Here are a few eye catching ideas presented by the committee (Note: Check Transition New Orleans for full report)
Social Innovation Task Force
- Build a culture of social innovation in City Hall through leadership development and cross departmental training.
- Market social innovation as a viable framework to solve some of the city's most pressing social issues.
- Expand the impact of social innovation by coordinating volunteer and national service resources.
Cultural Economy Task Force
- Create a Cabinet level position to lead efforts in arts and cultural economy.
- Work to integrate the creative workforce across industries for innovation and 21st century economic development.
Sustainable Energy and Environmental Task Force
- Create an Office of Sustainability and Resiliency
- Re-institute city-wide recycling.
Flood Protection and Coastal Restoration Task Force
- Create a high level position to be the City's point person on coastal restoration, flood protection and urban water management.
- Implement a world class urban water management system to direct, control and circulate water both to manage over topping and intense rainfall and to arrest subsidence.
Youth and Families Task Force
- Develop ways to use public spaces including schools and recreation facilities to build community and to provide children, youth and families with safe places to play and learn.
- Create a stronger infrastructure in city government to support children, youth and families.
Recreation Task Force
- Map all recreation assets within the city including recreational facilities, parks, playgrounds, programs, and partners to identify opportunities and gaps.
- Develop a centralized clearinghouse to engage and train interested volunteers and supporters of recreation in New Orleans.
City Contracting Task Force
- Establish a Procurements Office, headed by a Chief Procurements Officer and staffed by professionally qualified personnel in the classified service.
- Create a user-friendly city contracts website.
City Finance Task Force
- Improve financial reporting and management systems to enable informed decision making, ensure data integrity, and continue operation of critical city functions.
- Evaluate, structure, staff and train a budget team committed to a performance-based budgeting philosophy such as Budgeting For Outcomes.
Customer Service Task Force
- Create a staffed information Desk at City Hall.
- Establish minimum set of expectations for good service at City Hall.
- Test, implement and re-brand a new "311 type" management system.
Housing Task Force
- Build a state of the art, professional creative, and effective City Housing and Community Development Department.
Blight Task Force
- Extend code enforcement to residential and commercial properties, both occupied and unoccupied.
- Convene public entities that own blight property and devise as a group plans and timetables for remediation of blighted public properties.
Neighborhood Development Task Force
- Strengthen municipal government for neighborhoods by creating and Office of Neighborhoods within city government.
Economic Development Task Force
- Clarify and streamline the permitting and licensing process.
- Create a public- private partnership with the Mayor acting as an ambassador of economic development for the city.
Health Care Task Force
- Secure funding for the network of community-based health clinics.
- Facilitate completion of VA and LSU hospitals and reestablish a hospital in New Orleans East.
Education Task Force
- Strengthen the capacity of the New Orleans Criminal Justice Coordinating Council and Office of Criminal Justice Coordination.
- Articulate a comprehensive police strategy to implement in the first 6-24 months.
New Orleans Police Department Task Force
- At the end of the search and selection process for the next Superintendent of NOPD, the NOPD Task Force will recommend a final pool of 3-4 candidates for consideration.
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