By Kevin F. McCarthy
Based on the present scenario in New Orleans within the aftermath of storm Katrina, this document presents concepts relating to powerful organizational and strategic ways to revitalizing the city1s economic climate, identifies the simplest practices that different towns have used to foster fiscal improvement, describes how those practices will be utilized to New Orleans, and considers ancient traits and earlier improvement missteps.
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Additional resources for An Economic Development Architecture for New Orleans (Technical Report)
Damage done by Katrina and the current state of recovery eﬀorts: Terrell and Bilbo (2006), Liu and Plyer (2007), and University of New Orleans (2007). Development progress: Bureau of Governmental Research (2004). 15 16 An Economic Development Architecture for New Orleans ment eﬀort. 3 Our interviews indicated that the city contains a diverse range of stakeholders with different interests and perspectives on New Orleans’s future. In addition to overcoming its history of racial fragmentation,4 reaching consensus on the city’s future will be complicated by diﬀerent perspectives between the public and private sectors, between large and small businesses, among neighborhoods, and between those who focus on the city and those who approach redevelopment from a more regional perspective.
Speciﬁc suggestions included a more eﬃcient and transparent permitting and zoning process, a one9 Precise ﬁgures on the city’s current population are hard to come by, but a recent report by the Brookings Institution and the Greater New Orleans Community Data Center (Liu and Plyer, 2007) estimates that, by August 2007, the city’s population was about two-thirds of its pre-Katrina total. , 2006). 10 A report by the University of New Orleans (2007), for example, estimates that, by the end of December 2006, the average weekly wage in the metropolitan region had climbed to 126 percent of its pre-Katrina level and, in many sectors, substantially higher.
Infrastructure. Despite the port of New Orleans’s natural advantage, it had been losing tonnage and value prior to Katrina. In part, this reﬂects the failure to invest in the port to expand its capacity and its capabilities. Several improvements have been identiﬁed elsewhere to develop the port’s capabilities, including upgrading its ability to handle containerized shipping, relocation of a new cold-storage facility, and a new cruise terminal (see BNOB, 2006, and UNOP, 2007). Both the cold-storage facility and the cruise terminal have an added advantage in that they will also beneﬁt the food-processing and tourist industries.
An Economic Development Architecture for New Orleans (Technical Report) by Kevin F. McCarthy