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Transition Report TRANSITION REPORT MAYOR-ELECT LATOYA CANTRELL 2 MAYOR-ELECT LATOYA CANTRELL TABLE OF CONTENTS 4 LETTER FROM THE MAYOR-ELECT 6 EXECUTIVE SUMMARY 8 INTRODUCTION 11 TRANSITION LEADERSHIP 12 INFRASTRUCTURE COMMITTEE CONTEXT 13 Subsurface Subcommittee 18 Surface Subcommittee 22 Urban Water Subcommittee 30 Transportation Subcommittee 38 PUBLIC SAFETY COMMITTEE CONTEXT 39 NOPD Subcommittee 49 Violence Reduction Strategies Subcommittee 54 Public Safety Coordination Subcommittee 58 Criminal Justice Funding Subcommittee 64 NEIGHBORHOOD STABILIZATION COMMITTEE CONTEXT 64 Housing Subcommittee 68 Blight Elimination Subcommittee 72 Neighborhood Empowerment Subcommittee 76 HEALTHY FAMILIES COMMITTEE CONTEXT 77 Inclusive Communities Subcommittee 87 Education Subcommittee 92 Health and Wellness Subcommittee 98 ECONOMIC DEVELOPMENT COMMITTEE CONTEXT 99 City Incentives Subcommittee 103 Job Growth and Retention Subcommittee 110 Workforce Development Subcommittee 112 Creative Industries Subcommittee 115 Entrepreneurship and Small Business Expansion 120 GOVERNMENT OPERATIONS COMMITTEE CONTEXT 120 Technology Subcommittee 122 Procurement and Contracts Subcommittee 125 Municipal Finances Subcommittee 129 Additional Items that Require Attention 130 Acknowledgments 131 References TRANSITION REPORT 3 LETTER FROM THE MAYOR-ELECT On January 29, 2018, I stood in an auditorium before over one hundred volunteers and asked them to help me identify and craft real solutions that will truly keep us Moving Forward Together. I called on them to deliver a strategic plan with real, actionable steps and realistic ideas and approaches to get things done. I did not want a feel-good plan that would score quick political points without long-lasting change. I wanted to walk into office with a plan that had real substance, and that would raise the score on the quality of life for every New Orleanian. Committees of community leaders, nonprofit advocates, persons home from incarceration, medical professionals, engineers, architects, law enforcement officials, educators, and small business owners brought their perspective and expertise to the table. Many of the participants stood on opposite sides of the aisle and looked at the solutions through different lenses, but after the dust settled and the smoke cleared, they presented recommendations that will ensure New Orleans is an equitable, coordinated, transparent, inclusive, modern, and accessible city. There were often varying opinions about the right solutions, but almost always consensus around the root challenges that our City and citizens face. I am proud to receive the committees’ recommendations and use them as the blueprint for going forward together for the next four years and beyond. This plan will inform our approach to Infrastructure, Public Safety, Economic Development, Neighborhood Stabilization, Healthy Families, and Government Operations, and range from immediate operational efficiencies to launching transformational initiatives that may take a decade to realize fully. I want to extend my sincerest gratitude to the Transition Team members who dedicated their time, energy, and resources to this process. I could not have done this without my staff, consultants, advisors, co-chairs, subcommittee members, and the teams of analysts, scribes, facilitators, and interns who helped to bring this plan to life. Finally, to my family, thank you for embarking on this journey with me. I promise to not lose focus on you as I focus on meeting the needs of the children and families of this City. Happy Tricentennial New Orleans! We have our roadmap, now let’s go Forward Together! I did not want a feel-good plan that would score quick political points without long- lasting change. I wanted to walk into office with a plan that had real substance, and that would “ raise the score on the quality of life for every New Orleanian.” 4 MAYOR-ELECT LATOYA CANTRELL TRANSITION REPORT 5 EXECUTIVE SUMMARY This Transition Report will be used to guide the RECOMMENDATIONS OVERVIEW Cantrell Administration during its time in office. It is the culmination of a Transition process made possible by the The recommendations featured in this Transition Report dedicated efforts of hundreds of committed volunteers, were developed with an emphasis on bold ideas that staff, and consultants. would help transform our City. At the same time, they were developed while being realistic about the financial, TRANSITION TEAM BACKGROUND political, and other constraints that exist. Many of the challenges we face were created over years—in some The work of the Forward Together New Orleans Transition cases decades—and will not be fixed overnight. The (‘Transition’) Team was structured around the activities recommendations featured in this report seek to strike a of its 22 subcommittees, which made up the six main delicate, practical balance between investing in our long- committees: Infrastructure, Public Safety, Neighborhood term future and meeting our short-term needs. Stabilization, Economic Development, Government Operations, and Healthy Families. Overseeing the work As the subcommittees met and discussed their concerns of the Transition were the three Honorary Co-Chairs: Dr. and ideas, a number of common themes consistently Norman C. Francis, Walter Isaacson, and Gayle Benson, emerged. These shared themes eventually morphed and an Advisory Board composed of fifteen local leaders into the ideals that would inform the culture of the new from a variety of sectors and industries. Each committee administration – the values, attitude, and principles that was led by Co-Chairs, who oversaw between three would guide how the Cantrell Administration would and five subcommittees that focused on specific topics approach governance. and were supported by expert meeting facilitators and consultants. For three months, during the policy Primarily, these themes are about safety and building trust development phase of the Transition, each subcommittee with the City – trust that our homes and businesses are met to discuss underlying issues, brainstorm solutions, safe from flooding, our children are safe walking home vet ideas, and ultimately develop concrete, actionable from school, and our taxpayer dollars are being used recommendations. In total, more than 250 residents and efficiently and effectively. There was a recognition of the friends of the City supported the Transition’s work. importance of having a positive relationship between 6 MAYOR-ELECT LATOYA CANTRELL EXECUTIVE SUMMARY the people and their government, and of establishing Another important theme that emerged was that the an expectation that that government will be inclusive, City must lead by example and exemplify meaningful, equitable, and accessible. organizational and social change. These ideas included: investing in employees, staffing the right people for Ultimately, quality of life was at the core of almost all of the right jobs, maintaining a long-term commitment to the topics that were discussed and the ideas that were innovation, and promoting excellence and integrity. In proposed. Many of the recommendations fundamentally addition, there is a focus on building a solid organizational seek ways to include those who have been marginalized structure that prioritizes both effectiveness and efficiency. (e.g., people returning home from incarceration, disabled residents, and members of the LGBTQ community). The A government that is genuinely focused on people must recommendations also focus on improving the ease of be accepting of differences; compassionate toward our doing business in the City, making City services easier to individual, daily realities; and committed to providing for navigate, and improving the affordability of our homes and the health and well-being of all of our residents, was also the condition of our streets—which affects everyone, from a guiding theme. Ultimately, the central theme that came seniors to students to young families and teachers. up often was that New Orleanians should be able to thrive, not just survive. Transparency and accountability were also common themes that were central to many of the Prominent across the recommendations was the recommendations. There was a particular emphasis on recognition that how we present ourselves to the world promoting these ideas in a meaningful and thoughtful will be our global identity and that the 300th Anniversary way. Truly open and transparent government is not simply marks a new phase in New Orleans’ long history. How about making numbers available, but is about ensuring we tell our own story going forward and how we share that what is measured is relevant, that information is easily the unique culture that is New Orleans will define how understandable regardless of digital or English literacy, we will move forward into the future—how we will move and that there are open lines of communication—both forward together. from the people to their City government and from the City government to the people—wherever they might be. Ultimately, the central theme that came up often was that New Orleanians should be able to thrive, not “ just survive.” NEW ORLEANS TRANSITION REPORT 7 INTRODUCTION INTRODUCTION to govern. Providing insight and advice throughout the process was the Transition Advisory Board, which was The Forward Together New Orleans Transition (Transition) made up of civic, business, and community leaders with began its work in the Fall of 2017, shortly after Mayor- deep expertise across a wide range of areas. The policy Elect LaToya
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