
• When: First five years
• Resources: Staff time

2.10.4.B 4.B. Require public facilities to comply with flood-plain management ordinance

Recommended Actions

2.10.4.B.1 Commit to constructing new public buildings with additional freeboard

• Who: .
• When: .
• Resources: .

2.10.4.B.2 Retrofit existing facilities for compliance with current floodplain management standards

• Who: .
• When: .
• Resources: .

2.10.4.C 4.C. Monitor the performance of the new library facilities as accessible centers of learning and community

Recommended Actions

2.10.4.C.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

• Who: CAO’s office; Library system; Project Delivery Unit
• When: First five years
• Resources: Staff time

2.10.4.C.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

• Who: Library system
• When: First five years
• Resources: Recovery funding; capital funds

2.10.4.C.3 Seek partnerships and new funding sources to enhance facilities and services

• Who: Library system; public-private partnerships
• When: First five years
• Resources: Foundations

2.10.4.C.4 Build capacity by increasing the print collection to meet peer standards, increasing the number of computers, and the non-print collection

• Who: Library system; public-private partnerships
• When: First five years
• Resources: Foundations

2.10.4.C.5 Continue to involve citizens in planning library design and programs through design charrettes

• Who: Library system; Citizens Participation System
• When: First five years
• Resources: Staff time

2.10.4.C.6 Continue to implement a range of branch sizes, from storefront to community to main branch in order to create an optimal network

• Who: Library System
• When: First five years
• Resources: D-CDBG

2.10.4.E 4.E. Establish an asset management system for all city property and facilities, including vehicle fleets and streets

Recommended Actions

2.10.4.E.1 Make establishment and implementation of asset management and training for employees a high priority

• Who: Mayor’s Office; CAO
• When: First five years
• Resources: General fund

An asset management program is essential to make sure that the investments in new facilities being made in the next five years and beyond will be maintained and provide many years of life to New Orleans residents.

2.10.4.F 4.F. Encourage citizens to become actively involved in the care and maintenance of public space and civic infra-structure in neighbor-hoods

Recommended Actions

2.10.4.F.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

• Who: Mayor’s Office; Various City Agencies
• When: First five years
• Resources: .

2.10.5 Publically accessible computer labs, Wi-Fi, and other devices within 5 miles of every resident

2.10.5.A 5.A. Create computer labs at existing City facilities and other locations to facilitate access

Recommended Actions

2.10.5.A.1 Revitalize existing computer labs with updated infrastructure including computers, printers, and Internet service

• Who: .
• When: .
• Resources: .

2.10.5.A.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

• Who: .
• When: .
• Resources: .

2.10.5.A.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

• Who: .
• When: .
• Resources: .

2.10.5.A.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

• Who: .
• When: .
• Resources: .

2.10.6 State of the art public school campuses and facilities accessible to all neighborhoods

2.10.6.A 6.A. Promote collaboration among city agencies, community and neighborhood groups, and the school board in implementation of the School Facilities Master plan

Recommended Actions

2.10.6.1.1 Inventory and electronically document all school property, land, and other fixed assets with a GIS-centric Work Order/Asset

• Who: School District; City IT
• When: First five years
• Resources: Staff time

2.10.6.1.2 Where feasible, combine school facilities with other, community serving functions like libraries and community health centers

• Who: School District; CAO office
• When: First five years
• Resources: Staff time

2.10.6.1.3 Ensure that elementary schools are within walking distance of all neighborhoods and that high schools are sufficiently convenient and accessible by public transit

• Who: School District
• When: First five years
• Resources: School funds

2.10.6.1.4 Dispose of excess school property for adaptive reuse

• Who: School District
• When: First five years
• Resources: Staff time

2.10.6.1.5 Ensure city and community input in planning for projects to expand school land or reuse school lands or facilities no longer needed

• Who: School District; CPC; Neighborhood Participation Program
• When: First five years
• Resources: Staff time; School district funds

2.10.7 Up-to-date justice system facilities and programs that include a focus on the rehabilitation of offenders for re-entry into society

2.10.7.A 7.A. Rebuild and expand justice facilities in ways that contribute to commercial district and neighborhood vitality

Recommended Actions

2.10.7.A.1 Keep Civic Courts downtown in order to contribute to downtown’s health as an office and civic center

• Who: Civil Courts
• When: First five years
• Resources: Staff time

2.10.7.A.2 Continue to establish best practice programs of alternative sentencing and rehabilitative justice.

• Who: Sheriff’s office
• When: First five years
• Resources: Grants; federal, state and local funding

2.10.7.A.3 Continue efforts to enhance communications and information-sharing within the justice system

• Who: All justice system groups
• When: First five years
• Resources: Staff time

2.10.8 Renewable Energy, Energy efficiency and utility service reliability and reasonable cost

2.10.8.A 8.A. Using best practices, reorganize incentives to utility company and to households and busi-nesses to emphasize conservation, reliability and reasonable cost

Recommended Actions

2.10.8.A.1 Expand implementation of the Energy Smart New Orleans Plan and advance energy efficiency

• Who: City Council; Mayor’s Office; ORS; Entergy
• When: First five years
• Resources: Grants

2.10.8.A.2 Adopt a regulatory system that de couples utility revenue from electric consumption

• Who: City Council Mayor’s Office; ORS; Entergy
• When: First five years
• Resources: Staff time

2.10.8.A.3 Implement the energy efficient portfolio standard of 2% annual savings

• Who: City Council
• When: First five years
• Resources: Staff time

2.10.8.A.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

• Who: City Council; City IT; Entergy
• When: First five years
• Resources: Staff time

2.10.8.B 8.B. Increase the share of electricity generated from renewable sources, and pro-mote the continued development of reliable and resilient energy transmission infrastructure

Recommended Actions

2.10.8.B.1 Increase the share of renewable energy in the Integrated Resource Plan and adopt a renewable energy portfolio standard

• Who: City Council; Mayor’s Office; ORS; Entergy
• When: First five years
• Resources: Grants; federal, state and local funding

2.10.8.B.2 Continue to explore options for a long-term plan to harden transmission lines, bury overhead utilities, and implement smart grid technology

• Who: City Council; Entergy Coordinator
• When: First five years
• Resources: Staff time

2.10.8.B.3 Continue to make citywide upgrades to the underground gas infrastructure to replace low-pressure lines with high-pressure lines

• Who: Entergy
• When: First five years
• Resources: .

2.10.9 State of the art telecommunications infrastructure, including broadband, fiber optic, wireless, and cable

2.10.9.A 9.A. Enact regulations and pursue contracts that result in the highest level of cost-efficient service for businesses and individuals

Recommended Actions

2.10.9.A.1 Make capital investments and implement strategies to ensure the resilience of the city’s communications and telecommunications

• Who: Mayor’s Office; CAO
• When: First five years
• Resources: Staff time

2.10.9.A.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

• Who: Mayor’s Office; CAO
• When: First five years
• Resources: Staff time; Consultant

2.10.9.A.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

• Who: RSD; OPSB; Library System; non profits
• When: First five years
• Resources: Staff time

2.10.9.A.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

• Who: Mayor’s Office
• When: First five years
• Resources: Staff and volunteer time

2.10.9.A.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

• Who: Mayor’s Office
• When: First five years
• Resources: Staff time

2.10.9.A.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

• Who: Mayor’s Office; Utility providers
• When: First five years
• Resources: Staff time

2.10.9.A.7 Promote “fiber to the home: upgrades of broadband technology

• Who: Cox; Utility providers
• When: First five years
• Resources: Staff time

2.10.9.B 9.B. Use modern management and monitoring tools to deliver more stable and predicta-ble City services over up-graded and expanded telecommunications infrastructure

Recommended Actions

2.10.9.B.1 Implement required technology infrastructure to collect information on the status and condition of City infrastructure supporting basic services

• Who: .
• When: .
• Resources: .

2.10.9.B.2 Implement monitoring and analytics tools to continually and proactively assess and address health of infrastructure

• Who: .
• When: .
• Resources: .