Creating the Spirit of Charity Innovation District

SEPTEMBER 24, 2018 Creating the Spirit of Charity Innovation District Table of ContentsCreating the Spirit of Charity Innovation District

Letter from the President 2

Process 3

Background 7

Context 12

ll The Spirit of Charity 12 ll The Innovation District Opportunity 13 ll Financing 16

Guiding Principles 18

Strategy and Action Plan 19

ll Recruit New Employers; Retain Existing Jobs 19 ll Incubate Small and Local Businesses 20 ll Articulate Workforce Development Career Pathways 21 ll Promote Equitable Land Use 22 ll Foster Local Retail and Attract Regional Retail 23 ll Center Higher Education 24 ll Create 21St Century Green Infrastructure 25 ll Improve Transportation 27 ll Address Homelessness/Transitional Housing 29 ll Build Affordable Housing 30 ll Innovate on Early Childhood Development 32 ll Capitalize on Opportunity Zone Status 33

Next Steps 34

Appendix A: Strategy Participants 35

PAGE 1 Creating the Spirit of CharityLetter Innovation District from the President Creating the Spirit of Charity Innovation District

It’s been thirteen years since Hurricane Katrina hit New Orleans. We’ve rebuilt thousands of homes and apartments. We’ve built two, new, state-of-the-art, billion dollar hospitals. We’ve built or redeveloped scores of new schools. We’ve restored streets, parks, Process Community playgrounds, libraries, police and fire stations. We’ve diversified our economy and built Engagement an entrepreneurial ecosystem that has put our region at the top of national lists for new start-ups and created significant job growth in new industries such as information The Greater New Orleans Foundation-led Spirit of • Food Truck/Transit Survey technology. We’ve come back strong in so many ways. Charity Innovation District strategic planning process • Stakeholder Interviews included convening committees of local experts and • Community Workshops But adjacent to downtown, our medical district remains deprived of the people and activity stakeholders to outline a comprehensive strategy that gave it life prior to Katrina. The historic Charity Hospital, where so many from our guiding the many facets of growth affecting the region were born and received life-saving care, remains fenced off and empty. The same neighborhood surrounding the former Charity is true of the old Veteran’s Administration hospital across the street from Charity. Nearby Hospital. It is a separate process from the Real parking lots and buildings remain empty and the streets are quiet both day and night. Estate and Facilities Foundation (REFF) of Louisiana Research & Analysis State University (LSU) selection of developers for the At the same time, despite the economic progress we have made in our region, housing Charity Hospital building. • Briefing Books costs have gone up, public transportation services reduced, income and employment disparities have grown wider, especially along racial lines, and access to the American While the modern knowledge economy is, in many dream remains out-of-reach for too many long-time New Orleans families. ways, not tied to specific locations, nor requires proximity to natural resources, the power of place Because of this, we cannot quit nor should we be satisfied. Not until we rebuild what was has remained central. The innovation district concept, lost, repair our civic fabric, and ensure all of our residents can share in the opportunities deployed in cities like Pittsburgh, Birmingham and Strategy sessions that every American deserves. Boston, seeks to turbocharge employment growth • Subcommittee Work in knowledge-based sectors of the economy within One way we can make a big impact in addressing these challenges is by building a • Working Group specific geographic areas. Innovation districts dynamic, job creating, inclusive and equitable Spirit of Charity Innovation District in the Meetings neighborhood around the old Charity Hospital. This 110-acre area can become the kind leverage pre-existing anchor institutions and new of walkable, urban place where 21st century knowledge economy employers like DXC developments of catalytic scale to create a critical Technology and biomedical research firms incubated at the BioInnovation Center, want mass of activity, such that self-sustaining employment to locate. The Brookings Institution has chronicled how cities have created thousands of growth in high-value “export” economic sectors is jobs and dramatically boosted their economies in just this way, and Governor Edwards’ achieved. designation of this district as an Opportunity Zone brings new federal tax incentives to The most successful innovation districts generate Strategic Plan our efforts. transformative benefits to the cities and regions that While many innovation zones across the country have begun to address equity issues host them and are informed by principles of economic such as access to jobs and contracts, workforce training, homelessness and affordable equity and opportunity for all. The Spirit of Charity housing, none has succeeded in implementing a comprehensive plan that prioritizes Innovation District’s strategic planning process them. This strategic plan lays out a framework that our region’s leaders can rally around included convening committees of local experts and so that the Spirit of Charity Innovation District we build succeeds in creating both jobs and stakeholders to outline a comprehensive strategy The Data Center, led by Lamar Gardere, provided opportunity for our people. to guide the growth of the area bounded by Loyola, research on the District, including a detailed inventory Poydras, Claiborne, and Iberville streets surrounding of the physical, social, and cultural assets in the We believe there is no better way to honor the Spirit of Charity that gives this district its the former Charity Hospital site. To undertake this District. Austin Allen, Diane Jones Allen, and Lindsey identity and purpose than to implement this ambitious plan with fidelity to its goals and process, the Foundation enlisted a team of national Darnell of Design Jones designed and facilitated with all the will and energy we can summon. and local experts. Chris Leinberger and Tracy Loh community engagement opportunities within the from the George Washington University Center for District. Jade Brown Russell and Kelisha Garrett of J.D. Real Estate and Urban Analysis contributed their Russell Consulting firm provided input on the strategic expertise in urban and catalytic development to assist plan of the district to ensure that equity and inclusive with the design of the strategic planning process. outcomes were incorporated into the process and the Andrew D. Kopplin strategy. President & CEO Greater New Orleans Foundation

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In conjunction with the surveys, Design Jones At the August 28th community-wide meeting, and Timolynn Sams Sumter of Neighborhoods participants also engaged in activities and Partnership Network facilitated three community- conversations around what the boundaries of the wide meetings to engage stakeholders in the District District should be. Participants provided input on planning process. These meetings were held at the “strategy cards” that were provided by George Delgado School of Nursing and University Medical Washington University – prioritizing the cards which Center on July 25th, August 13th, and August 28th in succinctly reflected a range of potential District the evening. priorities - that were deemed most critical to equitable district development (see paragraph below for a During the meetings community members were more detailed description). The feedback provided provided information on the planning process, the through the surveys and community meetings are potential of Innovation Districts and, most importantly, incorporated into this strategic planning document. given the opportunity to provide suggestions on what they would like to see within a redeveloped District. Alongside the community-wide meetings, the Foundation also convened a Working Group Participants in the meetings were asked to identify composed of business and civic leaders representing existing assets, barriers to improvements, as well a broad cross-section of the New Orleans community. as develop strategies that address the barriers to This Working Group consisted of approximately move the District forward. During the convenings, 50 individuals who convened for all-day working participants provided feedback in table conversations sessions on July 23rd and August 30th at the Greater around topics imperative to the District development New Orleans Foundation’s Center for Philanthropy. process. The first working group meeting focused on providing The survey and interview data collection process Throughout the process, the Foundation encouraged an overview and analysis of current District conditions enabled the Foundation to capture individuals’ engagement through community-wide meetings, including zoning and land ownership as well as viewpoints and preferences regarding the area, subcommittees, and working groups providing the potential of Innovation Districts. The Working and their ideas about what could and should be IMPERATIVE TO THE DISTRICT accurate and up-to-date research on the District, Group was also introduced to a tool used to gather done to enhance the District. Additionally, through DEVELOPMENT PROCESS: while organizing multiple forums for input into the input during these meetings, called strategy cards. the generosity of Tulane University, Design Jones strategic plan for the Spirit of Charity Innovation The strategy cards have been used by the George established an office location within the District at 143 ll Affordable housing District. To execute robust community engagement, Washington University team as an effective way to Elk Place, providing a continuous presence within the the Foundation worked with Design Jones to develop ll Informal living settlements/ gather input and develop action-based plans around District, where community members could engage a community engagement strategy over the Summer homelessness the desired character and makeup of innovation with the Foundation’s process by dropping in to both of 2018 to engage community members who live, ll Anchor Institutions districts. work, and use transit within the District. Most recently, share feedback and ask questions to gain clarity Design Jones worked with the Claiborne Corridor surrounding the development of the strategic plan. ll Educational Institutions within The strategy cards outlined a variety of issues Innovation District (adjacent to the Spirit of Charity the District including housing, retail, place character, Design Jones created and maintains the website Innovation District) to gather community engagement employment, and economic development among www.charityinnovationdistrict.com dedicated to ll Innovation, Incubation, and around the Claiborne Corridor. others. At the culmination of the first working group the Spirit of Charity Innovation District Planning Creative Industries convening, each participant was tasked with selecting process, where information is posted for upcoming A key component of the Design Jones approach ll Transportation and Mobility and compiling their own strategy cards that reflect meetings, as well as documents on and related to to community engagement was to recognize and the ideals they would like reflected in the District. the planning process. The website also allows for ll Equitable Economic Growth acknowledge local expertise, follow local guidance, The August 30th convening of the Working Group continuous feedback from the community, providing ll Parks, Open Spaces, Complete and take cues throughout the design process. With focused on sharing and gaining consensus around the opportunity for individuals to answer survey this lens in place, Design Jones coordinated a series Streets, and Stormwater the feedback that was given on the strategy cards at questions, provide their feedback on the planning of community wide engagement activities including Management the community meetings, subcommittee meetings, process, or share their memories from the former lunch time food truck, bus stop, and streetcar ll Charity Hospital Building and by the individual Working Group members. interviews and surveys. Charity Hospital.

PAGE 4 PAGE 5 Creating the Spirit of Charity Innovation District Creating the Spirit of Charity Innovation District Background

Potential Charity Redevelopment District

Existing Conditions:

116 acres Iberville 6.7 acres of zoned public park land Mostly zoned for a FAR of 12 French Quarter Built Environment: Tulane- Existing FAR is < 1 Gravier 233 condominiums 112 rental apartments 70,365 sq. ft. of existing retail 3 hotels (580 rooms) 3.5 million sq. ft. of existing office > 12 acres of surface parking

Institutions/Major Employers: Central Business District

Tulane Medical Center (235 beds) Tulane SPHTM (>1,400 students) Tulane School of Social Work DCC Charity School of Nursing (>400 students) Warehouse City Hall District New Orleans Public Library main branch

~11,836 jobs (2015 estimate)

Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community

In addition to the community and working group meetings, the Foundation also convened several smaller Bounded by Poydras Street, Loyola Avenue/Elk Place, Founded in 1736 to serve the indigent in the new colony stakeholder meetings throughout the summer with content experts in the fields of housing, workforce, economic Iberville Street, and Claiborne Avenue, the proposed of New Orleans, Charity Hospital became one of the development, equitable development, anchor institutions, land use, and mobility. In July of 2018, subcommittees Spirit of Charity Innovation District has potential to be largest hospitals in the country by the beginning of the on each of these topic areas were formed and 14 subcommittee meetings occurred throughout July and August a new beacon for the economic and creative life of Civil War. The current building, the sixth constructed, to discuss and refine recommendations for the District. New Orleans. However, any discussion of this area opened in 1939 and continued to serve the city until immediately evokes questions about the future of severe electrical and plumbing damage caused by Each subcommittee was co-chaired by two subject matter experts in the field who also participated in the Working Charity Hospital, a sacred and iconic building that the flooding that followed Hurricane Katrina in 2005 Group meetings. Each subcommittee was composed of at least 10 members that were asked to participate in this looms large in the history of New Orleans as a result forced it to close its doors. Various redevelopment process based on their knowledge of the field and their work within the community. At the August 30th Working of the generous and expert care provided within its efforts have been contemplated since then. Group convening, all subcommittee co-chairs presented their committees’ strategy card recommendations for the walls to multitudes of Louisianans over generations. District. The feedback and recommendations provided throughout the community, subcommittee, and working group meetings are incorporated into this strategic plan.

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At one point, the Landrieu Administration explored The panel visited New Orleans from November 5 – 10, The ULI team analyzed potential new uses for the Charity a financing package combining funding from various 2017, and published findings and recommendations building, taking into account the guiding principles sources including FEMA, historic tax credits, and a in a final report in February of 2018. The panel’s key Charity Hospital: summarized above, as well as market trends, adjacent land requested allocation from the State of $100 million recommendations included: Potential Use Suitability uses, and the existing structure’s characteristics (size, floor to create a civic complex that would have housed plates, etc). The panel concluded that the most immediately 1. The Charity building must remain in place. City Hall in one wing and the Civil District Court in Commercial multitenant office suitable uses are likely a mix including educational facilities, another. The plan was scuttled when the State could 2. Any reuse of Charity Hospital and revitalization public agencies, a museum and viewing deck, local serving Hotel not commit to the requested funding and projected of the surrounding neighborhood should be retail (including service amenities such as daycare), tech costs grew to nearly $400 million. In May 2017, a offices/research labs, and workforce housing. guided by the following principles: Medical: hospital construction company won a bid of $6.38 million to a. Incorporating the “Spirit of Charity”; The report notes throughout that the current condition of the stabilize the site. However, it still requires mold and Market-rate multifamily housing lead paint remediation and has both cosmetic and b. Implementing a clear and transparent building and the non-market character of many of the most structural issues. process; Medical: wellness likely uses means very creative financing will be required to support both the Charity redevelopment and to revitalize c. Ensuring inclusive and equitable processes In the fall of 2017, The LSU Foundation’s Real Estate Education and workforce the surrounding neighborhood. The panel recommended and outcomes; and Facilities Foundation (REFF), both affiliated with development some financing models from other US communities, as well Louisiana State University (LSU), commissioned an d. Ensuring that reuse and revitalization as specific local, state, and federal sources. Institutional uses advisory services panel from the Urban Land Institute encompass financial feasibility and (ULI) to re-examine the Charity Hospital building to stewardship; Museum uses find an adaptive use for the structure. e. Maintaining flexibility as a tenet of good Retail RECOMMENDED FINANCING planning; MODELS: f. Including a public use and community Technology/research and benefit component in reuse of Charity development ll Proceeds from disposition of Hospital; Workforce housing vacant municipal properties upon g. Improving connectivity; (80%–150% of AMI) relocation to a new facility; h. Establishing partnership and collaboration; ll Potential reprogramming of capital i. Ensuring high-quality design and funds for legacy facilities; construction; Key ll Combination of complementary j. Translating vision into a strategic plan. not immediately suitable programs separately planned by 3. A multi-stakeholder coordinating committee multiple institutions or organizations; potentially immediately should be established to facilitate revitalization suitable goals and develop a strategic plan. ll New Markets Tax Credits for specific most immediately suitable tenant uses; 4. The establishment of a tax increment financing (TIF) district to finance the implementation of ll Municipal credit enhancement; and the strategic plan and potentially provide gap ll Payment in lieu of tax for financing to the Charity Hospital redevelopment. Potential use suitability summary from page 24 of the ULI Advisory Service Report. institutional uses.

The report does not directly address the apparent contradiction between the REFF’s stated objective of achieving “maximum benefit” including “financial benefit to the REFF” and the likely need for public subsidy of the redevelopment.

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Land Use Types in the Charity District

Old VA City Hall 9% 9%

Charity 21% Office Process diagram from page 14 of the Charity Hospital ULI Advisory Service Report. Available online at: urbanland.uli.org/planning-design/rebuilding-charity-officials-hope-uli-study-jump-starts-redevelopment-shuttered- 35% new-orleans-hospital/ Tulane *includes 296 dorm In March of 2018, the REFF and the Greater New REFF is scheduled to make a final recommendation to rooms in Tulane’s Orleans Foundation moved forward with parallel the LSU Board of Supervisors for final consideration Deming Pavilion for processes, as recommended by the ULI report, to and action during the Board’s regularly scheduled 21% graduate students at renovate Charity Hospital and create the Spirit of meeting on October 4, 2018. 204 S. Saratoga St. Charity Innovation District. The REFF released a Request for Proposals (RFP) to three short-listed The district is currently almost exclusively dominated SOURCE by institutional land uses, structured garage parking, finalists on June 4, 2018. The proposals from the CoStar and internal and surface parking lots. New Orleans City Hall and finalists were due on August 20, 2018, and required project documents the downtown branch of the city’s public library are a community outreach plan, development program, Retail from consultant located within the district. Tulane University Hospital, project schedule, budget, financing plan, and long- studies of Tulane, Tulane University School of Medicine, and the Tulane 1% term maintenance plan. Each respondent’s proposal the Old VA, and School of Public Health and Tropical Medicine are also Residental* must include a timeline for delivering on the adaptive Hotel Charity Hospital reuse of the building. located within the district as is the Delgado Community College School of Nursing, which recently announced 5% 7% Clearly, the winning proposal’s timeline and the it would be relocating to the old LSU medical school respondent’s ability to achieve its implementation will building immediately adjacent to Charity Hospital have a major influence on Spirit of Charity Innovation at 1542 Tulane Avenue. LSU’s newer medical school Recently, several new hotels have opened on Canal Street. Currently, there is one dorm, one rental apartment District’s overall timeline. The three short-listed campus and the replacement for Charity Hospital, building, and one condominium building in the entire district. However, several additional apartment buildings respondents who received the RFP were: 1532 Tulane the University Medical Center, are located across are currently under construction on Canal Street. Partners Inc. (a partnership between El-Ad US Holdings Claiborne Avenue and immediately adjacent to the and CCNO Development LLC), HRI Properties LLC, and proposed district. On November 13, 2017, the State of Louisiana and City of New Orleans announced that DXC Technology would Matthews Southwest. On September 11, 2018 REFF open a “digital transformation center” in New Orleans and employ at least 2,000 workers within five years, which released redevelopment proposal abstracts from the was touted as the largest economic development deal in state history. Subsequently, DXC announced that it two respondents, 1532 Tulane Properties and HRI would house its New Orleans office in a tower on Poydras Street, within the boundaries of the proposed Spirit of Properties, LLC. Charity District, giving the district’s potential as a hub for innovation added potential.

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The Innovation Context Knowledge workers District Opportunity make up about There are a number of trends suggesting that this The Spirit of Charity is the right time to pursue creation of an Innovation Since its inception in 1736, Charity Hospital has embodied a spirit of strength, compassion, care, equity and District for the neighborhood encompassing Charity inclusion. If you ask lifelong residents what they think of when they hear the words “Charity Hospital,” you can Hospital. Since the mid-1990s, demographic and be sure that they will tell you stories of how generation after generation of their family were born at Charity economic shifts have fundamentally changed markets of total U.S. and locations for capital investment and employment Hospital. Without question, they will tell you that Charity Hospital was one of the best teaching hospitals in the employment. country, where students from around the world honed their skills. They will speak of Charity Hospital’s long- growth, and DXC’s choice to locate within the proposed lasting legacy of compassion to serve all who stood in need of the very best medical care. It is this enduring boundaries of the Spirit of Charity Innovation District spirit of Charity Hospital that has allowed it to weather both territorial wars and storms throughout its existence, provide local evidence of these trends. including Hurricane Katrina, which shuttered its doors. The changes are largely powered by the growth of ...and contribute over Charity Hospital compelled populations to think more collectively about research and treatment as prevention. the knowledge economy (which include technical, A moral imperative along with the physical necessity drove the processes that created Charity. Those who were artistic, and professional jobs), as shown in the figure without adequate medical attention or the resources to treat health conditions had the right to be in New Orleans below. Knowledge workers make up 52.6 percent of and participate in the building of the city. Charity was founded with the understanding that untreated sicknesses total U.S. employment and contribute over 59 percent or problematic health conditions could stunt the growth of the entire city. of economic output. Today’s knowledge enterprises increasingly seek to locate in innovation districts in of economic walkable urban places. This is often aimed at attracting output. Since 1993, the principal stewards of the Charity legacy have been The Spirit of and retaining highly educated young workers and Charity Foundation (SOCF), which was established as a not-for-profit, 501(c)(3) supporting creative collaboration among them. organization specifically to create an auxiliary relationship to the Medical Center of Louisiana at New Orleans, which included Charity and University Hospitals. The Foundation’s founding purpose was to support the charitable, educational and scientific needs of the Medical Center of Louisiana at New Orleans by sponsoring programs and events for the benefit of the Hospital, its patients, employees and friends.

SOCF currently supports these activities through University Medical Center New Orleans that replaced Charity Hospital and the Interim LSU Hospital after Hurricane Katrina. It is the mission of the Spirit of Charity Foundation to support and facilitate patient-centered care, actively promote health and wellness and to advance medical research and education through fundraising efforts for the benefit of the University Medical Center New Orleans, its patients and friends.

For 25 years, preserving the Charity legacy has been the responsibility of the Spirit of Charity Foundation. Today, we all join that noble cause.

Charity Hospital is quintessentially New Orleans and, in true New Orleans fashion, the development of the Spirit of Charity Innovation District is its second line parade. Our second lines are a constant reminder that every instrument, every dancer and every bit of New Orleans’ culture matters. The guiding principles for the planning, design and development of the District solicit the voices of all stakeholders and ensures that Charity Hospital’s spirit of strength, compassion, equity and inclusion will endure for generations to come. PAGE 12 PAGE 13 Creating the Spirit of Charity Innovation District Creating the Spirit of Charity Innovation District

In parallel, there is a need to diversify the economy The Bureau of Labor Statistics projects that healthcare of New Orleans and connect the local workforce to support occupations and healthcare practitioners higher paying jobs in order to reduce inequality and technical occupations will be among the fastest and prevent further displacement as housing costs growing occupational groups between 2016 and 2026, in particular escalate. Since Katrina, the education accounting for an estimated one-fifth of all new jobs and health services sector has not only recovered to in that decade. New Orleans is competitively placed pre-hurricane levels but reached new heights, now to be the location of this growth, if it can train and exceeding tourism as a source of jobs. house the workforce to do so.

Health care has also shown recent wage growth in Louisiana. Health care is already the anchor employer in the area surrounding the former Charity Hospital, with multiple employers and related workforce training programs already in place.

photo from: mooseintl.org

Real estate is a critical variable that will shape New Orleans’ competitiveness in this area. However, rehabilitating historic buildings and new construction are both considered by the financial community to be risky investments in many settings, which can make it difficult to attract capital to local projects. The ULI report focusing only on the former Charity Hospital building recommended taking advantage of a number of creative local financing options and some established federal tax credit programs to address this challenge.

Earlier planning and economic development efforts are consistent with this strategy. In 2005, the state designated the BioDistrict as a 1,500-acre area including the former Charity Hospital area, spanning portions of the Central Business District, Mid-City and Gert Town neighborhoods. It is bounded by Loyola Avenue, Iberville Street, Carrollton Avenue, and Earhart Boulevard, and includes the City’s judicial center, LSU and Tulane Health Science Centers, Xavier University and its School of Pharmacy, and the Charity School of Nursing for Delgado Community College, to name just a few key institutions.

Developed in 2005 with GNO, Inc. as the lead agency and in partnership with the local universities and educational institutions, the Downtown Development District, the Regional Planning Commission, the Business Council, the Chamber of Commerce and city government, BioDistrict New Orleans was created by State legislation and given taxation and bonding authority. The goal is to increase the region’s global economic competitiveness and innovation by attracting and enhancing the development of advanced technology businesses, particularly by building on the translation of technologies from New Orleans’ academic health research centers.

Achieving this requires increased collaboration between these centers, business and government. The BioDistrict had a number of successes early on, but ultimately lost state funding. More recently, since the onset of the new administration of the Mayor, Latoya Cantrell, the BioDistrict commission has brought on new members and, with the Spirit of Charity initiative, organized a major conference, “The Geography of Innovation: The Biomedical District, the premise and the promise.” The event will take place on October 31st and over 300 people have already registered.

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HISTORIC REHABILITATION TAX CREDITS PLACE-BASED FINANCING Financing A federal income tax credit worth 20% of qualifying Many of these programs are state or federal programs While the innovation district opportunity is clear, expenses is available for the rehabilitation of historic, INVESTMENT SUBSIDY that are not connected to the potential innovation there are significant sources of friction and barriers income-producing buildings. When combined with the corresponding state historic tax credit worth 20% district footprint. However, the importance of place in that must be proactively addressed in order for it RESEARCH AND DEVELOPMENT unlocking an innovation district’s potential cannot be become a reality. The strategy elements outlined in of the same qualifying expense total, a one-time gross The R&D incentive provides up to a 30% annual tax understated. Additional creative financing to connect this document can do – but not without cost. subsidy equal to 40% of building renovation costs is credit on qualified research expenditures incurred generated. implementation to the proposed District can increase There are several incentive programs already in Louisiana — with no cap and no minimum the likelihood of the District’s success. available in New Orleans/Louisiana to support the expenditure. NEW MARKETS TAX CREDITS (NMTC) The Tax Cuts and Jobs Act of December 2017 creation of an innovation district by targeting the A federal income tax credit equaling 39% of the total DIGITAL INTERACTIVE MEDIA AND SOFTWARE established preferential tax treatment for new attraction of new employers, the growth of existing qualifying amount financed for a business either DEVELOPMENT investments in designated low-income Census tracts, ones, or funding construction activity. located within a qualifying census tract or employing called Opportunity Zones. The Census tracts that The DIMSD incentive provides an annual 18% tax or serving sufficient qualifying individuals. include the former Charity Hospital and surrounding PAYROLL SUBSIDY credit on qualified production expenditures incurred by companies producing digital interactive products neighborhood were all included by Governor John LOCK-IN LOW TAXES Bel Edwards in this program. This new tax credit has QUALITY JOBS PROGRAM (QJ) or platforms. the potential to attract significant investment to the PAYMENT IN LIEU OF TAXES (PILOT) The QJ incentive provides up to a 6% annual cash QUALITY JOBS PROGRAM (QJ) former Charity Hospital area – interest which should rebate on qualified payroll expenses incurred by The QJ incentive provides either a one-time state sales/ A PILOT stipulates a series of annual tax payments, in be guided by a cohesive and inclusive local vision. companies creating new jobs, for up to 10 years. use tax rebate on capital expenses or a one-time 1.5% amounts negotiated in advance between a company and local government. The company benefits from In addition, the Urban Land Institute advisory services DIGITAL INTERACTIVE MEDIA AND SOFTWARE investment tax credit for qualifying expenses. lower and predictable tax bills while local government report recommended creating a tax increment DEVELOPMENT ENTERPRISE ZONE taxing bodies receive a commitment to be paid a financing (TIF) district to raise additional resources The DIMSD incentive provides an annual 25% tax specifically for the redevelopment of Charity Hospital. The EZ incentive provides either a one-time state pre-determined amount annually over the life of the credit on qualified payroll expenses incurred by In the state of Louisiana, TIF districts are typically sales/use tax rebate on capital expenses or a one- PILOT agreement. companies producing digital interactive products or sales-tax based, because of the relative rate of the time 1.5 percent investment tax credit for qualifying platforms. INDUSTRIAL TAX EXEMPTION PROGRAM (ITEP) tax, though hospitality taxes and real property taxes expenses. The ITEP incentive waives, for ten years, 80% of the are also options. QUALIFIED ENTERTAINMENT COMPANY (QEC) OPPORTUNITY ZONE TAX-ADVANTAGED EQUITY property tax due on a manufacturer’s qualifying With any of these options, the revenue-generating The QEC incentive provides an annual 15% or 20% capital investment related to the manufacturing An OZ is a defined geographic area where significant potential of the TIF and the fate of Charity Hospital tax credit on qualified payroll expenses incurred by process. capital gains tax savings are available for new are clearly closely intertwined. While it would be a entertainment companies that create a minimum investments funded wholly or partially by the likely boost to an innovation district to have Charity of five net new jobs, each with a salary equaling or RESTORATION TAX ABATEMENT (RTA) proceeds from liquidated investments. Hospital and its accessory structures redeveloped, exceeding $45,000/yr. The RTA freezes for up to ten years the property tax it is even more likely that the success of any Charity ANGEL INVESTOR due on an existing building. The tax is frozen at the ENTERPRISE ZONE Hospital redevelopment depends on the revitalization building’s pre-renovation assessed amount. The AI incentive provides up to a 25% one-time tax of the surrounding area – the area which under any The EZ incentive provides a $3,500 or $1,000 one-time credit to investors who invest in businesses certified by scenario would be generating the TIF revenue. Local tax credit for each new job created, if hiring at least the Louisiana Department of Economic Development and state leaders considering the creation of a TIF 50% of those net new jobs from one of four targeted (LED) as “Louisiana Entrepreneurial Businesses.” must also consider what an equitable distribution of groups. TIF revenue between the Charity Hospital project and the surrounding area looks like.

PAGE 16 PAGE 17 Creating the Spirit of Charity Innovation District Creating the Spirit of Charity Innovation District Guiding Principles Strategy and Action Plan

Based on the input gathered from multiple community meetings and the efforts The strategy consists of twelve elements and immediate associated action items. This is intended to be a living of community stakeholders convened as part of focused working group and document that is revised on a quarterly schedule in order to adapt the strategy to new opportunities, changing subcommittees, we have distilled the following guiding principles that inform all conditions, and unanticipated challenges. The window for input is never closed. elements of this strategy for the redevelopment of the Spirit of Charity Innovation District. RECRUIT NEW EMPLOYERS; Desired Outcome: Ensure the district is RETAIN EXISTING JOBS anchored by well-funded startups complimenting The Spirit of Charity Innovation District will be an existing anchors and workforce development efforts. ll The neighborhood around the former Charity Hospital engine for opportunity in the knowledge economy for New Orleanians. should be a walkable, active, vibrant, mixed-use, mixed- d. Attract investment and employment from income community where New Orleanians come to “Live, HOW ..honor the IT firms: Though growing biomedical sector Work, Play, and Heal.” historic fabric a. Maximize/tailor tax incentives in the District: employment is a natural and appropriate and culture of While a number of incentives currently exist for a objective for the Spirit of Charity Innovation variety of business purposes, the Spirit of Charity District, the recent announcement of DXC ll The job creating potential of an Innovation District should New Orleans guide the economic development strategy for the district. Innovation District currently has no distinct Technology’s digital transformation center sited competitive advantage over other areas other within the innovation district underlines how the than its recent very important designation as an district’s attributes are fundamentally attractive ll We aspire to create an unprecedented model for equity Opportunity Zone. Opportunities to package or to other subsets of the knowledge economy and economic inclusion (equitable development), customize additional incentives for the District sector. should be explored. including small business creation, local hiring/training to e. Remain the civic heart of the city: Though there

increase wealth of New Orleanians. is broad consensus that the region’s transit Desired Outcomes: Incentives can be coupled “Live, Work, system is not as robust as it should be, the Spirit with key expectations around hiring, training and l of Charity Innovation District nonetheless has l Anyone who works in the district should also have the Play, and staffing plans to ensure equitable outcomes. possibility of living in the district. the best transit access in the entire region. City Heal.” Hall, the Civil District Court, and the Downtown b. Attract healthcare expertise to drive destination Library should continue to be located in the ll Change must honor the historic fabric and culture of healthcare and the development of biotech location most accessible to the largest number of New Orleans. businesses: Attract world class researchers to New Orleanians. the District to leverage the research capacity of f. Work together across silos: Coordinate LSU, Tulane, Xavier University, the VA, and even ll Environmental sustainability must be both the invisible between universities, clinical facilities, economic regional partners like Ochsner Health System. development organizations, and government bones and visible face of all new public and private officials to attract and retain corporate investment in the district. Desired Outcome: Enhanced translational partners, especially those who work on the research, achieving National Cancer Institute commercialization of biotechology. ll We owe the community public transparency and designation, and providing access locally and accountability to our ideals, by measuring benchmarks, internationally to clinical trials and cutting edge treatment, thereby driving economic updating, and reporting these metrics. returns through destination healthcare and the ACTION LEADS development of biotech businesses. MICHAEL HECHT (GNO, Inc.) and QUENTIN c. Establish a Venture Capital fund tied to startups MESSER (New Orleans Business Alliance) in the District: Create a direct financial incentive to startups locating in the area. PAGE 18 PAGE 19 Creating the Spirit of Charity Innovation District Creating the Spirit of Charity Innovation District

INCUBATE SMALL AND LOCAL HOW vi. Access to contract financing, and joint HOW ventures. BUSINESSES a. Attract/build entrepreneurial incubators and/ a. Open, intentional, coordinated, and clear or accelerators: Leverage the vision of a more c. Create a space for developers and operators in communication between employers and The Spirit of Charity District can and should be a walkable neighborhood and attractive real estate the District to operate with intentionality around K-12 schools, training nonprofits, 2- 4 year local and national model for economic inclusion that to build intentional spaces for entrepreneurial race and ethnicity, including establishing: institutions. Internal policy changes (educational intentionally reduces racial inequality in New Orleans. start-ups, in line with the successful model of i. Entrepreneurs of Color Strategy institutions) must ensure training programs are the New Orleans Bioinnovation Center. Increase responsive to industry needs. The New Orleans area has hundreds of millions of commercial lab & office facilities available to ii. Public/Private Partnership – P3 Emerging dollars of biotechnology research, ranging from Developers Fund to support inclusion of small and medium-sized companies. Desired Outcome: Better aligned industry medical devices to therapeutic drugs and cancer entrepreneurs of color and women (like and training needs resulting in more citizens treatments. Two life sciences centers, a world-class New York City). Desired Outcome: An influx of diverse talent prepared for the workforce. pharmacy program, and numerous hospitals allow and energy to the district. iii. Work with Healthcare industry anchors for the local commercialization of these technologies. to create opportunities for entrepreneurs b. Flexible employer policies regarding on the An innovation district can help foster the development b. Incent intentional inclusion: Utilize the city’s of color. job training requirements, including taking of this industry by organizing the resources DBE Policy to ensure opportunities for people of advantage of funding and opportunities necessary: researchers, business professionals, and color and women on all projects involving public ACTION LEADS connected to apprenticeships (registered and commercial entities. In addition to DXC Technology’s assets. unregistered) to provide further opportunities recent decision to locate in New Orleans, the city also JUDITH DANGERFIELD (MetroSource LLC), Will for people looking to get into the workforce. boasts a growing and entrepreneurial information Desired Outcome: Measurable progress on DBE Bradshaw (Green Coast Enterprises), Aaron technology sector. goals. Miscenich (New Orleans BioInnovation Center), Desired Outcome: Employers will have a greater and J.D. Russell Consulting pool of candidates. i. The Disparity Study should inform more 1 “Provide work spaces for ambitious goals . Incorporate DBE policy c. Secure additional workforce funding at the requirements across the spectrum of ARTICULATE WORKFORCE federal, state and local levels to specifically smaller company startups, encourage opportunity to include ownership, direct DEVELOPMENT CAREER support employer-led training programs and participation, contracting, subcontracting, apprenticeships that intentionally connect long- collaboration of people with ideas procurement of goods and services and PATHWAYS time residents to opportunities. to come together.” operations (i.e., Four Seasons, etc.) In order to fully connect New Orleanians with the ii. Establish larger DBE goals (Disparity economic opportunities of an innovation district, we Desired Outcome: Increased support for new Study2 indicates availability at 41%) need new training pathways around the concentrated and existing workforce training programs. iii. Ensure that the DBE policy as applied to industry sectors of information technology, health the District is enforceable (May to Shall/ sciences and bioinnovation – creating a training ACTION LEADS May to Must) and innovation hub. We can close the wage and employment gaps that have persisted across ASHLEIGH GARDERE (New Orleans Business “Create a district that encourages & iv. Negotiate (or legislate) utilization of the generations by tailoring our training programs to the Alliance) and CARMEN JAMES (Greater New city’s SLDBE Program for redevelopment specific needs of employers in the district and directly have funding to draw young people Orleans Foundation) of state-owned assets in the District (TIF connecting workers to these employers. from other cities to come here & grow. is a joint local and state strategy). v. Provide incentives in the selection criteria Targeting partnerships with K-12 schools, higher Live, work, play & afforable living.” for intentionality within the public policy education, and employers will ensure that there is alignment with educational institutions from the space to include prompt payment for “Build the district to unlock the DBE firms, unbundling bid packages, outset to better prepare our future workforce. In waiving bonding requirements, providing addition, we must also support culture bearers economic potential. Develop a way to within the District and diversify pathways for arts and entrepreneurship to intentionally preserve local train the workforce.” heritage. 1 http://www.noladisparitystudy.com/images/KeenIndependentNOLADisparityStudyDraftReport02282018A.PDF

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PROMOTE EQUITABLE LAND USE FOSTER LOCAL RETAIL AND “Design the district to be self-activating ATTRACT REGIONAL RETAIL Ensure the New Orleans community will be engaged in the land development process, empowering and (mixed use around public spaces – Almost all TIFs in the state of Louisiana are sales authorizing stakeholders to promote and enforce a especially ground level) especially tax-based. However, it is critical that this District commitment to the values of equity and inclusion. pursue a retail strategy that complements adjacent This is essential in order to achieve the vision of a Duncan Plaza.” neighborhoods, disperses the impact of tourism Spirit of Charity Innovation District that has buy-in more broadly across the city, and reflects the guiding from a diverse group of stakeholders. principles of the strategy.

HOW HOW a. Create smaller development parcels from a. Communicate what’s happening in the district to superblocks within the district and market them the existing New Orleans retail community. to smaller developers. Desired Outcomes: Connect the local retail Desired Outcomes: A more granular urban form opportunity with established successful local with human-scale appeal to balance institutional entrepreneurs who may be looking to expand. land uses already in the district. New ownership and wealth-building opportunities for less b. Bring pop up retail to Duncan Plaza and Loyola established developers. Avenue. b. Institutionalize the development and Desired Outcomes: Offer new retail amenities implementation of a Community Benefits to the existing employment base in the district, Agreement (CBA) into any public financing including City Hall, the courts, and Tulane strategies for non-publicly owned property and University. in the redevelopment of any public properties included in the Spirit of Charity Innovation c. Plan for new retail by identifying locations and District. opportunities.

Desired Outcomes: Community benefits Desired Outcomes: Be ready to act when the must be commensurate with the community’s timing is right to place new regional retail in the investment in terms of outcomes. district to help diversify and expand the district’s activity base and hours with a new major land use.

ACTION LEADS

KURT WEIGLE (Downtown Development District) ACTION LEADS

Will require legislative action by the New Orleans QUENTIN MESSER (New Orleans Business City Council and land control intervention by city Alliance), ASALI DEVAN ECCLESIASTES (New real estate entities. Orleans Business Alliance), and KURT WEIGLE (Downtown Development District)

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CENTER ANCHOR INSTITUTIONS The City of New Orleans’ Main Library is located on the corner of Tulane and Loyola Avenues. The Library Tulane’s main Uptown campus is at capacity, but board has long sought a renovation or replacement the university’s enrollment and programs continue of this building but has been unable to find the to grow, particularly graduate and professional resources. Other cities have redeveloped public programs. To accommodate this, the university is facilities like downtown libraries where land is in short investing in a satellite downtown campus that it plans supply through public private partnerships where to grow in size, functions, connectivity, and “campus housing or office space is developed as part of a new feel.” Currently, the downtown Tulane campus structure on leased public property that also includes encompasses 35 acres, or approximately one-third the public facility like a library. of the proposed Spirit of Charity Innovation District. In order to thrive, the Spirit of Charity Innovation The campus includes the School of Medicine, School District must meet the needs of its growing anchor of Public Health and Tropical Medicine, and School institutions. These needs must be broadly understood of Social Work, as well as offices for some Tulane across sectors, as unprecedented cooperation and administrative functions and a graduate student collaboration between city, state, and neighborhoods dorm. will be needed. Delgado School of Nursing will maintain its current HOW downtown campus and expand into 1452 Tulane Avenue, previously occupied by LSU School of Convene public & private institutions that have a Medicine. presence downtown to articulate what they want/need.

LSU’s downtown campus spans both sides of Desired Outcome: New partnership and a shared A rendering of the proposed Duncan Plaza redesign by OJB Landscape Architecture for the Downtown Development District. Claiborne Ave/I-10. The 2007 LSU Health Sciences sense of mission, goals, and objectives among Center Advisory Plan called for the demolition of the anchors, the city, and the state. existing LSUHSC dormitory adjacent to the I-10 ramps to create green space, constructing 1,225,000 square CREATE 21ST CENTURY GREEN feet of residential space in multi-story buildings, to be ACTION LEAD located on the former site of the VA Hospital and the INFRASTRUCTURE old LSU Medical School, and the adaptive reuse of the PATRICK NORTON (Tulane University) and ED Public space represents another opportunity to population, Duncan Plaza also functions as a site former Charity Hospital building. These plans are now MURRAY (LSU Health Science Center) intersect innovation and equity in the Spirit of Charity where service providers and faith-based outreach considerably out of date. Innovation District. There are many relatively low-cost groups connect with those in need. One important ways to improve the public spaces and rights-of-way resource the Plaza lacks is public restrooms. in the District that could have a positive economic, social, and environmental return on investment. Both The Downtown Development District has recently set transformative, large scale re-imaginings and small, plans into motion to redevelop the space to better serve the needs of stakeholders, based on input “Create a Tulane, Xavier, UNO, SUNO, human-scale, iterative changes to Duncan Plaza and the District’s streetscapes can be a springboard for gained from small group interviews, public meetings, Dillard, Delgado & Loyola Administrative social life and cultural expression to connect people an online survey, and engagement events within the and promote long-term resilience. park. These planning efforts aim to modify the space partnership to program buildings and to meet the expectations of Downtown residents, Duncan Plaza is the Charity District’s largest green the area’s daytime population and potential new spaces in the district with accessible space. Located at the municipal government complex stakeholders in the innovation district. Furthermore, educational opportunities.” on Loyola Avenue, it is a point of convergence that it aims to be a model of storm water management connects several distinct downtown neighborhoods. best practices. The space has remained largely the same for the last 30 years. A refuge for some of the city’s homeless

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Duncan Plaza should set the tone for the rest of e. Create new pocket parks and street amenities. the Charity District in the realm of environmental sustainability, particularly storm water management. Desired Outcome: Provide places for workers, Within the Charity District, New Orleans has the residents, and visitors to connect, gather, and opportunity to create a sustainable development rest that can be used immediately. model that sets the standard for the world, incorporating leading water management, energy f. Explore the cost and feasibility of public WiFi in conservation, alternative transportation, and other the innovation district, potentially supported by strategies. digital advertising revenue. HOW Desired Outcome: Improved connectivity for a. Continue fundraising and outreach to build local workers, residents, and visitors. momentum for a new Duncan Plaza to catalyze economic development, attract visitors, and welcome families and pets. ACTION LEADS Desired Outcome: A world-class green KURT WEIGLE (Downtown Development community public space that is active, enhances District) and ELLA DELIO (Greater New Orleans surrounding property values, and is a meeting Foundation) place for New Orleanians of all walks of life. b. Design and construct public rights of way that make use of all existing technologies and innovate new strategies to retain and direct storm water to the ground; create cooler, more inviting streetscapes, and provide a balanced, sustainable transportation system that integrates and prioritizes cycling, walking & transit. c. Partner with the Claiborne Corridor Cultural Innovation District to identify appropriate locations for creative stormwater management IMPROVE MOBILITY AND interventions. TRANSPORTATION

The Spirit of Charity Innovation District is the most Desired Outcome: Reduce flood risk to the area and create new inviting and educational green transit accessible neighborhood in Orleans Parish. spaces with water and drainage features. Locating new jobs and housing in this area maximizes the value already invested in the existing transit system. d. Honor the history of the area by installing new public water fountains. All future design decisions by public and private entities that impact the form of this district should Desired Outcome: Create a visible and symbolic put the needs of people moving around by foot connection to the Spirit of Charity’s legacy of first. We must acknowledge that many of the recent healing. architectural and infrastructure investments in and around the district do not have this orientation, and work to gain the buy-in of key stakeholders to create a walkable urban place.

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HOW ADDRESS HOMELESSNESS/ The low-barrier shelter opened in August 2018. a. Revise the city’s Complete Streets ordinance. Some stakeholders, including potential developers TRANSITIONAL HOUSING of surrounding properties, have suggested that the “Since the area is so underused Desired Outcome: A citywide policy framework Whether it be homeless encampments near the existence of the shelter will hamper the development that will support the culture change necessary now, pedestrianizing streets won’t intersection of Claiborne and Cleveland Avenues, in of the Charity building and the rest of the former VA to incorporate walkability into all infrastructure Duncan Plaza or the nearly completed low-barrier complex. Because the site was renovated, in part, decisions. meet a lot of resistance, and will be shelter in the renovated VA facility, the homeless and using federal dollars, any future relocation of the social services supporting this population currently facility should consider obligations that may have b. Advocate for ADA compliance of the built welcomed by the several schools in the have a significant presence in the district. Over the been tied to this funding source. In the event a new environment in the District. last 5 years the City expended considerable effort or expanded facility is needed, advocates agree that area. An attractive welcoming public investigating ways to better support the homeless proximity to the current homeless population and Desired Outcome: The sidewalks, crosswalks, transportation hub (somewhat like population in the area. Ultimately, based on best required supportive services is essential. signage, entrances, and other elements of the practices as demonstrated in other cities such as District should reflect awareness that the area is at City Park Ave/Canal Blvd) would HOW St. Paul, Cincinnati, and Worcester, the Downtown a place where individuals and populations that Development District and the City endeavored to a. Provide emergency shelter and services for are vulnerable and/or have special needs come help engage thousands who just pass create a low-barrier shelter capable of addressing special needs populations (formerly incarcerated, for healing. through now.” the complex needs of the chronically homeless. homeless individuals and families, mentally Recognizing that proximity to the current homeless ill, etc.) and encourage the development of c. Actively participate in the RTA’s comprehensive population was important for success and following a additional permanently affordable private sector operations analysis. determination that two alternative sites proposed on “single room occupied” buildings and services. Earhart Boulevard and another on Erato Street would Desired Outcome: Improve regional and New not be suitable, the decision was made to renovate Desired Outcome: Transition a portion of the Orleans transit connections to the District, a portion of one floor of the former VA building on homeless from the streets and eliminate the including a lively, comfortable, retail-activated Gravier Street to serve as the low-barrier shelter. informal settlements. Stabilize property values new transit transfer center in whatever location as the current concentration of homeless is a is recommended by the comprehensive The shelter has capacity to support 100 people and deterrent for equitable development and seen as operations analysis that connects travelers is designed for homeless men and women over 18 a public safety concern. across modes to local jobs regional destinations. years old who have been on the street for a long time. Its designation as a low-barrier shelter means that it b. Convene stakeholders on the Continuum of welcomes individuals who are not interested or do Care to review national best practices and cross not qualify for temporary admittance to standard reference with existing 10 Year Plan to End homeless shelters. This could be for reasons ranging ACTION LEADS Homelessness to identify additional next steps. from the admission fee to addiction to their desire to ALEX POSORSKE (Ride New Orleans) and care for companion animals. The goal is to move each c. Estimate needed new beds for the mentally ill FLOZELL DANIELS (Foundation for Louisiana/ client to permanent housing as quickly as possible. and homeless veterans. RTA Board Chair) The low-barrier shelter is staffed by registered nurses, social workers, housing navigators, security personnel, ACTION LEADS and others to provide the care that individuals need for effective transition to permanent housing. ANDREANECIA MORRIS (Greater New Orleans Housing Alliance/HousingNOLA), JULIUS KIMBROUGH (Crescent City Community Land Trust), and KURT WEIGLE (Downtown Development District)

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BUILD AFFORDABLE HOUSING A framework for new housing in the Spirit of Charity Innovation District must model the aspirational goals ACTION LEADS New Orleans is in a housing crisis. Both rental and for sale housing costs have grown exponentially of a just and equitable city. In order to do this, new ANDREANECIA MORRIS (Greater New Orleans since 2000, while wages have not kept pace, especially among lower income workers. housing supply must provide permanently affordable Housing Alliance/HousingNOLA), JULIUS housing for extremely low income (49% or below of KIMBROUGH (Crescent City Community Land Area Median Income for the New Orleans Metropolitan Trust), and LEIGH FERGUSON (Downtown Statistical Area) rental households, either using tax Development District) subsidies to private developers/operators or directly developed/operated by the municipality.

In addition, we must encourage the private sector to develop permanently affordable housing for the average New Orleanian (50 – 80% of AMI), in the form “Fund permanently affordable rental attached housing for middle income or upper income households near or in the district. This housing could housing for residents making 30% – be either rental or for-sale. 60% AMI. Dedicating a high percentage Housing that is affordable to the average New (25% – 50%) of housing developed in Orleanian (50 – 120% of AMI or lower) should be 50% of all new or renovated residential housing that is Charity to low income renter making financed with public funds within district. between 30% – 60% AMI.” HOW a. Set housing supply targets by income bracket based on who works in the District.

Desired Outcome: A vision for a District where “New Orleans greatest asset is its jobs and housing are in balance. Create a residents and grassroots organizations. In housing plan that will enable anyone who works in the District to live in the District if they so order for Spirit of Charity Innovation District choose. to create meaningful access to affordable housing, it must collaborate with and defer b. Estimate affordable housing production cost to the leadership of housing organizations and identify the magnitude of any financing gap that would require use of the Neighborhood like GNOHA, GNOHFAC, HousingNOLA, & Housing Improvement Fund and other sources Jane Place. Many low-income renters are using the financial feasibility exercise model of disabled and/or elderly and live on as little the 2016 Smart Housing Mix Study. Map how as $700 a month. This land used to serve the recommendations of the Smart Housing Mix Study can be used to implement the top level and nurture that population; to neglect or goals of this strategy. exclude them now would be unfortunate.” c. Create an employer assisted housing program to address affordability and encourage the local workforce to live within walking distance of work, thereby taking advantage of the substantial Data Source: 2000 US Census (H054 and H084) and 2016 American Community Survey 1-year household cost-savings associated with reducing Estimates (B25056 and C25075) auto dependence.

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INNOVATE ON EARLY CHILDHOOD There is a significant need for high quality early CAPITALIZE ON OPPORTUNITY Desired Outcome: OZ investments maintain both the childhood education across the region, and an letter and spirit of the enabling legislation, providing DEVELOPMENT affordable, inclusive first-rate ECE provider in the ZONE STATUS cross cutting community benefits in addition to There is one licensed child care facility in the Spirit of district, for both residents of the district and employees The entirety of the proposed Charity Innovation financial returns. Charity Innovation District, Kidopolis. As of July 2017, who work there, would be an opportunity to provide District was classified earlier this year as eligible for Contemplate Opportunity Zone Equity as an 117 children attended Kidopolis. There is currently a a much needed amenity that has a significant social Opportunity Zone investments. However, as over enterprise attractor and catalyst. As the final three to six-month waitlist for infants and toddlers benefit. 8,000 census tracts nationwide have been deemed regulations governing Opportunity Zones are issued to enroll. Prices range from $1,215 a month for to be Opportunity Zones, there is little about the HOW by the Internal Revenue Service, develop New Orleans- infants and toddlers to $980 for children three and designation itself that confers a unique competitive based expertise on the potential of Opportunity up. After taxes, enrolling an infant or toddler full time advantage in attracting investment. That said, these Reach out to operators, both within Tulane and the Zone-related capital to provide patient equity on a at Kidopolis cost more than the total earnings of 13 zones range from the Mojave Desert to downtown school community, to initiate thinking on a strategy venture capital basis to startups, and/or to serve percent of the Spirit of Charity Innovation District Brooklyn and are clearly not all equally attractive as on early childhood development. as an incentive to larger, established businesses to workers and more than half the earnings of 39 investment opportunities to create new sustainable enable low-cost expansion via the welcoming of tax percent of the District’s workers. growth. ACTION LEAD advantaged equity investment into newly-created Many workers in the Spirit of Charity Innovation Tax advantaged Opportunity Zone equity is invested subsidiaries located in the Spirit of Charity Innovation PATRICK NORTON (Tulane University) District may qualify for the Child Care Assistance via qualified funds into property or businesses. It District. Program (CCAP), a program that provides financial can therefore both be a source of financing for real assistance to low-income families while they are estate and function in a role akin to venture capital by working or attending school. However, even with providing equity to operating businesses. ACTION LEAD financial assistance there are limited enrollment FRANK RABALAIS (Crescent Growth Capital), spaces. There is no shortage of either social needs or investment capital in the United States; the Opportunity Zone MICHAEL HECHT (GNO, Inc.) and QUENTIN The state’s Bureau of Family Health Child Care Health program will provide robust tax benefits by deploying MESSER (New Orleans Business Alliance) Consultant Program (CCHC) is headquartered at the the latter in service of the former. The objective of this edge of the proposed District. All childcare facilities innovation district’s Opportunity Zone strategy is, in are required by the Bureau of Licensing to receive part, to develop a pipeline of real estate projects and a total of 15 clock hours of education and training business enterprises for the area anchored by the annually with the CCHC. Taking advantage of this former Charity Hospital that produce social benefits proximate asset with the development of the Charity and are financially profitable. What the Opportunity District could help ensure child care needs are met Zone designation has the potential to do is create for workers. a mechanism to plug funding gaps so that these worthwhile catalytic development opportunities will “Large area to offer Early Childhood be realized.

Center and Upper School. Enough HOW

nearby housing to support a school Market to the financial community: With Opportunity in district. Partnership opportunities Zones holding the promise of significant national investment across the country, branding and with Universities – leverage health marketing the Spirit of Charity Innovation District as a key investment area can drive much needed funding programs/services. Opportunity for to real estate development, established businesses workers in district to drop off school and entrepreneurial startups in the District. age children at school.”

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Next Steps “Establishment of Commission that Appendix A: Strategy

Fleshing out and implementing this strategy will is empowered to speak and make require the combined efforts of key leaders in the commitments on behalf of District” Participants public, private, and nonprofit sectors, as well as more engagement with the public. The Greater New Orleans Foundation has served as the convener in order to initiate this collective effort. ACKNOWLEDGEMENTS

The next step is to create an inclusive leadership group “Ensure that there is alignment of all The Greater New Orleans Foundation would like to thank the New Orleans community for their participation and involvement in this strategic planning process. A huge thank to coordinate implementation of the plan. This group government actors (i.e. Federal, State, must include elected officials at the city and state you to the residents who attended the public meetings and members of the working levels, key nonprofit stakeholders, and substantive City of New Orleans) on an empowered group and subcommittees who shared their perspectives and insights throughout this participation from the private sector. This group will: process. named Commission that has staff to Thank you to the LSU Real Estate and Facilities Foundation for inviting the Greater ll Communicate this Strategic Plan’s intentionally manage a process” New Orleans Foundation to lead this strategic planning and community engagement process, contents, and vision to key process for the Spirit of Charity Innovation District. The Foundation would also like constituencies across the city and region to thank several supporters who made this planning process possible including the Downtown Development District, the Ford Foundation, GNO Inc., LSU Real Estate and ll Provide oversight and coordination to the Facilities Foundation, LSU Health Foundation, the New Orleans Business Alliance, implementation effort as it is undertaken Roger Ogden, the Spirit of Charity Foundation, and Tulane University. by various groups, agencies, and Finally, the Foundation would like to thank the team of consultants that worked on enterprises this project including: Chris Leinberger and Tracy Loh from the George Washington ll Identify metrics to measure progress and University Center for Real Estate and Urban Analysis, Lamar Gardere and Rachel report to the public Weinstein from The Data Center with support from Allison Schiller of Tulane University, Austin Allen, Diane Jones Allen, and Lindsay Darnell from Design Jones, and Jade Brown ll Raise funding for implementation of Russell and Kelisha Garrett from JD Russell Consulting. various strategy elements and community engagement ll Engage with the Cantrell Administration GREATER NEW ORLEANS FOUNDATION TEAM and City Council of New Orleans, the Foundation staff leading this effort include: Andrew D. Kopplin (President and CEO), Edwards Administration in Baton Rouge Tyronne B. Walker (Vice President for Communications and Public Affairs), and Bonita and members of the local legislative A. Robertson (Director of Civic Leadership and Workforce Initiatives). delegation, the selected developer of former Charity Hospital building and Several additional GNOF staff members provided valuable support throughout this the REFF, to develop and implement process, acting as co-chairs and facilitators for subcommittee convenings including: Carmen James Randolph (Vice President for Programs), Richard Martinez (Senior a TIF district, including determining its Program Officer), Ella Delio (Director of Environmental Programs), Isabel Barrios boundaries (Program Officer), Roy Williams (Program Officer), and Rachel Swan (Grants Manager). ll Update this strategy on an annual basis

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WORKING GROUP HOUSING SUBCOMMITTEE • Councilmember Jay Banks, District B • Ellen Lee, City of New Orleans • Jayde Boulton, Office of Rep. Neil Abramson – • Walter Leger, GNOF Board House of Representatives District 98 • Dr. William Lunn, Tulane Hospital Nicole Barnes Jericho Road Episcopal Housing Initiative • Tiffaney Bradley, Office of Councilmember • Quentin Messer, New Orleans Business Kristen Palmer Alliance Shawn Barney CLB Porter Real Estate Development and Advisors • Will Bradshaw, Green Coast Enterprises • Aaron Miscenich, BioInnovation Center and • Christian Brierre, Domain Companies Louisiana Cancer Research Consortium • Jenna Burke, Office of Councilmember Jay • Councilmember Helena Moreno, At-Large Brenda Breaux New Orleans Redevelopment Authority Banks • Andreanecia Morris, Greater New Orleans • Cindy Connick, City of New Orleans Housing Alliance Ella Camburnbeck Felicity Redevelopment • Sharon Courtney, Tulane University • Monika McKay, GNOF Board • Gene D’Amour, BioDistrict New Orleans and • Lacy McManus, GNO Inc Xavier University • Ed Murray, LSU Health Science Center Rep. Royce Duplessis Louisiana State Representative District 93 • Judith Dangerfield, MetroSource LLC • Fred Neal, Jr., RTA Commissioner • Flozell Daniels, Jr., Foundation for Louisiana • Patrick Norton, Tulane University Dana Eness Urban Conservancy and RTA Board of Commissioners • Roger Ogden, LSU Foundation Board • Jay Dardenne, Commissioner of of Directors and co-founder of Stirling New Corp, Inc. Administration Properties Vaughn Fauria • Rep. Royce Duplessis, House of • Frank Rabalais, Crescent Growth Capital Representatives District 93 • Coleman Ridley, Business Council Pat Forbes State of Louisiana Office of Community Development • Asali DeVan Ecclesiastes, New Orleans • Fernando O. Rivera, Southeast Louisiana Business Alliance Veterans Healthcare System Gregg Fortner Housing Authority of New Orleans • Leigh Ferguson, Downtown Development • Robert Rivers, City of New Orleans District • Poco Sloss, GNOF Board • Ashleigh Gardere, New Orleans Business • Rob Stuart, LSU Real Estate Facilities Michael Grote Alembic Development Alliance Foundation • Alice Franz Glenn, Office of Rep. Walt Leger – • Jessica Styons, New Orleans Public Library KV Harper KEX Design Build House of Representatives District 91 • Andrew Tuozzolo, Office of Councilmember • Ramsey Green, City of New Orleans Helena Moreno • Ben Hales, New Orleans Saints • Kurt Weigle, Downtown Development District Janet Hays Healing Minds NOLA • Michael Hecht, GNO Inc.

• Hunter Hill, Iberia Bank Cashauna Hill Greater New Orleans Fair Housing Action Center • Bill Hines, Business Council and Jones Walker • Larry Hollier, LSU Health Science Center • Julius Kimbrough, Crescent City Community Lydia Jackson Capital One Bank Land Trust Fred Johnson Neighborhood Development Foundation

Mark Johnson Brotherhood Incorporated

Kristyna Jones University of New Orleans

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Martha Kegel Unity of Greater New Orleans Cyril Saulny Solid Resources

Steve Kennedy REO, LLC Jeff Schwartz Broad Community Connections

April Kennedy Housing Authority of New Orleans Liz Shepard Life City

Julius Kimbrough Crescent City Community Land Trust (Co-Chair) Danielle Del Sol Preservation Resource Center

Kathy Laborde Gulf Coast Housing Partnership Cynthia Stewart AECOM Hunt

Nathan Lott Water Collaborative of Greater New Orleans Sandi Stroud Urban Focus LLC

Lisa Mazique Central City Economic Opportunity Corporation James Stull NOLA Property Solutions

James Moffett Adams and Reese Jeff Thomas Thomas Strategies LLC

Andreanecia Morris Greater New Orleans Housing Alliance (Co-Chair) Keith Twitchell Committee for a Better New Orleans

Neal Morris Redmellon Restoration and Development Terry Vinnett RTV Real Estate Holdings

James E Neville Neville Development Kimberly Washington Asset Management Director - Jericho Road Episcopal Housing Initiative

Terri North Providence Community Housing Michelle Whetten Enterprise Community Partners

Angela O’Byrne Perez, APC Cynthia Wiggins Guste Homes Resident Management Corporation

Casius Pealer Sustainable Real Estate Development Program at Tulane Marjorianna Willman City of New Orleans, Housing Policy and Community Development

Rosalind Peychaud State of Louisiana Office of Community Development Kelsy Yeargain Tulane/Canal Neighborhood Development Corporation

Kim Piper

Chris Ross Latter and Blum

Timolynn Sams Neighborhood Partnership Network

PAGE 38 PAGE 39 Creating the Spirit of Charity Innovation District Creating the Spirit of Charity Innovation District

MOBILITY SUBCOMMITTEE LAND USE SUBCOMMITTEE

Angela Chalk Healthcare Community Services Cheryl Austin Treme/Armstrong Park

Jackie Dadakis Green Coast Enterprises Charles Brown New Orleans Public Library

Flozell Daniels Foundation for Louisiana (Co-Chair) Ed Cherry FCA Partners

Dan Favre Bike Easy Ella Delio Greater New Orleans Foundation (Co-Chair)

Jenice Heck Lighthouse New Orleans Asali Ecclesiastes NOLABA

Sharon Leader Department of Transit Administration - Jefferson Transit Dana Eness Urban Conservancy

Tuan Nguyen Mary Queen of Vietnam CDC Ramsey Green City of New Orleans

Dwigh Norton City of New Orleans - Office of Resilience and Sustainability Ben Hales New Orleans Saints

Alex Posorske RideNola (Co-Chair) Wendy Hillis Tulane University Architect

Meg Young City of New Orleans - Health Dept. Nathan Lott Water Collaborative

Ann MacDonald Parks and Parkways

Nyree Ramsey Claiborne Corridor Cultural Innovation District

Jennifer Ruley City of New Orleans - DPW

David Waggoner Waggoner and Ball Architects

Kurt Weigle Downtown Development District (Co-Chair)

Gaylan Williams Dana Brown and Associates

PAGE 40 PAGE 41 Creating the Spirit of Charity Innovation District Creating the Spirit of Charity Innovation District

WORKFORCE SUBCOMMITTEE EQUITABLE DEVELOPMENT SUBCOMMITTEE

Arnel Cosey Delgado Community College Shawn Barney CLB Porter, LLC

John Fraboni Operation Spark Will Bradshaw Green Coast Enterprises (Co-Chair)

Thelma French Total Community Action JC Celestin Developer

Ashleigh Gardere New Orleans Business Alliance (Co-Chair) Geneva Coleman The Collaborative

Carmen James Greater New Orleans Foundation (Co-Chair) Judith Dangerfield MetroSource LLC (Co-Chair)

Nicole Jolly EMPLOY Collaborative / Cowen Institute Vaughn Fauria NewCorp

Lacy McManus GNO Inc. Steven Kennedy REO LLC

Sunae Villavaso City of New Orleans - Workforce Development Ellen Lee City of New Orleans

Jonathan Leit Alembic Development

Barbara Major The Collaborative

Marla Nelson University of New Orleans

PAGE 42 PAGE 43 Creating the Spirit of Charity Innovation District Creating the Spirit of Charity Innovation District

ECONOMIC DEVELOPMENT SUBCOMMITTEE ANCHOR INSTITUTION SUBCOMMITTEE

Jess Allen Propeller Cindy Connick City of New Orleans

Andrea Chen Propeller Gene D’Amour Xavier

Ashleigh Gardere New Orleans Business Alliance William Lunn Tulane Hospital

Michael Hecht GNO Inc. (Co-Chair) Bill Masterton LCMC

Patricia Krebs The Celtic Group Ed Murray LSU Health Science Center (Co-Chair)

Hermione Malone Goodwork Network Patrick Norton Tulane University (Co-Chair)

Quentin Messer New Orleans Business Alliance (Co-Chair) Fernando Rivera Southeast Louisiana Veterans Healthcare System

Dale Pfost Microbiome Therapeutics

Aimee Quirk Ochsner Health System PUBLIC MEETING PARTICIPANTS

Frank Rabalais Crescent Growth Capital JULY 25, 2018

Chris Reade Carrollton Enterprise Services Vanessa McKee Kushin Webster Jeanne Nathan

Paul Richard Latter and Blum Lista Hank Oliver Thomas Paul Horch, MD

Oliver Sartor Tulane University Bill Murphy Chris Demmrich Barbara Waiters

Allen Square Square Button Nolan Marshall Angela Kyle Rachel Weinstein

Courtney Williams TORSH Gabou Mendy Eugene Ben Patrick Martin

Matt Wisdom TurboSquid Teri Fontenot Rick Hall David Newman

Chris Roth Aaron Kurtt Leigh Ferguson

PAGE 44 PAGE 45 Creating the Spirit of Charity Innovation District Creating the Spirit of Charity Innovation District

PUBLIC MEETING PARTICIPANTS PUBLIC MEETING PARTICIPANTS

JULY 25, 2018 (continued) AUGUST 13, 2018

Ryan Bordenave Kel Villarubia Paul Flower Lenny Kopowski Jeanne Nathan Asali Ecclesiastes

Ken Flower Heather Murphy-Lavole Tracy LeGros Karen Craig Victor Smeltz Angela Chalk

Will Reinhardt Michael Duplantier Byrne Sherwood Ben Gordon Ray Landeche Joe Kimbrell

Richard McCall Steven Kennedy Curtis Doucette, Jr. Sarah Gillen Rebecca Levy Andrew Sternad

Mark Heck Steve McDowell Karimah Stewart Sandra Serna Shanera Pinkston Robin Jones

John C. Williams Daniel Winkert Rebecca Levy Aaron Kurtt Michelle Thompson Steve McDowell

Reade Nossaman Sarah Gillen K. Brad Ott Mark Dehner Karimah Stewart Leigh Ferguson

Robin Jones Ben Gordon Patrice Dufrene Andrew Lodriguss Paris Jackson John Adriani

Debra Gunter Sidney Barthelemy Josh Collen Greg Riera Christina South Robby Habaus

Christiian DeLorca John Adriani Andrew Stephens Rachel Weinstein Jenna Losh Joseph A. Colon

Geneva Coleman Valerie D. Bouldin Andrew Baque Jessica Styons Andrew Stephens Joe Jaeger

Mark Dehner Patrice Jackson Mark Maher John C. Wiliams Daniel Winkert Sue Mobley

Peter AAmodt Breonne DeDecker William R. Seay, Jr. Madeleine Woolverton Geneva Coleman Quentin Messer, Jr.

Wendy King Ray Landeche Jacques Morial Kurt Weigle Sabrina Short Eugene Ben

Ron Sholes Dr. Amy Sandridge Amy Stelly Bill Murphy Maggie Pullen Michelle Stanton

Ashleigh Gardere Roger Freibert Kevin Litten Shana Hartmane Lisanne Brown Chris Daemmrich

PAGE 46 PAGE 47 Creating the Spirit of Charity Innovation District Creating the Spirit of Charity Innovation District

PUBLIC MEETING PARTICIPANTS PUBLIC MEETING PARTICIPANTS

AUGUST 13, 2018 (continued) AUGUST 28, 2018

Michael Burnside Barbara Waiters Trene McComide Morris Kahn Dustin Robertson Danae Columbus

Kyshun Webster K. Brad Ott Tilman Hardy Tiffany Bradley John C. Williams Joseph A. Colon

Wendy King Maryse DeJean Jen Avegno Dr. Ortiz Shawn Barney Tilman Hardy

Sandra Stokes Michael Duplantier Noel Cientat Amy Stelly Philip Stely Sandra Stokes

Amanda Rivera Curtis Doucette Jr. Wendy Hoffman Michelle Thompson Timolynn Sumter Gary Abel

Charmaine B. Fox Rev. M. Ortiz Jenna Burke Keith Twitchell Leigh Ferguson Geneva Coleman

Kaseem Short Willie Calhoun Alex Papai Wendy King Kevin Hurstell M. Burnside

Jacques Morial John Lindlam Tucker Keatley A. Kyle G. Young Sarah Young

Steven Kennedy Rob Stuart Gary L. Laborde

Leonetta Terrell LeuAnne Greco Angela Kyle

Michael Albradht Kelsey Foster Peter Aamodt

Mark Heck Joseph Stebbins Eric Cowan

Margaret Montgomery Richard

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