# General plan documents — new_orleans-louisiana

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**Contains 3 documents.**
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## Circulation — Chapter 11: Transportation

- Source: https://nola.gov/nola/media/City-Planning/Master-Plan-Chapter-11-FINAL-ADOPTED.pdf
- Pages: 45
- Covers: circulation

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VOLUME 2
# chapter 11
TRANSPORTATION

| GOAL | POLICIES FOR DECISION MAKERS | FOR MORE INFORMATION, SEE PAGE: |
| :--- | :--- | :--- |
| 1 | *Provide quality transportation infrastructure* | 1.A. Invest in our streets and maintain them in a state of good repair. | 11.25 |
| | | 1.B. Regularly monitor the condition of City off-system bridges and advance projects to address problems before they grow larger and become more expensive to fix. | 11.26 |
| | | 1.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. | 11.27 |
| | | 1.D. Coordinate with the State and other governments in the region to preserve and enhance the Louis Armstrong New Orleans International Airport as the preeminent airport facility in the State. | 11.27 |
| | | 1.E. Implement rail improvements to increase railroad safety, operating efficiency and fluidity. | 11.27 |
| | | 1.F. Enhance the RTA’s infrastructure to support an upgraded transit network that focuses on access, safety, and timeliness. | 11.28 |
| 2 | *Increase efficiency across all transportation modes* | 2.A. Develop and implement a Transportation System Management Strategy to increase capacity and maximize efficiency. | 11.29 |
| | | 2.B Measure progress toward meeting the mode share goals of transit, bikes, walking and single occupancy vehicles.[^p1-1] | |
| | | 2.C. Enable the efficient movement of freight. | 11.30 |
| | | 2.D. Encourage sustainable and healthy mobility choices. | 11.31 |
| | | 2.E. Improve connectivity between transportation modes. | 11.31 |

[^p1-1]:

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| | | |
| :--- | :--- | :--- |
| | 2.F. Develop a great cycling City. | 11.32 |
| | 2.G. Maximize walkability. | 11.34 |

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| GOAL | POLICIES FOR DECISION MAKERS | FOR MORE INFORMATION, SEE PAGE: |
| :--- | :--- | :--- |
| **3** | ***Improve safety, accessibility, and quality of life for all transportation system users*** | 3.A. Implement the adopted “Complete Streets Policy” | 11.35 |
| | | 3.B. Implement the Vision Zero Safety program for the City of New Orleans to reduce traffic fatalities and severe injuries | 11.35 |
| | | 3.C. Improve and expand access to the transit network throughout the City. | 11.36 |
| | | 3.D. Manage curb space more efficiently to reduce congestion and increase safety. | 11.37 |
| | | 3.E. Provide significant infrastructure investment to improve the appeal and walk-friendliness of major boulevards and corridors where transit stops, schools, parks, and other pedestrian generators are present. | 11.38 |
| **4** | ***Promote economic development and innovation through integrated transportation planning and policies*** | 4.A. implement an equitable bike share system that serves job commuting needs and connects to transit. | 11.39 |
| | | 4.B. 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. | 11.39 |
| | | 4.C. Modify regulations to encourage infill development that supports a vibrant pedestrian environment. | 11.39 |
| **5** | ***Develop an environmentally sustainable and resilient transportation system*** | 5.A. Make capital investments and implement administrative strategies to ensure the resilience of the city’s transportation infrastructure against possible hazards. | 11.40 |
| | | 5.B. Develop a transportation system that contributes toward a healthier environment through investments in multi-modal facilities and green infrastructure for stormwater management. | 11.41 |

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ATTACHMENT A

# Roadways
* 1,671 miles of streets including:
    * 124 miles of state and federal highways maintained by the Louisiana Department of Transportation and Development (LaDOTD) with state and federal funding.
    * 1,547 miles of streets maintained by the City (2,646 lane miles).
* 250 miles of major arterials for regional mobility.
* 2 river bridges and 4 lake bridges.
* About 115 miles of streets repaved in the last five years.
* Over $1.6 billion in capital funding programmed for street repairs/reconstruction over the next 8-10 years.

# Mobility (Update Stats)
* 18% of households do not own a vehicle; 45% own one vehicle.
* Mode Share
    * 80% commute by vehicle.
    * 7% commute by public transportation.
    * 2.5% commute by bicycle, a relatively high percentage among US cities. Ridership has increased in the last decade.
    * 5.2% commute by walking
* Bicycle facilities
    * 105 bikeway miles: bike lanes, shared lanes, and multi-use paths.
    * All RTA buses currently have bicycle racks.
* Pedestrian facilities.
    * ADA Transition plan to move toward more accessible sidewalks approved in 2013.
    * XX intersections retrofitted with pedestrian countdown signals, mostly in highly traffic areas.
* Safety.
    * X crashes occur annually in Orleans Parish (?% involve pedestrians or bicycles
    * While the number of crashes is down in the last 2 decades, crashes involving pedestrians and bicyclists are up
    * City of New Orleans Pedestrian Safety Action Plan was approved in 2014

# Transit (Update)
* The Port of New Orleans is home to two cruise ship lines and supported over 1 million passengers in 2015.
* The Louis Armstrong New Orleans International Airport supports 18 domestic and 9 international carriers.
    * Over 10 million passengers in 2015.
    * New terminal under construction.

# WHAT DOES IT MEAN?
* Roadway infrastructure is dense and well connected, providing a strong base for all travel modes: cars, bikes, buses, freight, and pedestrians.
* The city's street network (grid scale, walkable distances, shorter blocks, pedestrian oriented) favors successful public transportation.
* Maintaining this large network requires significant financial resources and priority criteria can help focus improvements to areas of most critical need.
* Despite major reductions after Hurricane Katrina in available buses, routes, and coverage area, transit ridership continues to grow.
* Streetcar routes capture a much larger percentage of the population per route than bus routes. This is consistent with national trends where streetcars have been introduced.
* New Orleans has a relatively high level of bicycle ridership compared to other cities and is improving its bicycle infrastructure.

* At present, the public transit system includes five streetcar lines, two ferries, and 35 bus routes.
    * Includes special paratransit services to the disabled.
    * Public transit vehicles cover 14,000 miles each day, and passengers take almost 18 million rides on public transit every year.
* The Union Passenger Terminal is a multi-modal transportation center that supports three Amtrak routes, commercial bus service, public transit, and for hire transportation services.

# Freight (Update with current Port, Rail and Airport information)
* Over 40,000 metric tons of air freight and mail cargo moved through the Louis Armstrong International Airport in 2015.
* 529,263 twenty-foot-equivalent (TEU) units moved through the Port of New Orleans in 2015.
* New Orleans is one of four rail gateways in the Nation where six Class I railroads interchange.

WWW.NOLAMASTERPLAN.ORG

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ATTACHMENT A

### FINDINGS

* The port is one of America's top ten ports in terms of volume and value of cargo handled. Port operations will need to expand in order for it to remain competitive as the volume of freight increases with the widening of the Panama Canal.
* The number of airport travelers is expected to increase and the airport is in the process of expanding air traveler and air freight capacity with construction of a new terminal.
* The percentage of commuters traveling by bicycle has drastically increased in the last decade. The number and quality of City bicycle facilities is increasing and there are opportunities for further expansion, but safety and education must be improved across all transportation modes.
* The transit system has gradually increased service but still operates fewer routes with shorter service hours and longer headways than it did ten years ago. The demand on the transit system will likely increase in the future as the City looks at ways to reduce congestion.
* City sidewalks are more accessible to people with disabilities than before Hurricane Katrina and accessibility is a fundamental component of nearly every street project
* While the City has an extensive sidewalk system, many City sidewalks are in poor condition. The City must become a more walkable city in order to support economic development.
* 65 percent of City roadways are in poor condition and have not yet been repaved and repaired after being damaged by the flooding that followed Hurricane Katrina. A long-term, sustainable roadway infrastructure maintenance and capital improvement program is needed.

### CHALLENGES

* Restoring the City's inventory of aging and flood-impacted street infrastructure and maintaining it regularly in the future.
* Supporting economic growth and development by finding ways to increase transportation system capacity while decreasing congestion.
* Balancing the needs of all transportation system users within the constraints of the existing public right of way while improving their safety and quality of life.
* Managing needed public investments in transportation infrastructure and mitigating the risk to these investments due to climate change with limited staff and budget resources.

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

| | | | |
| :--- | :--- | :--- | :--- |
| **ADA** | Americans with Disabilities Act | **FHWA** | Federal Highway Administration |
| **BRT** | Bus Rapid Transit | **JeT** | Jefferson Transit |
| **CAO** | Chief Administrative Officer | **LaDOTD** | Louisiana Department of Transportation and Development |
| **CBD** | Central Business District | **NOPD** | New Orleans Police Department |
| **CDBG** | Community Development Block Grant | **NORTA Or RTA** | New Orleans Regional Transportation Authority |
| **CPC** | New Orleans City Planning Commission | **RPC** | Regional Planning Commission |
| **CZO** | Comprehensive Zoning Ordinance | **RTA** | New Orleans Regional Transportation Authority |
| **DOTD** | Louisiana Department of Transportation and Development | **S&WB** | Sewerage and Water Board |
| **DPW** | New Orleans Department of Public Works | **SBURT** | St. Bernard Urban Rapid Transit |
| **FEMA** | Federal Emergency Management Agency | **UPT** | Union Passenger Terminal |

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ATTACHMENT A

# A Introduction

New Orleanians get around the city by all transportation modes—foot, car, bicycle, bus, streetcar, and ferry. Although much of New Orleans is a walking city, car travel still tends to dominate, particularly in areas built after 1960. As New Orleans moves toward becoming a stronger, more resilient, and more prosperous city, the City’s transportation system is a critical component in ensuring all residents have an equal opportunity to participate, prosper, and reach their full potential. The most successful urban places in America offer a variety of ways to travel around the city. They also connect land-use planning and policy to transit investments. Because of its dense street grid and existing transit lines, New Orleans has the foundation to become a truly equitable and multimodal community.

The City of New Orleans’ transportation system of the future will enhance our quality of life by supporting social, environmental, and economic sustainability in an accountable and responsible manner. In order to achieve this vision, our transportation system must meet our mobility needs while reducing automobile dependence through an integrated, balanced system of multimodal facilities and services, enhancing the economy by maximizing access to businesses and community resources, delivering cost-effective services by making the best possible use of existing facilities and transportation assets, and protecting public safety and the environment.

## Responsible Agencies
The agencies with major responsibility for transportation facilities in New Orleans are the City’s Department of Public Works (DPW); the Port of New Orleans; the New Orleans Aviation Board (NOAB); New Orleans Public Belt Railroad (NOPB); and the New Orleans Regional Transportation Authority (RTA). The Regional Planning Commission (RPC) is the Metropolitan Planning Organization (MPO) responsible for coordinating planning and allocation of federal transportation dollars on a regional basis. DPW has responsibility for all streets (except federal and state highways), street lights, traffic and street signs, traffic signals, the minor drainage system, and curbside management and enforcement. The Port of New Orleans, which is managed by a Board of Commissioners, is responsible for managing all port traffic and commerce. The NOAB is an unattached board under the executive branch of the City government and is responsible for overseeing the administration, operation, and maintenance of the Louis Armstrong New Orleans International Airport and represents the City in all aviation matters. The NOPB is a political subdivision of the City and is a Class III switching railroad with the primary mission of serving the Port of New Orleans and local industries. It is a neutral carrier run by the City, with direct connections to six Class 1 Railroads, and plays an important role in expediting local and intermediate freight through the strategic New Orleans rail gateway. The RTA is a state agency that has responsibility for public transit buses, streetcars, and ferries and whose day-to-day operations are managed by a private firm in a public-private partnership.

## Priorities
Master Plan recommendations to achieve the transportation system vision focus on fixing and maintaining transportation system infrastructure; increasing efficiency across all transportation modes; improving the safety and quality of life for all users; promoting economic growth and

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ATTACHMENT A

development; and supporting environmental sustainability and resiliency. These priorities are in alignment with the New Orleans Urbanized Area Metropolitan Transportation Plan (MTP) developed by the RPC, the Louisiana Department of Transportation and Development (LaDOTD) Master Plan and Moving Ahead for Progress in the 21st Century Act (MAP-21) priorities and include:

* Implement a comprehensive approach to reduce the number of traffic fatalities and severe injuries on the City’s streets to zero.
* Initiate a long-term program to fix all City streets and maintain them in a good state of repair. Integrate and coordinate the operation and maintenance of underground utility infrastructure with roadway maintenance and capital improvement programs.
* Increase balance and efficiency across all transportation modes to reduce the average commute time by 5% each year.
* Continue improvements to the Louis Armstrong New Orleans International Airport and Port of New Orleans to maintain current market share and increase passenger and freight volumes.
* Integrate land-use and development policies with transportation planning to support a thriving economy, a trained workforce, and a 20% growth in population by 2030.
* Invest in infrastructure, policies, and initiatives that double the current bicycle and walk commute share.
* Invest over time in a premium public transit system to provide greater reliability, comfort, and amenities and increase the public transit mode share. Transit mode share is currently 7%.
* Support proposals for passenger rail to Louis Armstrong New Orleans International Airport, Baton Rouge and high-speed rail along the Gulf Coast.
* Reduce transportation-related emissions to support air quality in the City that is as good as or better than national air quality standards.

EQUITY

Equity must be a prime consideration in allocating both the benefits and costs of transportation in a manner that is fair and appropriate. Transportation planning decisions often have significant equity impacts, inasmuch as transportation is the second-largest expense for households and represents a major financial hurdle for low-income families. New Orleans will also be one of the first cities to implement the Affirmatively Furthering Fair Housing Rule (AFFH). The AFFH Rule requires access to affordable and reliable transportation that widens opportunity and is essential to addressing poverty, unemployment, and other equal opportunity goals such as access to good schools and health care services. Providing equal access to transportation means providing all individuals living in the City with an equal opportunity to succeed. In New Orleans, with high rates of people with limited access to a private vehicle and low median household incomes, the provision of safe, affordable, and convenient transportation options such as public transit, walking and bicycling is an important component of the overall transportation system. Care must therefore be taken to ensure that access to the pedestrian network of sidewalks and paths is available to all residents of the region regardless of physical ability. It is important that transit service delivery, including bike share systems, is also equitably accessed.

RESILIENCE

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ATTACHMENT A

In order for people to connect to the opportunities of the future, we will need modern and efficient transportation options to get workers to jobs and students to school. In order to bounce back from future shocks, we must prepare our city, neighborhoods, and businesses. In order to reduce our reliance on fossil fuels and join the global community in mitigating climate change, we must invest in renewable energy sources and design for greater efficiency,

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ATTACHMENT A

# 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 11.

## Summary
FIRST FIVE YEARS: 2010–2014 | MEDIUM TERM: 2015–2019 | LONG TERM: 2020–2030

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS: HOW | WHO | WHEN | RESOURCES | FOR MORE INFORMATION, SEE PAGE: |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 1. Provide quality transportation infrastructure | 1.A. Invest in our streets and maintain them in a state of good repair. | 1. Create a comprehensive financial strategy for investment in road infrastructure. | RPC; DPW | Ongoing | Capital budget | 11.25 |
| | | 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. | DPW | First five years | Staff time; Capital funding | 11.25 |
| | | 3. Improve how streets are repaired and maintained. | DPW; SWB | Ongoing | Staff time | 11.25 |
| | | 4. Coordinate capital road work with other infrastructure projects to increase efficiency, limit infrastructure costs, and preserve roadway quality and operations | DPW; SWB; RTA | Ongoing | Staff time; Capital funding | 11.26 |
| | | 5. Leverage all available funding sources to maximize the amount of resources available to fix and maintain our streets. | DPW; SWB; CAO; RPC | Long term | Staff time; Capital funding | 11.26 |
| | | 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. | DPW; CPC; CPA; SWB; RPC | Ongoing | Staff time; Capital funding | 11.26 |

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# ATTACHMENT A

| | | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 1.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. | 1. Achieve and maintain full compliance with the DOTD’s off-system bridge inspection program. | | DPW; DOTD; Consultants | Ongoing | Staff time; City funds | 11.26 |
| | 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. | | DPW; DOTD; RPC | Ongoing | Staff time; Capital funding | 11.26 |

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ATTACHMENT A

FIRST FIVE YEARS: 2010–2014

MEDIUM TERM: 2015–2019

LONG TERM: 2020–2030

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS: HOW | WHO | WHEN | RESOURCES | FOR MORE INFORMATION, SEE PAGE: |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 1. Provide quality transportation infrastructure | 1.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. | 1. Support a reliable, maintained lock system on the Inner Harbor Navigation Canal to enable trade and economic growth while considering community impacts | Port of New Orleans; CPC; RPC; USACE | Medium term | Staff time | 11.27 |
| | | 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. | Port of New Orleans; CPC; RPC | Medium term | Staff time | 11.27 |
| | 1.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 | 1. Make strategic capital improvements and enhance marketing at Louis Armstrong New Orleans International Airport to attract and maintain air service. | Aviation Board | First five years | Staff time; Capital funding | 11.27 |
| | | 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, and expand terminal capacity, as needed | Aviation Board | First five years | Staff time; Capital funding | 11.27 |
| | 1.E. Implement rail improvements to increase railroad safety, operating efficiency, and fluidity. | 1. Implement centralized traffic control (CTC) across the rail network to consolidate and standardize train routing decisions, alleviate congestion, and promote fluidity. | New Orleans Public Belt; Class 1 Railroads | First five years | Staff time; local, state and federal funding | 11.27 |
| | | 2. Pursue adequate funding, including federal funding, for implementation of rail improvement projects to increase safety, operating efficiency and fluidity. | CPC; RPC; New Orleans Public Belt; Class 1 Railroads | Medium term | Federal funds | 11.27 |
| | 1.F. Enhance transit infrastructure to increase ridership and improve access to jobs and services. | 1. Develop a Master Plan for RTA to guide future investments and service enhancements. | RTA | Medium Term | Bond funds; federal funding | 11.28 |
| | | 2. Coordinate a regional transit vision | RPC, RTA, CAO, DOTD | Medium Term | Federal funds; bond funds | 11.28 |

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ATTACHMENT A

| | | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | 3. Maintain a high-quality fleet of vehicles | RTA | Ongoing | Federal funds; grant funding | 11.28 |
| | | 4. Invest in technology for current and future buses and streetcars | RTA | First Five Years | Federal funds; bond funds | 11.28 |
| | | | | | | |

FIRST FIVE YEARS: 2010–2014
MEDIUM TERM: 2015–2019
LONG TERM: 2020–2030

| GOAL | RECOMMENDED STRATEGIES | HOW | WHO | WHEN | RESOURCES | FOR MORE INFORMATION, SEE PAGE: |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 2. Increase efficiency across all transportation modes | 2.A. Develop and implement a Transportation System Management Strategy to increase capacity and maximize efficiency. | 1. Conduct a study and implement recommendations to manage traffic congestion and increase mobility of people downtown area | DPW; DOTD; RPC, RTA; Port of New Orleans; DDD | Ongoing | Staff time; Capital funding; federal funding | 11.29 |
| | | 2. Identify the most effective improvements to reduce travel times along existing bus and streetcar lines | RTA; DPW; DOTD | First five years | Grant funds | 11.29 |
| | | 3. Invest in an advanced traffic management system | DPW; DOTD | Medium term | Staff time; Capital funding; federal funding | 11.29 |
| | | 4. Enable walking, cycling, and transit in the planning of development projects | DPW; CPC | Ongoing | Staff time; Capital funding | 11.29 |
| | | 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. | RPC; DOTD; RTA | Medium term | Grant funds | 11.29 |
| | | 6. Support higher density transit oriented development along existing and future high-frequency transit service. | RTA; CPC; RPC | Long term | Federal funds | 11.29 |

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# ATTACHMENT A

| | | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | 7. Study existing capacity and promote improved conductivity for crossings over the INHC for all modes of transportation | RPC; DOTD; Port of New Orleans; CPC, DPW | Long term | Federal funds | 11.30 |

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ATTACHMENT A

FIRST FIVE YEARS: 2010–2014 
MEDIUM TERM: 2015–2019 
LONG TERM: 2020–2030

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS: HOW | WHO | WHEN | RESOURCES | FOR MORE INFOR- MATION, SEE PAGE: |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | 2.B. Measure progress toward meeting the mode share goals of transit, bikes, walking and single occupancy vehicles | 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. | CPC lead in coordination with DPW | First Five Years | Staff time | 11.34 |
| | 2.C. Enable the efficient movement of freight. | 1. Develop a comprehensive, multi-modal freight plan to guide future investments and implementation of service enhancements to drive operational efficiencies. | CPC; RPC; Port of New Orleans; DPW; NOAB; Public Belt | First five years | Staff time; bond funds | 11.34 |
| | | 2. Work to improve access to and from all intermodal freight terminals through wayfinding signage and technology-based solutions, street improvements, and signalization | DPW; Port of New Orleans; CPC; DOTD | Medium term | Staff time; Federal funds | 11.34 |
| | | 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. | CPC; RPC; Port of New Orleans | Medium term | Staff time; local and state funds | 11.34 |
| | | 4. Provide adequate, dedicated and maintained roadway access to Port facilities to keep the Port competitive, reduce congestion and impacts to quality of life. | CPC; RPC; Port of New Orleans; DPW; NOPD | First five years | Bond funds | 11.34 |
| | 2.D. Encourage sustainable and healthy mobility choices. | 1. Develop and implement a sidewalk improvement program. | DPW | First five years | Staff time | 11.35 |
| | | 2. Invest in more comfortable bicycle facilities that provide critical linkages in the bicycle network. | DPW; RPC; DOTD | First five years | Staff time; City and federal funds | 11.35 |
| | | 3. Support and encourage events such as Bike to Work Day, No Car Days, Celebrity rides, Open Streets, and carpooling. | DPW; Mayor’s Office | First five years | Staff time | 11.35 |
| | | 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. | DPW; Mayor’s Office; CPC; consultants | First five years | Staff time; City funds; private sponserships | 11.35 |
| | | 5. Expand marketing and community engagement to promote the use of public transit. | RTA | First five years | RTA funds | 11.35 |
| | 2.E. Improve connectivity between transportation modes | 1. Develop passenger rail connections between the CBD, Louis Armstrong International Airport, Baton Rouge, the Gulf Coast, and other communities within the southern US | RPC; City; RTA; NOAB; Amtrak, Mayor’s Office; Congressional leadership | Long Term | Federal funds | 11.35 |

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# ATTACHMENT A

| | | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | 2. Create gateway connections at the UPT and Louis Armstrong International Airport and improve access to the Convention Center and Port of New Orleans. | RTA; RPC; DPW; NOAB; NOBC | Long Term | Federal funds | 11.36 |
| | | 3. Create forums for agency coordination and consolidation to improve transit service delivery and sustainability. | RTA; RPC; Jefferson and St Bernard Transit | Medium term | Staff time | 11.36 |
| | | 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. | RTA; RPC; CPC | Medium term | Federal funds | 11.36 |
| | | 5. Plan for and emphasize pedestrian, bicycle and transit facilities linkages through improved design, funding, maintenance, enforcement, and education. | RTA; DPW | First five years | Staff time; Federal funds | 11.36 |
| 2 | 2.F. Develop a great cycling city. | 1. Develop and implement a comprehensive Bicycling Plan, prioritizes building low-stress, high quality infrastructure, creating a connected citywide network, and increasing safe mobility options for those that need it most. | CPC | First five years | Staff time; City funds | 11.36 |
| | | 2. Develop and update design standards and guidelines for all types of bicycle facilities | DPW | First five years | Staff time | 11.37 |
| | | 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. | DPW; CPC | First five years | Staff time; City funds; federal funds | 11.37 |
| | | 4. Modify zoning regulations to encourage or require the provision of on-site bicycle parking facilities. | CPC | First five years | Staff time | 11.37 |
| | 2.G. Maximize walkability. | 1. Seek federal funding for walk-to-school programs and improvements. | DPW; OPSB; Health Dept. | First five years | Staff time; Federal funds | 11.38 |
| | | 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) | DPW | First five years | Staff time; City funds | 11.38 |
| | | 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 | DPW; Mayor's Office | First five years | Staff time; City funds | 11.38 |
| | | 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. | CPC | First five years | Staff time; City funds | 11.38 |

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# ATTACHMENT A

| | | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | 5. Implement sidewalk improvements in the French Quarter | Mayor's Office; DPW | First five years | Staff time; Special property tax | 11.38 |
| | | 6. Develop a continuous, well-connected pedestrian network of sidewalks, walking paths, and recreational trails to safely accommodate pedestrians. | DPW | Long term | Staff time; City funds; State funds; Federal funds | 11.38 |

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# ATTACHMENT A

FIRST FIVE YEARS: 2010–2014 | MEDIUM TERM: 2015–2019 | LONG TERM: 2020–2030

| GOAL | RECOMMENDED STRATEGIES | HOW | WHO | WHEN | RESOURCES | FOR MORE INFORMATION, SEE PAGE: |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 3. Improve safety, accessibility, and quality of life for all transportation system users | 3.A. Implement the adopted “Complete Streets Program”. | 1. Develop and adopt Complete Streets Guidelines for internal and consultant design engineers in project development. | DPW; CPC | First five years | Staff time; City funds; Federal funds | 11.39 |
| | | 2. Use the multi-modal level of service to access road designs during the preliminary design process and allocate right of way | DPW | First five years | Staff time | 11.39 |
| | | 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. | DPW | First five years | Staff time | 11.39 |
| | | 4. Plan for and emphasize pedestrian, bicycle and transit facilities linkages through improved design, funding, maintenance, enforcement and education. | DPW; RTA; Police | First five years | Staff time; City funds; Federal funds | 11.39 |
| | | 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. | DPW | First five years | Staff time; City funds; Federal funds | 11.39 |
| | | 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 who have demonstrated Complete Streets design experience. | DPW | First five years | Consultant; staff time | 11.39 |
| | 3.B. Implement the Vision Zero Safety program for the City of New Orleans to reduce traffic fatalities and severe injuries | 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. | DPW; RPC; Police | First five years | Staff time; City funds | 11.40 |
| | | 2. Produce informational brochures and programs to encourage bicycling as a mode of transportation and to improve safety and drivers’ awareness of bicyclists. | DPW; RPC; Volunteer groups | First five years | Staff time; City funds; Grant funds | 11.40 |
| | | 3. Improve gathering, tracking, analysis, and dissemination of crash data, including to the public when possible, to guide funding to address problem areas. | RPC;DPW; Police; Volunteer bike groups | First five years | Staff time; Grant funds | 11.40 |

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ATTACHMENT A

| | | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | 4. Protect vulnerable road users such as pedestrians, cyclists, and motorcyclists. | RPC; CPC transportation planner; NOPD, DPW; Municipal Courts | First five years | Federal funds; staff time | 11.40 |
| | | 5. Combat distracted driving | DPW; Police | First five years | Staff time | 11.40 |
| | | 6. Reduce speeding, impaired, and aggressive driving. | DPW; Police | First five years | Federal funds | 11.40 |
| | | 7. Consider augmenting existing staff to enhance the City's role in transportation safety. | DPW; CPC | First five years | Staff time; City funds | 11.36 |

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# ATTACHMENT A

FIRST FIVE YEARS: 2010–2014
MEDIUM TERM: 2015–2019
LONG TERM: 2020–2030

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS: HOW | WHO | WHEN | RESOURCES | FOR MORE INFORMATION, SEE PAGE: |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 3. Improve safety, accessibility, and quality of life for all transportation system users | 3.C. Improve and expand access to the transit network throughout the Region. | 1. Improve bus and streetcar frequency. | RTA | First five years | RTA funds | 11.40 |
| | | 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 | DPW | First five years | Staff time; City funds; Federal funds | 11.41 |
| | | 3. Redesign transit lines where possible to connect with major destinations and trip generators to increase ridership and efficiency. | RTA; DPW | First five years | Staff time; City funds; Federal funds | 11.41 |
| | | 4. Examine the feasibility of alternative service delivery models to meet the needs of riders in lower demand neighborhoods. | RTA; DPW | First five years | Staff time; City funds; Federal funds | 11.41 |
| | | 5. Improve the waiting experience for customers at transit stops. | RTA; RPC; DPW; NOAB | Medium term | Bond funds; Federal funds | 11.41 |
| | | 6. Plan and implement fare and schedule integration amongst RTA, Jet and St. Bernard Urban Transit | RTA, RPC, Jet, St. Bernard Transit | Medium term | Staff time | 11.41 |
| | 3.D. Manage curb space efficiently to reduce congestion and increase safety | 1. Modify off-street parking requirements to enhance parking efficiency, improve urban design quality and encourage walking and alternate forms of transportation. | CPC | First five years | Staff time | 11.41 |
| | | 2. Implement policies that encourage efficient management of the curb space in the downtown area and along commercial corridors | DPW; CPC | First five years | Staff time | 11.42 |
| | | 3. Develop and implement a municipal parking management strategy to reduce the parking demand in the downtown area and along high-demand corridors. | DPW; CPC | Medium term | Staff time | 11.42 |
| | 3.E. Provide significant infrastructure investment to augment a pedestrian friendly environment,particularly where transit stops, schools, parks, and other pedestrian generators are located.. | 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. | DPW; CPC | First five years | Staff time; City funds | 11.42 |
| | | 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 | DPW | First five years | Staff time | 11.43 |

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ATTACHMENT A

FIRST FIVE YEARS: 2010–2014  MEDIUM TERM: 2015–2019  LONG TERM: 2020–2030

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS: HOW | WHO | WHEN | RESOURCES | FOR MORE INFOR-MATION, SEE PAGE: |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 3. Improve safety, accessibility, and quality of life for all transportation system users | 3.E. Provide significant infrastructure investment to improve the appeal and walk-friendliness of major boulevards and corridors where transit stops, schools, parks, and other pedestrian generators are present. | 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. | DPW; CPC | Medium term | Staff time; City funds | 11.43 |
| | | 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. | DPW; CPC | First five years | Staff time | 11.43 |
| 4. Promote economic development and innovation through integrated transportation planning and policies | 4.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 | 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. | CPC; RTA | First five years | Staff time | 11.39 |
| | | 2. Encourage mixed-use developments within a fixed distance of major transportation corridors | CPC; RTA | First five years | Staff time | 11.39 |
| | 4.B. Modify regulations to encourage infill development that supports a vibrant pedestrian environment | 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 | CPC | First five years | Staff time | 11.39 |
| | | 2. Establish Traffic Impact Analysis guidelines that look beyond the development site for pedestrian generators and linkages | DPW; CPC | Medium term | Staff time | 11.40 |
| | | 3. Use area traffic management to coordinate and minimize intensity, resolve community concerns and mitigate the impacts of economic development projects | DPW; CPC | Long term | Staff time | 11.40 |

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ATTACHMENT A

FIRST FIVE YEARS: 2010–2014 | MEDIUM TERM: 2015–2019 | LONG TERM: 2020–2030

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS: HOW | WHO | WHEN | RESOURCES | FOR MORE INFORMATION, SEE PAGE: |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 5. Develop an environmentally sustainable and resilient transportation system. | 5.A. Make capital investments and implement administrative strategies to ensure the resilience of the city’s transportation infrastructure against possible hazards | 1. Ensure that a thorough, timely, regularly updated plan is in place to secure bus and streetcar rolling stock from flooding | RTA; Office of Emergency Preparedness | First five years | Staff time | 11.40 |
| | | 2. As transportation facilities are renovated, ensure that critical building systems are elevated and that facilities are hardened against flood and wind damage | RTA; CPA; Office of Emergency Preparedness | First five years | Staff time | 11.40 |
| | | 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 | DPW | First five years | Capital funds | 11.40 |
| | | 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. | DPW, Port of New Orleans, Office of Emergency Preparedness; Public Belt | First five years | Staff time; local funds; federal funds | 11.40 |
| | 5.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 | 1. Minimize transportation-related greenhouse gasses and other air emissions. | RTA; City; CPC; Port of New Orleans; NOAB; RPC | Long term | Staff time; City funds; federal funds | 11.41 |
| | | 2. Support the usage of alternative fueled vehicles such as electric cars. | RTA; City; CPC; Port of New Orleans; NOAB; RPC | Long term | Staff time; City funds; Federal funds | 11.41 |
| | | 3. Implement stormwater management systems that emphasize green and gray infrastructure solutions | SWB; DPW; CPC | First five years | Staff time; City funds; federal funds | 11.41 |

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# Getting Started
These items are short-term actions that can be undertaken with existing funding, or relatively little expenditure, and will help lay the groundwork for the longer-term actions that follow.

* Continue road repair and reconstruction of all damaged streets and integrate this effort with similar efforts on the part of the Sewerage and Water Board for the repair of underground utilities.
* Establish a pavement asset management system and long-term funding strategy for future road capital improvement projects and maintenance.
* Adopt a "Complete Streets" policy that recognizes street space should be designated to accommodate a variety of users including pedestrians, bicyclists, drivers, transit riders, and utilities.
* Work with the Regional Planning Commission to make sure the City receives and uses all allocated federal transportation funds.
* Encourage public input and informed decision making by reporting on transportation activities and results and consult the public when planning budgets, programs, and projects.

# Narrative
Below is a more detailed narrative of the various goals, strategies and actions highlighted in the “Summary” chart.

## TRANSPORTATION SYSTEM INFRASTRUCTURE

### ROADS AND BRIDGES
At an estimated value of more than $10 billion, the streets and the utilities underneath them represent the City’s most widely used and most valuable physical, fixed asset and the backbone of the City’s transportation network. Fixing and maintaining the City’s roads and bridges in a state of good repair is one of the greatest challenges that the City faces. A pavement management system will provide a data-driven, cost-effective, systematic approach to strategically identify and prioritize road capital improvement projects so that the City can maintain its streets in a state of good repair. The information/analysis from periodic pavement condition assessments will be utilized to inform the selection, prioritization, and scope of work determination processes for the planning of roadway capital improvement projects. Leveraging the funding provided by FEMA through its Public Assistance (PA) Program to repair Katrina-related damage to the streets, along with Community Development Block Grant (CDBG) funding, municipal bonds, and other funding sources to complete a multi-year capital infrastructure improvement program will be the first step under the City’s pavement management system to address over 40 years’ worth of underfunding and damage sustained as a result of Hurricane Katrina and its immediate aftermath. Work planned under this program will serve as the foundation for future, follow-on comprehensive roadway capital improvement and maintenance programs.

While the basic fundamental design concepts for roadway design and maintenance are not likely to significantly change in the future, the configuration of the roadway is likely to change to support a more inclusive, multi-modal, and balanced approach with regard to transportation system users and accessibility. Unused or underused roadway will be reduced or eliminated to minimize impervious surface and support green infrastructure. The roads themselves will be designed to be more resilient and accommodate new technology to facilitate the management of traffic and new ways to move people and freight from one place to another.

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Truck routes are designated on the major urban arterial streets within the City’s roadway network. The existing designated truck route system needs to be reviewed and updated with input from neighborhoods, truckers, businesses, intermodal transportation terminal operators and other relevant groups to ensure that the most efficient routes are utilized based on current trip generators and anticipated, future demands.

PUBLIC TRANSIT FACILITIES
Transit is the most transformative urban transportation mode, but also the most demanding in terms of planning and coordination. New Orleans has a unique advantage over most American cities because of its core network of existing streetcar and bus routes, and their maintenance facilities and operating infrastructure. Improvements to transit will prioritize reducing travel time, increasing frequency, and increasing access with redesigned and regional routes. Increasing travel time with investments such as pre-paid boarding, will improve reliability and efficiency of service throughout the system. As jobs have become more regional with several major job centers within the metropolitan area, transit must also evolve to provide better and more direct connections to provide both economic opportunity and reduce household transportation costs. Long term new technologies in ride sharing and automation have the potential to extend transit resources even further. By creating a transit system that attracts more commuter and all-purpose riders, New Orleans can provide better service to everyone, capture more revenue to operate and maintain the system, reduce pollution, moderate the number of vehicle miles traveled, and attract investment around transit hubs.

PORT FACILITIES
Despite recent years of record financial performance and cargo growth, the Port of New Orleans faces unprecedented opportunities and challenges for operational efficiency, facilities expansion, and infrastructure connectivity. Nationwide, port congestion is an increasing economic concern, and the impacts felt locally are not unique. The pursuit of congestion mitigation strategies involves all market sectors, including the rail, highway, and inland waterways, and will require significant infrastructure investments from both the public and private sectors. The co-existence of container and break-bulk operations at the Port of New Orleans along land-constrained riverfront terminals will drive the search for development alternatives that result in greater efficiency, reduced congestion and cost-effective infrastructure investments.

The closure of the Mississippi River Gulf Outlet (MRGO) has necessitated development of facilities on the Mississippi River (River) to handle cargo that can no longer access properties on the Inner Harbor Navigation Canal (IHNC). This led to the building of a new cold storage facility at the Henry Clay Avenue Wharf, and reconfiguring current River properties to better handle containers and intermodal operations. With the U.S. Army Corps of Engineers construction of surge barrier gates at entrances to the IHNC at the MRGO and Lake Pontchartrain, the Port has seen an increase in interest for various uses of its industrial properties. A deeper understanding of potential markets for shallow draft, supportive industries, and possible lease portfolio diversification of the industrial properties is needed. Rapidly changing trends require economic and market forecasting, on both a local and global scale - for example, the increase in natural gas production in the U.S. and in particular LNG development in Louisiana has the potential to change cargo dynamics, and in conjunction with maritime emissions regulations, continues to heighten interest in alternative fuel usage. Further, changing trade dynamics with Cuba, expansion of the Panama Canal, and state budget constraints have the potential to shift market forecasts as well.

The Port of New Orleans cruise and tourism business has been growing at a remarkable pace, necessitating expansion and development of a third cruise terminal. Capacity for further demand will tax the available parking, city infrastructure including traffic in historic neighborhoods, convention center property development and transit from downtown hotels.

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AIRPORT
New Orleans is served by two airports—the Lakefront Airport, and the Louis Armstrong New Orleans International Airport (MSY). The Lakefront Airport is a general aviation facility and MSY is the city's only airport with commercial service. MSY serves over 80% of all passengers flying into the State of Louisiana. The Lakefront Airport is located in eastern New Orleans on a peninsula extending into Lake Pontchartrain, and Louis Armstrong New Orleans International Airport is located approximately 12 miles west of downtown in the suburb of Kenner. Louis Armstrong New Orleans International Airport is owned by the City of New Orleans and governed by the City's Aviation Board, while Lakefront Airport is state owned and operated.

In 2015, MSY served a record 10.6 million passengers. Since 2010, commercial service at MSY has risen by 37%. MSY is served by 15 airlines to a record high of 55 non-stop destinations, including 5 international destinations. Ground connections to the airport include taxis, limousines, transportation network companies, shuttle services, and local buses. The proposed New Orleans-Baton Rouge light rail connection would include a stop at MSY.

The need for a new airport terminal and ancillary development at MSY had been identified for many years. In August 2011, an in-depth and robust analysis of the options for a new airport terminal facility was undertaken. The analysis focused on: design, financial feasibility, environmental impact, and land use. Based on the analysis completed, the decision was made to move forward with a Long-Term Strategic Development Plan to construct a new terminal facility. The "Northside Alternative" was chosen as the most feasible option for a new terminal facility.

MSY launched a $950 million capital program involving the construction of a new world class terminal and related facilities on the north side of airport property. The capital program includes construction of a new replacement North Terminal, enabling projects such as the airfield lighting vault relocation and FAA navigational aids relocations, construction of a storm water pump station, and a new on-airport roadway system. Other projects included in the capital program, which will be funded and constructed by third parties, include an aircraft fuel hydrant system, flyover interchange access from I-10, and an on-site hotel.

Passenger experience will be improved in the new North Terminal with a consolidated checkpoint offering greater ease and efficiency for passengers going through security and an in-line baggage system where passengers will just drop off their checked baggage at the ticket counters. Other amenities include an adjacent 2,000 space parking garage and surface parking and concessions located down the center of the concourse to allow passengers to see their gate while enjoying a taste of New Orleans or picking up that last minute souvenir. Passengers should feel the spirit of New Orleans in the North Terminal through the sights, smells, and sounds that reverberate all the best in the City. Construction of the North Terminal began in January 2016 with an estimated opening in October 2018.

Once the North Terminal is operational, portions of the existing southside terminal will be demolished. The remaining portions of the southside terminal will be used for aviation uses such as non-scheduled charters, administrative offices for airport staff and other airport tenants. MSY will be evaluating options for the highest and best use within federal requirements for the redevelopment of the southside ramp area for aviation business and aeronautical uses.

New Orleans is also home to the New Orleans Downtown Heliport, located adjacent to the Superdome atop a parking structure. Operated by the New Orleans Aviation Board, the facility is open to helicopter traffic 24-hours a day.

RAIL LINES
There are six Class I railroads operating in North America, including the Burlington Northern and Santa Fe (BNSF), Canadian National (CN), CSX Transportation, Kansas City Southern (KCS), Norfolk

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Southern (NS), and Union Pacific (UP), that pass through the City. Combined, they offer connections to 132,000 miles of track across the United States and Canada. Each railroad also operates an intermodal freight terminal within the region. The New Orleans Public Belt Railroad (NOPB) is a Class III switching railroad with the primary mission of serving the Port of New Orleans and local industries. The NOPB is a neutral carrier, with direct connections to six (6) Class 1 Railroads, and plays an important role in expediting local and intermediate freight through the strategic New Orleans rail gateway. Investment in rail infrastructure to expand and maintain connectivity with the Port and Airport by rail for the movement of freight and passengers will enable these economic engines to maintain their competitive advantage.

Expansion of passenger rail capacity from the City to the Airport and throughout the region will reduce congestion, provide a low-cost alternative for passenger travel, and promote further economic development.

# TRANSPORTATION SYSTEM USERS

## MOTORISTS
Currently, the predominant users of the City’s transportation system in terms of trip miles are motorists. However, in the future, per capita vehicles miles traveled are expected to decrease – more cars, but fewer miles driven. Furthermore, in the future, the automation of motor vehicles is likely and has the potential to revolutionize ground transportation. A tiered roll-out of vehicles is expected as driving functions are increasingly automated over the next decade, with a fully automated car available commercially within the next 20 years. Automated vehicles may be able to drive more closely together, increasing highway speeds and capacity. In urban areas, self-parking cars can park more closely together. Automation may vastly increase the use of on-demand car services and reduce the need to own a car. Motorists are coming to expect access to real-time traffic conditions and parking locations. Millennials are more likely to use technology (i.e. smart phones) to find new ways to travel (ride sourcing services such as Uber, Lyft, Zipcar, etc. or ridesharing (car or bike)) or to avoid traveling (Skype). Over 90% of Americans own a smart phone and 20% currently use their phones for up-to-the-minute traffic or transit information. Smart phones are regularly used for turn-by-turn navigation. This dependency on real-time traffic information will only increase as technology evolves. The City needs to encourage innovation and the development of adaptive systems to accommodate rapid technological advances and the demand for more and more real-time traffic information. Consideration should be given to the design and construction of roadways and “smart” roadway infrastructure and traffic management systems that feature open-architecture to support future technology-driven upgrades.

## PEDESTRIANS
At some point in a trip, everyone is a pedestrian. Nationwide, walking and cycling account for approximately 50% of all trips taken under one mile and more than 10% of all trips of any length. The popularity of walking is one indicator of a vibrant, sustainable city. Along with cycling, transit and carpooling, walking conserves natural resources and reduces pressure on the road network while improving health, preserving the environment and supporting economic activity. Key factors that can motivate more people to walk include:
• Suitable distances from trip origins to destinations
• Pleasant, direct and barrier-free walking routes
• Convenient connections to public transit, schools, parks and community facilities
• Safe and frequent opportunities to cross major roads and other barriers
• Outdoor spaces, both public and private, designed with personal security in mind
• Adequate maintenance practices for walking facilities, particularly in winter

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• Positive individual attitudes towards walking
According to the Centers for Disease Prevention and Control, obesity affects more than one-third of adults nationwide, with 34.9% of surveyed Louisianans self-reporting as obese in 2012. The physical costs of being overweight include increased rates of heart disease, stroke, type-2 diabetes, and certain types of cancer, and the costs of medical care are no less daunting. Regular walking and bicycling, or active transportation, are effective means of dealing with or preventing these health concerns. Communities that promote active transportation over vehicle travel are communities that are working toward the health of their residents. In recent years the City has made significant strides towards improving pedestrian safety and walkability. In 2013, the City adopted an Americans with Disabilities Act (ADA) Transition Plan for Public Rights-of-Way that establishes priorities for addressing non-compliant pedestrian facilities and provides a system for tracking progress, in 2014 the City was designated as a bronze-level “Walk Friendly Community”, and in 2014, a Pedestrian Safety Action Plan was finalized for the City to address pedestrian safety at a number of critical intersections throughout the City. Recent projects in the City such as the Lafitte Greenway and the Southeast Louisiana Urban Flood Control Project (SELA) on Napoleon Avenue have created pleasant walking routes that connect neighborhoods and encourage walking. The City needs to continue to invest in the construction of facilities to establish pedestrian network to complement its developing cycling network, improve the condition of its sidewalks, and pedestrian accessibility to transit stops and schools.

BICYCLISTS
New Orleans has the potential to be a world-class city for bicycling based on its relatively flat terrain, green spaces, and well-developed and dense street network. Riding a bicycle should be a comfortable and integral part of daily life in New Orleans for people of all ages and abilities. Along with walking, bicycling conserves natural resources and reduces pressure on the road network while improving health, supporting more compact development, preserving the environment and supporting economic activity. It also offers speed and convenience for shorter trips, and for many people it can also be attractive for longer trips. Physical activity is indisputably effective in the prevention of cardiovascular disease, diabetes, cancer, and other related chronic diseases. Public health professionals support active transportation as a means of improving these and other health outcomes related to the obesity epidemic. Bicycling can also curb health care costs. Mental health and academic achievement are also improved by walking and bicycling. Over the past 10 years, the City’s bicycle network has seen a dramatic expansion in the number of bicycle lanes and with this expansion, a significant increase in ridership. The City needs to continue to invest in the construction of pleasant, direct, safe, well-maintained cycling routes that provide as much separation from traffic as possible, convenient and secure bicycle parking at destinations, look for ways to provide more access to bicycle infrastructure in parts of the City with lower car ownership to provide better transportation choice for people, connections between cycling and transit facilities, and promote positive social attitudes towards cycling. As the City moves toward the implementation of a bike share system, it will be critical that the system connect to job centers and transit routes in an equitable and financially sustainable way.

TRANSIT USERS
Nationwide, travel for commuting constitutes nearly 40% of all public transit passenger miles traveled and 28% of all vehicles miles traveled. Workers travel significantly more than non-workers. The total number of people flying on US airlines is expected to increase by approximately 50% over the next two decades, while international travel to and from the US will more than double. High airport terminal volumes are a factor in approximately 20% of all flight delays. By 2045, there will be nearly twice as many older Americans – more people needing quality transit connections to medical and other services. 36% of Americans over 65 have a disability that limits mobility. When properly planned and managed, transit services, particular those that offer multiple choices are the natural

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antidote to congestion in highly dense cities and central business districts. On-demand services provide connectivity and “last-mile” services that work in conjunction with rail and other transit services, making line-haul services more efficient. Transit users expect reliable, convenient, accessible, affordable, safe, and secure transit service that efficiently gets them to their destination. The City offers a diverse portfolio of transit options to include passenger ferries, streetcars, buses, taxis, pedi-cabs, shuttles, passenger rail, and both domestic and international air travel. Over the past 10 years, these transit options have expanded service based on the demand and made operational improvements toward better meeting transit user needs and expectations. The City needs to continue to invest in the expansion of transit service and improvements in the quality, safety, reliability, and of transit services. The City needs to look for ways to provide more access to transit service in parts of the City with lower income and/or traffic congestion, leverage technological advances to improve transit services, and promote ridership and positive social attitudes towards transit.

### FREIGHT
The ability to move freight using all multiple modes, to include truck, rail, waterborne, and air, is one of the City’s greatest assets. This ability makes the City economically sustainable and resilient and is critical in maintaining its competitive position in the global market place. Nationally, the volume of freight to be moved is expected to increase by 45%. Automated vehicles, ships, and drones are expected to be introduced within the next two decades and profoundly transform the freight delivery industry. The City needs to develop a Freight Master Plan to balance the needs of all transportation system users, encourage innovation and the development of adaptive systems to accommodate rapid technological advances in the freight industry across all modes. Consideration of freight delivery requirements should be given to the design and construction of roadways, allocation of curb space, and deployment of “smart” roadway infrastructure and traffic management systems.

### HOSPITALITY TRANSPORTATION
One of the most significant economic drivers locally is the hospitality and tourism industry and two keys to the sustainability of this industry are the ability to get hospitality workers to and from work and to move tourists from entry points into the City such as the Airport, Port’s cruise terminal, UPT, and interstate system to the City’s many sightseeing attractions and their hotels. Providing multi-modal transportation alternatives and gateway connections is critical to the success of this industry.

### TRANSPORTATION SYSTEM MANAGEMENT

### SAFETY
The personal cost of a serious roadway accident can be immeasurable, possibly resulting in serious injuries or lives lost and families changed forever. Motor vehicle crashes are the leading cause of death among Americans ages 1 to 34. Despite the numerous benefits of non-motorized travel, pedestrian and bicycle travelers can be particularly vulnerable to traffic crashes. This is the result of many factors, including poorly designed non-motorized facilities, disregard or lack of knowledge of traffic laws, lack of visibility, impairment, or some combination of the above. New Orleans has consistently ranked highest of all parishes in Louisiana for the number of pedestrians injured in any one year. Between 2008 and 2012, pedestrian injuries in the City have increased, with Orleans Parish accounted for 19% of the total number of pedestrian injuries and 8% of the pedestrian fatalities in Louisiana. According to the Regional Planning Commission, nearly 1/3 of total pedestrian crashes between 2009 and 2010 occurred in downtown New Orleans. In 2012 the Federal Highway Administration identified New Orleans as a “Pedestrian Safety Focus City” because the annual pedestrian fatality rate is higher than the national average (2.33 per 100,000 population) and a Pedestrian Safety Action Plan (PSAP) was developed for the City in 2014. Ultimately, there are a wide range of conditions that can cause motorist accidents, such as distracted driving, impaired driving, or poor roadway design. Improving safety can have profound impacts at both an individual and an economic level. The goal of the Vision Zero Safety

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program is the eliminating traffic fatalities and serious injuries by 2030. The City should implement this program using a multi-pronged approach toward reducing vehicle accident-related injuries and fatalities that includes identifying accident hot-spots, improving road design and enforcement, leveraging technological advances such as connected vehicles and new crash avoidance technology as they become available, and facilitating education and outreach campaigns toward all transportation system users.

CONGESTION
Traffic congestion refers to the incremental delay caused by interactions among vehicles on a roadway, particularly as traffic volumes approach a roadway’s capacity. Congestion can be evaluated in various ways such as roadway Level-Of-Service (LOS), and the Travel Time Index (TTI), that can result in very different estimates of its costs and the benefits of specific congestion reduction strategies. On average, Americans spend over 40 hours stuck in traffic each year. According to the Texas Transportation Institute’s methodology in its 2012 Mobility Report, the total cost of roadway congestion to the nation was $121 billion in 2011. Some measurable results of this congestion include 5.5 billion hours of wasted time, an extra 56 billion pounds of CO² released into the atmosphere, and 2.9 billion gallons of wasted fuel. These figures are only expected to increase in coming decades. In the New Orleans urban area, the report estimates that the average auto commuter lost 28 hours and 13 gallons of gas a year to roadway congestion in 2011, costing $629 per commuter. The City needs to reduce congestion by implementing a comprehensive, multi-pronged approach that includes improved transportation options including walking, cycling, transit, ridesharing, car-sharing and telecommuting, so users can choose the option that is most suitable for each trip, with priority on congested corridors, particularly in the downtown area, implementing support programs such as commute trip reduction, mobility management marketing, and “smart” traffic management systems wherever appropriate, efficiently manage curb space to include leveraging technology to assist in the management of on and off street parking, manage congested roadways to favor space-efficient modes, look at implementing efficient transport pricing reforms, including demand-based parking pricing, as congestion can also be reduced as cars spend less time searching for parking spaces.

COMPLETE STREETS
The concept of complete streets is a framework for balancing the multiple roles of roads, and ensuring the best possible outcome to their management as a public resource. A complete street accommodates all of its expected functions and serves all of the people who use it throughout the course of a day. Complete streets do not result from “cookie cutter” design, because different streets have different functions, users and contexts. The overriding principle of complete streets is to offer safety, comfort and convenience to all users (i.e. pedestrians, cyclists, transit riders and motorists) regardless of their age or ability. However, the consideration given to different users will vary by location. For example, where the City wishes to emphasize sustainable travel choices (e.g. downtown, main streets, transit oriented development zones and other areas of intensification), the needs of the most vulnerable street users—pedestrians and cyclists—will be considered first, followed by the needs of transit users and motorists. Where high demands from multiple modes exist, the City will seek to balance the needs of all users in a sustainable way. The City needs to continue to implement its Complete Streets Policy, which requires all City departments in the planning, design, construction, operation and maintenance of all capital improvement projects adjacent to or within the public right of way, to take a comprehensive and integrated approach that considers and appropriately balances the needs of all users to include but not limited to: motor vehicle operators, public transportation services, bicyclists, pedestrians, users with disabilities, and including water distribution, sewerage collection, stormwater management facilities and other utilities to achieve the overall purpose of each project in support of the City’s Master Plan and meet the goals of the Complete Streets program. The goals of the City’s Complete Streets program are as follows:

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1. Safety. Reduce hazards and prioritize safety for all users traveling in the public right of way, especially vulnerable users including persons with disabilities, children, the elderly, pedestrians, and cyclists;

2. Connectivity. Increase the connectivity of walking, bicycling, transit, and freight transportation networks;

3. Multi-modal Accommodation. Give full consideration to accommodation of all users, be they people who walk, people who are mobility-impaired, people who bike, people who use transit, or people who drive cars. Accommodation shall balance the needs of all users in planning, design, construction, maintenance, and operation;

4. Livable Communities. Foster livable communities and increase public health through vibrant, active, comfortable streetscapes that encourage more walking, bicycling, and transit use, and less driving;

5. Equity. Ensure equitable funding and implementation of complete streets projects;

6. Ecology. Create a balanced street ecology through the use of green infrastructure including pervious surfaces and trees.

7. Coordination. Coordinate and communicate between various stakeholders about the Complete Streets Program objectives and metrics; and

8. Sustainability and Resiliency. Invest in infrastructure that promotes sustainability and resiliency.

9. Standards. Standardize placement of infrastructure within the public right of way, where possible, to include underground utilities, street furniture, wayfaring signage and lighting.

### SUSTAINABILITY
Nationally, the transportation industry accounts for 28% of the total US greenhouse gas emissions, second only to the generation of electricity. New fuel regulations are expected to increase the fuel efficiency of vehicles by 50% over the next decade. Walking and bicycling are emissions-free forms of travel and have no negative impacts on the environment. Projects that successfully encourage people to use non-motorized travel for trips are an effective means of improving air quality region-wide and promoting an environmentally sustainable transportation system. A balanced multimodal transportation system offers a range of transportation modes (walking, bicycling, public transit and automobiles) and is structured toward providing transportation facilities and services better designed to achieve broader community goals, such as increasing travel choices, improving economic competitiveness and enhancing communities. A multimodal transportation system which has less congestion and fewer trips made in single occupant vehicles run on fossil fuels creates a community with a smaller carbon footprint and provides the base structure for achieving a sustainable transportation system that supports the City’s economy, preserves the environment and enhances our quality of life. Ultimately, as the City continues to develop, we need to shift our development practices so new residents, employees and visitors will be able to get around more easily without a car and away from policies that encourage a car-dependent transportation system at the expense of other transportation modes. The City needs to look at ways to promote energy and natural resource conservation within the transportation system and decrease emissions of greenhouse gases and other pollutants.

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INTEGRATING LAND USE AND TRANSPORTATION PLANNING
The use and effectiveness of transportation systems are linked directly to the surrounding
developments. Providing an efficient, and affordable transportation system requires close
coordination with existing and future land uses. Areas that are compact, relatively dense, and have a
mix of uses translate to transportation efficiency and affordability: optimum use of existing roadway
space, efficient mass transit, reduced capital investments and operating costs, reduced congestion and
travel times, and better air quality and public health. Land use decision making should reduce the
need to expand transportation infrastructure and service, and maximize existing transportation
infrastructure, particularly transit, by encouraging housing, jobs and other infill development in areas
with the greatest access to jobs and services. Similarly, transportation planning should target
improvements in walking, bicycling and transit in areas that already have a good mix of uses and
relatively high density of jobs and housing.

Because transportation projects can be expensive and take a long time to come to fruition, it is
essential that New Orleans work to make sure that future land use and transportation planning is
integrated effectively. There are numerous strategies that should be researched including but not
limited to access management (e.g., reducing the number of driveways on transit and bicycle
corridors, rear parking requirements, and other policies); encouraging mixed-use development with
housing and retail together; encouraging density in existing job centers and other mixed-use centers
to reduce the need for driving; reclaiming and retrofitting heavy volume elevated streets to at-grade
boulevards; and transit oriented development along existing and new high-frequency transit lines.
Financing transportation improvements can be tied directly to land development by capturing the
future tax revenue from new and re-development closely surrounding existing and future transit
stations.. Through increased coordination in transportation and land use planning, New Orleans can
increase access to jobs and services while reducing costs to provide and use the transportation system.

ALTERNATIVE FUEL VEHICLES
Alternative fuel vehicles are becoming more prevalent as the technology associated with these
vehicles matures and becomes more cost-effective. Conversion of public vehicle fleets to alternative
fuel vehicles and the encouragement of private ownership has the potential to transform the
environment and improve overall sustainability and quality of life. However, alternative fuel vehicles
require different types of infrastructure, such as electric vehicle charging stations or compressed
natural gas fueling stations. The City should explore the benefits of public investment in alternative
fuel vehicles and their required infrastructure while balancing the use of space within the public right
of way and at public facilities.

GOAL 1
____________________________________________________________________________________
Provide quality transportation infrastructure
____________________________________________________________________________________

1.A Invest in our streets and maintain them in a state of good repair.

ACTIONS
1. Create a comprehensive financial strategy for investment in road infrastructure.
   Who: DPW; RPC
   When: Ongoing
   Resources: Capital funding
> Make the public aware of the financing options for street repair and maintenance and
   seek input on the long-term financing strategy.

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

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reconstruction.
**Who:** DPW
**When:** First five years
**Resources:** Stafftime; capital funding
> Identify and prioritize long-term street capital improvements based on the recommendations from the pavement asset management system.
> Continually update information in the pavement asset management system.
> Complete a city-wide assessment of pavement conditions every five years.
> Make the public aware of the criteria used to develop a priority list of street projects and the cost.

3. *Improve how streets are repaired and maintained.*
**Who:** DPW; SWB
**When:** Ongoing
**Resources:** Stafftime, operating funds
> Secure additional resources to bring the City’s annual street maintenance budget in line with what is recommended as part of the pavement asset management system.
> Improve coordination between DPW, SWB, and other utilities in the maintenance of utilities underneath the streets and repairs to street pavement.
> Implement pavement restoration standards in line with nationally recognized best practices.
> Establish performance standards for responding to and addressing potholes and restoring utility service cuts.
> Make the public aware of street repairs as they are occurring.

4. *Coordinate capital road work with other infrastructure projects to increase efficiency, limit infrastructure costs, and preserve roadway quality and operations.*
**Who:** DPW, SWB
**When:** First five years
**Resources:** Stafftime, capital funds
> Improve existing protocols to coordinate with Entergy, the SWB, the RTA, Cox, AT&T, and other utilities for major road work to ensure the simultaneous repair/upgrade of subsurface infrastructure.
> Establish a permitting process and fee schedule for utility cuts that encourages the coordination of major infrastructure work.

5. *Leverage all available funding sources to maximize the amount of resources available to fix and maintain our streets.*
**Who:** DPW; CAO; SWB; RPC
**When:** Long term
**Resources:** Stafftime, capital funds, operating funds
> Continue to explore additional funding sources to support capital infrastructure improvements and maintenance.
> Combine multiple funding sources when possible, to maximize the amount of infrastructure that can be done as part a project/program.

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.*
**Who:** DPW; CPC; CPA; SWB; RPC
**When:** Ongoing
**Resources:** Stafftime, capital funds, operating funds
> Monitor and track progress toward achieving the City’s Complete Streets Program goals.
> Coordinate with the SWB to implement green infrastructure where practical as streets are being reconstructed.

1.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.**

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**ACTIONS**

1. Achieve and maintain full compliance with the DOTD’s off-system bridge inspection program.
    **Who:** DPW; Possible consultant services for bridge inspections, DOTD.
    **When:** Medium term
    **Resources:** Staff time; general fund
    > Adopt a routine inspection schedule to ensure that all bridges are inspected at regular intervals and remain in good condition.
    > Maintain at least two engineers in DPW that are certified by DOTD to inspect bridges.

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.
    **Who:** DPW; DOTD; RPC
    **When:** Ongoing
    **Resources:** Capital funding

**1.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.**

**ACTIONS**

1. Support a reliable, maintained lock system on Inner Harbor Navigation Canal to enable trade and economic growth while considering community impacts.
    **Who:** Port of New Orleans; CPC; RPC, USACE
    **When:** Medium term
    **Resources:** Staff time

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.
    **Who:** Port of New Orleans; CPC, RPC
    **When:** Medium term
    **Resources:** Staff time

**1.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.**

**ACTIONS**

1. Make strategic capital improvements and enhance marketing at Louis Armstrong New Orleans International Airport to attract and maintain air service.
    **Who:** Aviation Board
    **When:** First five years
    **Resources:** Bond funds

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.
    **Who:** Aviation Board
    **When:** First five years
    **Resources:** Bond funds

**1.E Implement rail improvements to increase railroad safety, operating efficiency and fluidity.**

**ACTIONS**

1. Implement centralized traffic control (CTC) across the rail network to consolidate and

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standardize train routing decisions, alleviate congestion, and promote fluidity.
**Who:** New Orleans Public Belt; Class 1 Railroads
**When:** First five years
**Resources:** Staff time; local, state and federal funding

2. Pursue adequate funding, including federal funding, for the implementation of rail improvement projects to increase safety, operating efficiency and fluidity.
**Who:** RPC; New Orleans Public Belt Class 1 Railroads, CPC
**When:** Medium term
**Resources:** Federal funds

**1.F Enhance transit infrastructure to increase ridership and improve access to jobs and services.**

**ACTIONS**

1. Develop a Transit Master Plan for RTA to guide future investments and service enhancements.
**Who:** RTA
**When:** Medium Term
**Resources:** Federal funds; bond funds
> Develop a Strategic Plan outlining the vision for the future of transit in New Orleans with residents, other agencies and key stakeholders.
> Redesign bus network to improve access to jobs and service, including possible regional connections and future service increases.
> Identify priorities and corridors for streetcar expansion complementary to an improved bus network.
> Use best practices to develop specific criteria and metrics for identifying corridors for high-capacity transit infrastructure investment such as BRT and light rail.
> Establish TOD guidelines for land users served by high-frequency transit service that increases housing and jobs density, and prioritizes usage of public transit and complementary modes like walking and biking.

2. Coordinate a regional transit vision.
**Who:** RPC; RTA; CAO; DOTD;
**When:** Medium Term
**Resources:** Federal funds; bond funds
> Support a feasibility study to build fixed guideway transit line from the Central Business District to the new North Airport Terminal.
> Implement inter-agency transit pass between JeT and RTA.
> Develop a roadmap for increasing regional access with coordinated or shared service and fare integration between RTA, JeT and SBURT
> Study service changes and enhancements to DOTD funded New Orleans to Baton Rouge bus service, including the feasibility of transit only lanes on area highways.

3. Maintain a high-quality fleet of vehicles.
**Who:** RTA
**When:** Ongoing
**Resources:** Federal funds; bond funds
> Continue to replace older RTA buses with newer vehicles that are more fuel efficient and have lower emissions.
> Update the Transit Asset Management Plan annually to ensure that the transit fleet is in a good state of repair.

4. Invest in technology for current and future buses and streetcar
**Who:** RTA, DPW
**When:** First Five YEars
**Resources:** Grant funds
> Incorporate the use of preemptive signalization and real-time GPS tracking to increase greater reliance upon mass transit

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GOAL 2

Increase efficiency across all transportation modes

2.A Develop and implement a Transportation System Management Strategy to optimize capacity and maximize efficiency.

ACTIONS

1. Conduct a study and implement recommendations to manage traffic congestion and increase mobility of people in downtown area.
    **Who:** DPW; DOTD; RPC, Port of New Orleans; DDD
    **When:** Ongoing
    **Resources:** Staff time; Federal funds; City funds
    > Identify policies and projects that increase mode share for walking, biking and transit.
    > Consider the establishment of priority bicycle and transit corridors.

2. Identify the most effective improvements to reduce travel times along existing bus and streetcar lines.
    **Who:** RTA; DPW; DOTD
    **When:** First five years
    **Resources:** Grant funds
    Identify street reconfigurations that reduce turning conflicts with streetcars at the highest conflict locations.
    >Develop priority locations, standards and permitting for high-capacity and pre-paid transit stations

3. Invest in an advanced traffic management system.
    **Who:** DPW, DOTD
    **When:** Medium-term
    **Resources:** City funds, State funds, federal funds
    > Continue upgrades to traffic signals and pedestrian countdown timers to create a traffic management system capable of being remotely monitored and controlled to adapt to changing traffic conditions as they occur.
    > Monitor and adopt useful technologies for traffic data management.
    > Provide streamlined and accessible traffic information to travelers.

4. Enable walking, cycling, and transit in the planning of development projects.
    **Who:** CPC, DPW
    **When:** Ongoing
    **Resources:** Federal funds, capital funds
    > Promote transit-oriented development plans through zoning, place-based planning, and the plan review process.
    > Consider the designation of transit priority corridors as part of the place-based planning process.

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.
    **Who:** RPC; DOTD; RTA
    **When:** Long-term
    **Resources:** Federal funds

6. Support higher-density transit oriented development (TOD) along existing and future high-frequency transit service.
    **Who:** RTA; RPC; CPC

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**When:** Long term
**Resources:** Federal funds

7. Study existing capacity and promote improved connectivity for crossings over the IHNC for all modes of transportation.
    **Who:** RPC; DOTD; Port of New Orleans
    **When:** Long-term
    **Resources:** Federal funds
> Look for opportunities for waterside access along the IHNC to develop this as a water-borne freight corridor

**2.B Measure progress toward meeting the mode share goals of transit, bikes, walking and single occupancy vehicles.**

**Actions**

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.
    **Who:** CPC lead in coordination with DPW
    **When:** First Five Years
    **Resources:** Staff Time

**2.C Enable the efficient movement of freight.**

**ACTIONS**

1. Develop a comprehensive, multi-modal freight plan to guide future investments and implementation of service enhancements to drive operational efficiencies.
    **Who:** CPC; RPC; Port of New Orleans; DPW; NOAB; DOTD; Public Belt Railroad
    **When:** First five years
    **Resources:** Bond funds
> Review the designated truck route system and update the list of streets with input from neighborhoods, truckers, business parks, intermodal terminal operators and other relevant groups.
> Ensure consistency with operations and Master Plans for the Port, Public Belt, and Airport.

2. Work to improve access to and from all intermodal freight terminals through wayfaring signage and technology-based solutions, street improvements, and signalization.
    **Who:** DPW; DOTD; Port of New Orleans.
    **When:** Medium term
    **Resources:** City and state funds

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.
    **Who:** CPC; RPC; Port of New Orleans
    **When:** Medium term
    **Resources:** Staff time; local and state funds

4. Provide adequate, dedicated and maintained roadway access to Port facilities to keep the Port competitive, reduce congestion and impacts to quality of life.
    **Who:** CPC; RPC; Port of New Orleans; DPW; Police
    **When:** First five years
    **Resources:** Bond funds
> Maintain and provide adequate access for the only truck route to uptown Port cargo facilities through coordinated planning and implementation with the City, Convention Center and other existing and proposed Tchoupitoulas corridor developments.

**2.D Encourage sustainable and healthy mobility choices.**

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**ACTIONS**

1. *Develop and implement a sidewalk improvement program*
    **Who:** DPW
    **When:** First five years
    **Resources:** Staff time

2. *Invest in more comfortable bicycle facilities that provide critical linkages in the bicycle network*
    **Who:** DPW, RPC, DOTD
    **When:** First five years
    **Resources:** Staff time, City and federal funds

3. *Support and encourage events such as Bike to Work Day, No Car Days, Celebrity rides, Open Streets. and carpooling.*
    **Who:** Mayor's Office.
    **When:** First five years
    **Resources:** Staff time

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.*
    **Who:** Mayor's Office; DPW; CPC; consultants
    **When:** First five years
    **Resources:** Staff time; City funds; grants; private sponsorships

5. *Expand marketing and community engagement to promote the use of public transit.*
    **Who:** RTA
    **When:** First five years
    **Resources:** RTA funding
    > Improve marketing outreach to attract automobile drivers by developing promotional materials highlighting the benefits and cost savings of using public transit.
    > Partner with major employers and educational facilities to increase transit usage.
    > Implement a new CAD/AVL system to improve customer access to information about service in real time

**2.E Improve connectivity between transportation modes.**

**ACTIONS**

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.*
    **Who:** RPC; City; RTA; NOAB; Amtrak; Mayor's Office, Congressional leadership
    **When:** Long term
    **Resources:** Federal funds
    > Support and advocate for federal and state funding for high-speed and/or light rail lines
    > Actively work to reinstate and improve passenger rail service between New Orleans and Jacksonville, FL (Route has not been reactivated by Amtrak since Hurricane Katrina).

2. *Create gateway connections at the UPT and Louis Armstrong International Airport and improve access to the Convention Center and Port of New Orleans*
    **Who:** RTA; RPC, DPW; NOAB; NOBC
    **When:** Long-term
    **Resources:** Federal funds
    > Consider establishment of BRT connections between the Convention Center, Port, UPT and Airport.

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3. Create forums for agency coordination and consolidation to improve transit service delivery and sustainability.
    **Who:** RTA; RPC, Jefferson and St Bernard Transit and traffic and planning staff from each parish
    **When:** Medium-term
    **Resources:** Staff time
    > Improve regional transit connections with partner agencies.

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.
    **Who:** RTA; RPC; DPW
    **When:** Medium-term
    **Resources:** Federal funds
    > Focus planning efforts to access and improve mobility to and from the UPT for all modes of transit

5. Plan for and emphasize pedestrian, bicycle and transit facilities linkages through improved design, funding, maintenance, enforcement, and education.
    **Who:** RTA; DPW
    **When:** First five years
    **Resources:** Federal funds, staff time

**2.F Develop a great cycling city.**

**ACTIONS**

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.
    **Who:** DPW, CAO
    **When:** First five years
    **Resources:** Staff time, City funds
    > Incorporate “Complete Streets” guidelines into the plan.
    > Analyze geographic need for mobility improvements based on economic and health outcomes and prioritize bicycling improvements that have the greatest potential to improve social equity.
    > Incorporate a robust community engagement component to collect broad stakeholder input to develop a comprehensive bicycling strategy informed by and supported by the public.
    > Program enhancement funding for public bicycle facilities in all future local bond elections.
    > Explore potential dedicated funding streams for bicycle improvements
    > Achieve and maintain Gold Level Bike Friendly Community status.
    > Identify pilot corridors for core network of protected bike lanes that connect to existing assets, such as the Lafitte Greenway, and downtown core..
    > Provide for cycling connections to transit.
    > Mitigate bottlenecks created by rail infrastructure, bridges, underpasses, and other disruptive elements.

2. Develop and update design standards and guidelines for all types of bicycle facilities
    **Who:** DPW
    **When:** First five years
    **Resources:** Staff time

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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.
    **Who:** DPW; CPC
    **When:** First five years
    **Resources:** Staff time, City funds, Federal funds
> Expand and promote program for private sponsorship of bike racks and bike corrals on sidewalks and unused on-street spaces.
> Pilot a limited number of on-street vehicular parking spaces to be converted into on-street bike rack/storage area if demand or adjacent property owners call for it.
> Incorporate bike racks into the on-site parking plans for public buildings such as libraries, community centers, and schools.

4. Modify zoning regulations to encourage or require the provision of on-site bicycle parking facilities.
    **Who:** CPC
    **When:** First five years
    **Resources:** Staff time

**2.G Maximize walkability.**

**ACTIONS**

1. Seek federal funding for walk-to-school programs and improvements.
    **Who:** DPW; OPSB; RSD
    **When:** First five years
    **Resources:** Federal funds
> Incorporate “Complete Street” guidelines into the strategy.
> Review car line and bus access plans for all new school prior to of sessions and periodically review those for current active school campuses.

2. Develop a sidewalk improvement program (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).
    **Who:** DPW
    **When:** First five years
    **Resources:** Staff time; City funds
> Conduct a study to identify appropriate sidewalk condition assessment and walkability criteria.
> Evaluate sidewalk repair and maintenance sections of City Code and explore ways to improve enforcement and betterment system options for property owners.
> Explore sustainable and equitable funding mechanisms.

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.
    **Who:** DPW; Mayor’s Office
    **When:** First five years
    **Resources:** Staff time; City funds

4. Develop a Pedestrian Master Plan to guide future investments in pedestrian facilities of all types to improve the quality, safety, and accessibility of the pedestrian environment throughout the City.
    **Who:** DPW
    **When:** First five years
    **Resources:** Staff time; City funds
> Use best practices to develop specific criteria and metrics for identifying corridors for pedestrian facilities.
> Establish a standard for evaluating the pedestrian level of service and walkability

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along a corridor.
> Prioritize last mile conductivity to assist with transit and bicycle mode share goals.

5. Implement sidewalk improvements in the French Quarter
    **Who:** Mayor's Office, DPW
    **When:** First five years
    **Resources:** Staff time; special property tax

6. Develop a continuous, well-connected pedestrian network of sidewalks, walking paths, and recreational trails to safely accommodate pedestrians.
    **Who:** DPW
    **When:** Long-term
    **Resources:** Staff time; City funds, State funds, federal funds

> Publicize and promote walking paths and recreational trails within the City.
> Seek additional grants to expand the existing network.

***

GOAL 3

# Improve safety, accessibility, and quality of life for all transportation system users

3.A Implement the adopted “Complete Streets Policy”.

**ACTIONS**

1. Develop and adopt Complete Streets Guidelines for internal and consultant design engineers in project development.
    **Who:** DPW; CPC transportation planner
    **When:** First five years
    **Resources:** Staff time; City funds; State funds; Federal funds
> A Complete Streets Implementation Guideline document should consider a street classification system that prioritizes infrastructure investment and guides street design and operation specifics.
> Consider the use of temporary materials to test out Complete Streets best practices and replace with permanent materials if appropriate and when funds are available.
> Consider developing a Pavement to Parks Program to encourage public participation while allowing for low-cost, temporary pilot testing of projects to improve pedestrians, bicycle, and transit-users experience.

2. Use the multi-modal level of service to access road designs during the preliminary design process and allocate right of way.
    **Who:** DPW; consultants
    **When:** First five years
    **Resources:** Staff time; consultant

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.
    **Who:** DPW
    **When:** First five years
    **Resources:** Staff time
> The updated Roadway Design Manual should include best practices including those

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from the National Association of City Transportation Officials and other resources that prioritize safety of people using active transportation and public transit.

4. Plan for and emphasize pedestrian, bicycle and transit facilities linkages through improved design, funding, maintenance, enforcement and education.
   **Who:** DPW; RTA
   **When:** First five years
   **Resources:** Staff time; City funds; Federal funds

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.
   **Who:** DPW
   **When:** First five years
   **Resources:** Staff time; City funds; Federal funds

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.
   **Who:** DPW
   **When:** First five years
   **Resources:** Consultants; Staff time

3.B Implement the Vision Zero Safety program for the City of New Orleans to reduce traffic fatalities and severe injuries.

**ACTIONS**
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.
   **Who:** RPC; DPW; Police
   **When:** First five years
   **Resources:** Staff time; City funds; State grants

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.
   **Who:** RPC; DPW; Volunteer bike groups
   **When:** First five years
   **Resources:** Grant funds

3. Improve gathering, tracking, analysis, and dissemination of crash data, including to the public when possible, to guide funding to address problem areas.
   **Who:** RPC; DPW; NOPD; Volunteer bike groups
   **When:** First five years
   **Resources:** Grant funds; Staff time

4. Protect vulnerable road users such as pedestrians, cyclists, and motorcyclists.
   **Who:** NOPD; DPW, Municipal Courts
   **When:** First five years
   **Resources:** Staff time
   > Improve enforcement of bicycle laws for the safety of both bicyclists and motorists.
   > Continue to invest in pedestrian countdown timers and high visibility crosswalk signage and striping.

5. Combat distracted driving.
   **Who:** NOPD; DPW
   **When:** First five years
   **Resources:** Staff time, City funds

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> Establish and enforce cell phone free zones in school zones.
> Raise awareness of the dangers of distracted driving.

6. Reduce speeding, impaired, and aggressive driving.
    **Who:** *NOPD; DPW*
    **When:** *First five years*
    **Resources:** *Staff time, City funds*
> Expand the City’s existing network of traffic safety cameras to support enforcement of speed limits and traffic signage and signalization.
> Consider passive traffic calming measures such as bump outs, signage, and reducing the speed limit first, and then consider reducing the number of travel lanes.
> Expand DWI enforcement.

7. Consider augmenting existing staff to enhance the City’s role in transportation safety.
    **Who:** *DPW; CPC*
    **When:** *First five years*
    **Resources:** *Staff time, City funds*

### 3.C Improve and expand access to the transit network throughout the City.

**ACTIONS**

1. Improve bus and streetcar frequency.
    **Who:** *RTA*
    **When:** *First five years*
    **Resources:** *RTA funds*
> Identify high ridership corridors and corridors with high ridership potential that can support service intervals of 15 minutes or better.
> Identify options to create crosstown lines to decrease travel times.
> Create transit mini-hubs around the City to shift the network from hub and spoke to a web with more travel options for riders.
> Provide better connections to MSY on the new Airport Express line, increasing the transit mode share.

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.
    **Who:** *DPW; RTA*
    **When:** *First five years*
    **Resources:** *Federal funds; City funds; staff time*

3. Redesign transit lines where possible to connect with major destinations and other trip generators to increase ridership and efficiency.
    **Who:** *RTA*
    **When:** *First five years*
    **Resources:** *RTA funding*

4. Examine the feasibility of alternative service delivery models to meet the needs of riders in lower demand neighborhoods.
    **Who:** *DPW; RTA*
    **When:** *First five years*
    **Resources:** *RTA funding*

5. Improve the waiting experience for customers at transit stops.
    **Who:** *RTA; RPC; DPW; NOAB*
    **When:** *Medium term*
    **Resources:** *Federal funds; bond funds*
> Continue to install comfortable, durable benches and shelters at all bus stops throughout the City and ensure adequate funding and coordination between agencies for the maintenance of bus stops and streetcar stops.

<!-- page 42 -->
> Improve access, signage, lighting, landscaping, and other amenities at major transit points.
> Replace Bus Stop signs throughout the network that are more durable and provide customers more relevant information.

### 3.D Manage curbspace more efficiently to reduce congestion and increase safety.

*ACTIONS*

1. Modify off-street parking requirements to enhance parking efficiency, improve urban design quality and encourage walking and alternate forms of transportation.
    **Who:** CPC
    **When:** First five years
    **Resources:** Staff time
> Reduce off-street parking requirements for new developments and encourage shared parking amongst land users.
> Require the location of parking in the rear of on the side of buildings in commercial districts and encourage the consolidation of parking facilities to serve several blocks at a time.
> Where transit is available, encourage the provision of discounted transit passes for employees.
> Encourage the provision of off-street parking for multiple transportation modes such as cars, bicycles, carpool vehicles, and ridesharing vehicles.
> Reduce curb cuts on priority pedestrian and bicycle corridors.

2. Implement policies that encourage efficient management of the curb space in the downtown area and along commercial corridors.
    **Who:** DPW
    **When:** First five years
    **Resources:** Staff time
> Manage the curb space as a finite and valuable asset.
> Implement technology-based systems to monitor the availability of parking spaces and make this information available to the public.
> Review and update policies and regulations on the designation and operation of passenger zones, bus zones, and freight zones.
> Link land usage to the allocation of curb space based on need.

3. Develop and implement a municipal parking management strategy to reduce the parking demand in the downtown area and along high-demand corridors.
    **Who:** DPW; CPC, Property Management
    **When:** Medium term
    **Resources:** Staff time; funding
> Expand off-street parking available in areas adjacent to downtown.
> Incentivize park-n-ride.
> Look at expanding transit service to connect peripheral parking to downtown business districts.
> Explore incentives for remote parking and drop-off zones at schools, public facilities, and other destinations.
> Establish rates for on-street parking based on availability and demand and in consultation with stakeholders.

### 3.E Provide significant infrastructure investment to make major boulevards and corridors more attractive and pedestrian friendly particularly where transit stops, schools, parks, and other pedestrian generators are present.

*ACTIONS*

<!-- page 43 -->
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.
    **Who:** DPW
    **When:** First five years
    **Resources:** Recovery funds; CDBG; bond funds

> Give priority to intersections near schools, senior housing, parks, and similar destinations.
> Seek Safe Routes to Schools federal funding for walk-to-school programs and improvements.
> Reinforce existing efforts to improve pedestrian infrastructure along major corridors by formally adopting guidelines.

2. Continue to build upon hurricane recovery appropriations to ensure comprehensive streetscape improvements in designated target areas, including lighting, landscaping, sidewalk enhancements, and the burying of above ground utilities.
    **Who:** DPW
    **When:** First five years
    **Resources:** Staff time

> Invest in use of permeable concrete to help control flooding on sidewalks.

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.
    **Who:** DPW; CPC transportation planner
    **When:** Medium term
    **Resources:** Bond funds

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.
    **Who:** DPW; CPC
    **When:** First five years
    **Resources:** Staff time

GOAL 4

Promote economic development and innovation through integrated transportation planning and policies.

4.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.

ACTIONS

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.
    **Who:** CPC transportation planner; coordinate with RTA
    **When:** First five years
    **Resources:** CZO rewrite; staff time

2. Encourage mixed-use developments within a fixed distance of major transportation corridors.
    **Who:** CPC, transportation planner; coordinate with RTA
    **When:** First five years
    **Resources:** Staff time

<!-- page 44 -->
4.B Modify regulations to encourage infill development that supports a vibrant pedestrian environment.

ACTIONS

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.
**Who:** CPC; DPW
**When:** First five years
**Resources:** Staff time

2. Establish Traffic Impact Analysis guidelines that look beyond the development site for pedestrian generators and linkages.
**Who:** CPC; DPW; possible small consultant services contract
**When:** Medium term
**Resources:** Staff time; CDBG; smart growth oriented grant funding

3. Use area traffic management to coordinate and minimize intensity, resolve community concerns and mitigate the impacts of economic development projects
**Who:** CPC; DPW
**When:** long-term
**Resources:** Staff time; City funds

GOAL 5

Develop an environmentally sustainable and resilient transportation system

5.A Make capital investments and implement administrative strategies to ensure the resilience of the city’s transportation infrastructure against future hazards.

ACTIONS

1. Ensure that a thorough, timely, regularly updated plan is in place to secure bus and streetcar rolling stock from flooding.
**Who:** Office of Emergency Preparedness; RTA
**When:** First five years
**Resources:** Staff time

2. As transportation facilities are renovated, ensure that critical building systems are elevated and that facilities are hardened against flood and wind damage.
**Who:** RTA; CPA; Office of Emergency Preparedness
**When:** First five years
**Resources:** Recovery funds; bond funds; federal funds

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.
**Who:** DPW
**When:** First five years
**Resources:** Recovery funds; bond funds; federal funds

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.
**Who:** DPW; Port of New Orleans, Office of Emergency Preparedness; New Orleans

<!-- page 45 -->
Public Belt
**When:** First five years
**Resources:** Staff time; local funds; federal funds

**5.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**

*ACTIONS*

1. Minimize transportation-related greenhouse gasses and other air emissions.
    **Who:** RTA, City, CPC, Port of New Orleans, NOAB, RPC
    **When:** Long-term
    **Resources:** Staff time, City funds, State funds, federal funds
    > Encourage the increased usage of clean fuels in public and private fleets.
    > Support projects and programs that encourage travelers to take more trips using more environmentally sustainable modes.

2. Support the usage of alternative fueled vehicles such as electric cars.
    **Who:** RTA, City, CPC, Port of New Orleans, NOAB, RPC
    **When:** Long-term
    **Resources:** Staff time, City funds, State funds, federal funds
    > Increase the number of electronic car charging stations at public facilities and on the public right of way.
    > Support the usage of electric cars for car sharing programs over conventional cars.

3. Implement stormwater management systems that emphasize green and gray infrastructure solutions
    **Who:** CPC, DPW, SWBNO
    **When:** First five years
    **Resources:** Staff time, City funds, federal funds

---

## Housing — Chapter 5: Housing and Neighborhoods

- Source: https://nola.gov/nola/media/City-Planning/Master-Plan-Chapter-5-FINAL.pdf
- Pages: 78
- Covers: housing
- **Transcription findings were recorded for this document;** check figures against the source.

<!-- page 1 -->
ATTACHMENT A

| GOAL | POLICIES FOR DECISION MAKERS | FOR MORE INFORMATION, SEE PAGE: |
| :--- | :--- | :--- |
| **NEIGHBORHOODS** | | |
| **1** | *Enhance character and livability for all neighborhoods, with investments to improve quality of life* | 1.A. Tailor policies and programs to maintain and enhance the physical, economic, social and cultural character and diversity of existing residential neighborhoods. | 5.16 |
| | | 1.B. Establish systems to conduct code enforcement activities while providing low-income residents with resources that assist them to comply. | 5.19 |
| | | 1.C. Develop a protocol for dealing with businesses that are incompatible with residences and with “nuisance businesses” while appropriately protecting due process. | 5.19 |
| | | 1.D. Create a system for proactive planning on the neighborhood and district level. | 5.20 |
| | | 1.E. Engage neighborhood residents, businesses, and other stakeholders in proactive planning connected to the citywide Master Plan and citywide policies. | 5.21 |
| **2** | *Focus investment strategies to meet neighborhood needs and promote equity and access to opportunity.* | 2.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. | |
| | | 2.B. In neighborhoods and areas with increasing market activity, prevent displacement of existing residents by providing home rehabilitation resources, and creating new affordable homeownership and rental housing units. | |

<!-- page 2 -->
ATTACHMENT A

| | | |
| :--- | :--- | :--- |
| | | 2.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. | |
| 3 | **Access to retail and services for all neighborhoods** | 3.A. Revitalize existing neighborhood commercial districts and create new, walkable mixed-use districts along transit corridors and on underutilized commercial or industrial land. | 5.30 |
| | | 3.B.Continue to promote food access and health care access in all neighborhoods that lack these necessary services. | 5.34 |
| | | 3.C. Include neighborhood commercial development in activities of the proposed economic development public-private partnership (PPP). | 5.35 |

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ATTACHMENT A

| GOAL | POLICIES FOR DECISION MAKERS | FOR MORE INFORMATION, SEE PAGE: |
| :--- | :--- | :--- |
| **HOUSING** | | |
| 4 | *Reinvented housing policies to support quality neighborhoods, meet the diverse housing needs of all households, and support a range of rental and homeownership options for residents of all income levels* | 4.A. Development Work Group | 5.35 |
| | | 4.B. Preserve existing supply and expand the total supply of affordable rental and homeownership opportunities throughout New Orleans. | |
| | | 4.C. Aggressively implement and enhance existing funded housing programs. | 5.39 |
| | | 4.D. Maintain and expand market-rate housing choices and housing supply. | 5.41 |
| | | 4.E. Prevent future displacement through development activities and continued study and policy review. | |
| | | 4.F. Enforce and promote fair housing policies throughout New Orleans. | |
| | | 4.G. Encourage sustainable design and infrastructure for all New Orleanians. | |
| | | 4.H. Increase accessibility for all, including residents with special needs. | |
| 5 | *High capacity public sector and neighborhood-based groups, such as neighborhood* | 5.A. Provide professional development opportunities for city housing staff and for members of the Housing Working Group. | 5.43 |

<!-- page 4 -->
ATTACHMENT A

| | | |
| :--- | :--- | :--- |
| development corporations, to provide housing responsive to the changing housing needs of current and future residents. | 5.B. Work with non-profit affordable housing advocates such as, HousingNOLA to continue to foster and tap into a network of strong neighborhood- based neighborhood development corporations through capacity building efforts. | 5.43 |

<<FIGURE>>

### Pre-Hurricane Katrina Housing Facts (Census 2000)
* 215,091 housing units of which 188,251 were occupied
    * > 57% single family
    * > 23.2% of units in 2–4-family buildings
    * > 9.8% of units in buildings with 5–19 units
    * > 9.6% of units in buildings with 20 or more units
* 60% of housing units were built before 1960
* 46.5% of occupied units were owner-occupied
* 53.5% of occupied units were renter-occupied
* 32% of occupied rental units were low-cost, unsubsidized, market rentals
* Approximately 11% of total rental units were federally subsidized or in public housing (11,000 units)
* Approximately 9% of total rental units were rented with Section 8 vouchers (9,000)

### Post-Hurricane Katrina Housing Facts
**Homeowner**
* 61% of owner-occupied homes suffered major or severe damage from Katrina.
* 80% of homeowners with damaged homes received insufficient funds to cover rebuilding costs.
* Home values have increased while median household incomes adjusted for inflation have remained flat. In 2000, the majority of homes were valued below $80,000. In 2006, the majority of homes were valued over $100,000.

**Rental**
* 51% of renter-occupied housing suffered major or severe damage from Katrina.
* 80% of subsidized affordable housing suffered major or severe damage from Katrina.
* 40% increase in rents, and 26% increase in wages, 2005–2008.

**Increase in costs**
* Construction of a 1,300-square-foot energy-efficient house cost more than $200,000 in 2009.
* Homeowner’s insurance costs up 300%.

### WHAT DOES IT MEAN?
**Pre-Katrina:**
* New Orleans’ 46% owner-occupancy rate was comparable to other cities in 2000:
    * > Atlanta – 40%
    * > Boston – 32%
    * > Dallas – 43%
    * > Houston – 45%
    * > San Francisco – 35%
* Most rental housing was in buildings containing 1-4 units.
* Many of the large-scale subsidized housing projects were poorly designed and managed, with a negative impact on surrounding neighborhoods.

**Post-Katrina:**
* Housing costs have increased and housing has become expensive for the some 49,000 households estimated to have incomes below 80% of the median income.
* Lack of sufficient funds for rebuilding has slowed recovery by many homeowners and the majority of small landlords.
* The 2008–2009 credit crisis may slow or eliminate financing for multifamily developments.

*Sources: Brookings Institution/Greater New Orleans Community Data Center; Policy Link; US Census; New Orleans Redevelopment Authority*

<!-- page 5 -->
# ATTACHMENT A

## FINDINGS FROM 2009

* New Orleanians identify strongly with their neighborhoods and want to retain the city’s unique qualities.
* Neighborhood conditions in 2009 vary considerably depending on the previous circumstances and degree of flood damage.
* New Orleans has many small commercial areas, but there is a lack of neighborhood-serving retail and services in many parts of the city.
* Blight is a critical problem, both in pre-storm disinvested neighborhoods and in neighborhoods still in recovery from the storm.
* Most of the city’s housing stock is in one- to four-unit structures owned by families and individuals.
* The majority of funding made available for residential recovery has been targeted to individual homeowners or to large-scale, subsidized multi-family rental properties.
* Housing sale and rental prices increased substantially in the three years after the storm but prices moderated in 2009. Some costs, such as construction and insurance, remained significantly higher than before the storm.
* The number of non-subsidized and subsidized affordable housing units declined substantially after the storm, but some 8,000 federally-subsidized units are projected to open by 2012.
* Homelessness remains a serious problem.
* Neighborhood and housing development, blight removal, and housing programs are spread among numerous city agencies and authorities and are not effectively coordinated within New Orleans or in relation to state or federal agencies.
* Detailed data is not available on all segments of the housing market, including housing need, housing cost burden, affordability of non-subsidized units, and similar issues, but is being developed as of 2009.

## CHALLENGES FROM 2009

* Creating an integrated housing policy that invests resources to enhance neighborhoods and to meet the diverse housing needs of all New Orleans households.
* Tailoring neighborhood planning and housing policies and resources to address a wide variety of neighborhood conditions.
* Developing, funding, staffing and implementing a comprehensive approach to blight eradication.
* Improving programs and technical assistance to assist owners in restoring housing, including small rental properties with 1–4 units.

<!-- page 6 -->
ATTACHMENT A

FINDINGS IN 2016

* Between 2000 and 2015, New Orleans experienced substantial shifts in population, households, income, and housing. Among the significant changes are:
* The population decreased by 28%, and households decreased by 21%, with the average size of households dropping slightly by 6% from 2.48 people per household in 2000 to 2.33 in 2013.
* The African American population has declined 34% (112,315 African American residents) since 2000. In 2013, 60% of the city’s population was African American, down from 67% in 2000.
* There was a significant decrease in the percentage of the under-18 population, while the portion of the population between 19 and 34 years old rose. As a result, the proportion of single households or households made up of unrelated people rose by 2%, the number of people living alone has increased by 6%, and the number of non-family households has increased by 7%.
* The city’s poverty rate remains incredibly high at 28% compared to 15% nationally, an overall increase of 2% since 2000.
* Median household income remains unchanged since 2000, at approximately $37,000 when adjusted for inflation.
* The proportion of high-income households increased dramatically, while the proportion of very-low income households rose slightly.
* Educational attainment increased, with a particularly sharp drop in the percentage of individuals who did not complete high school.
* Housing costs rose dramatically for both renters and homeowners. Home values have increased by 54%, and rents have increased 50%.
* Homeownership rates remained unchanged, decreasing from 46% to 45%, still well below the national average of over 60%.
* The figures below, selected from the vast amount of data gathered for HousingNOLA’s Preliminary Report, provide a snapshot of the current state of housing in New Orleans. They illustrate the changing demographics that contribute to high housing demand, the challenges to affordability, and the lack of equity in housing for different populations.
* There is a demand for approximately 33,600 units (new construction and rehab) over the next 10 years in New Orleans.
* If homeownership and rental levels remain constant over the next 10 years, there will be an even split between new homeownership units (16,921) and rental units (16,672) needed.
* Highest homeowner/buyer demand will be families earning between $29,717 and $44,575 and more than $44,575 for 2 bedroom and 3 bedroom units.
* Highest renter demand will be families earning less than $11,143 and more than $37,146, for 1 bedroom and 2 bedroom units.
* “Fair market rent” in New Orleans for a 1 bedroom apartment is $767 monthly, or $9,204 yearly.
* Median income in New Orleans is $37,146; median rent is $765; average home value is $183,700.
* African American households disproportionately pay more of their income towards housing costs.
* More than 70% of all households pay one-third or more of their income towards housing costs.
* Between 2005 and 2015, the number of Housing Choice Vouchers given out by HANO has more than doubled.

<!-- page 7 -->
ATTACHMENT A

CHALLENGES IN 2016
*   Focusing on housing affordability with strategies for areas with lower market activity, increasing market activity, and high values with strong market activity.
*   Preserving existing supply and expanding the total supply of affordable rental and homeownership opportunities throughout New Orleans.
*   Preventing displacement of long-time residents due to rising housing costs.
*   Enforcing and promoting fair housing policies throughout New Orleans.
*   Encouraging sustainable design and infrastructure for all New Orleanians.
*   Increasing accessibility for all, including residents with special needs.

<!-- page 8 -->
# ATTACHMENT A

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

| | | | |
| :--- | :--- | :--- | :--- |
| **AMI** | Area Median Income | **HDLC** | Historic District Landmarks Commission |
| **CAO** | Chief Administrative Officer | **HOME** | Home Investment Partnership Program (federal) |
| **CDBG** | Neighborhood Development Block Grant (federal) | **HRCN** | Housing Resource Center Network |
| **CIP** | Capital Improvement Program | **HUD** | U.S. Department of Housing and Urban Development |
| **CLT** | Neighborhood land trust | **LHFA** | Louisiana Housing Finance Agency |
| **CPC** | City Planning Commission | **NCDAC** | Neighborhood Conservation District Advisory Committee |
| **CZO** | Comprehensive Zoning Ordinance | **NOLABA** | New Orleans Business Alliance |
| **D-CDBG** | Disaster Neighborhood Development Block Grant (federal) | **NORA** | New Orleans Redevelopment Authority |
| **DPW** | Department of Public Works | **OFICD** | Office of Facilities, Infrastructure, and Community Development |
| **EAH** | Employer-Assisted Housing | **RFP** | Request for proposal |
| **FEMA** | Federal Emergency Management Agency | **UNOP** | Unified New Orleans Plan |
| **GIS** | Geographic information system | **OCD** | Office of Community Development |
| **GO Zone** | Gulf Opportunity Zone | | |

# A Introduction

New Orleans is famously a city of neighborhoods—crucibles of culture and cuisine, and networks of family roots. A vibrant network of grass roots activists emerged to rebuild the city in the aftermath of Hurricane Katrina. Neighborhood protection, enhancement and revitalization are the cornerstone of New Orleanians’ vision for the city’s future. Investment in a high quality of life for all neighborhoods is also an economic development strategy, creating the foundation of inviting, safe, diverse and enjoyable places to live that will help retain and attract businesses and the labor force they need.

Strategies for neighborhood livability must be comprehensive and integrated, taking into account neighborhoods’ differing needs:

* Stable neighborhoods that need vigilance to maintain that stability
* Recovering neighborhoods that were doing well before the storm but are still working toward recovery
* Revitalization neighborhoods that faced challenges before the storm and, in some cases, also experienced storm-related damage.

Master Plan strategies to accelerate recovery and provide a foundation for continued enhancement of livability into the future focus on four key issues:

<!-- page 9 -->
ATTACHMENT A

A comprehensive approach to eliminating blight. New Orleans had over 20,000 blighted properties before Hurricane Katrina, with another 30,000–40,000 vacant or blighted properties added since the storm. The City has made tremendous progress in reducing blight, when the number of blighted units was reduced by over 15,000 from 2010 to 2015. Nonetheless, this complex challenge of widespread patchwork blight combined with disinvestment that predates Hurricane Katrina still remains. The city needs to continue with its multifaceted and coordinated approach that combines traditional tools with innovative solutions.

*   Reinvention of the city’s approach to housing. The city needs a housing policy focused on building neighborhood and neighborhoods rather than projects or developments—whether for market-rate or below market rate housing. This will require a thorough understanding of the new dynamics of all segments of the New Orleans housing market since the storm; an inclusive approach to setting policy that reaches out to neighborhoods and housing professionals; a planning context that sets the physical framework for housing activities; and capacity building for both the public sector and neighborhood-based groups such as neighborhood development corporations. Housing policy should be multi-faceted taking into account the needs of residents who have returned since Hurricane Katrina, welcome and facilitate the return of former residents who wish to come back to the city, and welcome newcomers to New Orleans.

*   Enhancing neighborhood commercial districts and residents’ access to retail and services. Strategic location of civic uses to anchor local commercial areas, recruitment of supermarkets to better serve residents, provision for neighborhood corner stores where they are desired by residents, support for small business and merchants, and public investments that promote walkability can enhance neighborhood commercial areas.

*   Neighborhood-level plans and audits tailored to specific areas. Neighborhood planning efforts will work with residents, businesses and other stakeholders to create plans, coordinate implementation, and organize neighborhood process around development proposals.

# 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 5.

<!-- page 10 -->
# ATTACHMENT A

## Summary
[ ] **FIRST FIVE YEARS:** 2010–2014 [ ] **MEDIUM TERM:** 2015–2019 [ ] **LONG TERM:** 2020–2030

| GOAL | RECOMMENDED STRATEGY | RECOMMENDED ACTIONS | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | **HOW** | **WHO** | **WHEN** | **RESOURCES** | **FOR MORE INFORMATION SEE PAGE:** |
| 1. Enhanced character and livability for neighborhoods with investments to improve quality of life | 1.A. Tailor policies and programs to maintain and enhance the physical, economic, social and cultural character and diversity of existing residential neighborhoods. | 1. Use zoning to guide the scale and character of new in fill to fit in with the established residential areas, while accommodating an array of single- and multifamily housing options to meet the strong need for more housing units in New Orleans. | CPC; City Council | First five years | Staff time | 5.16 |
| | | 2. Use zoning to ensure appropriate transitions between established residential areas and redevelopment of underutilized sites. | CPC; City Council | complete | CZO | 5.17 |
| | | 3. Use zoning to ensure that appropriate infill sites of over 10,000sf and publicly-owned properties can be redeveloped with dense development that remains sensitive to the needs of surrounding neighborhoods. Large infill developments should also have inclusionary housing requirements for affordability if found feasible | CPC; City Council | First five years | HousingNOLA 10-Year Strategy and Implementation Plan | |

<!-- page 11 -->
ATTACHMENT A

| | | 4. Create design guidelines to assist existing and new property owners in improving, expanding or constructing new development. | CPC through area plans; CPC and City Council through zoning | complete | CZO | 5.17 |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 1. Enhanced character and livability for neighborhoods with investments to improve quality of life | 1.A. Tailor policies and programs to maintain and enhance the physical, economic social and cultural character and diversity of existing residential neighborhoods. | 5. Continue to develop and refine incentive zoning to provide neighborhood benefits from large developments. | CPC | First five years | Staff time | 5.17 |
| | | 6. Adopt mandatory inclusionary zoning as appropriate and feasible to housing and neighborhood needs. | CPC; City Council; Non-profit affordable housing advocates such as, HousingNOLA and GNOHA, OCD | First five years | HousingNOLA 10-Year Strategy and Implementation Plan Housing for a Resilient New Orleans | |
| | | 7. Continue to upgrade streetscapes of major streets | DPW | First five years | Bond funding; CDBG; federal transportation funds | 5.18 |
| | | 8. Create a program to notify property owners about their side- walk maintenance responsibilities and offer a betterment program to promote sidewalk repair and maintenance in neighborhoods. | DPW | First five years | Staff time; fines | 5.18 |
| | | 9. Continue to support and pro- mote a diversity of public social and cultural events throughout the city. | Mayor’s Office, Arts Council New Orleans | First five years | Staff time- various departments; neighborhood groups; non- profits | 5.18 |
| | | 10. Promote neighborhood associations and neighborhood activities to encourage neighbor- hood identity. | Mayor’s Office: City Council; CPC | First five years | Staff time | 5.19 |
| | | 11. Work with the Arts Council to enhance and expand the Percent for Art Program; adopt and promote policies and guidelines for a Percent for Art program for private developers | Arts Council New Orleans; City Planning; City Council; Mayor’s Office | First five years | Staff time; grant funding | 5.19 |

<!-- page 12 -->
# ATTACHMENT A

| | | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 1.B. Establish systems to conduct code enforcement activities while providing low- income residents with resources that assist them to comply. Enforce quality of life regulations and eliminate nuisance businesses. | 1. Create a warning and ticketing system with fines for quality of life offenses. | Mayor’s Office; City Council; Po- lice Department | First five years | Staff time; fines | 5.19 | |
| | 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. | Mayor’s Office; City Council; Code Enforcement; financial partners for loan provision and loan-loss reserve | First five years | Staff time - various departments; fines; loan-loss reserve resources | | |
| | 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. | Office of Community Development; Mayor’s Office; City Council | First five years | Staff time- Office of Community Development; home repair partner organizations and CDCs | | |

<!-- page 13 -->
# ATTACHMENT A

| | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- |
| 1. C. Develop a protocol for dealing with businesses that are incompatible with residences while appropriately protecting due process. | 1. Convene meetings between business owners and neighborhood residents to seek resolution of issues. | Neighbor-hood Engagement | First five years | Staff time | 5.19 |
| | 2. Ensure industrial and commercial performance standards (limits on noise, dust, vibration and other impacts) in the zoning code and city codes that are culturally and neighborhood appropriate. | CPC, City Council | Ongoi ng | Staff time | 5.19 |

<!-- page 14 -->
# ATTACHMENT A

| | | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 1. Enhanced character and livability for neighborhoods, with investments to improve quality of life | | 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. | CPC | First five years | Staff time | 5.19 |
| | | 4. Enhance the Comprehensive Planning Division with an Area Planning Program. | CPC | First five years | General fund; CDBG planning funds | 5.20 |
| 1.D. Fund and staff a system for proactive planning on the neighborhood and district level. | 1. Create Area Plans for planning districts and neighborhoods. | CPC; neighborhoo d associations; | First five years | CPC funded plans— general fund, CDBG, state and federal grants. Other funding for associations, etc.— Foundations, donations, university | 5.21 |
| 1.E. Engage neighborhood residents, businesses and other stakeholders in proactive planning connected to the citywide Master Plan and citywide policies. | 2. Engage neighborhood groups and students to perform “Neighborhood Audits” of the public realm to aid in targeting resources for public improvements. | CPC (set framework , some coordinatio n); neighborh ood alliances and other | Ongoing | Volunteers; limited funding neededfrom donations, foundations | 5.23 |
| | 3. Provide a structured Neighborhood Participation Program. | CPC; City Council (ordinance) | Partially complet e/First five years | Staff time. See Volume 2, Chapter 15 for details | 5.23 |

<!-- page 15 -->
# ATTACHMENT A

| | | 4. Hold public hearings, when needed, in the evening to enhance the opportunity for public participation. | CPC | First five years/ ongoing | Staff and commissioner time | 5.24 |
|---|---|---|---|---|---|---|
| | | | | | | |

<!-- page 16 -->
# ATTACHMENT A

| GOAL | RECOMMENDED STRATEGY | RECOMMENDED ACTIONS | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | **HOW** | **WHO** | **WHEN** | **RESOURCES** | **FOR MORE INFORMATI ON SEE PAGE** |
| 2. Focus investment strategies to meet neighborhood needs and promote equity and access to opportunity. | 2.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. | 1. Provide and expand home repair programs for low-income and senior homeowners and persons with special needs. | Office of Community Development | First five years | Neighborho od Housing Improvemen t Fund; federal dollars; staff time | |
| | | 2. Explore increased investment in energy efficiency and weatherization for homeowners and Housing Choice Voucher tenants to reduce energy bills and increase sustainability. | Office of Community Development; HANO; Louisiana Housing Corporation; HousngNOLA; GNOHA | | LIHEAP funds; Housing Choice Voucher Utility Allowances | |
| | | 3. Coordinate efforts of public agencies providing resources for housing development. | OCD, NORA, HANO, FANO | First five years | State and fed- eral funding including; explore limited- period millage or bond for enforcement, land bank and redevelop- ment programs | 5.25 |
| | | 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. | New Orleans Redevelopme nt Authority; City of New Orleans | First five years | Publicly-owned and publicly- controlled properties | |

<!-- page 17 -->
# ATTACHMENT A

| | | | | |
| :--- | :--- | :--- | :--- | :--- |
| 5. Create a comprehensive city property information database that includes information on blighted and vacant properties as well as other data. | Information Technology toexpand on NORA project to be available to all relevant departme nts | Complete: LAMA Server deployed across City governme nt and NORA | D-CDBG; expand with grant or general fund; CDBG or general fund to sustain | 5.26 |
| 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. | City Council ordinance; Safety and Permits; Code Enforceme nt; | First five years | Fees to be paid by landlords and sellers | 5.26 |
| 7. Establish a registry of properties vacant for six months or more, and work with community groups to track property conditions. . | City Council (ordinance); Safety and Permits | First five years | General fund; fines for non-registration, community grounds assistance | 5.26 |
| 8. Expedite procedures for site control of blighted and vacant properties, including the code enforcement lien foreclosure process. | Mayor’s Office; legislative delegation | First five years | Staff time | 5.26 |

<!-- page 18 -->
# ATTACHMENT A

| | | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 2. Redevelopment of blighted and vacant properties in all neighborhoods, focusing strategies to meet the respective needs of stable neighborhoods, recovering neighborhoods, and revitalization neighborhoods. | 2.A. 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. | 9. Pursue land assembly to create larger, contiguous parcels to facilitate targeted block-by block redevelopment of housing and/or neighborhood amenities. | Mayor's Office; City Council, NORA | First five years | General fund (foregone income for limited period) | 5.26 |
| 2. Redevelopment of blighted and vacant properties in all neighborhoods, focusing strategies to meet the respective needs of stable neighborhoods, recovering neighborhoods, and revitalization neighborhoo ds. | 2.A. 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. | 10. Focus on catalytic investments in recreation, transit, quality jobs, and safety to improve residents' quality of life and ensure access to opportunity. | Mayor's Office, NORD, NORTA, NOLABA, GNO Inc. | First ten years | Federal funds, general fund, NOLABA funds | |
| | | 11. Provide incentives, such as a limited-period tax abatement, to owners to assemble (including scattered site assembly) and redevelop sites. | City Attorney's Office; NORA | First five years | Staff time; D-CDBG; other federal funding | 5.27 |
| | | 12. Continue the Lot Next Door Program, including credits for fencing or landscaping adjacent properties. Check with NORA on this | NORA | First five years | Staff time; D-CDBG; other federal funding | 5.27 |

<!-- page 19 -->
ATTACHMENT A

| | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- |
| | | 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. | Mayor's Office; City Attorney; Finance Department; City Council. Possible consultant contract | First five years | Staff time; general fund | 5.28 |
| | | 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. | OCD, local banks | First five years | | |
| 2.B. In neighborhoods and areas with increasing market activity, prevent displacement of existing residents while continuing to invest in improvements. | 1. Work with neighborhood groups, non-profits, faith- based organizations, and affordable housing developers to establish Neighborhood Land Trusts to act as banks and potentially create new opportunities for affordable ownership and rental housing. | CPC; OCD, HANO, FANO, NORA; neighborhood and nonprofit affordable housing groups such HousingNOLA; GNOHA, affordable housing developers | First five years | Staff time; D-CDB G; foundation funding; federal funds; Neighborhood Housing Improvement Fund | 5.27 |

<!-- page 20 -->
# ATTACHMENT A

| | | | | |
| :--- | :--- | :--- | :--- | :--- |
| 2. Create and expand home repair grant and loan programs targeted to help low-income and senior homeowners renovate their properties. | Office of Community Development, Mayor’s Office, City Council, non-profit affordable housing advocates such as, HousingNOLA and GNOHA | First five years | Staff time, foundation funding, Federal funds, NHIF funds | |
| 3. Increase opportunities for small-to-medium-scale multifamily development that fits into neighborhood fabric to increase housing supply. | CPC; City Council | First five years | Staff time | |
| 4. Require property liability and flood insurance for all owners. | City Council (ordinance); Safety and Permits (enforcemen | First five years | Staff time | 5.28 |
| 5. Place redevelopment covenants, design and performance standards, and any special use or other appropriate restrictions on properties sold at auction by NORA or other government entities for redevelopment. Include consideration of housing affordability impacts when disposing of any publicly owned or publicly controlled property. | NORA; City Attorney’s office | First five years | Staff time | 5.28 |
| 6. Clarify through public process the criteria for historic property rehabilitation or demolition | HDLC; NCDAC | First five years | Staff time | 5.29 |
| 7. Use neighborhood audits (see above) to prioritize problem properties for code enforcement or demolition. | CPC (coordina-tion) ; neighborhood groups; appropriate city agencies | First five years | Staff time; neighborhood volunteers | 5.30 |

<!-- page 21 -->
# ATTACHMENT A

| | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- |
| | **2.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. | 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. | CPC Office of Community Development, City Council, Mayors Office, non-profit housing advocates, such as HousingNOLA, Housing Working Group | First five years | Staff time, Housing Working Group assistance |
| | | 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. | CPC, City Council, OCD, Housing NOLA, Housing Working Group | First five years | Staff time |
| | **2.D.** Encourage innovative, experimental and low-cost uses of vacant property, which is defined as property that contains a structure that: (1) Is without visible signs of continuous human habitation by persons legally entitled to be on the premises; and (2) Is substantially devoid of functional contents pertaining to the operations or activities customary to occupancy; or (3) Is unsecured, such that it is accessible without force to trespassers or other unauthorized persons, to enhance the likelihood that a vacant space will eventually find a permanent use. | 1. Create a strategy for implementing temporary use projects initiated by active citizens, citizen-groups, and non-profit partners. | Mayor's Office, City Planning, NORA | First five years | Staff time |
| | | 2. Work with relevant agencies, including NORA, to clear regulatory hurdles and create guidelines for implementing temporary interventions and projects throughout the city. | Mayor's Office, City Planning, NORA | First five years | Staff time |

<!-- page 22 -->
ATTACHMENT A

| GOAL | RECOMMENDED STRATEGY | RECOMMENDED ACTIONS | WHO | WHEN | RESOURCES | FOR MORE INFORMATI ON SEE PAGE: |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 3. Access to retail and services from all neighborhoods | 3.A. Revitalize existing neighborhood commercial districts and create new compact, mixed-use neighborhood centers on under utilized commercial and industrial land. | 1. Fast-track the creation of a one-stop shop and comprehensive resource guide to opening and operating a small business in New Orleans. | Economic Development Public-Private Partnership (PPP) | First five years | NOLABA operational funds | 5.30-5.32 |
| | | 2. Include commercial districts in neighborhood and area plans to identify and prioritize immediate needs. | CPC (template and coordination); business and neighborhood volunteers | First five years | CPC staff time; volunteer s | 5.32 |
| | | 3. Locate civic uses within or adjacent to neighborhood commercial districts to serve as anchors when feasible. | CAO and CPC through Capital Improvement Program (CIP) process | First five years | CAO, CPC, with other departments; variable funding depending on project | 5.32 |
| | | 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. | CPC, Neighbor- hood Engage - ment Office, Office of Cultural Economy, cultural organiza - tions | Ongoing | Staff time | 5.33 |

<!-- page 23 -->
# ATTACHMENT A

| | | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | 5. Promote the development of business or merchants’ associations to serve as the voice of business owners in specific commercial districts. | Main Streets’ Program; Cultural Products District programs; Neighborhood Engagement | First five years | Staff time; volunteers | 5.33 |
| | | 6. Create opportunities for context-sensitive commercial reuse of underutilized commercial buildings. | CPC/Council—appropriate zoning; CPC—Area Plans ; incentives such as TIF program | First five years | Staff time; TIF | 5.33 |
| 3. Access to retail and services from all neighborhoods | 3.A. Revitalize existing neighborhood commercial districts and create new compact, mixed-use neighborhood centers along transit corridors and on underutilized commercial and industrial land. | 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. | CPC, City Council, Housing Working Group; non-profit affordable housing advocates such as, HousingNOL A; GNOHA assistance | First five years | Staff time | |
| | | 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. | CPC, City Council, non-profit housing advocates, such as HousingNOLA and GNOHA | First five years | Staff time | |
| | | 9. Continue façade improvement matching grant program or for neighborhood areas. | NORA; NOLABA; Main Streets programs | First five years | D-CDBG; Main Street commercial | 5.34 |
| | | 10. Develop design principles and standards for all districts that permit a mix of land uses and neighborhood commercial districts. | CPC | First five years | CDBG; Main Street commercial partners | 5.34 |

<!-- page 24 -->
ATTACHMENT A

| | | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 3.B. Continue to promote food access and health care access in all neighborhoods that lack these necessary services. | 1. Commission a market analysis for supermarkets stores with a plan illustrating the feasibility of potential sites. | Economic Development, NOLABA | First five years | $35-40,000; General Fund; CDBG; Economic Development Administration or similar grant. | 5.34 |
| | 2. Identify incentives to supermarkets and health clinics to underserved areas of the city. | Economic Development, NOLABA, Health Dept | First five years | | 5.34 |
| | 3. Continue the Fresh Food Retail Incentives Program | NOLABA, Economic Development | First five years | D-CDBG | 5.35 |
| 3.C. Include neighborhood commercial development in activities of the proposed economic development public-private partnership (PPP). | 1. Focus on marketing, programming and other approaches to revitalization of neighborhood commercial districts. | NOLABA, Economic Development | First five years | NOLABA | 5.35 |

| GOAL | RECOMMENDED STRATEGY | HOW | WHO | WHEN | RESOURCES | FOR MORE INFORMATIO N SEE PAGE: |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| **RECOMMENDED ACTIONS** | | | | | | |
| 4. Reinvent housing policies to support quality neighborhoods and meet the diverse housing needs of all households. | 4.A. Create a New Orleans Housing Working Group to guide and coordinate City housing strategy. | 1. Coordinate housing development efforts with other place based and neighborhood development efforts through the Housing Working Group | Housing Working Group | First five years | Staff time | 5.35 - 5.36 |
| | | 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 | Office of Community Development; non-profit housing advocates, such as HousingNOLA; The Data Center; Housing Working Group | First five years | Staff time; foundation funding in first five years; eventual partial funding by the city from CDBG | 5.36 |
| | | 3. Develop performance measures to monitor housing needs and the extent to which needs are being met for reporting in a monthly cross-agency meeting and annual public reporting. | Office of Community Development | First five years | Staff time | 5.36 |
| | | 4. Create housing policies that build neighborhoods, meet housing needs for all New Orleanians, and attract private investment. | Housing Working Group | First five years | Staff time | 5.36 |

<!-- page 25 -->
# ATTACHMENT A

| | | 5. Establish an annual public meeting on housing policy and priorities. | Housing Working Group | First five years | Staff times | 5.37 |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | 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. | Mayor’s Office; Housing Policy Office; Housing Working Group | First five years | Staff time | 5.37 |
| | | 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. | OCD, Housing Working Group | First five years | Staff time | |

| | | | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| 4. Reinvent housing policies to support quality neighborhoods and meet the diverse housing needs of all households, and support a range of rental and homeownership options for residents of all income levels. | 4.B. Preserve existing supply and expand the total supply of affordable rental and homeownership opportunities throughout New Orleans. Provide resources to restore housing in all affected neighborhoods, with appropriate flood protection measures. | 1. Seek additional federal funding to close gaps between Road Home funding plus insurance and recovery needs for homeowners. | Mayor’s Office; OCD, Housing Working Group, GNOHA | First five years | HUD and Local funds | 5.37 |
| | | 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. | OCD; nonprofit housing organizations | First five years | CDBG; NHIF; additional federal funds; | 5.38 |
| | | 3. Identify key indicators of housing affordability needs and neighborhood revitalization, monitor the indicators and hold quarterly cross-agency Neighborhood Coordination Meetings. | OCD (conveners); CPC, NORA, FANO, HANO, enforcement agencies, etc. | First five years | Staff Time | 5.38 |
| | | 4. Explore processes to direct publicly owned and adjudicated property, which is defined as property of which tax sale title is acquired by a political subdivision (La. R.S. 47:2196) toward affordable and mixed-income housing development in high-value, high-opportunity neighborhoods and in areas near high-frequency transit corridors. | Office of Community Development; City of New Orleans; Housing Working Group | Ongoing | Publicly-owned and publicly-controlled property resources; staff time | |

<!-- page 26 -->
# ATTACHMENT A

| | | | | |
| :--- | :--- | :--- | :--- | :--- |
| 5. Work with public agency partners that own property to develop a process to reserve land for affordable housing on properties eligible for disposition. | Office of Community Development; Housing Working Group; HANO; OPSB; other public agencies that dispose of property | First five years | Staff time; publicly owned and adjudicated properties | |
| 6. Encourage infill development of affordable housing within high-opportunity neighborhoods | CPC, City Council | First five years | Staff time | |
| 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 | CPC, City Council, OCD | First five years | Staff time | |
| 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 cost offset mechanisms in order to leverage maximum investment in the development of affordable housing. | City Council; CPC; Office of Community Development | First five years | Staff time; outside consultant assistance; non-profit affordable housing advocates such as, HousingNOLA; GNOHA assistance, external funding | |
| 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. | City of New Orleans; City Council; Office of Community Development | First five years | Staff time; GNO Inc. assistance; NOLA Business Alliance assistance; non-profit housing advocates, such as HousingNOLA; GNOHA assistance | |
| 10. Study all zoning barriers to the production of affordable housing and implement policies to remove these barriers. | CPC; City of New Orleans; City Council; Housing Working Group | First five years | Staff time, GNO Inc., Housing NOLA | |
| 11. Work with the Orleans Parish Assessor or Housing Working Group to implement best practices for predictable and reasonable tax valuation for affordable housing multi-family properties. | Orleans Parish Assessor | First five years | Staff time; non-profit affordable housing advocates, such as HousingNOLA and GNOHA assistance; Louisiana Housing Alliance assistance | |

<!-- page 27 -->
# ATTACHMENT A

| | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- |
| | | 12. Revise public development incentive programs (PILOT, RTA, TIF, etc.) to include goals for affordable housing development | City Council, OCD, Housing Working Group | First five years | Existing and potential economic development programs |
| | | 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. | City of New Orleans | First ten years | Developer and permitting revenue; code enforcement revenue; other local revenue streams |
| 4.C. Aggressively implement and enhance existing funded housing programs. | 1. Expend housing funding already allocated to the city as expeditiously as possible, using the advice of the Housing Working Group: | Office of Community Development; NORA; Housing Working Group | First five years | Staff time; CDBG; HOME funds; HOPWA funds; ESG funds; NHIF funds | 5.39 |
| | 2. Implement a system of performance standards and strict monitoring for developers, contractors and others who receive housing and neighborhood development funds | OCD | First five years | Staff time | 5.39 |
| | 3. Strengthen the City’s home repair program through technical assistance to property owners, staff training, program marketing, and contractor certification. | Neighborhood Development; Housing Resource Center Network | First five years | Staff time; CDBG; federal HOME funds; | 5.39 |
| | 4. Work with non-profit affordable housing advocates, such as GNOHA, HousingNOLA, and Own the Crescent to promote homeownership access for low-to-moderate income residents. | Office of Community Development OCD, non-profit affordable housing advocates, such as GNOHA, HousingNOLA | First five years | Staff time; CDBG; general fund | 5.39 |
| | 5. Monitor the status of affordable homeownership programs to appropriately target funds. | OCD; Housing Working Group | First five years | Staff time; federal HOME funds | 5.40 |

<!-- page 28 -->
# ATTACHMENT A

| | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- |
| | | 6. Support housing for homeless or at-risk households. | OCD; UNITY of New Orleans and member non- profits; NORA, HANO, FANO | First five years | Federal McKinney grants for permanent supportive housing for homeless persons; federal project-based vouchers for supportive housing; stimulus funding | 5.40 |
| | | 7. Pursue additional housing funds if needs continue after expenditure of current funding. | OCD; NORA | First five years | Potential sources: additional tax credits and mortgage revenue bonds; five-year increase in HOME and CDBG funds; project based vouchers for supportive housing | 5.40 |
| 4.D. Maintain and expand market- rate housing choices and housing supply. | | 1. Provide zoning for a wide range of market rate housing choices. | CPC; City Council | Continuous | Staff time | 5.41 |
| | | 2. Preserve the diversity of housing types within New Orleans Neighborhoods (singles, doubles, multi-family, etc.) | CPC; City Council | Continuous | Staff time | 5.41 |
| | | 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. | CPC; City Council | First five years | Staff time | |
| | | 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. | CPC; City Council | First five years | Staff time | |

<!-- page 29 -->
# ATTACHMENT A

| | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- |
| | 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. | CPC; City Council | First five years | Staff time | |
| | 6. Work with the Housing Working Group and The Data Center to monitor housing supply and demand and develop strategies to ensure that constrained supply does not overly impact affordability and increase cost burdens. | CPC; City Council; Housing Working Group; The Data Center | First five years | Staff time | |
| | 7. Explore zoning options for second main use dwelling units (or mother-in-law suites) to increase density with market rate housing units in appropriate neighborhoods. | CPC, City Council | First five years | Staff time | |
| 4.E. Prevent displacement through development activities, continued study, and policy review. | 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. | CPC and City Council (zoning); Housing Working Group; Housing Policy Office | First five years | Current CZO project; staff time | 5.42 |
| | 2. Study and create a loan fund/ loan loss reserve program to assist homeowners with property rehabilitation and encourage reuse of vacant lots by current residents and pre-storm residents. | Office of Community Development; Housing Working Group | First five years | Philanthropic funding and resources; credit union assistance; Housing Working Group assistance; staff time | |
| | 3. Conduct targeted outreach to Senior, Disabled, and Veteran homeowners who qualify for Special Assessment Levels / Freezes in all neighborhoods. | City of New Orleans, Orleans Parish Assessor | First five years | Staff time; Assessor staff time; external volunteer time | |

<!-- page 30 -->
# ATTACHMENT A

| | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- |
| | 4. Provide an analysis of public funding and policy through the use of an Affordable Housing Impact Statement. | City Council | Ongoing | Staff time | |
| | 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. | City of New Orleans; NORA | First five years | Staff time; potential tax relief costs | |
| | 6. Investigate tax relief measures for investors who agree to preserve and create affordable rental units. | OCD, City Council, CPC | First five years | Staff time; potential tax relief costs | |
| 4.F. Enforce and promote fair housing policies throughout New Orleans. | 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. | Office of Community Development; HANO; fair housing organizations | First five years | Staff time | |
| | 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. | City Council | First five years | Staff time | |
| 4.G. Encourage sustainable design and infrastructure for all New Orleanians. | 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. | Office of Community Development | First five years | Staff time; City and external funding sources | |
| | 2. Create a centralized information hub to coordinate energy efficiency programs from utility companies, the City, and the State of Louisiana. | Office of Community Development | | Staff time, database / Web development resources | |

<!-- page 31 -->
# ATTACHMENT A

| | | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- |
| | 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). | City of New Orleans | First five years | Staff time | |
| | 4. Continue to develop and advocate for strategies to address high homeowner and flood insurance costs for low-income families in New Orleans. | City of New Orleans; Housing Working Group | First five years | Staff time | |
| | 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. | City of New Orleans; NORA | First five years | NDRC funds; assistance from non-profit affordable housing advocates such as, HousingNOLA; additional federal funds | |
| | 6. Take proactive measures to improve the New Orleans Community Rating System in order to lower insurance costs. | City of New Orleans | First Five Years | Staff time. NDRC. | |
| 4.H. Increase accessibility for all walks of life, including special needs residents. | 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. | City of New Orleans; Advocacy Center | First five years | Staff time; external funding resources | |
| | 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. | City of New Orleans; HANO; NORA | First five years | Staff time; translation resources | |

<!-- page 32 -->
ATTACHMENT A

| | | | | |
| :--- | :--- | :--- | :--- | :--- |
| 3. Explore additional services aimed at those with mental illness or drug addiction. | City of New Orleans, service providers, supportive housing partners | First five years | Staff time; external funding resources | |
| 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). | City Council | First five years | Staff time | |
| 5. Prioritize and target limited funding for high-risk special needs populations to produce 1,500 housing opportunities for these populations. | OCD, Advocacy Center | First five years | Staff time; Federal funds, other external funding resources | |

<!-- page 33 -->
ATTACHMENT A

| GOAL | RECOMMENDED STRATEGY | RECOMMENDED ACTIONS | WHO | WHEN | RESOURCES | FOR MORE INFORMATION SEE PAGE: |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | HOW | | | | |
| 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 | 5.A. Provide professional development opportunities for city housing staff and for members of the Housing Working Group. | 1. Send staff to national housing conferences; organize staff participation in webinars and similar activities; provide informational materials and training for the Working Group. | Office of Community Development | First five years | Seek foundation funding in the first five years; budget (CDBG) for training in the medium to long term | 5.43 |
| | 5.B. Foster a network of strong public sector partners and community development corporations through capacity building efforts. | 1. Support non-profit affordable housing advocates, such as HousingNOLA, HUD, and Enterprise Community Partners 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. | OCD Office of Community Development | First five years | CDBG; foundations; Enterprise; HUD; non-profit affordable housing advocates, such as HousingNOLA | 5.43 |
| | | 2. 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. | FANO, HANO, NORA, City of New Orleans, LHC, non-profits, developers | First five years | Housing Working Group, non-profit affordable housing advocates, such as HousingNOLA, One Table, staff time | |

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**Narrative**

Below is a more detailed narrative of the various goals, strategies and actions highlighted in the “Summary” chart.

**1. NEIGHBORHOODS**

**GOAL 1**

**Enhanced character and livability for neighborhoods, with investments to improve quality of life**

**1.A**

**Tailor policies and programs to maintain and enhance the physical, economic, social and cultural character and diversity of existing residential neighborhoods.**

The diversity of New Orleans neighborhoods must be respected when new development is proposed for infill, for underutilized sites on the edges of neighborhoods, or for public facilities and investments. This means that new development and redevelopment should be designed and tailored to the physical environment, preserving the general scale and character of existing residential areas. This does not mean that infill development must copy older architectural styles but that it must fit into the existing neighborhood and the way it addresses the street and its neighbors.

Neighborhood character is not simply a function of the privately-owned buildings and lots along streets. The “public realm”—sidewalks, streets, and public spaces—contribute to the function, safety, and attractiveness of neighborhoods. While many New Orleans neighborhoods are outfitted with sidewalks, pedestrian-scale lighting and street trees, others have no sidewalks and no trees. Property owners are technically responsible for sidewalk installation and upkeep, which can account for the variable conditions to be found across the city. In practice, the City’s streetscape projects on major streets, some of which are underway as this plan is being written, include sidewalks, trees, and pedestrian amenities paid for through funds available to the Department of Public Works or other entities such as the Downtown Development District. Another variable on residential streets is the drainage system. Many residential streets have curbs and hard drainage infrastructure, while others have drainage swales or small ditches. As discussed in later chapters, natural drainage can be beneficial—but it also can be made attractive as well as functional. The public realm also includes publicly-owned parking areas, plazas and parks. The design and maintenance of these areas is crucial to an attractive public realm. Design principles for neighborhood commercial areas can be found later in this chapter.

**RECOMMENDED ACTIONS**

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.
    **Who:** CPC, City Council
    **When:** First five years
    **Resources:** staff time

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Zoning should set parameters on infill development so that desired neighborhood character— whether existing or identified in a neighborhood-based plan—remains consistent with neighborhood expectations. Where a variety of scales, building types, and housing unit types may coexist within a few blocks or even on the same block, base zoning that recognizes this heterogeneity will make it easier for property owners to improve and, within limits, expand their property as a matter of right. However, the diversity of housing types in older neighborhoods means that it is unlikely that all non-conformities can be eliminated, because that would require such a permissive zoning district that the majority of property owners would be unlikely to accept it. Given current issues with constrained housing supply pushing up prices in many neighborhoods and a particularly constrained rental market, the CZO should accommodate small multi-family development in older neighborhoods and infill areas within limits. Base zoning categories should not be so restrictive as to prohibit common small multi-family types such as the 4-unit shotgun development.

2. *Use the zoning to ensure appropriate transitions between established residential areas and redevelopment of underutilized sites.*
    **Who:** CPC; City Council
    **When:** complete
    **Resources:** CZO rewrite

Additional design principles and guidelines can be developed through specific area or neighborhood plans and as part of site master plan design guidelines for redevelopment of larger sites. Non-conformity based on use can be regulated by requiring new permission for the non-conforming use when there is a change of tenant or owner.

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.*
    **Who:** CPC and City Council
    **When:** First five years
    **Resources:** HousingNOLA 10 Year Strategy and Implementation Plan

The zoning ordinance should ensure that redevelopment of large underutilized sites is feasible by creating opportunities for adaptive reuse of existing structures, and multi-family and mixed-use development of appropriate scales on large vacant parcels. Transitions should include landscape requirements and stormwater management requirements to ensure that larger developments do not create adverse visual or flooding impacts on existing neighborhoods. Planned-unit development options of different minimum areas should be considered for sites over one acre in size.

4. *Create design guidelines to assist existing and new property owners in improving or expanding buildings, or in constructing infill development.*
    **Who:** CPC through area plans; CPC and City Council through zoning
    **When:** complete
    **Resources:** CZO rewrite project; area plans

Design guidelines for neighborhoods or for particular neighborhood character types can promote compatible design. Although this is a particularly important issue for neighborhoods in historic districts and is discussed in Chapter 6 – Historic Preservation, it is also worthwhile for other neighborhoods. The need for design guidance in building elevated structures is especially important to creating attractive neighborhoods as property owners rebuild. Experience in other communities has shown that even

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ATTACHMENT A

voluntary guidelines, when well- presented and communicated to property owners, architects, and developers, can result in more compatible design. These guidelines should not prescribe architectural styles but rather focus on compatibility in terms of bulk, height, orientation on the lot and similar issues.

The Planning Commission could provide seed funding through a competitive grant process and a framework for neighborhood associations and similar groups to work on guidelines of this type, assisted by universities and professional organizations. This could be part of an area plan, or a stand-alone project, in which case the Commission could establish procedures for incorporating the design guidelines into regulations, if desired. A number of cities set aside some CDBG funds or grant funds every year for small grants to neighborhood groups for planning or localized projects.

5. *Continue to develop and refine an incentive zoning program to encourage provision of neighborhood benefits from large developments.*
   **Who:** CPC
   **When:** First five years
   **Resources:** staff time

Incentive zoning is a method for communities to leverage private investment for neighborhood benefits. It allows a developer to build a somewhat larger, higher-density project than would be permitted under existing zoning. This encourages compact development as part of an overall smart growth strategy. In exchange, the developer provides something that is in the neighborhood's interest that would not otherwise be required (*e.g.*, open space, streetscape improvements, special building features, like public plazas, public art, affordable housing, *etc.*). Incentive zoning is typically associated with more urban corridors, transit access areas, and development nodes and is most successful in areas with strong markets. One of the first incentive zoning programs was established in New York City to gain public plazas and other public spaces in large development projects. Chicago's list of public benefits linked to additional floor area includes parks and public plazas, wide sidewalks, arcades, water features, green roofs, off-site contributions to open space, streetscape, transit station improvements, concealed parking—among others. In downtown Minneapolis, the amenity list also includes benefits such as public art, energy efficiency, through-block connections, and street-level retail. The City Planning Commission's zoning subcommittee should evaluate the potential for implementing incentive zoning in the stronger market areas of the city to attract benefits valuable to New Orleans. The highest priority in establishing incentive zoning should be to specifically study its potential to facilitate affordability through an inclusionary housing strategy.

6. *Adopt mandatory inclusionary zoning if found to be feasible by a study conducted by national experts.*
   **Who:** CPC, City Council, non-profict affordable housing advocates, such as HousingNOLA, GNOHA, OCD
   **When:** First five years
   **Resources:** HousingNOLA 10 Year Strategy and Implementation Plan for a Resilient New Orleans

Mandatory inclusionary zoning is a national best practice in housing affordability strategies. Like incentive zoning, inclusionary zoning policies can offer a range of

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benefits to developers, such as added density, reduced parking requirements, expedited permitting, and other incentives, in return for including a percentage of affordability-restricted housing units in their development projects. Currently, HousingNOLA, the City Planning Commission, the Office of Community Development, local housing experts, and local developers are participating in a study to examine the housing market and submarkets in New Orleans to understand which types of developments and which areas can best accommodate mandatory inclusionary zoning. The results of this study will lead to a set of recommendations to be adopted through a CZO revision.

7. Continue to upgrade the streetscape of major streets with public funding and in coordination with commercial corridor revitalization plans and Main Street programs.
**Who:** DPW with planning review from CPC
**When:** First five years
**Resources:** Bond funding; CDBG; federal transportation funds

The $13 M Canal Street streetscape project completed since Hurricane Katrina will soon be joined by an Oak Street streetscape project and, in 2010, commencement on 22 streetscape projects with $20 M in CDBG funds in Gentilly, New Orleans East, the Lower 9th, Uptown, and Lakeview. Streetscape improvements and maintenance should be a continuing program.

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.
**Who:** DPW
**When:** First five years
**Resources:** Staff time; fines

Public funding for neighborhood streets is currently focused on urgently-needed roadway rebuilding and repair. Many property owners do not know that they are responsible for the sidewalks in front of their property. Annual notification in the property tax bill or other City communication should also include information on required standards for sidewalks that contractors must meet if property owners wish to contract for repairs. Liens or payments on the property tax bill could be used as enforcement mechanism. To help incentivize compliance, the City could work with the Arts Council New Orleans to generate a list of local artists who can work with property owners to create original artworks that also satisfy sidewalk maintenance requirements.

9. Continue to support and promote a diversity of public social and cultural events throughout the city.
**Who:** Mayor's office, Arts Council New Orleans
**When:** First five years
**Resources:** Staff time - various departments; neighborhood groups; non-profits

Neighborhood character is cultural as well as physical. Many cultural activities are rooted in specific neighborhoods and support for activities and events can strengthen neighborhood identity, enhancing safety and neighborhood cohesion.

10. Promote neighborhood associations and neighborhood activities to encourage neighborhood identity, sense of ownership, and advocacy.
**Who:** Mayor's Office; City Council; CPC
**When:** First five years
**Resources:** Staff time

The Neighborhood Participation Program described in Volume 2, Chapter 15 will give

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neighborhood groups an incentive to organize and be involved.

11. *Work with the Arts Council to enhance and expand the Percent for Art Program; adopt and promote policies and guidelines for a Percent for Art program for private developers.*

**Who:** Arts Council New Orleans, City Planning, City Council, Mayor’s Office
**When:** First five years
**Resources:** Staff time, grant funding

Public Art and civic design help improve the character and quality of the built environment and are critical elements in maintaining and promoting sense of place and civic pride in residents. A robust public art and civic design program attracts visitors and will make New Orleans internationally recognized as a city that values public art. Working closely with the Arts Council New Orleans, the City can expand the existing Percent for Art Program to include private development, creating a trust for public art and civic design that can be used towards strategic investments in art and design improvements that are aesthetically excellent and functional.

**1.B Establish systems to enforce quality of life regulations and eliminate nuisance businesses.**

*RECOMMENDED 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.*
**Who:** Mayor’s Office; City Council; Police Department
**When:** First five years
**Resources:** Staff time; fines

Many communities have developed ticketing systems with fines for quality of life offenses.[^p38-1] Not only do these programs improve neighborhood conditions, there is considerable evidence that they also help cut crime. Using a ticketing system, but also offering businesses an opportunity to come into compliance, can improve neighborhood conditions while also supporting small, neighborhood businesses. The funds from the fines can help pay for increased police time. In the long term, after recovery, New Orleans may want to consider the model from Charleston, SC, which has established a “Livability Court” to handle quality of life offenses, so they do not get delayed in the general court system with other offenses.[^p38-2]

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.*
**Who:** Mayor’s Office; City Council; Code Enforcement; financial partners
**When:** First five years
**Resources:** Staff time; fines; loan-loss reserve or loan program

The creation of an improved Code Enforcement system for occupied rental property inspections is a necessary step given that many New Orleanians currently are living in substandard housing conditions. Currently, the rental registry process is under study with housing advocates and landlords to determine how a system can be created that is not overly financially burdensome, yet enables inspectors to check on whether buildings are up to code to ensure that residents are not living in conditions that are dangerous to their

[^p38-1]: 
[^p38-2]:

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safety or health. In addition, a loan-loss reserve and loan program are being established to assist lower-income and smaller landlords comply with the need to bring their buildings up to code. Once this process is complete, the City Council will adopt the results of the rental registry group findings.

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.
    Who: Office of Community Development; Office; City Council
    When: First five years
    Resources: Staff time; federal funds; partner CDCs

Code enforcement is a vital tool, but increasing property taxes, homeowners’ insurance, and flood insurance costs have stretched many residents’ means and left them without the ability to make necessary repairs to their homes. To avoid penalizing low-income and elderly residents excessively with code enforcement fines that they do not have the means to pay, home repair programs for these residents must be prioritized and expanded.

1.C **Develop a protocol for dealing with businesses that are incompatible with residential uses and neighborhood complaints about “nuisance businesses” while appropriately protecting due process.**

**RECOMMENDED ACTIONS**
1. Convene meetings between business owners and neighborhood residents to seek resolution of issues.
    Who: Neighborhood Engagement
    When: First five years
    Resources: Staff time

Residents and the business owners can be brought together to see if better ways to manage business activities can mitigate or eliminate adverse impacts on residents. Examples would be changes to truck routes or parking and prohibition of truck idling, landscape or other buffers, installation of cut-off lighting that illuminates only business areas, and so on. Neighborhood Engagement staff could help with these meetings.

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.
    Who: CPC, City Council
    When: ongoing
    Resources: staff time

Performance standards (limits on impacts such as noise, dust, vibration, and so on) can be changed in the zoning code- or other city ordinances. A culturally appropriate sound ordinance will allow for cultural traditions to continue while still providing protection for neighbors. The city can help find an appropriate site within the city limits and assist in business relocation. State and federal regulators can be brought in to deal with pollution and similar issues under their jurisdiction. The master plan land use map and the associated zoning code can make the use nonconforming so that the use cannot continue after the current enterprise leaves. Occupancy permits and business licenses could be subject to sanctions in the case of proven criminal activity.

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3. *Disseminate information to neighborhood associations and business owners about on-potential legal approaches and inform all parties on what is currently allowed under the law.*
   **Who:** CPC
   **When:** First five years
   **Resources:** Staff time

It is also the case that neighborhood residents can disagree on what constitutes a “nuisance” and on expectations for activities in areas where businesses are located in close proximity to residences. This is particularly the case in disputes revolving around noise and activities related to music clubs, restaurants, and similar businesses. The rights of business owners also need to be respected in these disputes and both neighbors and the businesses should be given information detailing what is legally allowed.

Proper City officials, either from the appropriate City Council District, the Neighborhood Engagement Office, or the Office of Cultural Economy may first attempt to bring the business owner together with residents and/or the police department to see if a mutually acceptable solution can be reached. New actions are possible under the Louisiana Public Nuisance Law, the New Orleans Noise Control Program and Littering Ordinance, and the Louisiana Alcoholic Beverage Control Law. The burden of proof lies with those who wish legal action to be taken against a business. The Tulane Public Law Center has created a step by step guide to the requirements and actions under the four laws named above.[^p40-3]

**1.D Create a system for proactive planning on the neighborhood and district level.**

*RECOMMENDED ACTIONS*
1. *Enhance the Comprehensive Planning Division of the CPC with an Area Planning Program.*
   **Who:** CPC
   **When:** First five years
   **Resources:** General fund; CDBG planning funds

The city should provide dedicated staff planners for the creation of area plans who could bring other specialized skills, such as urban design or transportation planning.

The comprehensive planners would be responsible for coordinating city activities across departments in each neighborhood and for being the liaison between the city and the neighborhood. They would work with residents, neighborhood associations, business and commercial property- owners, institutions, and other stakeholders in each district. Their responsibilities would include:
> Liaise with neighborhood groups involved in the proposed Neighborhood Participation Program on district-wide planning issues.
> Keeping district stakeholders informed about private and public developments, physical improvements, regulatory changes and similar activities that affect the district.
> Keeping the Planning Commission and other city departments informed about issues and concerns in the district.
> Coordinating activities of separate city departments in the district.
> Working with stakeholders on creating Area Plans, either directly or by overseeing and participating in planning processes led by entities other than the Planning Commission.

[^p40-3]: text

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> Convening meetings for developers or other project proponents to meet with neighborhood stakeholders.
> Providing staff analysis and opinions to the Planning Commission on an area's issues.

---

[^p41-3]: http://www.law.tulane.edu/assets/0/260/262/8171BA98-8CBE-4BDF-B788-1BFB69A87ACB.pdf

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# ATTACHMENT A

**1.E Engage neighborhood residents, businesses and other stakeholders in proactive planning connected to the citywide plan and citywide policies.**

As part of the recovery process, neighborhood and district recovery plans were created under the auspices of the Neighborhood Rebuilding (Lambert) planning process and the Unified New Orleans Plan process. These plans were focused on recovery and rebuilding, particularly in order to secure funding, and, as noted in the Volume 3 context discussions, were consulted at the beginning of this planning process as a foundation for this plan. However, the planning horizon of the Master Plan is twenty years. Although many recovery projects are still in process and the city faces challenges, many observers have noted that New Orleans' recovery in terms of re-population and investment has exceeded expectations. The recommendations below provide mechanisms for integrating existing or future neighborhood plans that meet Master Plan criteria into the Master Plan itself through the annual amendment process, and guidelines for creating a range of potential area plans for Planning Districts, neighborhoods, and smaller areas, such as neighborhood commercial areas. These recommendations provide planning options with differing levels of support and funding from CPC staff, as well as differing levels of detail appropriate to a variety of planning needs—a planning toolbox available to the CPC and to neighborhood stakeholders over the long term. Not all would be suitable for adoption into the city's official master plan.

**RECOMMENDED ACTIONS**
1. *Create Area Plans for planning districts and neighborhoods.*
**Who:** CPC; neighborhood associations
**When:** First five years
**Resources:** CPC funded plans - general fund; CDBG; state and federal grants. Other funding for associations etc. foundations, donations, university studios (in-kind), volunteers.

In many cities, individual plans are prepared for planning districts or neighborhoods according to a framework developed by the city's planning department and then they are adopted by the planning commission and the City Council as official parts of the city's master plan. With the present document, New Orleans will have a Master Plan that covers the entire city and provides policy direction for revitalization, preservation, development and growth. 
The Planning Commission can adopt criteria and procedures for submission and approval of area plans as part of the Master Plan. The UNOP district plans and existing or in-process neighborhood plans would be suitable for this process.

The City Planning Commission's Administrative Rules, Policies and Procedures contain a section on "Local Renaissance District Policy" that sets forth procedures and criteria for creation and adoption of a Renaissance District Plan. (Before Hurricane Katrina, two such plans were completed, one for the Lower Garden District and one for New Orleans East.) These procedures are similar to the framework recommended below for Area Plans that could be suitable for adoption as part of the Master Plan. Amendment of this policy to conform to the framework suggested below would provide the CPC with sufficient oversight of these plans, while allowing for flexibility in funding and execution of the plans.

The City Planning Commission recognizes a need for increased neighborhood and civic engagement. There are multiple tools that can be deployed to help facilitate civic engagement. First, the district planners as outlined in this chapter and the chapter on the Neighborhood Participation Program would work with

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# ATTACHMENT A

neighborhoods and business interests in the various districts, helping them to look forward, define goals of the neighborhood and create area plans. Area plans further refine the objectives and recommended actions for a particular neighborhood or district. Finally, the Neighborhood Participation Program as passed by the 2008 Charter Amendment would provide a structure method for local interests to be informed about proposed projects. Volume 2, Chapter 15 explains the basic guidelines of a Neighborhood Participation Program in more detail.

The framework for creating and adopting Area Plans can be based on the steps below.

> **Initiation of the area plan.** A neighborhood association or other organized group of residents and stakeholders can request that Commission staff prepare a plan, provide funding to hire an outside consultant to prepare the plan, hire their own consultant (or seek assistance from universities or similar sources), or even organize themselves to prepare
> the plan themselves. The CPC can prioritize which areas are most in need of new plans or which existing plans are most suitable for adoption as part of the Master Plan. The Planning Commission, the City Council or the Mayor can also request that a plan be prepared. In order for a plan to be adopted, the Planning Commission staff will need to approve the boundaries of the planning area, and the basic structure of the plan.
> **Public participation.** The planning process will need to be overseen by a stakeholder committee representing all affected interests and include at least three public workshops or meetings. The first public meeting must be towards the beginning of the planning process, to elicit ideas for the future of the neighborhood or district. The second public meeting must present interim ideas for the plan for feedback. The third public meeting must occur when a full draft of the plan is available, so that the public can review it and provide comments.
> **Elements of the plan.** The area plan must conform to the goals and policies of the City's adopted Master Plan. At a minimum, the area plan conditions, including zoning and other regulations; overall goals; housing; public realm (parks and public spaces, including sidewalks); mixed-use or nonresidential areas, including market support; urban design; circulation, parking and transportation. Other relevant sections can be added at the discretion of the planning group. An implementation plan must be required that identifies actions, responsible parties, proposed time line and potential funding sources.
> **Adoption.** In order for the plan to be adopted as part of the City's Master Plan, the plan must be reviewed by Commission staff (if they did not prepare it directly) for conformity with area plan guidelines and for conformity with the overall goals and policies of the citywide Master Plan. If Commission staff did not prepare the plan, they might ask for changes to make the area plan consistent with the City's Master Plan and capital plan. Then the area plan will be submitted to the City Planning Commission for a public hearing and adoption. After adoption by the Planning Commission, a similar submission with a public hearing should be made to the City Council for adoption as an official part of the Master Plan, during the annual master plan amendment process.

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**ATTACHMENT A**

2. *Engage neighborhood groups and students to perform “Neighborhood Audits” of the public realm to aid in targeting resources for public improvements.*
    **Who:** CPC (set framework, some coordination); neighborhood alliances and other non-profits; neighborhood groups
    **When:** First five years
    **Resources:** Volunteers; limited funding needed from donations, foundations

Neighborhood Audits provide information and promote priority-setting about how to target resources for public improvements. The Planning Commission can work with Neighborhoods Partnership Network, UNO students, neighborhood associations or other groups to develop a consistent format for neighborhood based inventories of the condition of sidewalks, streets, lighting, street trees, drains, blighted properties, and so on. Regularly scheduled annual Neighborhood Audit Walks, in which neighbors walk a particular route and note issues of concern, would be a way to make this a consistent process. With today's handheld computers, it can also be easy to enter information into a spreadsheet, obviating the need to enter data later. Neighbors could then prioritize the issues that need attention. Although some of this is going on in an informal way throughout the city, there is no formal mechanism to provide this information to the city and to integrate it into the planning process for public improvements. The City must also be willing to respond to neighborhood groups about progress being made on neighborhood priorities, including explanations of any barriers to implementation.

3. *Provide a structured Neighborhood Participation Program.*
    **Who:** CPC, City Council (ordinance)
    **When:** ongoing
    **Resources:** Staff time (See Volume 2, Chapter 14 for details)

The 2008 master plan charter amendment mandates a neighborhood public participation process related to land use and development decisions. Volume 2, Chapter 14 of this plan discusses this requirement and guidelines for a Neighborhood Participation Program structure in more detail.

*Note: The NPP has been implemented and may be further refined.

4. *Hold public hearings on development projects and planning issues in the evening, when needed, to enhance the opportunity for public participation.*
    **Who:** CPC
    **When:** First five years
    **Resources:** Staff and Commissioner time

Many citizens cannot attend public hearings held during the working day because they cannot leave their jobs during that time. It is common practice in larger cities to schedule public hearings when there is strong public interest in projects.

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# GOAL 2

## Focus investment strategies to meet neighborhood needs and promote equity and access to opportunity

As New Orleans moves from a city in active recovery from Hurricane Katrina to a city working toward equity and resilience for all of its residents, a new focus on strategic investment has emerged that takes into account neighborhoods’ individual needs and focuses on using data, community engagement, and neighborhood typologies to recommend customized interventions for each area. The *Resilient New Orleans* plan; the *HousingNOLA 10-Year Strategy and Implementation Plan*; and the *Housing for a Resilient New Orleans* strategy all call for utilizing tools like the *Market Value Analysis* and the *HousingNOLA* neighborhood typology to understand what policies and investments will best benefit neighborhoods and create a stronger outcome for the city as a whole.

**2.A In neighborhoods and areas with limited market activity and more vacant property, focus on catalytic investments and community-based programs that benefit existing residents and increase access to opportunity.**

Some areas continue to face challenges of limited housing market activity and large numbers of vacant properties. In these areas, strategies should include improving conditions of homes through homeowner rehabilitation funds and implementing basic health and safety standards for rental properties. With limited market interest, and high levels of vacant lots, exploring alternative land uses as well as low-cost methods of transferring vacant lots to neighborhood residents can generate stability and a sense of ownership and possibility. Many of these neighborhoods are isolated and have limited access to amenities. Neighborhood revitalization efforts should focus on catalytic investments that increase access to quality jobs, recreation, transit, and increased safety.

*RECOMMENDED ACTIONS*
1. *Provide and expand home repair programs for low-income and senior homeowners and persons with special needs.*
   **Who:** Office of Community Development
   **When:** First five years
   **Resources:** Staff time; Neighborhood Housing Improvement Fund; general fund

Resource low-income and senior homeowners through a home repair program to ensure that residents are able to maintain their current assets; focus these repair programs particularly in areas that currently have little market activity but are adjacent to neighborhoods that currently have increasing values and rising amounts of new development. These programs will help prevent “displacement by neglect” and ensure that homeowners are able to realize value from their assets while enjoying a better quality of life.

2. *Explore increased investment in energy efficiency and weatherization for homeowners and Housing Choice Voucher tenants to reduce energy bills and increase sustainability.*
   **Who:** Office of Community Development; HANO; LHC; non-profit affordable housing advocates such as, HousingNOLA/GNOHA
   **When:** First five years
   **Resources:** LIHEAP; Housing Choice Voucher utility allowances

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# ATTACHMENT A

Work with HANO, LHC, non-profit affordable housing advocates such as, HousingNOLA and GNOHA to explore opportunities for low-income homeowners and renters to enjoy the benefits of energy-efficient properties and lower utility costs as a strategy to increase affordability. Giving landlords of Housing Choice Voucher properties the option to increase their take-home rent and decrease their utility allowance based on proven weatherization measures that lower utility bills is a win-win; it increases New Orleans’ sustainability, avoids contributing to climate change, and increases the resilience of our housing stock and our voucher holders.

3. Coordinate efforts of public agencies providing resources for housing development.
    **Who:** OCD, NORA, HANO, FANO
    **When:** First five years
    **Resources:** State and federal funding; explore limited-period millage or bond for enforcement, land bank and redevelopment programs

Substantially increase staff and funding for NORA and other relevant agencies. Although additional, non-recurring funding has been allocated to the enforcement agencies and NORA, resources for blight remediation remain very constrained given the extent of the challenge. Even with streamlined processes, gaining title to blighted property can be extremely time consuming. Allocate additional funding for expansion of code enforcement sweeps, for occupied as well as vacant buildings. Fines and other revenues received as the result of code enforcement activities should be used to fund code enforcement. Similarly, NORA and other agencies should receive program revenues to support their activities. Although bond issues for operational expenses are not allowed, it may be possible to structure a bond to provide additional funding for a specified period to support more staff and funds for accelerated code enforcement, blight removal and redevelopment.

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.
    **Who:** NORA; City of New Orleans
    **When:** First five years
    **Resources:** Local, state and federal funding; publicly-owned and publicly controlled properties

Substantially increase staff and funding for NORA and other relevant agencies. Although additional, non-recurring funding has been allocated to the enforcement agencies and NORA, resources for blight remediation remain very constrained given the extent of the challenge. Even with streamlined processes, gaining title to blighted property can be extremely time consuming. Allocate additional funding for expansion of code enforcement sweeps, for occupied as well as vacant buildings. Fines and other revenues received as the result of code enforcement activities should be used to fund code enforcement. Similarly, NORA and other agencies should receive program revenues to support their activities. Although bond issues for operational expenses are not allowed, it may be possible to structure a bond to provide additional funding for a specified period to support more staff and funds for accelerated code enforcement, blight removal and redevelopment.

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5. Create a comprehensive city property information database that includes information on blighted and vacant properties as well as other data.
    **Who:** Information Technology to expand on NORA project to be available to all relevant departments
    **When:** Complete
    **Resources:** D-CDBG; expand with grant or general fund; CDBG or general fund to sustain

NORA has funding to create a property database for its work. However, city agencies in general lack a comprehensive property database linked to GIS, which is a basic planning and neighborhood development tool. Information is currently available only on the basis of individual parcels, so staff cannot analyze overall patterns of land use, value, and so on. Comprehensive, GIS-based property information systems should be made available not only for properties of interest to NORA, but for all properties and for all city agencies. Much of this information should eventually be made available to the public in a data warehouse on the City’s web site.

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.
    **Who:** City Council (ordinance); Safety and Permits; Code Enforcement
    **When:** First five years
    **Resources:** Fees to be paid by landlords and sellers

New Orleans is a majority-renter city; as of 2015, 55% of households in New Orleans rent their homes. Providing safe, quality, affordable rental housing is thus a critical priority for New Orleans residents. In many communities, Code Enforcement systems are used to monitor the physical condition of rental units. Such programs ensure rental units meet minimum health and safety standards by requiring landlords to register their properties, and allow them to be periodically inspected for compliance with applicable codes. The Code Enforcement system and associated inspections provide a proactive method for addressing deteriorating housing conditions. This preventative approach is in direct contrast with more typical code enforcement practices, in which code violations are only identified during construction projects or following a complaint. Currently, housing advocates are working with local rental property owners to devise a system that will be sustainable and self-funding.

7. Establish a registry of properties vacant for six months or more, and work with community groups to track property conditions.
    **Who:** City Council (ordinance); Safety and Permits
    **When:** First five years
    **Resources:** General fund; fines for non-registration; community group assistance

8. Expedite procedures for site control of blighted and vacant properties.
    **Who:** Mayor’s Office; legislative delegation
    **When:** First five years
    **Resources:** Stafftime

Streamline the code enforcement lien foreclosure process, waving liens and/or establishing low reserve prices, for code enforcement auctions in order to expedite passage of properties in violation with clear title to new owners.
> Use by NORA of the streamlined quiet title procedure for tax adjudicated properties.
> Amendment of Louisiana law to allow immediate foreclosure on liens after the City records them; to make tax sale and adjudication a judicial process; to allow the

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# ATTACHMENT A

City to place redevelopment covenants on properties sold at tax sales.[^p48-5]

9. *Pursue land assembly to create larger, contiguous parcels to facilitate targeted, block-by-block redevelopment of housing or neighborhood amenities.*
**Who:** Mayor's Office; City Council; NORA
**When:** First five years
**Resources:** General fund; (foregone income for limited period)

Land assembly to create larger developable parcels and clusters of individual scattered lots creates the opportunity for economies of scale in redevelopment and where appropriate, land suitable for parks or other neighborhood amenities, multifamily housing, and commercial uses.

[^p48-5]: Bureau of Governmental Research, *Mending the Urban Fabric – Blight in New Orleans, Part II: Procedures for Successful Redevelopment* (April 2008).

10. *Focus on catalytic investments in recreation, transit, quality jobs, and safety to improve residents' quality of life and ensure access to opportunity.*
**Who:** Mayor's Office, NOLABA, GNO Inc..
**When:** First ten years
**Resources:** Federal funds, general funds, NOLABA funds

Catalytic investments in transit, access to healthy food and healthcare, quality schools, parks and recreation, and job-generating economic development projects can help shift the market dynamic in areas with lower market activity and provide a focus for future development opportunities. Ensuring that all residents have access to opportunity, with quality schools, and public transportation within reach, is a critical component of citywide equity and resilience strategies.

11. *Provide incentives, such as a limited-period tax abatement, to owners to assemble and redevelop sites.*
**Who:** City Attorney's Office; NORA
**When:** First five years
**Resources:** Staff time; D-CDBG; other federal funding

In areas with limited market activity, a limited-period tax abatement can act as an incentive for investors to assemble and redevelop sites. These tax abatements should be separate and distinct from tax abatements offered to promote affordable rental development, or to prevent homeowner displacement, which are both more important in strong-market areas with rapidly increasing property values.

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.*
**Who:** NORA
**When:** First five years
**Resources:** Staff time; D-CDBG; other federal funding

The Lot Next Door program, a program administered by NORA which offers vacant properties to abutting property owners at a low price, has attracted some interest, but some abutters are reluctant to pay the price. As an alternative, abutters who fence, landscape and maintain adjacent properties for a period of years could be given credits to eventually gain title to the land.

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# ATTACHMENT A

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.
**Who:** Mayor’s Office; City Attorney; Finance Department; City Council; Possible consultant contract
**When:** First five years
**Resources:** Staff time; general fund

In order to move long-vacant and blighted properties into the market, New Orleans should explore the potential of using the property tax system as a way to incentivize development. Studies that examine and model the likely effects of these concepts within the New Orleans context should be undertaken. One option is to designate disinvested areas as tax-increment financing (TIF) districts that reinvest tax revenues from local development into affordable housing, infrastructure improvements, and blight reduction efforts that facilitate additional investment. A study should be conducted to determine what areas would be eligible for TIF creation, what level of revenue TIFs would generate for local opportunities, and how TIF creation would affect the City’s general fund, including expenses foregone due to substitute outlays from TIF funds in public sector investments.

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.
**Who:** OCD, local banks
**When:** First five years

**2.B In neighborhoods and areas with increasing market activity, prevent displacement of existing residents while continuing to invest in improvements.**

Neighborhoods that are experiencing increasing market activity and rising housing prices demand a different targeted investment strategy than neighborhoods with little market activity. In order to continue increasing residents’ quality of life while simultaneously promoting mixed-income, diverse neighborhoods that have room for residents of all income levels, strategies in these neighborhoods should focus on preventing displacement of existing residents while continuing to invest in public improvements.

**RECOMMENDED ACTIONS**

1. *Work with neighborhood groups, non-profits, faith-based organizations, and affordable housing developers to create new opportunities for affordable ownership and rental housing.*
**Who:** CPC; NORA: neighborhood and nonprofit groups; non-profit affordable housing advocates such as, GNOHA and HousingNOLA, affordable housing developers
**When:** First five years
**Resources:** Staff time; D-CDBG; foundation funding; federal funds; NHIF funds

New opportunities for affordable homeownership and affordable rental housing are critical to include in neighborhoods that are experiencing increases in value and housing prices. Integrating affordability-restricted development into neighborhoods

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# ATTACHMENT A

where, on average, income levels are high or rising has proven to be an effective way to ensure generational benefits for residents. In a city that depends on culture bearers, tourism and hospitality workers, and musicians to create and maintain its nationally-recognized cultural economy and prominence, providing affordable living in areas of high opportunity is imperative. Both homeownership and rental units are needed; placing long-term or permanent affordability restrictions through unit preservation strategies and community land trusts is one way to make sure that units in these high-opportunity neighborhoods do not “age out” of the system and become market-rate.

*2. Create and expand tax abatement and home repair grant and loan programs targeted to help low-income and senior homeowners.*
**Who:** *Office of Community Development; Mayor’s Office; City Council; non-profit affordable housing advocates such as, HousingNOLA and GNOHA*
**When:** *First five years*
**Resources:** *Staff time; foundation funding; federal funds; NHIF funds*

Programs that enable low-income and senior homeowners to remain in neighborhoods with rising value are essential to the creation of a more equitable city. Tax abatements can prevent residents with lower income levels and seniors on fixed incomes from being displaced by increasing property tax burdens that occur as properties in their neighborhoods increase in value. The increased burden of flood and homeowner insurance costs since Hurricane Katrina makes property tax increases even more difficult to accommodate for low-income and senior residents. In addition, home repair grant and loan programs can help seniors and lower-income residents maintain their properties so that these residents are less likely to sell their properties when offers begin to come in. Both of these strategies can help maintain neighborhood diversity and enable wealth creation for low-income and senior residents.

*3. Increase opportunities for small-to-medium-scale multifamily development that fits into neighborhood fabric to increase housing supply.*
**Who:** *CPC; City Council*
**When:** *First five years*
**Resources:** *Staff time*

New Orleans’ historic core, historic urban, and smaller-scale post-war residential neighborhoods tend to be some of the highest-opportunity and highest-value neighborhoods, as shown in the HousingNOLA 10-Year Strategy and Implementation Plan and the Market Value Analysis conducted for the City by The Reinvestment Fund (TRF). Allowing more small-to-medium scale multifamily development in these areas is critical to ensure that more residents can benefit from access to jobs, schools, and services that already exist in these growing neighborhoods. Small-scale multifamily that should be allowed as-of-right as neighborhood infill may include such historically-consistent typologies as a 3-to-4 unit complex on a typical single residential lot; medium-scale multifamily should be allowed as an 8-to-10 unit complex on the equivalent of two typical single residential lots in these older neighborhoods. Zoning regulations and design guidelines should be developed to ensure that these smaller-scale multifamily properties are consistent with neighborhood character, bulk, and setbacks, but should not be specifically designed to exclude these historic typologies that are critical to continuing to expand housing supply. Zoning categories that allow only one-to-two-family development should be deeply re-examined and potentially replaced with new guidelines that allow multi-family development based on sensible bulk and yard regulations.

*4. Require property liability insurance for all owners.*
**Who:** *City Council (ordinance); Safety and Permits (enforcement)*
**When:** *First five years*
**Resources:** *Staff time*

Requiring property liability insurance also encourages owners to make decisions about their property, rather than leaving it vacant for an extended period.

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ATTACHMENT A

# VOLUNTARY DESIGN GUIDELINES: NEIGHBORHOOD FIRST

An example of effective voluntary efforts is the workbook created by Neighborhood First, a citizens’ group in the Chicago suburb of Naperville. The group was founded as an educational nonprofit by builders, architects and citizens and is supported by both the City of Naperville and the local chamber of commerce. The group prepared an award-winning booklet with simple illustrations that takes builders, property owners, designers and citizens through the process of understanding the character of a particular neighborhood and street, with special attention to what constitutes more harmonious and less harmonious relationships among houses, relationships to the street, and so on. The workbook also provides advice on ways to design additions and renovations to provide the desired space without impinging on the character of the street and neighborhood.

<<FIGURE>>

Despite the fact that compliance is entirely voluntary, the booklet has had a significant impact. The City hands out the workbook at all pre-demolition meetings with builders and owners. The group influenced over 250 projects in four years and presents workshops for builders and City staff. The City also collaborates with City staff on an annual design award, with city residents voting on the finalists. More information is available at www.neighborhoodfirstinc.org.

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.
**Who:** NORA; City Attorney’s Office
**When:** First five years
**Resources:** Staff time

Government’s purpose in selling adjudicated properties back to the private sector to see those properties redeveloped to make positive contributions to neighborhoods or commercial areas. It is therefore important that buyers of these properties be required to show progress towards redevelopment within a certain period, such as two years, and that good design standards be part of the sales agreement. NORA requires demonstration of financial capacity, includes reversion clauses in its sales agreements, and is beginning to attach design guidelines to the RFPs that it is issuing, initially working with neighborhood groups. Ideally, the development of these design guidelines should be led by planning commission staff in collaboration with neighborhoods. The City and NORA should also require bidders to demonstrate good stewardship of their currently owned properties, and should conduct a pre-disposition analysis of potential impacts on housing affordability when disposing of publicly-owned or publicly-controlled (e.g. adjudicated) property.

6. Clarify through public process the criteria for historic property rehabilitation or demolition.
**Who:** HDLC; NCDAC
**When:** First five years
**Resources:** Staff time

The passage in 2008 of Chapter 28 of the city code clarified the criteria for health and safety takings. Similarly, demolition criteria should be established that include assessing the rehabilitation potential of demolition candidates for historic value as a structure or as a contribution to neighborhood fabric and the ensemble of buildings

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# ATTACHMENT A

on a block. The list of demolition candidates are now listed on the city web site for review. To encourage the retention of as much of New Orleans’ architectural heritage as feasible, the City should identify those properties with special historic character that should be renovated rather than demolished. The Neighborhood Character Studies prepared for the Master Pan can inform this process. Also, the HDLC has FEMA data that can help in making those determinations, and the preservation neighborhood and neighborhood associations should also be included in the development of criteria. Salvage and deconstruction opportunities should be identified for those properties that will be demolished. Once the criteria are agreed upon, there should be fewer disputes about demolition decisions. A separate program should be developed to fund restoration efforts on buildings deemed suitable for rehabilitation and, where appropriate, to relocate historic structures to selected areas to recreate the pattern of housing development in the neighborhoods. Funds have been allocated to NORA for historic building rehabilitation. *(See Volume 2, Chapter 6 – Historic Preservation for more information).*

*7. Use neighborhood audits (see above) to prioritize problem properties for code enforcement or demolition.*
**Who:** CPC (coordination); neighborhood groups; appropriate city agencies
**When:** First five years
**Resources:** Staff time; neighborhood volunteers

Partner and collaborate with other groups to accelerate blight eradication and redevelopment. Establish a formal process for neighborhood associations to prioritize code enforcement and/or demolition and submit them to the city and to perform neighborhood audits of needed public improvements and problem properties. Blighted properties and conditions have the most impact on neighbors and neighborhoods, who know first-hand if criminal activity or inappropriate behavior is occurring in or around derelict properties. There should be an easy and transparent formal process for neighborhoods to prioritize what blighted properties should be targeted for code enforcement and/or demolition. Some neighborhood groups already do this but a standardized process is process for submitting priorities and receiving information on where the neighborhood list stands in terms of citywide priorities.

The Neighborhood Audit recommendation in the Neighborhoods section of this chapter *(see Strategy 1.D, above)* would be an appropriate vehicle for this task. The CPC district planner could work with a representative of the code enforcement department to create a form that includes check off criteria, a photograph, and any other information that the City needs in order to assign enforcement priority. After neighborhoods submit their lists, there should be a meeting with the CPC district planner and a representative of code enforcement to discuss the likely schedule for action.

**2.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.**

A study by Harvard professors Raj Chetty and Nathaniel Hendren in 2015 showed that a child’s ZIP code when growing up reliably predicts their future earning levels; children who grew up in lower-income ZIP codes earned less as adults than children who were able to move from a lower-income to a higher-income ZIP code. Creating mixed-income neighborhoods with multiple types of living opportunities, and bringing affordability-

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# ATTACHMENT A

restricted units into higher-income neighborhoods, is thus extraordinarily important to achieving long-term equity outcomes. Finding ways to integrate affordability-restricted units and multiple types of housing options into strong-market areas of the city will create long-term equity and resilience outcomes.

RECOMMENDED ACTIONS
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.
    Who: CPC; City Council; Office of Community Development; Mayor’s Office; non-profit affordable housing advocates such as, HousingNOLA; Housing Working Group
    When: First five years
    Resources: Staff time, possible outside consultant, Housing Working Group assistance

Inclusionary zoning and inclusionary housing policies should be adopted based on the results of a feasibility study conducted by national experts – see more information about this recommendation in this volume, Section 4. Inclusionary zoning as well as affordability covenants or restrictions on publicly-owned and adjudicated properties in high-opportunity areas can combine to produce substantial new affordability-restricted housing supply, and remove the need for affordable housing developers to compete with market-rate developers for scarce vacant properties in these strong-market neighborhoods.

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.
    Who: CPC; City Council; Office of Community Development; Mayor’s Office; non-profit affordable housing advocates such as, HousingNOLA; Housing Working Group
    When: First five years
    Resources: Staff time, possible outside consultant, Housing Working Group assistance

The HousingNOLA 10-Year Strategy and Implementation Plan calls for prioritizing large-scale (75+ unit) multi-family affordable developments within high-opportunity neighborhoods, rather than following the existing trend of placing these developments at the fringes of the city, far from jobs and services. Properties that can accommodate these types of developments in high-opportunity areas include areas along transit corridors and commercial corridors, and larger parcels of vacant property that are often between 1 and 5 acres. Current Planned-Unit Development and adaptive reuse regulations make redevelopment of 1-to-5 acre vacant land parcels more difficult, while zoning regulations are often too restrictive to allow larger developments even on high-frequency transit corridors that front major streets. Opportunities for these types of large-scale multi-family development in the city’s core areas, within a 30-minute transit-walk commute of major job centers, should be increased.

2.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.

1. Create a strategy for implementing temporary use projects initiated by active citizens, citizen groups, and non-profit partners.
    Who: Mayor’s Office, CPC, NORA
    When: First five years
    Resources: Staff time

2. Work with relevant agencies, including NORA, to clear regulatory hurdles and create guidelines for implementing temporary interventions and projects.
    Who: Mayor’s Office, NORA
    When: First five years
    Resources: Staff time

Temporary approaches help mobilize limited resources to bring vacant land back to productive use by allowing for low-cost pilot testing of larger initiatives. Temporary interventions can drive innovation, working as catalysts in demonstrating opportunities for citizens and other non-municipal actors to get involved. Since they are short-term and reversible it can have major impacts on citizen agency and neighborhood improvement in the short and long term.

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ATTACHMENT A

# GOAL 3

## Access to retail and services from all neighborhoods

**3.A Revitalize existing neighborhood commercial districts and create new compact, mixed-use neighborhood centers along transit corridors and on underutilized commercial and industrial land.**

**RECOMMENDED ACTIONS**

1. Fast-track the creation of a one-stop shop and comprehensive resource guide to opening and operating a business in New Orleans.
   **Who:** OCD Department; Economic Development; NOLABA
   **When:** First five years
   **Resources:** D-CDBG funds; PPP operational funds

While work is reportedly proceeding on this process, it should be fast-tracked and put into operation as soon as possible.

*Note: The One Stop Shop has been implemented.

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.
   **Who:** CPC (templet and coordination); business and neighborhood volunteers
   **When:** First five years
   **Resources:** CPC staff time; volunteers

Simple land use surveys should be undertaken for neighborhood commercial districts that have received special designations, such as Cultural Products Districts. (See Volume 3, Chapter 5 for more information on Cultural Products Districts.) With Planning Commission staff oversight, these land use surveys should be based on a common, simple template that can be used by business and neighborhood volunteers and organizations (or students or others from whom they can obtain free or low-cost assistance) to identify strengths, weaknesses, opportunities and threats (“SWOT” process) and prioritize the needs in their districts. The Planning Commission should then coordinate dissemination of the results of these land use surveys to city departments (for use in developing work plans), economic development entities, cultural entities, and other groups to help attract attention to the opportunities in these districts.

More sophisticated Area Plans, either stand alone or within larger neighborhood or district plans, can also be prepared for commercial districts. Central to these plans should be a market analysis that includes an evaluation of how the district fits into the broader network of commercial districts within the city. The plans should include robust neighborhood participation events and coordination with Main Street programs—which provide resources for the comprehensive redevelopment of historic, neighborhood-scale commercial areas—neighborhood associations, Stay Local (a New Orleans-based organization that promotes locally-owned businesses) and other appropriate groups. The plans should include analysis of markets; transportation, circulation and parking; urban design; development opportunities; management issues; and impacts on and transitions to adjacent residential areas.

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# ATTACHMENT A

3. Locate civic uses within or adjacent to neighborhood commercial districts to serve as anchors.
**Who:** CAO and CPC through Capital Improvement Program (CIP process)
**When:** First five years
**Resources:** CAO, CPC, with other departs; variable funding depending on project

The City can help bring customers to commercial districts by locating civic uses such as libraries, police and fire stations, schools, clinics, and similar facilities in commercial districts. This strategy is already underway in the City’s 17 Recovery Target Areas. *(See Volume 3, Chapter 5 for more information and a map of the 17 Target Areas.)* The Mid-City library, opened after Hurricane Katrina in previously used commercial space in a retail-office facility on Carrollton Avenue, is well situated along a major street car line and within a neighborhood commercial district. The Norman Mayer library will be rebuilt near the new neighborhood center proposed at Gentilly and Elysian Fields. Other efforts underway include renovation of the Sanchez Center in conjunction with a new neighborhood center in the Lower Ninth Ward, the Keller Neighborhood Center at Magnolia and Felicity located near the Oretha Castle Haley recovery zone, and NORA’s future office building on O.C. Haley Blvd. New or renovated public facilities should be pedestrian-friendly and compatible with surrounding development, for example, locating parking to the side or rear of the building and providing windows and articulation on the street façade.

The disposition of publicly-owned properties, including schools, that are located in or near commercial districts, should be preceded by an evaluation of potential uses and urban design strategies that can contribute to strengthening the commercial district. The school district should work with the CPC and the neighborhood to plan for preferred outcomes. If disposition and private-sector development of the property is desired, the school district should prepare an RFP that provides criteria for the desired range of uses and the urban design strategy preferred. Transfer to other public entities should also require a commitment to suitable urban design strategies.

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.
**Who:** CPC, Neighborhood Engagement Office, Office of Cultural Economy, cultural organizations
**When:** Ongoing
**Resources:** Stafftime

In New Orleans, music, art, and traditional/indigenous cultural activity are firmly rooted in neighborhoods. To allow for these cultural traditions and expressions to survive and grow, cultural spaces and businesses must be preserved in both commercial and residential areas. In addition, cultural businesses and events bring vitality to neighborhood commercial areas and can effectively anchor these districts. Galleries, music venues, artists’ studios and workshops, and similar businesses can help attract customers from beyond the immediate neighborhood, helping to support other small businesses, as do events such as monthly gallery walks, festivals, and so on. Promotion of New Orleans’ nineteen Cultural Products Districts can stimulate development of cultural businesses and activities in neighborhood commercial corridors. *(See Volume 3, Chapter 5 for more information on*

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# ATTACHMENT A

Cultural Products Districts.) Local governments who designate the Cultural Products Districts are required to report on the impact to their neighborhood annually.

5. Promote the development of business or merchants' associations to serve as the voice of business owners in specific commercial districts.
    **Who:** Main Streets' Program; Cultural Products District programs; Neighborhood Engagement;
    **When:** First five years
    **Resources:** Staff time; volunteers

    A business or merchants' association organizes business owners to identify and prioritize the issues of most concern to them and serves as the voice and advocate for business interests in a neighborhood district. The existence of such organizations is also beneficial both for the city and neighborhood residents during neighborhood and commercial district planning processes.

6. Create additional opportunities for context-sensitive commercial development in buildings historically used for commercial purposes.
    **Who:** CPC, City Council (appropriate zoning); CPC - Area Plans; incentives such as TIF program
    **When:** First five years
    **Resources:** Staff time, TIF

    Develop and implement an incentive program to rehabilitate or replace existing commercial buildings provided that they contribute to the architectural character of the neighborhood. Work with the neighborhood to identify restrictions and incentives to promote specific compatible commercial activity.

7. Explore the creation of walkable, mixed-use environments with appropriately-scaled multi-family housing options along "high-frequency" transit corridors with bus and streetcar services.
    **Who:** CPC; City Council; Housing Working Group; assistance from non-profit affordable housing advocates such as, HousingNOLA/GNOHA
    **When:** First five years
    **Resources:** Staff time, possible outside consultant, Housing Working Group assistance

    Promoting dense development near high-frequency transit corridors provides multiple benefits: first, it increases housing choices with access to multiple transportation options, and second, it promotes the sustainability of public transit by adding new potential ridership. The strategy should decrease minimum lot areas and decrease parking minimum standards within 500 feet of major transit corridors to allow denser, walkable development in residential areas and higher-intensity mixed-use development along corridors. "High-frequency" transit corridors include bus and streetcar services and should be defined as transit service with headways of 20 minutes or less, including areas where two lines combine to provide 20-minute-or-less headways.

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.
    **Who:** CPC; City Council; non-profit affordable housing advocates such as, HousingNOLA/ GNOHA
    **When:** First five years
    **Resources:** Staff time

    Targeted areas within a 30-minute transit-walk commute of major job centers should be identified for increased density and intensity of development to allow significant large multi-family development of affordable and mixed-income units. These areas should be located in high-opportunity neighborhoods as defined in the HousingNOLA typology and should be in areas that have underutilized property (particularly underutilized industrial

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ATTACHMENT A

and vacant property) outside of established smaller-scale neighborhoods. These areas should be integrated with inclusionary zoning, if found feasible, to promote development of affordable units within these transit-accessible areas.

9. *Develop a façade improvement program for neighborhood commercial areas.*
**Who:** NORA; NOLABA; Main Streets programs
**When:** First five years
**Resources:** CDBG; Main Street commercial partners

Funds were allocated in the 2009 OFICD budget for façade improvement programs. Successful models for this kind of program typically involve provision of free design assistance and matching funds for construction of the improvement, or a very low or no interest revolving loan fund. The City can contract with architects or with design schools to provide a pool of designers to be assigned to façade projects, or alternatively, from which the property owner can choose.

10. *Develop design principles and standards for all districts that permit a mix of uses and neighborhood commercial districts to be included in the zoning ordinance for public and private development, and more detailed guidelines for the public realm (streets, streetscape, public spaces, etc.) through area plans.*
**Who:** CPC
**When:** First five years
**Resources:** CDBG; Main Street commercial partners

Design principles for neighborhood commercial districts are based on the human-scaled, fine- grained physical environment found in successful traditional commercial districts in New Orleans. These principles have also proven to be successful around the country in redevelopment of suburban-style commercial strips and shopping centers, where people are looking for pedestrian-friendly environments in their shopping experience, even if they initially arrive by car.

**3.B**

**Continue to promote food access and health care access in all neighborhoods that lack these necessary services.**

Several New Orleans neighborhoods are under served by fresh food outlets, grocery stores, and supermarkets, and health care providers. *(See Volume 3, Chapter 5 for more information.)* A program to recruit supermarkets in key locations will have the added benefit of attracting other neighborhood-serving retail and services. NORA’s commercial revitalization program would be an excellent vehicle for this program.

The Institute for a Competitive Inner City, led by Michael Porter of Harvard Business School, has found in several studies that lower-income neighborhoods are very under served by all kinds of retail. Households of modest means have significant purchasing power in the aggregate. Cities like Columbus (OH), San Diego, Denver, and Oakland have increased grocery and other retail offerings in urban neighborhoods by active recruitment.[^p57-6]

[^p57-6]: James Miara, “Retail in Inner Cities,” Urban Land (January 2007), pp.98–105; see also www.icic.org.

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**ATTACHMENT A**

**RECOMMENDED ACTIONS**

1. Commission a market analysis for supermarkets with a plan that illustrates the feasibility of potential sites.
    **Who:** Economic Development; NOLABA
    **When:** First five years
    **Resources:** $35-40,000; General Fund; CDBG; Economic Development Administration or similar grant
    A market analysis should be prepared for use in soliciting development of grocery stores.

2. Identify incentives to attract supermarkets and health care clinics or providers to underserved areas of the city.
    **Who:** Health Department, Economic Development; NOLABA
    **When:** First five years
    **Resources:** General fund; CDBG; Economic Development Administration or similar grant
    Incentives could include fast-track approvals, fee waivers, grants and loans, land assembly and land discount, site preparation assistance, and operational incentives through programs such as the Enterprise Zone program.

3. Continue the Fresh Food Retail Incentives program.
    **Who:** Economic Development;
    **When:** First five years
    **Resources:** General fund; CDBG; Economic Development Administration or similar grant

**3.C Include neighborhood commercial development in the activities of the New Orleans Business Alliance (NOLABA).**

**RECOMMENDED 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.
    **Who:** NOLABA, Economic Development
    **When:** First five years
    **Resources:** NOLABA funding

This initiative could include:
> Helping to organize merchants' or business associations
> Re-establishing the City role in the New Orleans Main Street Program, and strengthening the program. *(see Volume 3, Chapter 5 for more information on New Orleans Main Street program.)*
> Supporting the development of arts and cultural programs, exhibits, and farmers' markets in neighborhood commercial districts.
> Providing limited public funding to support initiatives to encourage residents to shop at locally owned stores.
> Support the development and capacity of farmers markets to increase access to fresh, local foods; to build neighborhood; and to support local agriculture and economic development.

**2. HOUSING**

**GOAL 4**

**Reinvented housing policies to support quality neighborhoods and meet the diverse housing needs of all households**

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# ATTACHMENT A

New Orleans needs a multi-faceted approach to restoring existing housing and developing new housing that meets the needs of a diverse population. Currently, the New Orleans housing market is increasingly unable to provide a sufficient supply of quality, affordable units. With home prices and rents going up and wages stagnant, cities have several potential policy choices: they can increase income, increase housing supply, or increase subsidies for housing. The City of New Orleans has already made efforts to increase wages where possible; now, housing supply, housing subsidy, and other policies that can increase affordability are paramount.

Lack of affordable, quality housing means that, as of 2015, over 70% of all New Orleans pay more than one-third of their income in housing costs – an incredible number of our city's residents pay more than the U.S. Department of Housing and Urban Development recommends. The city is evenly divided between homeowners (47%) and renters (53%), but renters disproportionately pay more of their income towards housing costs. In 2013, 58% of (46,433) households spent more than one-third of their income towards housing costs, and 37% (29,271) paid more than half of their income towards housing costs. New Orleans ranks second in the nation for the percentage of renters paying more than half of their income on housing. While population growth, economic development, and housing are inextricably linked and market conditions are dynamic, and close monitoring of the housing sector will continue to be required, affordability is clearly a predominant challenge to address through increased housing supply and more tools that create affordability-restricted units for low-to-moderate income residents.

**4.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 Group members for two-year terms.**

*RECOMMENDED ACTIONS*

1. Coordinate with key housing stakeholders as described in 4.A. as a working group charged with advising on housing policy for the city.
    **Who:** OCD Housing Working Group
    **When:** First five years
    **Resources:** Stafftime

The Housing Working Group shall include 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 Group members for two-year terms. Meetings of the Housing Working Group shall take place on a quarterly basis or more frequently, and shall be convened by the Office of Community Development with assistance from non-profit affordable housing advocates such as, HousingNOLA. Selection of rotating Housing Working Group members will be based on a transparent application process that includes an evaluation rubric that demonstrates experience

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with housing policy and/or development. Rotating Housing Working Group members may not serve more than two consecutive two-year terms. Non-consecutive terms are allowed. Rotating members shall include housing providers (for profit and nonprofit); bankers; realtors; local housing economy researchers; tenant and homeowner beneficiaries of housing programs; housing advocates; neighborhood associations. It should meet quarterly to receive a report on the local housing market and housing needs, housing production, and the progress of publicly-funded programs and to discuss and recommend housing policy for the City. The Housing Working Group would be advisory only, with final decision-making power resting with the City.

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
**Who:** Office of Community Development; non-profit affordable housing advocates such as, HousingNOLA; The Data Center; Housing Working Group
**When:** First five years
**Resources:** Staff time; foundation funding in first five years; eventual partial funding by the city from CDBG

Monitor all segments of New Orleans’ housing market quarterly, including market-rate rental and for-sale units, subsidized units, vouchers, waiting lists, and identification of strong and weak sub markets. Make this information publicly available. The City should have ongoing regular access to good housing, employment and income data in order to understand affordability needs, including data made available through the annual HousingNOLA report card process. Although the city itself may not be collecting and creating the data sets itself, it should contribute to the funding, in order to be able to influence the kind of data and analysis produced.

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.)
**Who:** OCD
**When:** First five years
**Resources:** Staff time

The City should identify and annually update the need for affordable rental and for-sale housing and progress being made towards meeting these needs. This information should include units produced by program, units in process, funds expended, and a schedule for future production. This standardized set of measures should be reported monthly in a cross-department housing meeting to coordinate activities and identify challenges to timely implementation.

4. Create housing policies that build neighborhoods, meet housing needs for all New Orleanians, and attract private investment.
**Who:** Housing Working Group
**When:** First five years
**Resources:** Staff time

Based on the housing market and income data and the analysis of housing needs in the City, as well as the resources available and potentially available, create priorities for investment as market conditions change and as appropriate to specific neighborhoods that work together to benefit residents across income and age groups, serve the city’s workforce, and support the local economy.

5. Establish an annual public meeting on housing policy, priorities, and regular communication with

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neighborhood, business and other groups.
**Who:** Housing Working Group
**When:** First five years
**Resources:** Stafftime

On an annual basis, the City and the Housing Working Group should facilitate a public meeting to review progress made (per the performance measures) and next year priorities. The City should establish a process, working with the working group, for shifting financial resources, if needed, to address the gaps in meeting the housing needs of certain households. The City should also develop a detailed information dissemination and feedback program on housing and neighborhood development issues. The Neighborhood Engagement Office can assist with bringing these issues to neighborhood-based groups, but business, institutions, non-profits and other groups should also be part of a communications plan because of the importance of housing for the workforce and strengthen communication between city departments, neighborhood organizations, and residents.

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.
   **Who:** Mayor’s Office; Office of Community Development; Housing Working Group
   **When:** First five years
   **Resources:** Stafftime

With better information and clear policies in place, the City will be able to advocate effectively to state and federal housing agencies, national non-profits and others to target resources to the type and amount of housing and housing programs needed, the locations where needed, and with the design standards and management appropriate for New Orleans neighborhoods.

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.
   **Who:** Office of Community Development; Housing Working Group
   **When:** First five years
   **Resources:** Stafftime

**4.B Preserve existing supply and expand the total supply of affordable rental and homeownership opportunities throughout New Orleans.**

**RECOMMENDED ACTIONS**

1. Seek additional federal funding to close gaps between Road Home funding and recovery needs for homeowners.
   **Who:** Mayor’s Office; OCD; Non-profit affordable housing advocates such as, HousingNOLA/GNOHA
   **When:** First five years
   **Resources:** D-CDBG; additional federal funds

Homeowners whose insurance and Road Home proceeds were insufficient to rebuild their homes after Hurricane Katrina had to find other resources as best they could to fill this gap, do partial work only, or wait as they pursue more resources. Many homeowners faced additional challenges such as contractor fraud, a high-cost environment, inability to access additional credit or insurance, and title problems that delay or deny funding. Elevation of homes can be particularly costly in relation to the funds available. Some D-CDBG money has been allocated to assist property owners whose insurance and Road Home proceeds and borrowing capacity has not made it possible for them to rebuild.

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# ATTACHMENT A

Soft-second loans and the “Welcome Back Home Fund” administered by the New Orleans Finance Authority are expected to be available starting in 2009. Additional funding for rebuilding would benefit the city as a whole by accelerating rehabilitation of damaged properties. FEMA hazard mitigation programs can be a source of funding for some costs, such as elevation of houses. GNOHA Road Home Liaison case management services are working to close Road Home gaps. 
*(See Volume 2, Chapter 12-Adapt to Thrive.)*

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.*
    **Who:** OCD; nonprofit housing organizations
    **When:** First five years
    **Resources:** D-CDBG; NHIF; additional federal funds

The housing market analysis mentioned in Section 4.A should be used to adjust zoning regulations, subsidy priorities through the City’s Consolidated Plan and Annual Action Plan, and other regulations to support development of a diverse array of housing types for both homeownership and rental. The *HousingNOLA* annual report card information and the Office of Community Development’s analysis should be used to determine how subsidy can be best targeted to address outstanding needs, and what zoning regulations need to be altered to support affordability.

3. *Identify key indicators of housing affordability needs and neighborhood revitalization, monitor the indicators and hold quarterly cross- agency Neighborhood Coordination Meetings.*
    **Who:** Housing Policy Office (conveners); CPC; NORA; FANO; OCD; enforcement agencies, Housing Working Group; non-profit affordable housing advocates such as, *HousingNOLA*
    **When:** First five years
    **Resources:** staff time

Investments and policies related to affordable housing investment and neighborhood revitalization should be coordinated across all agencies and departments through regularized ‘Neighborhood Coordinating Meetings’ that include the CPC, NORA, FANO, OFICD (or a successor OCD department), the Housing Policy Director, and other departments that target resources to neighborhood recovery efforts. These meetings could be coordinated or included within meetings of the Housing Working Group.

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.*
    **Who:** Office of Community Development; Mayor’s Office; Housing Working Group
    **When:** First five years
    **Resources:** staff time

High-opportunity neighborhoods can be defined using information from the HousingNOLA 10-Year Strategy and Implementation Plan, the City’s AFFH process, and the Market Value Analysis. Directing publicly-owned property toward production of affordable and mixed-income housing in these areas will help ensure

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**ATTACHMENT A**

that residents of affordable housing have access to good jobs, recreational assets, services, schools, and businesses, and ensure that housing segregation is not furthered through the location of affordable developments.

5. Work with public agency partners that own property to develop a process to reserve land for affordable housing on properties eligible for disposition.
    **Who:** *Office of Community Development; Mayor’s Office; Housing Working Group; Orleans Parish School Board; Housing Authority of New Orleans*
    **When:** *First five years*
    **Resources:** *staff time; publicly-owned and adjudicated properties*

    Large sites owned by the Orleans Parish School Board, the Housing Authority of New Orleans; and the City of New Orleans, if no longer needed for their public purposes and eligible for disposition, are prime opportunities for the development of affordable and mixed-income housing. The City should work with *non-profit affordable housing advocates such as*, HousingNOLA and public agency partners to establish a process for prioritizing affordable housing development as a preferred use when disposing of public property and determine how properties can be legally reserved for developers who plan to accomplish this important public purpose.

6. Encourage infill development of affordable housing within high-opportunity neighborhoods.
    **Who:** *CPC, City Council*
    **When:** *First five years*
    **Resources:** *Staff time*

    Infill development of affordable housing is important to ensure that affordable housing residents have access to neighborhood amenities and are able to benefit from the dense, walkable fabric of many of our historic and postwar neighborhoods. Regulations that inhibit infill development of affordable housing should be studied and changes, and public land and certain subsidy funds should be leveraged to promote infill development.

7. Enable new large multi-family developments of 75 units or more to be built in high-opportunity neighborhoods and in all areas that have access to jobs, neighborhood services, and high-frequency transit lines.
    **Who:** *CPC, City Council, OCD*
    **When:** *First five years*
    **Resources:** *staff time*

    Large multi-family development should be permitted along major transit lines with high frequencies (20 minute headways or less, including combined headways of two or more lines on the same route). While not all sites are suitable for large multi-family or mixed-use development, bulk, yard, and minimum lot size regulations should be designed to allow these developments to occur in areas with strong access to jobs and amenities. Upzoning and allowing increased intensity in Master Plan categories to allow larger-scale development along transit corridors and on 1-to-5 acre vacant sites should be considered.

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
    **Who:** *CPC; City Council; OCD*
    **When:** *First five years*

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**ATTACHMENT A**
*Resources: Staff time, non-profit affordable housing advocates such as, HousingNOLA and GNOHA, external funding*

Mandatory inclusionary zoning is a national best practice in housing affordability strategies. Like incentive zoning, inclusionary zoning policies can offer a range of benefits to developers, such as added density, reduced parking requirements, fee waivers, and other incentives, in return for including a percentage of affordability-restricted housing units in their development projects. Currently, the Mayor’s Office, HousingNOLA, the City Planning Commission, the Office of Community Development, local housing experts, and local developers are participating in a study to examine the housing market and submarkets in New Orleans to understand which types of developments and which areas can best accommodate mandatory and voluntary inclusionary zoning.

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.*
**Who:** *City of New Orleans; City Council; Office of Community Development*
**When:** *First five years*
**Resources:** *Staff time; GNO Inc. assistance; NOLA Business Alliance assistance; non-profit affordable housing advocates such as, HousingNOLA/GNOHA assistance*

Employers are an important constituency in housing discussions, particularly around affordability, because their workforces often need an array of housing options available at various income levels. Tourism and hospitality employers, hospitals and health care employers, and other sectors all employ workers who may be priced out of the local housing market if current trends continue. HousingNOLA and GNO Inc. are working together to develop a workforce housing strategy that includes an examination of nationwide best practices, including incentives, business engagement, and Employer Assisted Housing. The City and the Office of Community Development should examine these workforce housing recommendations when available and participate in policies and programs designed to further the availability of workforce housing.

10. *Study all zoning barriers to the production of affordable housing and implement policies to remove these barriers.*
**Who:** *City of New Orleans; City Council; Office of Community Development; Housing Working Group*
**When:** *First five years*
**Resources:** *Staff time; GNO Inc. assistance; non-profit affordable housing advocates such as, HousingNOLA assistance*

The CPC should work with the Housing Working Group and *non-profit affordable housing advocates such as, HousingNOLA* to study potential zoning barriers to affordable housing development and implement policies to remove these barriers.

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.*
**Who:** *Orleans Parish Assessor’s Office; City of New Orleans*
**When:** *First five years*
**Resources:** *Staff time; non-profit affordable housing advocates such as HousingNOLA/GNOHA assistance; Louisiana Housing Alliance assistance*

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# ATTACHMENT A

The City and the Orleans Parish Assessor's Office should work with non-profit affordable housing advocates such as, HousingNOLA/GNOHA and LHA to develop a reasonable formula for tax valuation of affordable housing multi-family properties, including adjustments based on the percentage of affordability and the resulting anticipated cash flow-based valuation of the project.

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.
    **Who:** City Council; Office of Community Development; Housing Working Group
    **When:** Begin studying now; implement in next 5-10 years
    **Resources:** Existing and potential economic development programs

Existing and potential economic development incentive programs should include some additional incentives that can create additional affordable housing investment within programs that receive City funds, tax abatements, low-interest loans, or other investments. All City incentives should be studied and coordinated to see which can be altered to help meet the need for affordable housing options.

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.
    **Who:** City of New Orleans
    **When:** Begin studying now; implement in next 5-10 years
    **Resources:** Developer and permitting revenue; code enforcement revenue; other local revenue streams

A percentage of revenue streams related to the development and building process (permitting and developer fees, code enforcement revenue, other revenue streams) should be dedicated to affordable housing initiatives in order to provide additional local funds to meet the need for affordability.

**4.C Aggressively implement and enhance existing funded housing programs.**

**RECOMMENDED ACTIONS**
1. Expend housing funding that has already been allocated to the City as expeditiously as possible.
   **Who:** NORA; Office of Community Development; Housing Working Group
   **When:** First five years
   **Resources:** Staff time; D-CDBG; HOME funds; ESG funds; HOPWA funds; NHIF funds

The City should provide adequate staffing to oversee program implementation, monitor the effectiveness of these programs, and identify remaining program and funding needs in advance of the expenditure of current funding. Programs include homeownership development, rental development, owner occupied and rental property repair funds for elderly and disabled persons, and home buyer assistance, including closing financing gaps due to insufficient Road Home and insurance proceeds.

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.
   **Who:** OCD
   **When:** First five years
   **Resources:** Staff time

Performance standards, regular progress reports before payment, and site visits to

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projects should be established and city staff assigned to monitor progress. Reports on performance and progress should be made at the monthly cross-agency meetings above.

[^p66-7]: See George Galster, Chris Hayes and Jennifer Johnson, "Identifying Robust, Parsimonious Neighborhood Indicators", Journal of Planning Education and Research, 24:265-280 (2005).

3. Strengthen the City’s home repair program.
   **Who:** OCD; Housing Resource Center Network
   **When:** First five years
   **Resources:** Staff time; CDBG; federal HOME funds

Individual homeowners and small property owners often have no experience with rehab or contractors. The City should enhance its existing programs to provide direct technical assistance to property owners. Additional funding, training of staff, marketing of the program, and certification of licensed contractors are also recommended. A HUD consultant is currently working with the City to develop an internet application process and selection criteria that focuses on the city’s identified target areas. This will help expedite the application and review processes.

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.
   **Who:** Office of Community Development; non-profit affordable housing advocates such as, HousingNOLA/GNOHA and Own the Crescent
   **When:** First five years
   **Resources:** Staff time; federal funds; non-profit developers; housing counselors; philanthropic funds and down payment assistance programs

Promoting homeownership for low-to-moderate income residents and first-time homebuyers helps stabilize neighborhoods and encourage wealth creation. The Office of Community Development should continue working with non-profits and housing counseling agencies to fund, promote, and develop new affordable homeownership opportunities.

5. Monitor the status of affordable homeownership programs to appropriately target funds.
   **Who:** OCD; Housing Working Group
   **When:** First five years
   **Resources:** Staff time; federal HOME funds

Continue to increase affordable homeownership opportunities for all households below 120 percent of AMI. The data and market analysis to be performed for the Housing Working Group will provide information on the segments of the population that can support homeownership on current income but need down payment or closing costs assistance. First-time home buyer training and programs for moderate-income households should be expanded in order to help more households in the city’s workforce become homeowners.

7. Support the development of supportive and transitional housing for residents who are at risk of homelessness and/or are living in substandard housing.
   **Who:** OCD; UNITY of New Orleans and member non-profits; NORA
   **When:** First five years
   **Resources:** Staff time; Federal funds

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# ATTACHMENT A

UNITY of Greater New Orleans is coordinating the development of housing opportunities for the most vulnerable populations. Vouchers are a primary source of housing for this population. UNITY has an initiative to develop about 500 units of supportive housing in mixed- income developments. The City should actively encourage and support the delivery of these units where possible.

8. Pursue additional state and federal supplemental funding to address any identified housing needs in New Orleans after current funding is expended.
    **Who:** OCD; NORA
    **When:** First five years
    **Resources:** Potential sources: additional GO Zone tax credits and mortgage revenue bonds; five-year increase in HOME and CDBG funds; project based vouchers for supportive housing

Should the data and affordability analysis to be provided to the Housing Working Group indicate further need for affordable housing funding, the City should seek additional funding beyond annual entitlement funding. Possible supplementary monetary incentives include additional GO Zone tax credits for a period of five years; an allocation of GO Zone Mortgage Revenue Bonds to promote homeownership and rental housing in the GO Zone; an increase in HOME and CDBG funds for a five year period; project-based Permanent Supportive Housing vouchers for households in need of supportive housing.

**4.D Maintain and expand market rate housing choices and housing supply.**

*RECOMMENDED ACTIONS*

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.
    **Who:** CPC; City Council
    **When:** Continuous
    **Resources:** Staff time

New Orleans is one of the fastest-growing cities in America. Evidence shows the growing population is not just the result of returning residents after Hurricane Katrina, but also an influx of new residents, many of whom have higher income levels and can support higher housing costs than long-time New Orleans residents. Creating a diversity of market-rate housing choices and expanding housing supply will ensure that neighborhoods are able to welcome new residents without pricing out residents who have been in New Orleans for decades, or for their entire lives. The *HousingNOLA 10-Year Strategy and Implementation Plan* estimates that 33,600 new housing units in total (including affordable and market-rate units) will be needed over the next 10 years, or approximately 3,360 units per year. However, in the year between June 2015 and May 2016, the city added only 2,229 housing units. Increasing opportunities for building smaller-scale dense infill in neighborhoods and larger-scale multi-family in targeted areas will help meet demand.

A housing market study prepared for this plan indicates that a large proportion of moves within and to New Orleans within the next decade will be made by people with smaller households that want an urban, multifamily living experience. They seek walkable neighborhoods with amenities nearby and will not be looking for detached single family homes. Identification of mixed-use areas allowing higher-density housing through the land use plan and zoning will make it possible to diversify the city’s

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housing stock. Some mixed-income housing of this type is beginning to enter the market on Tulane Avenue and other developments are in the planning stages.

2. *Preserve the diversity of housing types within New Orleans neighborhoods (singles, doubles, multi-family, etc.).*
    **Who:** CPC; City Council
    **When:** Continuous
    **Resources:** *Staff time*

Maintaining a diversity of housing types throughout the City is a top priority for New Orleanians. In addition to providing resources for rehabilitation and repair, and zoning standards that allow infill development to reflect this diversity, the City should study the possibility of adopting design standards that encourage neighborhood compatibility while still allowing for diverse types of neighborhood infill that match neighborhoods’ historic fabric, including small multi-family development. For example, design standards that might apply to multifamily developments could focus on quality design, neighborhood compatibility based on the building envelope (bulk and height) rather than onerous minimum lot area and unit per acre regulations, and enhanced security.

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.*
    **Who:** CPC; City Council
    **When:** First five years
    **Resources:** CZO; *Staff time*

Small multi-family development is an integral part of many of New Orleans’ historic neighborhoods. While two-family shotguns are an extremely common typology, 3-unit, 4-unit, and even 10-unit structures are not uncommon to see sprinkled throughout neighborhoods’ historic fabric. These typologies are less common, but still extant, in parts of post-war suburban-style neighborhoods. Many of these small multi-family structures, while not out of scale or character for their neighborhoods, offer a high number of units per acre and can be an important source of quality rental housing. Regulations that rely more on building envelope and form (bulk and height), and less on minimum lot area and units-per-acre regulation, can promote additional neighborhood infill options. The CPC should study ways to alter the CZO to encourage these multi-family opportunities in ways that are consistent with the character of neighborhoods, with the goal of increasing market-rate housing supply.

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.*
    **Who:** CPC; City Council
    **When:** First five years
    **Resources:** *Staff time*

“Neighborhood character” is a malleable concept and can sometimes be used as a way to reject denser development options that may still be consistent with

neighborhoods’ historic housing stock and population size. The CPC should study

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# ATTACHMENT A

the diverse housing options available in neighborhoods and ensure that the CZO does not unduly prohibit housing types that are common in the historic stock, particularly small multi-family typologies.

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.
    **Who:** CPC; City Council
    **When:** First five years
    **Resources:** Staff time

Commercial corridors and transit corridors are ideal places to allow multi-family development in order to provide residents with access to multiple transportation modes and walkable urban environments. The CPC should ensure that the CZO allows for multi-family development adjacent to these assets, and existing mixed-use and multi-family districts should potentially be intensified in areas that have strong access to jobs and opportunity, in order to promote increased housing supply in areas outside of the small-scale neighborhood fabric of our historic and suburban neighborhoods.

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.
    **Who:** CPC; City Council
    **When:** First five years
    **Resources:** Staff time

Commercial corridors and transit corridors are ideal places to allow multi-family development in order to provide residents with access to multiple transportation modes and walkable urban environments. The CPC should ensure that the CZO allows for multi-family development adjacent to these assets, and existing mixed-use and multi-family districts should potentially be intensified in areas that have strong access to jobs and opportunity, in order to promote increased housing supply in areas outside of the small-scale neighborhood fabric of our historic and suburban neighborhoods.

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.
    **Who:** CPC; City Council
    **When:** First five years
    **Resources:** Staff time

**4.E Prevent displacement through development activities and continued study and policy review.**

Due to rising rents, home prices and insurance costs, along with a changing demographic make-up, New Orleans’ population is shifting. As a result of Hurricane Katrina and the federal levee failure, many people remain displaced. The city’s African American population has declined more than 100,000 since 2005, and African American neighborhoods have been the slowest to return. The disaster-related displacement has further exacerbated tensions between residents who were able to return and higher-income newcomers. Rents and home prices are escalating in

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neighborhoods across the city, but especially in historic neighborhoods that are close to job centers and have historically housed New Orleans’ working class.

### RECOMMENDED 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.
**Who:** City Council (zoning); Housing Working Group; Office of Community Development
**When:** First five years
**Resources:** staff time

The City of New Orleans’ Neighborhood Housing Improvement Fund (NHIF) historically collected a .91 mill tax. The city projects that $2.5 million will be available in 2016. NHIF funds can fill a gap generated by decreased federal funding to support for homeowner and renter rehabilitation in order to create neighborhood stability across the city. The Office of Community Development and the City of New Orleans should work with the Housing Working Group to determine how the NHIF can be expanded with new sources of funding and have its millage renewed upon expiration.

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.
**Who:** Office of Community Development; City of New Orleans; Housing Working Group
**When:** First five years
**Resources:** Philanthropic funding and resources; credit union assistance, staff time

Assisting homeowners and small landlords with property rehabilitation loans can help keep existing residents in their homes and allow them to benefit from neighborhood improvements and increased amenities being created, rather than being bought out for relatively low prices because they cannot afford to upkeep their properties due to increased other costs (e.g. property taxes and insurance).

3. Conduct targeted outreach to senior, disabled, and veteran homeowners who qualify for Special Assessment Levels / Freezes in all neighborhoods.
**Who:** City of New Orleans, Orleans Parish Assessor
**When:** First five years
**Resources:** Staff time; Assessor staff time, external volunteer time

According to the Orleans Parish Assessor's Office, homeowners who are 65 years of age or older, have a permanent disability, or are the documented surviving spouse of a member of the armed forces or Louisiana National Guard killed in action, missing in action, or a prisoner of war may qualify for a Special Assessment Level (SAL) if they meet certain conditions. The Special Assessment Level places a "freeze" on the property's assessed value, even though the appraised value may continue to fluctuate with the market. As of 2015, approximately 18,360 homeowners are eligible to participate in the Senior Tax Abatement program offered by the Orleans Parish Assessor. Outreach should be conducted by the City, the Assessor, and external volunteers to ensure that senior and disabled homeowners are aware of and able to apply for these assessed value freezes.

4. Provide an analysis of public funding and policy through the use of Affordable Housing Impact Statements.

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**ATTACHMENT A**
**Who:** *City of New Orleans; City Council; CPC*
**When:** *First five years*
**Resources:** *Staff time*

The CPC and New Orleans City Council have completed an Affordable Housing Impact Statement (AHIS) Study to examine how an AHIS can be used in New Orleans to evaluate the impacts that government processes and actions have on the supply and affordability of housing in New Orleans. The City Council should implement an AHIS process in accordance with the results of the CPC’s study.

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.*
**Who:** *City of New Orleans; City Council; CPC*
**When:** *First five years*
**Resources:** *Staff time; forgone tax dollars*

While tax abatements for seniors and the disabled currently exist, New Orleans should also explore property tax relief for low-income homeowners who fit neither of these categories but have their tenure threatened by increases in property tax assessments. An example program can be found in the City of Philadelphia, which offers discounts on real estate taxes to homeowners whose property assessments more than tripled in value from 2013 to 2014. The program, called the "Longtime Owner Occupants Program" (LOOP), was created in 2013 following a citywide reassessment of property values, which led to increases in many long-time homeowners taxes. To be eligible: The owner must have lived in the property as a primary residence for over 10 years; The home must be either single family or a multifamily property with no more than three units; The property cannot already receive a separate tax abatement, with some exceptions; The real estate taxes must be paid in full; and the homeowner’s household income must be below 150% of Area Median Income, based on household size. New Orleans should look at instituting a similar program to enable low-income homeowners to continue to afford their monthly housing costs and reduce instances of displacement.

6. *Investigate tax relief measures for investors who agree to preserve and create affordable rental units.*
**Who:** *OCD; City Council; CPC*
**When:** *First five years*
**Resources:** *Staff time; potential tax relief costs*

Affordable rental units are some of the most-needed housing resources in New Orleans today; according to the *HousingNOLA 10-Year Strategy and Implementation Plan*, 58% of New Orleans renters spend more than one-third of their income on housing costs, and 37% pay more than half of their income towards housing costs. This means that more than half of New Orleans renters are paying too much for housing. Providing tax abatements to investors who agree to preserve and create affordable rental housing may be a less expensive way of directing local resources toward the construction and rehabilitation of affordable rental units.

**4.F Enforce and promote fair housing policies throughout New Orleans.**

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**ATTACHMENT A**

The Fair Housing Act of 1968 prohibits racial discrimination in housing and provides protections for people seeking to rent or buy a home, secure a mortgage, or purchase homeowners insurance. The Fair Housing Act prohibits discrimination on the basis of race, color, religion, sex, disability, family status and national origin. Orleans Parish provides additional protections against discrimination for additional groups based on sexual orientation, gender identification, marital status, age and creed. Fair Housing is guided by laws such as the Fair Housing Act, but as with all laws, the enforcement and spirit of the law goes beyond the law.

**RECOMMENDED ACTIONS**

2. *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.*
**Who:** OCD; City Council; CPC, HANO, fair housing organizations
**When:** First five years
**Resources:** Staff time

The AFFH rule provides additional requirements for Federal grantees to further the purposes of the Fair Housing Act. Any entity that administers HUD funding is required to complete an Assessment of Fair Housing in order to access federal funds, and if an entity does not comply with the requirement they risk having their federal funds withheld. In 2016, New Orleans became one of the first cities in the country to complete its AFFH Plan. This process will allow the City to examine patterns of integration and segregation; identify racially and ethnically concentrated areas of poverty and disparities in access to opportunity; and assess disproportionate housing needs. The AFFH process follows a four-step process: 1. Data and AFFH Assessment Tool – HUD provides data and an assessment tool to understand fair housing issues in New Orleans; 2. Analysis – City of New Orleans completes and submits an AFFH Plan to HUD. 3. Review and Response - HUD reviews each AFFH Plan within 60 days, and either approves or denies the AFFH Plan. 4. Incorporation - Goals identified in the AFFH Plan must be incorporated into strategies and actions of the Consolidated Plan, Annual Action Plan, Public Housing Plan and Capital Fund Plan. The new process will create an opportunity for further collaboration between the City of New Orleans, HANO, and housing stakeholders in New Orleans. The AFFH rule is an opportunity for proactively assessing and implementing programs that promote integration, while also detailing real barriers within New Orleans that are discriminatory or violating the Fair Housing Act.

3. *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.*
**Who:** City Council
**When:** First five years
**Resources:** Staff time

Background checks run by landlords often cause denial of housing due to an arrest record without any convictions, which may violate fair housing law. Requiring transparency in background checks so that landlords must provide applicants with a copy of their background check if it is used to justify denying housing will assist in ensuring that discriminatory behavior cannot pass unchecked[^p72-1].

4.G **Encourage sustainable design and infrastructure for all New Orleanians.**

[^p72-1]:

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ATTACHMENT A

Climate change increases the frequency and intensity of storm events, and the increasing rate of coastal land loss in Louisiana poses significant danger to the New Orleans region. In order to create a more resilient New Orleans, sustainable infrastructure and design principles will continue to play a role in mitigating risk, decreasing environmental impact and reducing energy costs for New Orleans residents. In the housing arena, sustainable design principles should ensure that all residents have access to a healthy living environment that efficiently uses resources over time and reduces the potential for flood damage from rainfall events.

**RECOMMENDED ACTIONS**

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.*
   **Who:** *Office of Community Development*
   **When:** *First five years*
   **Resources:** *Staff time; City and external funding sources*

Data indicates that there are far too many toxic living spaces in New Orleans. Estimates from the last American Housing Survey in 2011 showed that more than 2,000 rental units in New Orleans had mold infestations. Mold infestation can lead to and exacerbate asthma, which is the third leading cause of hospitalization for children in the state of Louisiana. It can also suppress the immune system and cause other serious health conditions. Lead-based paint poses another serious health risk in the city. A 2013 study by Tulane University found that nearly two-thirds of New Orleans homes and yards have dangerous levels of lead according to federal standards. Since the biggest indicator of high lead content is the age of a home, New Orleans residents are disproportionately at risk due to the city's large amount of older housing stock. Finding funds to remediate these conditions and alleviate their potential health impacts will enable New Orleans residents to live healthier, safer lives.

2. *Create a centralized information hub to coordinate energy efficiency programs from utility companies, the City, and the State of Louisiana.*
   **Who:** *Office of Community Development*
   **When:** *First five years*
   **Resources:** *Staff time; database/Web development resources*

In 2014, 74% of Entergy customers reported having difficulty paying their energy bill. While New Orleans energy rates are comparatively low to the rest of the country, bills are the highest in the nation as a result of high consumption. Heating, Ventilating, and Air Conditioning (HVAC) make up half the energy bills in New Orleans, with historic structures more likely to lose energy. Nearly 40% of our housing stock was built before 1950. Energy efficiency and weatherization programs can help retrofit older homes and address these issues; given that programs are offered by the City of New Orleans, the State of Louisiana, and utility companies, homeowners can be unaware of what benefits are offered through each program and how the programs relate. A centralized hub of information would help ensure that the programs can benefit those who need them most.

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).*

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**ATTACHMENT A**
**Who:** *City of New Orleans*
**When:** *First five years*
**Resources:** *Staff time*

The Coalition for Sustainable Flood Insurance (CSFI) will lead the national effort to reauthorize the National Flood Insurance Program for a full five-year reauthorization through 2022. CSFI will focus on reforms to rate structures, reforms to the mapping process, and administrative reforms. CSFI will also seek to preserve several key provisions in the Homeowner Flood Insurance Affordability Act, including the preservation of grandfathering, ensuring the sales trigger is not put into law, and the continued allowance for the reimbursement of policy holders and communities for successful FEMA map challenges. The City of New Orleans should support efforts to ensure that flood insurance remains affordable for local property owners.

4. *Continue to develop and advocate for strategies to address high homeowner and flood insurance costs for low-income families in New Orleans.*
    **Who:** *City of New Orleans; City Council; Housing Working Group*
    **When:** *First five years*
    **Resources:** *Staff time*

Flood insurance is a significant cost for many households and is likely to grow in the future. New Orleans can help advocate for and implement efforts such as the Community Rating System, a voluntary incentive program for communities that “recognizes and encourages community floodplain management activities that exceed minimum NFIP requirements.” New Orleans is a CRS community currently at Class 8, entitling NFIP policyholders to a 10% premium discount. Other neighboring communities have made stronger efforts to increase their class rating. Terrebonne Parish and Jefferson Parish hold Class 6 ratings (20% discount), and St. Tammany Parish holds a Class 7 rating (15% discount). New Orleans, as a national leader in water management, could conceivably improve its class by tailoring its resilience activities to earn CRS points. Improving to a Class 6 community like Jefferson Parish could save NFIP policyholders hundreds of dollars each year. Additional strategies for reducing flood insurance costs for residents should also be researched and pursued.

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.*
    **Who:** *City of New Orleans; NORA, Housing Working Group*
    **When:** *First five years*
    **Resources:** *NDRC funds; non-profit affordable housing advocates such as, HousingNOLA assistance; additional federal funds*

The *Resilient New Orleans* plan includes elements of sustainable infrastructure planning that will benefit homeowners and renters in New Orleans, including building financial stability, reducing flood risk, and creating new energy systems that are less likely to fail in disaster events. Housing strategies should support and integrate with these elements of the *Resilient New Orleans* plan as necessary.

6. *Take proactive measures to improve the New Orleans Community Rating System in order to lower insurance costs.*
    **Who:** *City of New Orleans*

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**ATTACHMENT A**
**When:** First five years
**Resources:** Staff time, NDRC

**4.F Increase accessibility for all walks of life, including special needs residents.**

New Orleans has long struggled to provide services to its most vulnerable residents. Across the board, people with special needs who fit into multiple categories of special needs populations, or those who do not have organizations specifically working with them, experience immense difficulty finding adequate services. Our special needs services system, like most other systems, has silos that need to be further broken down to address the needs of all of New Orleans most vulnerable citizens. Individuals with special needs face many of the same housing issues as low-income New Orleanians: paying too much in rent or on a mortgage and living in neighborhoods with limited access to services. However, individuals with special needs also face additional barriers and require additional supportive services in order to thrive. Further, these populations are more at risk of not having safe and affordable housing options. Special needs populations that require special attention in housing policy and program efforts include: the homeless population; veterans; minority populations with language barriers; persons living with HIV/AIDS; the lesbian, gay, bisexual and transgender (LGBT) population; formerly incarcerated residents; persons with disabilities (mental and physical); the elderly; at-risk youth (ages 16-24); and domestic violence victims.

*RECOMMENDED ACTIONS*

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.*
   **Who:** City of New Orleans; Advocacy Center
   **When:** First five years
   **Resources:** Staff time; external funding resources

Homeowners and renters with special needs often lack resources for home modification to accommodate disabilities. Funding new programs to assist these homeowners and renters to modify their homes will help improve residents’ quality of life and housing accessibility. There is no complete count of Americans with Disability Act (ADA) accessible rental properties, so it is difficult to understand the full supply within the city. However, in the wake of Hurricane Katrina’s flooding, many owners faced requirements to elevate their units. Many did not also ensure that the newly elevated units were also handicap accessible. Since there is limited information on available units, those that are known tend to have higher rents, due to the demand. In addition, the City of New Orleans provides NHIF funds for home modifications for homeowners in partnership with the Advocacy Center, but there are no funds available for rental modifications.

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.*
   **Who:** City of New Orleans; HANO; NORA
   **When:** First five years
   **Resources:** Staff time; translation resources

New Orleans is home to robust Asian and Hispanic communities that continue to face challenges in accessing services and participating in government programs due to language barriers. New Orleans’ Hispanic population is 5% of the total population (18,984

<!-- page 76 -->
# ATTACHMENT A

people), while New Orleans Asian American community is 3% of the total population (10,822 people). According to the 2013 American Community Survey, 54% of Vietnamese and 44% of Hispanic households are estimated to speak English “less than well.” Overall, there is a lack of information posted in languages other than English and a limited availability of translation services in New Orleans. Entities that offer these resources need additional support for advertising their available services within the city.

3. *Explore additional services aimed at those with mental illness or drug addiction.*
    **Who:** City of New Orleans; service providers; supportive housing providers
    **When:** First five years
    **Resources:** Staff time; external funding sources

Examine additional supportive services and gaps in the provision of services to residents with mental illness and drug addiction, including availability of supportive housing and provision of health services near supportive housing locations.

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).*
    **Who:** City Council
    **When:** First five years
    **Resources:** Staff time

The formerly incarcerated face challenges with securing housing from both private landlords and subsidized housing. Private landlords in New Orleans commonly do background checks, which limits New Orleanians with criminal records in finding a place to live. Formerly incarcerated individuals are not a protected class under the Fair Housing Act, which leaves them vulnerable to discrimination. Ex-offenders are forced to either lie on applications, live with family members or live on the street. In addition, many private landlords run background checks that look at arrest records, not just convictions. Arrest records provide no indication that a person was guilty of any crime and should not be considered as a factor in applications for rental housing.

5. *Prioritize and target limited funding for high-risk special needs populations to produce 1,500 housing opportunities for these populations.*
    **Who:** City of New Orleans; Advocacy Center
    **When:** First five years
    **Resources:** Staff time; federal funds; external funding resources

There are robust non-profit supportive services for people with disabilities in New Orleans, but securing permanent supportive housing remains a challenge. Housing Choice Vouchers were secured after 2005 for residents with disabilities, but all have been utilized. The Permanent Supportive Housing (PSH) vouchers have been successful in securing housing, but there are too few vouchers to meet the demand, leaving people with disabilities stuck on waiting lists and in nursing homes rather than living independently. On-site supportive service providers who work hand-in-hand with property managers are vastly superior to any kind of off-site counselors or case managers in terms of their ability to keep people housed, paying their rent, and healthy.

***

GOAL 5

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**ATTACHMENT A**
**Work with Non-Profit Affordable Housing Advocates such as, 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.**

**5.A Provide training for city housing staff and for Housing Working Group members.**
**RECOMMENDED 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.
**Who:** Office of Community Development
**When:** First five years
**Resources:** Seek foundation funding in the first five years; budget (CDBG) for training in the medium to long term
Staff training should include collaboration with the CPC for better understanding of neighborhood planning objectives, as well as focus on performance standards and monitoring. Housing Working Group members will need training to understand complex affordable housing funding sources and options. **(See Strategy 4.A above for more information on forming a housing working group.)**

**5.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.**

**RECOMMENDED ACTIONS**
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.
**Who:** Office of Community Development
**When:** First five years
**Resources:** CDBG; foundations; Enterprise; HUD; non-profit affordable housing advocates such as, HousingNOLA

The City's Office of Community Development should collaborate with non-profit affordable housing advocates such as, HousingNOLA, HUD, and Enterprise to help build a capacity building training program to support local CDCs, including a certification for CDCs and an identification of gaps and redundancies in the community development sector. While CDCs have been a critical part of New Orleans' recovery and providing affordable, quality housing in many neighborhoods, the recovery funding stream has been almost entirely expended, leading some CDCs to close down or merge with other organizations due to lack of funds. Remaining CDCs must work to become competitive on a statewide and national basis for scarce funding sources, necessitating a training program for working with complicated, layered funding structures and creating organizational sustainability.

2. 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.
**Who:** Office of Community Development, FANO, HANO, NORA, LHC, non-profits

**When:** First five years
**Resources:** Housing Working Group, OneTable, non-profit affordable housing advocates such as, HousingNOLA, staff time

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# ATTACHMENT A

Strong organizational capacity and partnerships oriented toward increased affordable unit production will be very important in order to maximize the number of affordable housing opportunities created for low-to-moderate-income New Orleans residents. The OneTable system of coordinated development funders is one step toward creating this cohesive, unified system, but more recommendations should be developed around how New Orleans’ housing providers, funders, and public sector partners can efficiently come together to rehabilitate and construct units at a rapid pace.

---

## Open Space — Chapter 7: Parks, Open/Green Spaces and Recreation

- Source: https://nola.gov/nola/media/City-Planning/Master-Plan-Chapter-7-FINAL-ADOPTED(vol-2).pdf
- Pages: 37
- Covers: open_space

<!-- page 1 -->
ATTACHMENT A

VOLUME 2
# Chapter 7

**PARKS, OPEN/GREEN SPACES AND RECREATION**

| GOAL | POLICIES FOR DECISION MAKERS | FOR MORE INFORMATION, SEE PAGE: |
| :--- | :--- | :--- |
| **PRESERVATION/RETENTION** | | |
| 1 *Protection of remaining wetland areas inside and outside the levee system* | 1.A. Review and revise as needed regulations, land use and zoning categories for wetlands and coastal areas to promote wetland preservation. | |
| | 1.B. Seek conservation solutions for wetlands through permanent protection or acquisition by conservation organizations. | |
| 2 *Restoration and expansion of New Orleans’ urban forest to reach 50 percent tree canopy by 2030* | 2.A. Promote tree planting on public property. | |
| | 2.B. Promote tree preservation and planting on private property. | |
| | 2.C. Restore and plant new trees in parks, open/green spaces and neutral grounds. | |
| | 2.D. Develop and establish storm water management practices in public parks, open/green spaces and neutral grounds. | |
| **PARK SYSTEM** | | |
| 3 *A commitment to no loss of public parkland* | 3.A. Establish systems and funding to ensure that the city does not lose acreage dedicated to parks. | |
| 4 *A park within walking distance—approximately 1/3 mile—of every New Orleans resident* | 4.A. Balance passive and active uses of parks and public spaces while keeping them accessible to all residents. | |
| | 4.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. | |

<!-- page 2 -->
ATTACHMENT A

| | | |
| :--- | :--- | :--- |
| **5** | *More public access to waterfronts* | 5.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. | |
| **6** | *More green-connectors throughout city* | 6.A. Create linear parks and greenways for multi-use pathways using the city’s neutral grounds and other linear connections, such as levees, canal edges and raillines. | |
| **7** | *Maintenance of existing parks, open/green spaces, and recreation sites to a high level through restoration, redesign and reconstruction* | 7.A. Establish expanded maintenance criteria for parks open/green spaces and recreation sites in partnership with citizen parks groups. | |
| | | 7.B. Establish clear and permanent policies and procedures for accepting, placing and maintaining public art in parks, green spaces and recreation sites. | |
| | | 7.C. Establish and maintain stormwater infrastructure in public spaces. | |
| | | 7.D. Research the history and design of parks, and open/green spaces and develop plans to restore, redesign, reconstruct, and maintain these areas. | |
| **RECREATION** | | |
| **8** | *Multi-use indoor/ outdoor recreation centers within 5 miles of every resident* | 8.A. Create 6 indoor pools at existing centers. | |
| | | 8.B. Coordinate recreation resources with schools and other community and human services. | |
| **9** | *Year-round recreation opportunities for children, seniors, and adults* | 9.A. Provide recreational opportunities appropriate to the demographics of the surrounding neighborhood. | |
| **10** | *Recreation offerings that meet changing citizen needs* | 10.A. Regularly monitor the recreation needs of all segments of the population. | |
| **FINANCING AND MANAGEMENT** | | |
| **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* | 11.A. Coordinate parks, open/green spaces and recreation resources and activities throughout the city. | |
| **12** | *Neighborhood participation in decision making about parks and recreation* | 12.A. Survey both park and recreation resources users on a regular basis. | |
| | | 12.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. | |

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# ATTACHMENT A

| | | |
| :--- | :--- | :--- |
| | | 12.C. Prepare and update a city wide parks, green/open space and recreation master plan and regional park master plans regularly. | |
| 13 | *Consistent and adequate level of maintenance, operations and programming on per capita basis* | 13.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. | |
| 14 | *Expanded partnerships to support parks open/green spaces and recreation resources and programs* | 14.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 resource program. | |
| 15 | *Effective marketing of the municipal park and recreation systems to citizens and visitors* | 15.A. Utilize the arts when providing user-friendly communications, including an interactive website, annual reports, consistent signage, and similar efforts. | |

<!-- page 4 -->
VOLUME 2 | CHAPTER 7 | PARKS, OPEN SPACE AND RECREATION

<<FIGURE>>

# Park and Recreation Resources

* New Orleans has 27,110 acres of park land, or 23.3% of the city’s land area
    * 22,770 of those acres are in Bayou Sauvage National Wildlife Refuge
    * The total does not include neutral grounds, school and institutional green space, levees, or urban wilds
    * In 2010, not counting the wildlife refuge, there were about 13 acres of park land per 1,000 persons
* Almost half the city’s park was acquired by donation or other non-purchase method
* Major parks include:
    * City Park: 1213 acres
    * Audubon Park 400 acres
    * Lakeshore Park: 400 acres
    * Pontchartrain Park: 198 acres
    * Joe Brown Park and Louisiana Nature Center: 193 acres
    * Brechtel Park: 220 acres
    * Behrman Park: 60 acres
    * Lafitte Greenway: 26 acres
    * Lincoln Beach: 24 acres (closed before Katrina)
    * West End Park: 23 acres
    * Crescent Park: 20 acres
    * Woldenberg Riverfront Park: 16 acres
* [14 multi-neighborhood parks including 9 stadiums pre-Katrina]
    * 10 stadiums currently
* 83 neighborhood parks and playgrounds pre-Katrina
    * 73+ playgrounds currently restored
* 64 pocket parks
* 19 public swimming pools pre-Katrina
    * 16 currently restored
* 10 recreation centers pre-Katrina
    * 9 currently restored
* 4 public and 4 private golf courses
* 7 historic urban squares

Neighborhood parks are the primary building block of neighborhood oriented recreation. They are intended for both passive and active forms of recreation. They should be a minimum of 1.3 acres, and ideally 2 to 5 acres.

Multi-neighborhood parks function as major recreation facilities with multiple venues for activities such as baseball and football. They are primarily oriented to active programmed recreation and league playing where many teams may be competing at the same time, day, or night. The park should be at least 3 acres up to around 30 acres, depending on the facilities needed.

# Park and Recreation Management

* Divided among four entities with different funding sources:
    * New Orleans Department of Parks and Parkways
    * New Orleans Recreation Development Commission (NORDC)
    * City Park Improvement Association
    * Audubon Commission
    * French Market Corporation
* Maintenance and funding are persistent issues for city-funded parks and recreation
* Pre-Katrina per-capita funding was better than many southern cities and slightly above the national average, but New Orleans had greater needs as a denser city with more income diversity

# WHAT DOES IT MEAN?

* New Orleans has an enviable network and inventory of park land for an urban center.
* Not counting Bayou Sauvage, in 2010 the city had about 13 acres of park land per 1,000 persons, comparing favorably with many US cities.
* In most neighborhoods, most residents have a park within walking distance.
* Neighborhood park deficits are found especially in some older neighborhoods and parts of New Orleans East.
* Effective maintenance of parks was a challenge pre-Katrina as well as since Katrina.
* Many parks and recreation facilities, and the city’s urban forest, were significantly damaged by Katrina and are still in the process of restoration.
* City Park had a master plan completed before the storm that has served as a foundation for post-storm restoration.
* The city’s neutral grounds are an exceptional resource.
* The city does not take sufficient advantage of its water resources as an amenity or for recreation.

# Additional Green Resources:

* 125 acres in two 19th century forts in state parks: Fort Pike and Fort McComb
* Jean Lafitte National Historic Park
* 22 miles of Mississippi River waterfront
* 16.5 miles of lakefront with four major boat harbors
* More than 250 miles of neutral grounds ranging from 2 feet to 350 feet wide
* 54 active community gardens pre-Katrina
    * 25+ currently re-established
* Recreation programs focus on youth; some adult and senior fitness programs
* Non-profit partners and community based organizations
* Bike and pedestrian paths on levee sections on the river and lakefront, along Bayou St. John, and in several neutral grounds throughout the city, including: West End/Pontchartrain Boulevards, Galvez Street, Napoleon Avenue, Jefferson Davis Parkway, Lake Forest Drive, and St. Anthony Street.

WWW.NOLAMASTERPLAN.ORG

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ATTACHMENT A

### FINDINGS

* Parks and open space within the boundaries of New Orleans include extensive wetland natural areas as well as passive and active parks.
* New Orleans has an extensive urban park system with a large inventory of park lands that are generally well-distributed throughout the city. Excluding Bayou Sauvage National Wildlife Refuge, New Orleans had approximately 340 acres of park land in 2015, giving it more than many southern cities.
* New Orleans lost approximately 100,000 trees as a result of Hurricane Katrina. About 50,000 new trees have been planted as of 2016.
* Management of the city’s park and recreation system is divided among several city departments, parish and state agencies, and tax-supported nonprofit organizations.
* Most New Orleans residents are now within one-third mile walking distance of some kind of park.
* The city before Hurricane Katrina had an extensive recreation infrastructure, but many facilities were extremely outdated and in disrepair. Moreover, salaries for parks and recreation department employees are very low, making it difficult to build a more professionalized staff.
* Funding for municipal park and recreation agencies has historically fluctuated considerably from year to year.
* New Orleans has expanded designated walking and biking trails using the Greenway, enhanced neutral grounds, and adding over 150 miles of bike lanes on road repair projects.
* Recreation facilities are focused on children and youth, team athletics, and—to a lesser extent—senior citizen activities.

### CHALLENGES

* Ensuring effective coordination among the various entities and agencies that manage park land and provide recreation facilities in New Orleans.
* Restoring and enhancing the tree canopy and plantings damaged by Hurricane Katrina.
* Offering more recreation and fitness activities for adults of all ages while continuing to focus on recreation for children and youth, particularly those from low-income households.
* Providing a consistent funding mechanism.
* Providing consistent, high quality maintenance.
* Incorporating maintenance planning in capital improvement programs.
* Effectively serving a very diverse population.

| Acronyms | | | |
| :--- | :--- | :--- | :--- |
| **To aid in reading** | **this section, below** | **is a list of** | **acronyms used within the text:** |
| **CAO** | Chief Administrative Officer | **GIS** | Geographic Information Systems |
| **CDBG** | Community Development Block Grant | **LUFC** | Louisiana Urban Forestry Council |
| **CPC** | City Planning Commission | **NEO** | Neighborhood Engagement Office |
| **CPIA** | City Park Improvement Association | **NOBA** | New Orleans Building Corporation |
| **NPP** | Neighborhood Participation Program | **NORDC** | New Orleans Recreation Development Commission |
| **CZO** | Comprehensive Zoning Ordinance | **NORA** | New Orleans Redevelopment Authority |
| **D-CDBG** | Disaster Community Development Block Grant | **OFICD** | Office of Facilities, Infrastructure and Community Development |
| **DPW** | Department of Public Works | **RPC** | Regional Planning Commission |
| **EPA** | Environmental Protection Agency | **RTA** | Regional Transit Authority |
| **FEMA** | Federal emergency Management Administration | | |

<!-- page 6 -->
ATTACHMENT A

# A Introduction

Excellent parks, recreational resources for adults as well as children and youth, and access to water and nature are key ingredients of the quality of life city dwellers desire in the 21st century. New Orleans’ system of parks, open spaces, and recreation resources is one of its most important assets. Excluding the 22,000 acres of Bayou Sauvage National Wildlife Refuge, the city had approximately 4,340 acres of park land in 2015, more than many southern cities, with parks generally well-distributed throughout the city. This chapter includes the traditional elements of park and recreation planning including the connector network of parks, tree-lined streets, bike trails and lanes, pedestrian paths, river and stream corridors, waterfronts, and urban wilds of the city. Responsibility for New Orleans’ parks, open/green spaces and recreation resources are divided among a number of public and nonprofit entities, making coordination a challenge.

The Master Plan focuses on maintaining and enhancing the city’s parks, open/green spaces and recreation resources through:

* Protecting resources
* Expanding access to parks, recreation and to waterfronts
* Creating open space connections through green ways and blue ways throughout the city
* Ensuring that recreation meets the changing needs of youth and adults
* Strengthening financial and operational support to ensure high levels of maintenance and programming
* Expanding partnerships

## EQUITY

Access to beautiful parks and open space for all constituents is a hallmark of a city’s commitment to Equity. We shall continue to leverage resources for the development of parks and recreation space to communities of highest need, enlisting a range of public and institutional partners, such as schools, to make open spaces that they control available for community use. Public transportation must increase access to parks and open space by offering multiple modes of transit, such as buses and bicycles. Our parks must also accommodate a wide variety of activities by providing multi-use recreation spaces.

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ATTACHMENT A

# 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 to inform understanding of the goals, policies, strategies and actions are included in Volume 3, Chapter 7.

## Summary

**FIRST FIVE YEARS:** 2016-2020  
**MEDIUM TERM:** 2020-2025  
**LONG TERM:** 2025-2030

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | **HOW** | **WHO** | **WHEN** | **RESOURCES** | **FOR MORE INFORMATION, SEE PAGE:** |
| **1.** Protection of remaining wetland areas inside and outside the levee system | **1.A.** Review and revise as needed regulations, land use and zoning categories for wetlands and coastal areas to promote wetland preservation. | 1. Prohibit further drainage of wetlands for development both inside and outside the levees. | CPC | First five years | CZO amendment | |
| | | 2. Maintain regulations and enforcement systems to protect wetlands, such as a city wetlands protection ordinance. | Coastal and Environmental Affairs; City Attorney; City Council | First five years | Staff time | |
| | **1.B.** Seek conservation solutions for wetlands through permanent protection or acquisition by conservation organizations. | 1. Discuss options with Bayou Sauvage and environmental organizations. | Coastal and Environmental Affairs; Trust for Public Land; US Department of the Interior | Medium term | Staff time; federal or nonprofit funding | |
| **2.** Restoration and expansion of the New Orleans’s urban forest to reach 50 percent tree canopy by 2030 | **2.A.** Promote tree planting on public property. | 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 analysis using software that tracks vegetative values changes over time. | Parks & Parkways; City GIS Department, DPW; consultant | First five years | Louisiana Dept. of Agriculture and Forestry; U.S Department of Agriculture, Forest Service; grants; general fund; Staff time | |
| | | 2. Prepare a tree and vegetation master plan to address public lands throughout the city. | Parks & Parkways; City GIS Department; CPC; consultant | First five years | Louisiana Dept. of Agriculture and Forestry; U.S Department of Agriculture, Forest Service; grants; general fund | |

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ATTACHMENT A

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | **HOW** | **WHO** | **WHEN** | **RESOURCES** | **FOR MORE INFORMATION, SEE PAGE:** |
| | | 3. Identifying priority areas for planting, species selection palettes, BMPs, etc. | Parks & Parkways; NORDC; DPW; SWBNO | Medium term | Staff time | |
| | | 4. Work with utility companies to develop & refine a protocol for conflicts and to develop a public information document. | Parks & Parkways; SWBNO; DPW; Utility Companies; Communications | First five years | Staff time | |
| | | 5. Create a no net loss of tree canopy strategy for public and private property | Parks & Parkways; NORDC; CBDG | First five years | Staff time; non-profit organizations | |
| | | 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. | Parks & Parkways; NORDC; CBDG | First five years | Staff time; non-profit organizations | |
| | | 7. Improve the City's tree and vegetative ordinance to require retention, replacement 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, and power line maintenance and construction work by public utilities. | City Council, Parks & Parkways, DPW | First five years | Staff time | |
| 2.B Promote tree preservation and planting on private property. | | 1. Work with non-profits and neighborhood organizations to encourage homeowners and other private property owners to preserve and plant trees on private property. | Parks & Parkways; DPW; SWBNO; NORA; Communications; Non-profit partners | Ongoing | Staff time; non-profit partners; volunteers; grants; donations | |

<!-- page 9 -->
ATTACHMENT A

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | **HOW** | **WHO** | **WHEN** | **RESOURCES** | **FOR MORE INFORMATION, SEE PAGE:** |
| | | 2. Improve the city's tree and vegetation protection ordinance (Chapter 106, Article IV). | Parks & Parkways; CPC; City Attorney; City Council | First five years | Staff time | |
| | | 3. Maintain tree planting in the public right of way as part of any new development, where appropriate. | CPC, Parks and Parkways | Ongoing | CZO | |
| | 2.C. Restore and plant new trees in parks, green spaces, and neutral grounds. | 1. Continue to work with non-profits who donate trees to the city. | Parks & Parkways; DPW; SWBNO; NORA | Ongoing | Donations | |
| | | 2. Assist with the creation of tree nurseries on city-owned vacant and private land for public plantings and, if feasible, for donation to property owners. | Parks & Parkways; NORA; Non-profit Partners | First five years | Staff time; nonprofit partners | |
| | 2.D. Develop and establish storm water management practices in public parks, open/green spaces, and neutral grounds. | 1. Prepare a comprehensive manual to include BMPs for use by city departments and the public to meet the city's storm water management and Resilience goals. | City Council, CAO's Office; CPC; Parks & Parkways; DPW; NORA; SWBNO; Office of Sustainability | First five years | Staff time; general fund | |
| | | 2. Replace most lawn areas in neutral grounds andstreet sides with bioswales, plantings and appropriate green infrastructure, when necessary amending the soil to accommodate increased rainwater detention. | Parks & Parkways | Medium term | Staff education and training; grants grow plants in nursery | |
| 3. A commitment to no loss of parkland | 3.A. Establish systems and funding to ensure that the city does not lose acreage dedicated to parks. | 1. Require enhanced public review of disposition of public parkland and apply any funds from sales of parkland to acquisition of new parkland. | Parks & Parkways; CPC; City Council; Real Estate & Records; NORDC | Ongoing | Staff time | |
| | | 2. Create a Parks Trust Fund or similar accounts within the Capital Projects Fund to receive funds for acquisition, improvement and maintenance of parkland. | Parks & Parkways; CAO's Office; CPC; City Council; Real Estate & Records | First five years | Staff time | |

<!-- page 10 -->
ATTACHMENT A

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | **HOW** | **WHO** | **WHEN** | **RESOURCES** | **FOR MORE INFORMATION, SEE PAGE:** |
| | | 3. Evaluate any public property identified for sale for suitability as a park recreation site, or stormwater management. | CPC; NORDC; Parks & Parkways; City Attorney; City Council; SWBNO; DPW; NORA | Ongoing | Staff time | |
| 4. A park within walking distance approximately 1/3 mile of every New Orleans resident | 4. A. Balance passive and active uses of parks and public spaces while keeping them accessible to all residents. | 1. Provide open fields, 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. | Parks & Parkways; NORDC; DPW; Capital Projects Administration; non-profit partners, Regional Park Administrators | Ongoing | Variable, according to project, activity or event | |
| | | 2. Provide safe walking routes to parks utilizing artistic intervention. | NORDC; Parks & Parkways; DPW; Arts Council of New Orleans, other sanctioned government organizations | Medium term | Public health grants, Safe Routes to Schools funding program, grants (Federal, state, and private) | |
| | | 3. Establish systems to use vacant public lots and other public properties, such as schools, as full time or part time neighborhood parks. | NORDC, Parks and Parkways | First five years | Staff time | |
| | 4.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. | 1. Build new parks for underserved areas by using vacant, publicly-owned parcels – especially parcels which were intended though never developed, for parks and/or community facilities. | CPC; NORDC; Capital Projects Administration; Parks & Parkways; DPW; Real Estate and Records | First five years | CDBG; general fund; Staff time | |
| | | 2. Restore vacant or closed neighborhood parks in underserved areas with programming to meet the needs of the residents. | Parks & Parkways; NORDC | First five years | Staff; non-profit organizations; CBDG | |
| 5. More public access to waterfronts | 5.A. Create parks and public spaces along the Mississippi River, Lake Pontchartrain and other water ways and | 1. Enhance parks and public access along the Mississippi River allowing open/green space to dominate. | New Orleans Building Corp.; Port of New Orleans; USACE; French Market Corp. | First five years | D-CDBG; Staff time | |

<!-- page 11 -->
ATTACHMENT A

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | **HOW** | **WHO** | **WHEN** | **RESOURCES** | **FOR MORE INFORM ATION, SEE PAGE:** |
| | 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. | 2. Enhance park land along Lake Pontchartrain, including Lincoln Beach. | Levee Board; OFICD; Municipal Yacht Harbor | Medium term | D-CDBG; Staff time | |
| | | 3. Enhance the amenity value of canals and drainage facilities when possible. | Levee Board; OFICD; SWBNO; DPW; Parks & Parkways | First five years | Levee resources | |
| | | 4. Enhance the existing public edge along the Mississippi River | NOBC, CPC, NORDC, Parks & Parkways | Next Five Years | | |
| | | 5. Link existing water assets | CPC; SWBNO; DPW; Office of Coastal and Environmental Affairs; NORA; Levee Board etc. | Medium term | General funds, private foundations, federal grands | |
| 6. More green connectors throughout the city | 6.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. | 1. Connect people to parks and neighborhood destinations by tree-lined implementing the City's "Complete Streets" and coordinate the network with transit stops and bike boulevards. (See Chapter 13) | CPC; Parks & Parkways; DPW; RTA | Medium term | Variable, according to project | |
| | | 2. Work with the Regional Planning Commission and other groups to connect with regional pathways such as the multi-state Mississippi Trail. | DPW; RPC; Capital Projects Administration | Medium term | Staff time | |
| | | 3. Explore creation of "blueways" as designated water recreation routes and other boating opportunities. Inventory opportunities and work with local boating groups. | Levee Board; SWBNO; private groups | Long term | Variable | |
| | | 4. Explore the feasibility of daylighting canals that have been covered over and creating additional canals for water storage and amenity | See Volume 2, Chapter 12 and Volume 3, Chapter 12 for more detailed discussion. | Long term | Variable | |
| | | 5. Use neutral grounds, levees, canal edges and rail lines as potential greenway connectors | Parks & Parkways; Levee Board; DPW; NORA; SWBNO | Medium term | Variable according to project | |
| | | 6. Encourage private owners to develop short to medium term public creative common space throughout neighborhoods supporting the creative use of lots that are underutilized | CPC; CAO; NORA; Arts Council of New Orleans; Parks & Parkways | Medium term | Staff time | |

<!-- page 12 -->
ATTACHMENT A

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | **HOW** | **WHO** | **WHEN** | **RESOURCES** | **FOR MORE INFORM ATION, SEE PAGE:** |
| 7. Maintenance of existing parks, open/ green spaces, and recreational sites to a high level through restoration, redesign, and reconstruction | 7.A. Establish expanded maintenance criteria for parks, open/green spaces and recreation sites in partnerships with citizen groups. | 1. Create a committee with staff and citizens to develop goals and criteria | Parks & Parkways; NORDC; SWBNO; Levee Board; DPW; NORA | First five years | Staff time | |
| | | 2. Work with partnership groups to enhance and assist with maintenance | Parks & Parkways; NORDC; SWBNO; Levee Board; DPW; NORA | Medium term | Staff time | |
| | | 3. Encourage partnership groups to assist with maintenance | Parks & Parkways; NORDC | Ongoing | Staff time | |
| | | 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 | Parks and Parkways; NORDC; Mayor's Office, City's Law Department | First five years | Staff time | |
| | 7.B. Establish clear and permanent policies and procedures for accepting, placing and maintaining public art in parks, green spaces and recreation sites. | 1. Adopt a Public Artwork Policy that sets specific policies and procedures for all aspects of accepting, installing and maintaining public art. | CPC; Arts Council; Parks & Parkways; Property Management; Capital Projects, HDLC; DPW | Ongoing | Staff time | |
| | 7.C. Establish and maintain storm water infrastructure in public spaces. | 1. Fund and staff storm water infrastructure and maintenance team(s) with specialized training to manage and develop storm water infrastructure on public lands. | Parks & Parkways; DPW; NORA; SWBNO; Office of Sustainability | Ongoing | General fund; grants; Staff time | |
| | 7.D. Research the history and design of parks, open/green spaces, and recreation sites to develop, restore, redesign, reconstruct, and maintain the areas. | 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. | Parks & Parkways; NORDC | First five years | Staff; non-profit organizations; CBDG | |
| | | 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. | Parks & Parkways; NORDC | First five years | Staff; non-profit organizations; CBDG | |

<!-- page 13 -->
ATTACHMENT A

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | **HOW** | **WHO** | **WHEN** | **RESOURCES** | **FOR MORE INFORMATION, SEE PAGE:** |
| | | 3. Hold workshops on park, open/green space, and recreation site usage, restoration, redesign, reconstruction, and maintenance with nearby residents and property owners | Parks & Parkways; NORDC | First five years | Staff; non-profit organizations; CBDG | |
| | | 4. Prepare a preliminary design that takes into account Smart Growth principles and sustainability issues, and includes a discussion of storm water management priorities | Parks & Parkways; NORDC | First five years | Staff; non-profit organizations; CBDG | |
| | | 5. Implement plans to restore, redesign, and reconstruct parks, open/green spaces and recreation sites using an annual 'phased' approach, taking into consideration: a. Extant plant materials, their preservation and nurturance; b. The addition of lower maintenance plant materials; c. Recreational and open space use priorities (i.e., passive and active recreational uses); d. Landuse changes impacting the nature of each adjacent neighborhood; e. The traditional character and history of each site | Parks & Parkways; NORDC | First five years | Staff; non-profit organizations; CBDG | |
| 8. Multi-use indoor/outdoo r recreation centers within 5 miles of every resident | 8.A. Create 6 indoor pools at existing centers. | 1. Identify sites and invest in pools. | NORDC | First five years | D-CDBG; FEMA; millage for operating costs | |
| | 8.B. Coordinate recreation resources with schools and other community and human services. | 1. Meet regularly with non- NORDC providers to streamline services. | Parks & Parkways; NORDC; School Districts; human services providers | Medium term | Staff time | |
| | | 2. Explore collaborations with school districts and other organizations to establish joint use of facilities agreements. | School Districts, NORDC | First five years | Staff time, Cooperative agreements | |
| 9. Year-round recreation opportunities for children, seniors, and adults | 9.A. Provide recreational opportunities appropriate to the demographics of the surrounding neighborhoods. | 1. Focus child and youth-oriented activities in neighborhoods with higher numbers of family households. | NORDC | First five years | Staff time | |
| | | 2. Continue to focus on 40 supervised play- grounds to be sports | NORDC | First five years | D-CDBG | |

<!-- page 14 -->
ATTACHMENT A

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | **HOW** | **WHO** | **WHEN** | **RESOURCES** | **FOR MORE INFORMATION, SEE PAGE:** |
| | | program hubs. | | | | |
| | | 3. Work with private programs and the Council on Aging to develop more senior programs. | NORDC; Council on Aging | First five years | Fees, where appropriate | |
| | | 4. Promote youth and adult fitness through facilities and programs. | NORDC | First five years | Fees, where appropriate | |
| | | 5. Provide dog parks through a community process where there is high demand. | NORDC; Capital Projects Administration | First five years | In existing public or park land | |
| | | 6. Provide recreational facilities/attractions such as fountains/spray parks and play equipment as amenities for children and teens. | NORDC; Capital Project Administration | First five years | Staff time; Existing/new park land; fees, where appropriate | |
| | | 7. Promote and provide a space for community-led cultural programming in all city-run recreation and community centers | NORDC; cultural organizations | First five years | Staff time; Existing/new NORDC facilities; fees, where appropriate | |
| **10.** Recreation offerings that meet changing citizen needs | **10.A.** Regularly monitor the recreation needs of all segments of the population. | 1. Survey residents through the internet and more rigorous methods on a regular basis to keep up with changing recreation needs and desires. | Parks & Parkways; NORDC | Every 5 years | Survey— approx. $30,000 | |
| | | 2. Provide for individual activities as well as team sports and classes. | NORDC | Medium term | Fees, where appropriate | |
| **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 | **11. A.** Coordinate parks, open/green spaces and recreation resources and activities throughout the city. | 1. Establish an interagency parks and recreation coordinating group for all relevant city, nonprofit, private, and parish agencies. | Convened by CPC; all park management groups; private recreation providers | First five years | Staff time | |
| **12.** Neighborhood participation in decision-making about parks and recreation | **12.A.** Survey both park and recreation resource users on a regular basis. | 1. Require instructors to use evaluation forms in classes. | NORDC | First five years | Staff time | |
| | | 2. Use the web page for surveys; free web-based survey utilities are available. | NORDC; City ITI | First five years | Staff time | |
| | | 3. Conduct a scientific survey every 10 years. | NORDC | Long term | $30,000 | |

<!-- page 15 -->
ATTACHMENT A

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | **HOW** | **WHO** | **WHEN** | **RESOURCES** | **FOR MORE INFORMATION, SEE PAGE:** |
| | | 4. Creatively survey users of parks and recreation through creative place-making practices, on a regular basis | Arts Council of New Orleans; other similar organizations; Parks & Parkways; NORDC | First five years | Staff time | |
| | 12.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. | 1. Integrate system with the Neighborhood Participation Plan. | NORDC; Parks & Parkways with neighborhood/community participation; NEO | First five years | Staff time | |
| | 12.C. Prepare and update a city wide parks, green/open space and recreation master plan and regional park master plans regularly. | 1. Update the plan every 10 years, conduct an amendment process every five years which includes a full public participation element. | NORDC; Parks & Parkways; Regional Parks Administration, Neighborhood/community input | Ongoing | Staff time; General Fund; grants; approx. $500-600,000 | |
| | | 2. Integrate community and cultural assets in public spaces through public art and design intervention while including public/community input. | Arts Council of New Orleans; Parks & Parkways; DPW | Medium term | Staff time | |
| | | 3. Amend the CZO to incorporate Master Plan regulations for regional parks similar to the existing Institutional Master Plan regulations in the CZO. | CPC; City Council | First five years | Staff time | |
| 13. Consistent and adequate level of maintenance, operations and programming on a per capita basis. | 13.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. | 1. Provide a consistent and adequate per capita operating budget. | Voters | First five years | Millage vote | |
| | | 2. Continue to work with partnership groups and grant makers to supplement funding. | NORDC; Parks & Parkways; non-profits; CAO; City Council | First five years | Grants; volunteer activities | |
| | | 3. Pursue joint use agreements with public and private entities who own land that could add to park and recreation opportunities. | Parks & Parkways; NORDC; private groups | Medium term | Variable | |
| | | 4. Establish fees appropriate to the program and level of community or individual benefit and reserve fees for park and recreation uses. | Parks & Parkways; NORDC | Medium term | Variable according to activity | |

<!-- page 16 -->
ATTACHMENT A

| GOAL | RECOMMENDED STRATEGIES | RECOMMENDED ACTIONS | | | | |
| :--- | :--- | :--- | :--- | :--- | :--- | :--- |
| | | **HOW** | **WHO** | **WHEN** | **RESOURCES** | **FOR MORE INFORMATION, SEE PAGE:** |
| 14. Expanded partnerships to support parks, open/green spaces and recreation resources and programs | 14.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 resources and programs. | 1. Expand park and neutral ground friend and Booster groups; open/green space friends groups and non-profit partnerships | Parks & Parkways; NORDC | Medium term | Staff time; non-profit organizations and community groups | |
| | | 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 | Parks and Parkways; NORDC; Mayor's Office, City's Law Department | First five years | Staff time | |
| 15. Effective marketing of the municipal park and recreation system to citizens and visitors | 15.A. Utilize the arts when providing user-friendly communications, including an interactive website, annual reports, consistent signage and similar efforts. | 1. Improve the web pages, provide an annual report, and consistent signage. | Park & Parkways; NORDC; City ITI Department; consultants | Medium term | Staff time; consultants; general fund | |
| | | 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 creative way-finding and signage initiatives throughout the city. | Arts Council of New Orleans; CPC; DPW; New Orleans Downtown Development District | Medium term | Staff time | |

<!-- page 17 -->
ATTACHMENT A

## Getting Started
These items are short-term actions that can be undertaken with relatively little expenditure, and will help lay the groundwork for the longer term actions that follow.

* Prepare a tree & vegetation master plan with GIS based tree inventory.
* Convene an inter-agency parks and recreations coordinating group including all city, nonprofit, private, and parish agencies.
* Develop a local wetlands protection ordinance.

## Narrative
Below is a more detailed narrative of the various goals, strategies and actions highlighted in the “Summary” chart.

### 1. PARKS, NATURAL OPEN/GREEN SPACES AND RECREATION

**GOAL 1**
**Protection of remaining wetland areas inside and outside the levee system**

Under the authority of the Louisiana State and Local Coastal Resources Management Act of 1978, as amended (Act 361, La. R.S. 49:214.21 et seq), the State of Louisiana defines wetlands. Furthermore, the state defines a coastal zone in which jurisdiction is based on elevation and hydrologic characteristics.

For the purposes of this chapter, and following the Clean Water Act, wetlands will be defined as those areas that are saturated by water (surface water or groundwater) sufficiently to support vegetation that is adapted to living in saturated soils. (EPA Regulations 40 CFR 230.3(t)). This is not referring to areas that may be subject to periodic flooding from storms.

**1.A**
Review and revise as needed regulations, land use and zoning categories for wetlands and coastal areas to promote wetland preservation.

Land-use and zoning categories for conservation of natural areas enhance existing programs aimed at wetland preservation. Any isolated wetlands within the city should be protected for their value for water storage and pollution control.

<<FIGURE>>

<!-- page 18 -->
# Attachment A

*RECOMMENDED ACTIONS*

1. *Prohibit further drainage of wetlands for development both inside and outside the levees.*
**Who:** *CPC*
**When:** *First five years*
**Resources:** *CZO amendment*

Remaining wetland areas should be reserved for stormwater storage and protected from further development.

2. *Maintain regulations and enforcement systems to protect wetlands, such as a city wetlands protection ordinance.*
**Who:** *Office of Coastal and Environmental Affairs; City Attorney; City Council*
**When:** *First five years*
**Resources:** *Staff time*

A city wetlands protection ordinance in alignment with its stormwater management program should allow the City to define wetland areas for protection and regulation and create a system whereby development activity within a specified distance of wetland areas (such as 25 feet) must meet certain requirements. Lafourche Parish has a section in its zoning code (Chapter 19.H) that requires a “Letter of No Objection” for construction of pipelines and canals that could serve as a partial model. Where there is existing development in close proximity to wetlands or coastal areas, a regulatory system should be established to review petitions for alteration of the wetlands with mitigation requirements should the alteration be allowed.

**1.B Seek conservation solutions for wetlands through permanent protection or acquisition by conservation organizations.**

Natural areas in private hands can be protected through voluntary conservation servitudes (easements). The property owner agrees to permanently give up the development rights on the land, often in return for a payment through a government program, or simply to benefit from a reduction in taxes on the land, and retains title to the property. Conservation servitudes are part of the Louisiana Coastal Wetland Reserve Program, which works with farmers to restore lands to wetlands, making a payment for the agricultural development rights in return for establishment of a conservation servitude on the land. Although wetland property owners in New Orleans are not farmers, this program could provide a precedent.

*RECOMMENDED ACTIONS*

1. *Discuss options with Bayou Sauvage and environmental organizations.*
**Who:** *Office of Coastal and Environmental Affairs; Trust for Public Land; U.S. Department of Interior*
**When:** *Medium term*
**Resources:** *Staff time; federal or non-profit funding*

A future opportunity may lie in climate change policy because of wetland’s exceptional role as “carbon sinks.” With the establishment of a cap and trade system of carbon credits, New Orleans wetlands will become valuable as sources of carbon credits because they are excellent vehicles for carbon sequestration.

# GOAL 2
## Restoration and expansion of New Orleans’ urban forest to reach 50 percent tree canopy by 2030

Tree planting is one of the easiest ways to enhance quality of life. Flooding and winds from Hurricane Katrina devastated New Orleans’ urban forest, but even before Hurricane Katrina, some neighborhoods had fewer trees, for example, Tremé, the French Quarter, Marigny, Bywater, Central City, Algiers Riverside and some parts of the 9th Ward. Although American Forests suggests a 40 percent goal for tree canopy, its 2002 report did

<!-- page 19 -->
# Attachment A

not include Bayou Sauvage. With the wildlife refuge included, a 50 percent canopy goal for the city is reasonable. Within different parts of the city, different goals should be set, for example: 15 percent for the CBD; 25 percent for higher density areas; 50 percent for lower-density areas.

**2.A Promote tree planting on public property.**

**[To be reconsidered by City Council]**

*RECOMMENDED ACTIONS*

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.
    **Who:** *Parks & Parkways; City GIS Department, DPW; consultant*
    **When:** *First five years*
    **Resources:** *Louisiana Dept. of Agriculture and Forestry; U.S Department of Agriculture, Forest Service; grants; general fund; staff time*

2. Prepare a tree and vegetation master plan to address public lands throughout the city.
    **Who:** *Parks & Parkways; City GIS Department; CPC; consultant*
    **When:** *First five years*
    **Resources:** *Louisiana Department of Agriculture and Forestry; U.S Department of Agriculture, Forest Service; grants; general fund*

Public streetscape projects, commercial or mixed-use development, multi-family and redevelopment projects should be required to provide street trees, where feasible. Street tree criteria should be updated for different kinds of streets. The city needs to have an updated and complete inventory of all street trees in GIS, which will help in maintenance and replacement of trees.

<<FIGURE>>

The location of tree wells and landscape species, design documents for these projects should demonstrate adequate root growth area and rainwater supply available for each tree. When appropriate, technologies such as tree cells and pervious paving systems should be used to create conditions in which street trees thrive.

3. Identifying priority areas for planting, species selection palettes, best practices BMPs, etc.
    **Who:** *Parks & Parkways; NORDC; DPW; SWBNO*
    **When:** *Medium term*
    **Resources:** *Staff time*

4. Work with utility companies to develop & refine protocol for conflicts and to develop a public information document.
    **Who:** *Parks & Parkways; SWBNO; DPW; Utility Companies; Communications*
    **When:** *First five years*
    **Resources:** *Staff time*

5. Create a no net loss of tree canopy strategy for public and private property
    **Who:** *Parks & Parkways; NORDC; CBDG*
    **When:** *First five years*
    **Resources:** *Staff time; non-profit organizations*

<!-- page 20 -->
**Attachment A**

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.
**Who:** *Parks & Parkways; NORDC; CBDG*
**When:** *First five years*
**Resources:** *Staff time; non-profit organizations*

Trees play a vital role in parks and green spaces. Public parks and green spaces, open spaces and other landscape features retain and infiltrate stormwater, mitigate flood risk, slow/halt subsidence, and save energy, amongst many other benefits. The protection of valuable trees and creating funding mechanisms to plant new trees are important. It is also important to protect and encourage “heritage trees”. Heritage trees indicate valuable (usually native water loving trees) trees with a caliper of 24” or more.

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.
**Who:** *City Council; Parks & Parkways; DPW*
**When:** *First five years*
**Resources:** *Staff time*

**2.B. Promote tree preservation and planting on private property.**

Large trees should be preferably preserved, but if they must be removed, new trees equal in total caliper to the tree removed should be planted to replace them. A compensatory mitigation program should be established to guarantee replanting of tree caliper equal or greater to that lost. This model could fund offsite plantings when appropriate. It could also be adapted to encompass heritage trees on properties not slated for development. Methods to help provide and promote tree preservation and planting should be promoted through partnerships with local non-profit, community and volunteer organizations.

**RECOMMENDED ACTIONS**

1. Work with non-profits and neighborhood organizations to encourage homeowners and other private property owners to preserve and plant trees on private property.
**Who:** *Parks & Parkways; DPW; SWBNO; NORA; Communications; Non-profit partners*
**When:** *ongoing*
**Resources:** *Staff time; non-profit partners; volunteers; grants; donations*

2. Improve the city’s tree and vegetation protection ordinance (Chapter 106, Article IV)
**Who:** *Parks & Parkways; CPC; City Attorney; City Council*
**When:** *First five years*
**Resources:** *Staff time*

The city has an ordinance for “Protection of vegetation” (Chapter 106, Article IV). This ordinance regulates activities that can affect city-owned trees, particularly street trees. Many communities also have ordinances that protect trees on private and public property that are of special significance because of their species, size or historic character. These ordinances typically require an administrative review or a public hearing before trees of special significance can be removed.

3. Maintain tree planting in the public right-of-way as part of any new development, where appropriate.
**Who:** *CPC, Parks and Parkways*
**When:** *Ongoing*

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# Attachment A

*Resources: CZO*

**2.C Restore and plant new trees in green spaces, parks and neutral grounds.**

Many neutral grounds and parks have very little tree cover. A tree plan should be developed to guide replanting in terms of species and location. Once in place, the tree plan can be used to attract private funding by individuals and others who want to plant trees in memory of family members or for other reasons.

*RECOMMENDED ACTIONS*

1. Continue to work with non-profits who donate trees to the city.
   **Who:** *Parks & Parkways; DPW; SWBNO; NORA*
   **When:** *Ongoing*
   **Resources:** *Donations*

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.
   **Who:** *Parks and Parkways; NORA; non-profit partners*
   **When:** *First five years*
   **Resources:** *Staff time; non-profit partners*

**2.D. Develop and establish storm water management practices in public parks, open/green spaces, and neutral grounds.**

*RECOMMENDED ACTIONS*

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
   **Who:** *City Council; CAO’s Office; CPC; Parks & Parkways; NORA; SWBNO; Office of Sustainability*
   **When:** *First five years*
   **Resources:** *Staff time; general fund*

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.
   **Who:** *Parks and Parkways; S&WB; DPW; nonprofit partners*
   **When:** *Medium term*
   **Resources:** *Staff education and training; grow plants in nursery*

# 2. PARK SYSTEM

GOAL 3
## A commitment to no loss of public parkland

Cities that give up park land end up regrettting it. A robust network of green space and parks is a critical asset for quality of life and urban success. It helps retain existing residents and attracts new ones. When cities looking for “free land” establish other public facilities on park land, they are chipping away at the community’s overall inventory of park land. Often, it is more costly or otherwise more difficult to acquire new park land. For this reason, it is important to make sure that, at a minimum, the city maintain a commitment to keeping the same overall amount of park land that it has at present. In addition, as needed, additional park resources (whether directly owned by the city or by others) should be made available in areas of the city that are currently under served.

<!-- page 22 -->
# Attachment A

In post-Hurricane Katrina New Orleans, some people have argued that the City cannot support many parks or that it is finding it difficult to maintain the large number of parks, especially smaller parks. There are subdivisions where designated park land was never developed into usable parks, either because the land was unsuitable or better-located spaces are nearby. As long as there is an overall commitment to keeping the overall park acreage and to criteria for the location of parks to serve neighborhoods and the city as a whole, adjustments can be made. A no net loss policy must be the foundation to restore, rebuild, enhance and expand the park system for the whole city.

MAP 7.1: 2009 ACCESS TO PARKS AND RECREATIONAL FACILITIES

<<FIGURE>>

Access to excellent parks, recreational facilities, and natural areas are key ingredients of quality of life. Like the “gray infrastructure” of roads and water lines, these areas require a planned, created, maintained and restored coordinated system.

3.A. Establish systems and funding to ensure that the city does not lose acreage dedicated to parks.

*RECOMMENDED ACTIONS*

1. Require enhanced public review of disposition of public parkland; apply any funds from sales of parkland towards acquisition of new parkland.
**Who:** Parks and Parkways; CPC; City Council; Real Estate & Records; NORDC
**When:** Ongoing
**Resources:** Staff time

Because it is often difficult to acquire land to create new parks, the overall amount of city land devoted to

<!-- page 23 -->
# Attachment A

parks should, at a minimum, remain the same. That means that no park land should be transferred to another use or sold without provision for the same amount or more land being designated as new park land. Adapting park land for improved stormwater management through landscape design is not to be considered a new use, as this is an historic function of open space in the city. State Act 378 provides that designated park land (what constitutes “designation” is not described) cannot be taken out of park uses without the written approval of 70 percent of the property owners within a radius of 300 feet of the park.

The City Planning Commission, as required by the City Charter Sections 6-302 and 6-306, has establish rules and procedures used to decide whether any public land or building should be sold or acquired. The City Planning Commission must work with NORDC and Parks & Parkways when utilizing the criteria found in its Administrative Rules, Policies, & Procedures (3. Policy for City Purchase of Land and for Disposition of City Immovable Public Property) along with a deliberative process before any public park land is designated to be taken out of park and recreation use. The process should include:

> *A requirement for a public hearing.* The City Planning Commission should hold a public hearing on the proposed sale or conversion of park land, at a time and place convenient for public comment. Each agency should make a written recommendation to the Mayor and the City Council.

> *A requirement for replacement.* Any park land sold or taken for other uses, including other municipal uses, must be replaced by land with similar park, recreation or conservation value in terms of usefulness and location. If the land is not available, funds must be deposited in a Parks and Recreation Trust Fund or similar dedicated account (described below) that would be sufficient to buy replacement land at fair market value. The land taken for other uses must be rezoned and taken out of the Parks category.[^p23-1]

It is equally important to note that when open space is developed for a beneficial or recreational use (e.g. park office, rec center, etc.), its conservation value may be lost or degraded. In some cases, the city should seek to replace the acreage in order to retain a net balance of public open/green spaces.

2. *Create a Parks Trust Fund or similar accounts within the Capital Project Fund to receive funds for acquisition, improvement and maintenance of parkland.*
**Who:** *Parks and Parkways; CAO’s Office; CPC; City Council; Real Estate & Records*
**When:** *First five years*
**Resources:** *Staff time*

The City should create a Parks Trust Fund within the Capital Projects Fund to receive a percentage of funds set-aside from major park construction projects for maintenance, sale of any decommissioned parks, developer funds resulting from Community Benefits Agreements, or other donations for the park system. The percentage set-aside should be similar to the One Percent for Art program, where a set percentage of any new major park construction project would be retained for the expanded maintenance demand the new park creates within the park system. Creation of such a trust fund, restricting the use of funds to park purposes, would provide a stabilized, long term and focused repository for funds dedicated to the development, enhancement, and maintenance of parks.

3. *Evaluate any public property identified for sale to identify suitability as a park, recreation site, or stormwater management.*
**Who:** *CPC; NORDC; Parks & Parkways; City Attorney; City Council; SWBNO; DPW; NORA Neighborhood/Community Participation*
**When:** *Ongoing*
**Resources:** *Staff time*

Before public land is put up for sale, it should be reviewed by the CPC, NORDC, and Parks & Parkways to see if

[^p23-1]: Recommended procedures based on the discussion by Robert H. Levin, “When Forever Proves Fleeting: The Condemnation and Conversion of Conservation Land,” *NYU Environmental Law Journal*, 9 (2001), 592-637.

<!-- page 24 -->
Attachment A

it is suitable for an identified park or recreation need in that location or for stormwater retention to benefit neighborhood drainage or flood-risk reduction.

GOAL 4
# A park within walking distance—approximately 1/3 mile—of every New Orleans resident

In urban situations, park acreage is less important than park access. Research has repeatedly shown that the most important variable in how much and how often people use a green space is distance—especially walking time—from home.[^p24-2] They will travel from time to time to use large, unique open spaces of regional importance, but for everyday use, parks need to be close by. From the point of view of the park user, it does not matter who manages public open space, as long as it is accessible. In New Orleans, that means that a resident could be within walking distance of a park managed by Parks & Parkways or NORDC, by the Levee Board, by the CPIA, by the Audubon Commission, by the French Market Corporation, by the School District or by others. The important thing is to have a public green space within walking distance.

### 4.A. Balance passive and active uses of parks and public spaces while keeping them accessible to all residents.

**RECOMMENDED ACTIONS**

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*
**Who:** *Parks & Parkways; NORDC; DPW; Capital Projects Administration; non-profit partners; Regional Park Administrators*
**When:** *Ongoing*
**Resources:** *Variable, according to project, activity or event*

All park systems need to provide a balance of passive and active green spaces. Finding the proper balance can be difficult as multiple user groups vie for the same spaces. Organized sports leagues and similar groups tend to be more effective in expressing their park and recreation needs on a regular basis than people who are looking for a passive park experience or members of the general public overall. For that reason, it is always important to make room for passive park experiences in park designs. Careful design of parks coupled with efforts to share playing fields and other resources for active sports and new technologies, such as artificial turf that allows for more intensive use of sports fields, can help balance demands for active and passive activity areas. Even small parks can be designed to include quiet, landscaped sections, as well as areas for children’s play equipment or a half-basketball court.

2. *Provide safe walking routes to parks utilizing artistic intervention.*
**Who:** *NORDC; Parks & Parkways; DPW; Arts Council of New Orleans; other sanctioned government organizations*
**When:** *Medium term*
**Resources:** *Safe Routes to Schools funding program; Public Health grants (Federal, state, and private)*

Safe and comfortable walking routes to parks are needed to make “walk-to” parks successful. Planning and creating a set of neighborhood routes to parks, as part of a combined public health and street improvement initiative can focus resources to enhance residents’ access to parks. Neighborhood residents and park user groups can identify appropriate routes to be upgraded with trees, sidewalks, lighting, and intersection of safety

[^p24-2]: Ann Forsyth, “People and Urban Green Areas: Perception and Use,” University of Minnesota Design Center for American Urban Landscape De- sign Brief, 4 (June 2003) pp. 2, 5.

<!-- page 25 -->
# Attachment A

and beautification improvements at pedestrian crossings. Good lighting that enhances safety while remaining appropriate to a neighborhood context is essential. This program could be coupled with the development of neighborhood walking clubs. Framed as a public health program, the park routes initiative and neighborhood walking clubs could attract funding for community process, design, improvements, maps and signage. This is what happened in a low-income neighborhood of Providence, RI, where a nonprofit alliance received foundation funding to develop signed pedestrian routes, maps, and walking clubs to encourage walking for health.[^p25-3] There are now eight “Path to Health” walkable corridors in Rhode Island.

3. Establish systems to use vacant public lots and other public properties, such as schools, as full time or part time neighborhood parks.
**Who:** NORDC, Parks and Parkways
**When:** First five years
**Resources:** Staff time

4.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.

RECOMMENDED ACTIONS

1. Build new parks for underserved areas by using vacant, publicly-owned parcels as well as sites of citywide importance, such as the waterfront.
**Who:** CPC; NORDC Parks & Parkways; Real Estate and Records; Capital Projects Administration
**When:** First five years
**Resources:** CDBG; general fund; Staff time

Underserved areas exist in many areas, including parts of Planning Districts 3, 4, 7, 8, and New Orleans East and Algiers—residential areas that are not within walking distance of a park or where barriers (such as highways) preclude easy access. Vacant lots are an opportunity to identify and preserve future neighborhood parks. Non-profit organizations and neighborhood groups could be invited to seek grant funding for play equipment and landscaping and to assist in upkeep until the city allocates regular funding. The future parks could also be offered as community gardens or community orchards, with an annual process to register for plots and with notice that the area might be transformed into a public park in the future.

2. Restore vacant or closed neighborhood parks in underserved areas with programming to meet the community's current needs.
**Who:** Parks & Parkways; NORDC
**When:** First five years
**Resources:** Staff; non-profit organizations; CBDG

GOAL 5
## More public access to waterfronts

For a city surrounded by water, New Orleans has a limited amount of public open space at its waterfronts for general enjoyment by the population. More access to the waterfront has been a goal for almost 20 years.

5.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.

[^p25-3]: See www.spnm.org/about/services/healthpromotion.shtml

<!-- page 26 -->
Attachment A

**RECOMMENDED ACTIONS**

1. *Enhance parks and public access along the Mississippi River allowing open/green space to dominate.*
   **Who:** *New Orleans Building Corp.; Port of New Orleans; USACE; French Market Corp*
   **When:** *First five years*
   **Resources:** *D-CDBG; Staff time*

The City's Riverfront Vision 2005 Plan called for more parks and public spaces along the Mississippi River: a park in Lower Garden District and one in Bywater/Marigny; a promenade from Jackson Avenue to the Industrial Canal to be matched by a similar linear park along the West Bank; and open space improvements near the levee at Algiers Point. The Reinventing the Crescent Plan developed some of these ideas in more detail and the new downriver “Crescent Park” is open.

2. *Enhance park land along Lake Pontchartrain, including Lincoln Beach.*
   **Who:** *Levee Board; OFICD; Municipal Yacht Harbor*
   **When:** *Medium term*
   **Resources:** *D-CDBG; Staff time*

Lincoln Beach was once a recreational beach front; renovation and reopening of Lincoln Beach has long been a city objective. The 2009 budget allocated $1M in disaster CDBG funds for this project, but the project has not yet been initiated. Lakeshore/Lakefront Park, along Lake Pontchartrain west of the Industrial Canal, is owned and managed by the Orleans Levee Board. Lakeshore Park has been recently redesigned to provide more space between the lake and the roadway, as well as pathways and active and passive recreational areas across the road.

3. *Enhance the amenity value of canals and drainage facilities when possible.*
   **Who:** *Levee Board; OFICD; SWNO; DPW; Parks & Parkways*
   **When:** *First five years*
   **Resources:** *Levee resources*

Today, most of the canals and drainage facilities in New Orleans are unattractive, if they are visible at all, and residents experience water more as a threat than as an amenity. As noted earlier, the Levee Board is preparing a study on day lighting (opening underground or covered canals to the surface) and adding to the number of canals. In addition to making sure that any canals function correctly for water management, it is important that they be designed as an attractive addition to the city's open space. In addition to making sure that any canals function correctly for water management, it is important that they be designed as an attractive addition to the city's open space. Likewise, a new generation of drainage assets should contribute to urban design goals. The Sewerage and Water Board must also be involved in any analysis of this potential as the canals can be dangerous places when the pumps are turned on. (See Volumes 2 and 3, Chapter 14.)

While some progress has been made, great potential remains. In addition to the Mississippi River and Lake Pontchartrain, New Orleans’ bayous, canals and wetlands represent important water assets. Landscape features for water management, such as along Lafitte Greenway and in NORA Stormwater Lots, are similarly valuable. Linking people to these water assets with trails, pocket parks, overlooks, etc. and linking these assets together with greenways, bike lanes, pedestrian bridges, etc. enhances quality of life. In many cases, such linkages can be paired with parks, open/green spaces and recreation areas to recharge groundwater and improve water quality.

4. *Enhance the existing public edge along the Mississippi River.*
   **Who:** *NORDC; CPC*
   **When:** *Next five years*
   **Resources:** *Staff time*

Given the investment from the Moon Walk to the Spanish Plaza, the city has a great opportunity to improve the connection of the amenities to each other and to the city neighborhoods and districts on the landside of the levee walls.

5. *Link existing water assets.*

<!-- page 27 -->
**Attachment A**

*Who: CPC; DPW SWBNO; Office of Coastal and Environmental Affairs; NORA; DPW; Levee boards etc.*
*When: Medium term*
*Resources: General fund, private foundations, federal grants*

Connecting water assets to open space and each other through trails, bike lanes, pedestrian bridges, etc. not only improves accessibility but also fosters stewardship and creates new opportunities for economic investment in adjacent parcels. Furthermore these linkages can provide valuable forums for interpretive signage and educational events that enhance citizens understanding of water systems and their own role in water management. Crescent Park, Lafitte Greenway and Lakeshore Drive provide useful models that should be adapted to suit the water assets in East New Orleans and Algiers. Interconnectivity among these waterside corridors should be a long-range goal.

GOAL 6
# More green connectors throughout the city

New Orleans has made considerable progress in the last five years building the connections that allow our parks and open spaces to function as a holistic system. The connective tissue of a park system is made up of the streets, paths, trails and waterways that let people reach their parks and other open spaces. People need comfortable connections, protected from traffic, with safe intersection crossings, shady during the heat of the day, and well-lit in the evening and at night. New Orleans has restored and renovated many of its streets, paths, trails, waterways and neutral grounds as the connecting tissue for its green infrastructure system. While the city has made considerable progress in this regard, there are still opportunities to enhance its connective network by extending it to parks that remain disconnected.

6.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.

Several multi-use pathways and linear parks have already been created, including the Lakefront Park along Lake Pontchartrain as well as Woldenberg Park, the Moon Walk, Crescent Park, and the Holy Cross levee path along the Mississippi River. The network of greenways with multi-use paths needs better connections between existing pathways – Lafitte Greenway, Wisner Boulevard along Bayou St. John, St. Anthony Avenue, West End/Pontchartrain Boulevard, Galvez Street, Napoleon Avenue, Lake Forest Drive, and Jefferson Davis Parkway – as well as new linear parks and pathways to form and expand the network of greenways and neutral grounds connecting green spaces throughout the city.

*RECOMMENDED ACTIONS*

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).*
*Who: CPC; Parks & Parkways; DPW; RTA*
*When: Medium term*
*Resources: Variable, according to project*

Tree-lined, “Complete Streets” should be prioritized for pedestrian and bicycle routes. In addition to the streets already graced by neutral grounds, other important corridors can be designated for redesign as green boulevards, for example, Tulane Avenue and the Earhart Boulevard corridor.

2. *Work with the Regional Planning Commission and other groups to connect with regional pathways such as the multi-state Mississippi Trail.*
*Who: DPW; RPC; Capital Projects Administration*
*When: Medium term*
*Resources: Stafftime*

<!-- page 28 -->
# Attachment A

Support extension of city greenways and trails to connect with regional pathways, such as the multi-state Mississippi Trail. As green ways and trails are designed and constructed, connections with regional greenway projects should be supported.

3. *Explore the creation of “blueways,” designated water routes, to provide water-based recreation connected to parks, open spaces and recreation areas.*
**Who:** *Levee Board; private groups*
**When:** *Long term*
**Resources:** *Variable*

There are two marinas on Lake Pontchartrain, the South Shore Harbor Marina and Orleans Marina, both owned by the Orleans Levee District. Tulane University operates a rowing program in the Orleans Canal in City Park. Canoes and kayaks can be seen on Bayou St. John but bridges might have to be raised to make the entire bayou navigable. Expansion of water-based recreation can occur through more recreational boating programs in canals; more boat launches on Lake Pontchartrain; enhanced marketing of boating excursions in Bayou Sauvage and elsewhere; and support for the boating community and excursion industry to map blueway routes. Because Lake Pontchartrain is at a higher elevation than Bayou St. John and interior canals, and pumping systems affect the waterways, a blueways program needs a feasibility study.

4. *Explore the feasibility of “daylighting” canals that have been covered over and creating additional canals.*
**Who:** *S&WB; Corps; Levee District; RPC*
**When:** *Long term*
**Resources:** *Variable*

“Daylighting” of below-ground urban streams and canals means removing the cover materials and restoring the water to the surface. Seoul, Korea, Seattle (WA) and Yonkers (NY) are among the communities that have daylighted projects of different types. In New Orleans, canals can serve as neighborhood amenities as well as water management elements. If properly designed, and where groundwater levels are not a problem, more canals can provide additional water storage area during storm events as well as attractive neighborhood amenities with linear parks on each side. The Orleans Levee Board expects to complete a study of the options. (See Chapter 12 - Resilience for more discussion of canals and water storage strategies.)

5. *Use neutral grounds, levees, canal edges and rail lines as potential greenway connectors.*
**Who:** *Parks & Parkways; SWBNO; Levee Board; DPW; NORA*
**When:** *Medium term*
**Resources:** *Variable according to project*

Explore the possibility of using sufficiently wide neutral grounds as greenways. These could connect to linear, neighborhood, and regional parks to enhance the connection of green spaces throughout the city and facilitate access via walking and cycling. The use of the Basin Street neutral ground to connect the Lafitte Greenway to Canal Street and Duncan Plaza could serve as an ideal project for future study, in addition to other appropriate neutral grounds across the city.

6. *Encourage private owners to develop short to medium term public creative common space throughout neighborhoods supporting creative uses of lots that are underutilized.*
**Who:** *CPC; CAO, NORA; Arts Council of New Orleans; Parks & Parkways*
**When:** *Medium term*
**Resources:** *Staff time*

GOAL 7

# Maintenance of existing parks, open/green spaces and recreational sites to a high level through restoration redesign and reconstruction

7.A **Establish expanded maintenance criteria for parks and open/green spaces and recreation sites in partnerships with citizen groups.**

<!-- page 29 -->
**Attachment A**

**RECOMMENDED ACTIONS**

1. *Create a committee with staff and citizens to develop goals and criteria.*
   **Who:** *Parks & Parkways; NORDC; SWBNO; Levee Board; DPW; NORA*
   **When:** *First five years*
   **Resources:** *Staff time*

Maintenance of a complex system of parks and open spaces has been difficult in the years of reduced funding since Hurricane Katrina and many residents think that green spaces do not receive sufficient maintenance. At present, the departments providing maintenance have some basic maintenance criteria. A number of cities have developed more detailed criteria in collaboration with citizen representatives, so that there is greater understanding of expectations and standards by the public, by management and by staff. Shared creation of criteria and understanding of costs helps build the constituency for adequate funding.

2. *Work with partnership groups to enhance and assist with maintenance.*
   **Who:** *Parks & Parkways; NORDC; SWBNO; Levee Board; DPW; NORA*
   **When:** *Medium term*
   **Resources:** *Staff time*

The large parks in New Orleans have “Friends” groups—membership organizations that raise money and otherwise help City Park, Brechtel Park, and Audubon Park. Many cities have Friends groups for neighborhood parks. Just as recreation programs at specific parks have Booster Clubs, Friends groups drawn from the surrounding neighborhoods could assist the city in taking care of smaller parks and green spaces.

3. *Encourage partnership groups to assist with maintenance.*
   **Who:** *Parks and Parkways; NORDC*
   **When:** *Ongoing*
   **Resources:** *Staff time*

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*
   **Who:** *Parks & Parkways; NORDC; Mayor’s Office; Law Department*
   **When:** *First five years*
   **Resources:** *Staff time*

**7.B Establish clear and permanent policies and procedures for accepting, placing and maintaining public art in parks, green spaces and recreation sites.**

**RECOMMENDED ACTIONS**

1. *Adopt a Public Artwork Policy that sets specific policies and procedures for all aspects of accepting, installing and maintaining public art.*
   **Who:** *CPC; Arts Council; Parks & Parkways; Property Management; Capital Projects; HDLC; DPW*
   **When:** *Ongoing*
   **Resources:** *Staff time*

**7.C Establish and maintain storm water infrastructure in public spaces.**

**RECOMMENDED ACTIONS**

2. *Fund and staff storm water infrastructure maintenance team(s) with specialized training to manage and develop storm water infrastructure elements on public lands.*
   **Who:** *Parks & Parkways; DPW; NORA; SWBNO; Office of Resilience and Sustainability*
   **When:** *Ongoing*
   **Resources:** *General fund, grants, Staff time*

**7.D. Research the history and design of parks, open/green spaces, and recreation sites to**

<!-- page 30 -->
**Attachment A**

**develop, restore, redesign, reconstruct, and maintain the areas.**

**RECOMMENDED ACTIONS**

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.
**Who:** Parks & Parkways; NORDC
**When:** First five years
**Resources:** Staff; non-profit organizations; CBDG

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.
**Who:** Parks & Parkways; NORDC
**When:** First five years
**Resources:** Staff; non-profit organizations; CBDG

3. Hold workshops on park, open/green space, and recreation site usage, restoration, redesign, reconstruction, and maintenance with nearby residents and property owners
**Who:** Parks & Parkways; NORDC
**When:** First five years
**Resources:** Staff; non-profit organizations; CBDG

4. Prepare a preliminary design that takes into account Smart Growth principles and sustainability issues, and includes a discussion of storm water management priorities
**Who:** Parks & Parkways; NORDC
**When:** First five years
**Resources:** Staff; non-profit organizations; CBDG

5. Implement plans to restore, redesign, and reconstruct parks, open/green spaces and recreation sites using an annual 'phased' approach, taking into consideration:
a. Extant plant materials, their preservation and nurturance;
b. The addition of lower maintenance plant materials;
c. Recreational and open space use priorities (i.e., passive and active recreational uses);
d. Land use changes impacting the nature of each adjacent neighborhood;
e. The traditional character and history of each site
**Who:** Parks & Parkways; NORDC
**When:** First five years
**Resources:** Staff; non-profit organizations; CBDG

**3. RECREATION**

**GOAL 8**
**Multi-use indoor/outdoor recreation centers within 5 miles of every resident**

**8.A Create 6 indoor pools at existing centers.**

Many of New Orleans’ pre-Hurricane Katrina public swimming pools were extremely antiquated. Creation of a smaller number of state of the art year-round swimming pools can begin to build aquatics programs for children and adults.

**RECOMMENDED ACTION**

1. Identify sites and invest in pools.

<!-- page 31 -->
Attachment A

**Who:** *NORDC*
**When:** *First five years*
**Resources:** *D-CDBG; FEMA; millage for operating costs*

**8.B Coordinate recreation resources with schools and other community and human services.**
Recreation centers should be part of neighborhood hubs that offer a variety of fitness, education and human services to neighborhood residents, as discussed in other chapters of this Master Plan.

*RECOMMENDED ACTION*

1. *Meet regularly with non-NORDC providers to streamline services.*
**Who:** *Parks and Parkways; NORDC; School Districts; human services providers*
**When:** *Medium term*
**Resources:** *Staff time*

2. *Explore collaborations with school districts and other organizations to establish joint use of facilities agreements.*
*Allow playing fields, playgrounds and recreation centers to be used by community residents when schools are closed; if necessary, adopt regulatory and legislative policies to address liability issues that might block implementation.*
**Who:** *School Districts, NORDC*
**When:** *First five years*
**Resources:** *Staff time, cooperative agreements*

GOAL 9
**Year-round recreation opportunities for children, seniors and adults**

**9.A Provide recreational opportunities appropriate to the demographics of the surrounding neighborhoods.**

*RECOMMENDED ACTIONS*

1. *Focus child and youth-oriented activities in neighborhoods with higher numbers of family households.*
**Who:** *NORDC*
**When:** *Medium term*
**Resources:** *Staff time*

New Orleans neighborhoods vary significantly in terms of the percentage of family households. While youth-oriented services should be available to some degree in all neighborhoods, they should be focused where the clientele lives, while more adult-oriented recreation programs should be focused in neighborhoods with fewer children.

2. *Continue to focus on 40 supervised playgrounds to be sports program hubs.*
**Who:** *NORDC*
**When:** *First five years*
**Resources:** *D-CDBG*

Rather than spread resources thinly throughout a very large number of playgrounds, NORDC is focusing on 40 well-distributed playgrounds to be the hubs of athletic activities.

3. *Work with private programs and the Council on Aging.*
**Who:** *NORDC; Council on Aging*
**When:** *First five years*
**Resources:** *Fees, where appropriate*

Aging baby boomers are likely to increase demand for senior recreation. Coordination with existing programs and the Council on Aging can help to fill that need in a cost-effective way.

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Attachment A

4. *Promote fitness through facilities and programs.*
**Who:** NORDC
**When:** First five years
**Resources:** Fees, where appropriate

Well-run fitness facilities and classes for adults can be a source of fees that enhance departmental revenues while at the same time meeting the needs of a part of the population that today does not participate widely in NORDC programs.

5. *Provide dog parks where there is high demand.*
**Who:** NORDC; Capital Projects Administration
**When:** First five years
**Resources:** In existing public and/or park land

Neighborhoods with a high percentage of adults and one-and two-person households typically have demand for dog parks. Currently, the city’s only 2 dog parks are located in City Park and Crescent Park.

6. *Provide recreational facilities/attractions such as fountains/spray parks and play equipment for children and teens.*
**Who:** NORDC; Capital Projects Administration
**When:** First five years
**Resources:** Staff time; existing/new park land; fees where appropriate

7. *Promote and provide a space for community-led cultural programming in all city-run recreation and community centers.*
**Who:** NORDC; cultural organizations
**When:** First five years
**Resources:** Staff time; existing/new NORDC facilities; fees where appropriate

Neighborhood based cultural traditions are an integral part of the City’s identity and a driving factor in youth development. Community led cultural programming held by either cultural organizations or respected culture bearers will be given a space in all city run recreation and community centers, with priority given to organizations and individuals from the area where the center is located.

GOAL 10
**Recreation offerings that meet changing citizen needs**

10.A **Regularly monitor the recreation needs of all segments of the population.**

**RECOMMENDED ACTIONS**

1. *Survey residents through the internet and more rigorous methods in order to keep up with changing recreation needs.*
**Who:** Parks & Parkways; NORDC
**When:** First five years
**Resources:** Survey- approximately $30 K

Recreation needs are not static. For example, surveys show that throughout the country there has been a tremendous increase in the desire for walking paths as compared with previous decades. As populations change, their recreation needs and desires change, so it is important to survey them regularly. In addition to surveying people who are already users of recreation resources, it is also important to reach those who do not go to or participate in recreation programs and find out what keeps them away or what they would like to do. That is why a scientific survey designed to reach all areas of the city is important at least once every ten years.

2. *Provide for individual activities as well as team sports and classes.*

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**Attachment A**

*Who: NORDC*
*When: Medium term*
*Resources: Fees, where appropriate*

Team athletics are important and very organized, and classes can be very popular. However, many people are looking for *individualized* activities, such as arts and crafts, as well as solo physical activity in passive park areas.

# 4. FINANCING AND MANAGEMENT

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.

**11.A Coordinate parks, open/green spaces and recreation resources and activities throughout the city.**

*RECOMMENDED ACTION*

1. Establish an inter-agency parks and recreation coordinating group including all relevant city, nonprofit, private, and parish agencies.
    *Who: Convened by CPC; all park management groups; private recreation providers*
    *When: First five years*
    *Resources: Staff time*

Because the New Orleans park, open space and recreation system is managed by multiple entities, it is essential that a coordinating group be established to share information and plans to serve the city’s residents and visitors. No matter how conscious the different agencies may be of their independent existence and varying funding levels, from the point of view of a person who wants to take advantage of the outdoors, play sports, or enjoy the lakefront or riverfront, it is all part of the public realm and open/green spaces of the City. Efforts to coordinate programming and activities will stretch the funding for park and recreation programs across the board, providing cost-effective services and resources to the community. As a group, the agencies can also work on building a common constituency for parks and recreation and raising public awareness about their importance for quality of life and economic prosperity. At a minimum the coordinating group should include Parks & Parkways, NORDC, City Park Improvement Association, Audubon Institute, the Orleans Levee Board, and the School District; ideally, private recreation providers should also participate. The City Planning Commission could convene the group two to four times a year to exchange information. One of those times should be when departments are preparing their capital budget requests, at which this meeting could also function as an annual public meeting to review progress and hear from the public on park and recreation issues.

GOAL 12
## Neighborhood participation in decision making about parks and recreation

**12.A Survey park and recreation resource users on a regular basis.**

Information should be collected regularly on park and recreation program users, their current level of satisfaction, and needs for new park recreation resources or programs. Surveys at the end of recreation programs; focus groups; and informal, web-based surveys can provide direction in between more scientific surveys every ten years.

*RECOMMENDED ACTIONS*

1. Require instructors to use evaluation forms in classes.
    *Who: NORDC*

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**Attachment A**

*When: First five years*
*Resources: Staff time*

2. *Use the web page for surveys; free web-based survey utilities are available.*
   *Who: NORDC; City ITI*
   *When: First five years*
   *Resources: Staff time*

3. *Conduct a scientific survey every 10 years.*
   *Who: NORDC*
   *When: Long term*
   *Resources: $30 K*

4. *Creatively survey users of parks and recreation through creative place-making practices, on a regular basis.*
   *Who: Arts Council of New Orleans; other similar organizations; Parks & Parkways; NORDC*
   *When: Five years*
   *Resources: Staff time*

**12.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.**

Whenever design starts on improvements to parks, neutral grounds, or new parks, park users and community members should be invited to a series of meetings: the first to gather information on issues and concerns; the second to present a conceptual design for discussion; and the third to present the detailed design for discussion.

*RECOMMENDED ACTION*

1. *Integrate system with the Neighborhood Participation Plan system*
   *Who: NORDC; Parks & Parkways working with neighborhood/community participation; NEO*
   *When: Ongoing*
   *Resources: Staff time*

**12.C Prepare and update a city-wide parks, green/open space and recreation master plan and regional park master plans regularly.**

City-wide parks green/open space and recreation and regional parks Master Plans should be created and updated every 10 years. The plan should include overall priorities for the parks and recreation system and should provide a detailed, facilities-based assessment and plan for achieving the individual goals and objectives described in this Master Plan document. It should include a full assessment of parks and recreation facilities available, and provide priorities and locations where additional facilities are needed to provide equitable access to park facilities across the City of New Orleans.

The appropriate managing entity should conduct a systematic assessment of park users before each full Parks and Recreation Master Plan update and each amendment process, in order to inform the update and amendment processes. This assessment should incorporate on-site observation of park and recreation spaces at multiple times of the week and multiple times of day.

In addition, a full assessment should be conducted by the managing entity of park facilities as part of each Parks and Recreation Master Plan update and recommend needed facility changes for each park location.

The various master plans should be sponsored jointly by NORDC Parks and Parkways or the appropriate Regional Administrator with neighborhood/community input (NPP) or a similar system dictated by administrator’s guiding appropriate regulations. Also a comprehensive design and investment plan should be developed for the Departments of Public Works and Parks & Parkways. This plan should detail stormwater

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# Attachment A

best management practices for neutral grounds, intersections, rights of way, etc. as well as long-term maintenance protocols for the prescribed green infrastructure installations. The plan should include specific project commitments and establish new default designs for road or utility projects that disrupt neutral grounds.

In order to account for changes of a Master Plan it is important the regional Master Plans establish a process similar to the existing Institutional Master Plan requirement in the Comprehensive Ordinance.

As the City/Regional Administrators meet some of its goals and as conditions change, their plans will need to be modified to continue to guide decision making about the park and recreation system neighborhood community input should be part of their updating or amending process.

*RECOMMENDED ACTION*

1. Update the plan every 10 years, conduct an amendment process every five years which includes a full public participation element.
**Who:** NORDC; Parks & Parkways; Regional Park Administrators Neighborhood/community input
**When:** Ongoing
**Resources:** Staff time; General Fund; grants; approx. $500 - 600K

2. Intergrade community and cultural assets into public spaces through public art and design intervention with public/community input.
**Who:** Arts Council of New Orleans; Parks & Parkways; DPW
**When:** Medium term
**Resources:** Staff time

3. Amend the CZO to incorporate Master Plan regulations for regional parks similar to the existing Institutional Master Plan regulations in the CZO.
**Who:** CPC; City Council
**When:** First five years
**Resources:** Staff time

GOAL 13
## Consistent and adequate level of maintenance, operations and programming on a per capita basis

**13.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.**

The best-funded parks and recreation departments have dedicated funding sources, generally a portion of property taxes or sales taxes. In Minneapolis, $1.20 per $1,000 of tax revenue in 2005 went to the Minneapolis Park and Recreation Board, a semi-autonomous, elected board created in 1883 to maintain and develop the city's extensive park system. In 2005, the Park Board received 9 percent of tax revenue. In Seattle, a 2000 parks levy was approved at $0.35 per $1,000 additional property tax to be used mainly for acquisition and development of 18 new neighborhood parks in underserved neighborhoods. The Chicago Parks District receives dedicated property tax funds, which account for over 50 percent of the government revenues that go to its parks. In Florida, Pinellas County uses a portion of its sales tax to fund parks and estimates that 40 percent of sales taxes are paid by seasonal residents and tourists. Boulder, Colorado, has both a sales tax- supported Open Space Fund and a property tax-supported Parks and Recreation Fund.

The proposal for a new Playgrounds and Recreation Commission calls for a dedicated 7.5 millage by 2020, creating a budget of $20 million annually, almost five times NORDC’s 2009 budget. The Department of Parks & Parkways requires consistent and increased funding, so it can provide enhanced maintenance, landscape design, and planting services to improve the City’s green spaces.

*RECOMMENDED ACTIONS*

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# Attachment A

1. *Provide a consistent and adequate per capita operating budget.*
    **Who:** Voters
    **When:** First five years
    **Resources:** Millage vote

2. *Continue to work with partnership groups and grant makers to supplement funding.*
    **Who:** NORDC; Parks & Parkways; non-profits; City Council; CAO
    **When:** First five years
    **Resources:** Grants; volunteer activities; Staff time

In addition to continue working with partnerships and non-profit organizations, expand staffing to include a professional grant writer to greatly enhance departmental abilities to pursue multiple grant opportunities.

3. *Pursue joint use agreements with public and private entities who own land that could add to park and recreation opportunities.*
    **Who:** NORDC; Parks & Parkways; private groups
    **When:** Medium term
    **Resources:** Variable

Booster Friends groups and private companies already support some activities, especially youth sports programs. More partner groups should be sought for green space projects and passive parks. Joint use agreements help codify expectations and criterion for use maintenance contributions and other services.

4. *Establish fees appropriate to the program and level of community or individual benefit and reserve fees for park and recreation uses.*
    **Who:** NORDC; Parks & Parkways
    **When:** Medium term
    **Resources:** Variable according to activity

Programs with overwhelming social benefit such as youth programs, should remain free or at very low cost. However, by developing fee-based programs for adults, or specialty programs, the city can gain new revenues to support the community-wide programs.

GOAL 14
### Expanded partnerships to support parks open/green spaces and recreation resources and programs

14.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.

**RECOMMENDED ACTION**

1. *Expand park and neutral ground friends and Booster groups, open/green space friends groups and non-profit partnerships.*
    **Who:** Parks & Parkways; NORDC
    **When:** Medium term
    **Resources:** Staff time; non-profit organizations; community groups

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*
    **Who:** Parks and Parkways; NORDC; Mayor's Office, City's Law Department
    **When:** First five years
    **Resources:** Staff time

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Attachment A

GOAL 15
Effective marketing of the municipal park and recreation system to citizens and visitors

15.A. Utilize the arts when providing user-friendly communications, including an interactive web site, an annual report, consistent signage, and similar efforts.

Audubon Institute and increasingly, City Park, do a good job of marketing themselves to park users. NORDC and Parks & Parkways, with much more constrained funding, have not. However, investment in marketing to the public is a way to increase the constituency for parks and for recreation programs. Startup funding for a public communication program could be sought from corporate partners or foundations.

*RECOMMENDED ACTION*

1. *Improve the web pages, provide an annual report, and consistent signage.*
   **Who:** *Parks & Parkways; NORDC; City ITI Department; consultants*
   **When:** *Medium term*
   **Resources:** *Staff time; consultants; general fund*

New Orleans is an organically creative place that uses public space in a variety of ways to enhance the living conditions of its residents. The city should commit to actively include artists and designers in the more formal process of participation and public space development.

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.*
   **Who:** *Arts Council of New Orleans; CPC; DPW; New Orleans Downtown Development District*
   **When:** *Medium Term*
   **Resources:** *Staff time*