Economic Development Strategy

The Future of Downtown New Orleans

OUR VISION

Downtown New Orleans will be celebrated as the vibrant hub of America’s beloved city and the engine for the region’s economy. Historic and contemporary buildings glow with new residences and retail as Downtown becomes a magnet for a population involved in industries of the mind such as bioscience, the arts, and digital media. Streets bustle with neighbors and visitors alike participating in the arts, music, dining, shopping, and daily business of Downtown. People from around the world are drawn to a dynamic, seductive Downtown where the unique cultural mosaic of New Orleans comes into focus.

OUR STRATEGIES

To realize our long-term vision for a thriving city center, Downtown Development District (DDD) will prioritize strategies focused on the following areas in partnership with the City of New Orleans, State of Louisiana, and other relevant organizations. The Downtown New Orleans Economic Development Strategy is shaped by the following focus areas:

BUSINESS RECRUITMENT, RETENTION, AND EXPANSION

Facilitate the growth and development of new business across key industries like digital media and the biosciences to ensure Downtown’s role as a center of innovation and entrepreneurship. At the same time, continue to nurture existing businesses through targeted retention efforts and business development assistance.

BUILT ENVIRONMENT

Support a thriving real estate development market by coordinating incentives and tax credits to catalytic redevelopment sites near other areas of investment to maximize impact. Moreover, work with City agencies and the development community to both understand and remove barriers to the production of new uses, especially housing.

WORKFORCE DEVELOPMENT

Encourage development of an inclusive Downtown economy through enhanced partnerships with DBE’s, minority-owned firms, and greater New Orleans youth with a focus on education and training opportunities for future workforce needs.

ADVOCACY AND FUNDING

Advocate at all levels of government for the growth and development of Downtown New Orleans while aggressively seeking grant funds to implement new programs, projects, and incentives.

INFRASTRUCTURE

Advocate for robust, reliable, and predictable public asset management (e.g. traffic control signalization, roadway maintenance, curbs/sidewalks) while developing plans for new and impactful infrastructure projects like iconic parks, stormwater management enhancements, and bicycle and pedestrian safety improvements.

CANAL STREET REVITALIZATION

Utilize all tools available to construct a multi-partnered initiative that transforms Canal Street into a vibrant retail corridor attracting residents and visitors to shop, dine, and connect with the city.

Each focus area identifies broad strategies with specific actions to enhance the local economy. DDD acknowledges, with utmost priority, that enhancements to public safety, quality of life, and adherence to the principles of diversity, inclusion, and equity serve as foundational pillars for the Downtown New Orleans Economic Development Strategy. These values are integral to the City’s broader economic prosperity strategy, ensuring sustainable growth and prosperity for Downtown and adjacent New Orleans neighborhoods.

BUSINESS RECRUITMENT, RETENTION, AND EXPANSION

STRATEGY #1

Capitalize on growth in the local innovation and entrepreneurship ecosystem to position Downtown New Orleans as the leading center for this market.

INITIATIVES

• Promote Downtown New Orleans as a center of innovation and creation through unique marketing collateral, social media, etc. and impactful digital campaigns aimed at both residents and external stakeholders.

• Cultivate relationships within the innovation and entrepreneurial ecosystem to understand the needs of growing businesses and position DDD as a reliable, long-term partner.

• Craft incentives and other programs strategically tailored to support new businesses at all stages – from start-up to maturity – within Downtown.

• Align with the BioDistrict Strategic Plan by implementing relevant recommendations, enhancing sub-districts, and stimulating interconnectivity among businesses and employees.

STRATEGY #2

Develop strong relationships with office tenants in the Central Business District (CBD) to meet needs and ensure properties adapt to changing market demands.

INITIATIVES

• Maintain communications with existing office tenants to recognize demand drivers that support the return of workers to the office, such as after-work events and safety measures.

• Develop marketing material and programs to promote leasing activity and share positive movement in the Central Business District (CBD) office market.

• Actively recruit new office tenants, both locally and beyond the Greater New Orleans area, with a focus on aligning businesses with office spaces that fit their unique priorities.

• Encourage office space renovations that are attractive to start-ups and businesses with smaller footprints integrating short-term lease options, enhanced group amenities, and high-tech resources.

STRATEGY #3

Catalyze growth in the retail landscape by supporting foot traffic and visitation to Downtown New Orleans.

INITIATIVES

•Coordinate supportive programming like pop-up events with an emphasis on timing during critical periods for retailers, such as off-peak times and major events.

•Create a marketing initiative that consistently encourages locals to explore restaurant and retail spaces throughout the year.

• Recruit retail establishments including local, regional, and national concepts along Canal Street to revitalize the corridor through a well-balanced merchandise mix representative of a vibrant urban shopping destination.

• Maintain relationships with current retail tenants, property owners, brokers, and merchant groups to tackle mutual challenges and enhance tenant attraction efforts jointly.

• Address the vacancy rate by conducting an in-depth inventory and analysis of vacant spaces, including location, size, and the lack of specific retail types in the area to be shared proactively with investors and stakeholders.

STRATEGY #1

Prioritize the reduction of blighted and vacant properties in Downtown to stimulate and guide redevelopment activity in the real estate market.

STRATEGY #2

Advocate for an improved regulatory system that lowers barriers to new development and business opportunities.

STRATEGY #3

Capitalize on opportunities for creative placemaking within Downtown’s urban fabric.

STRATEGY #4

Advocate for the incorporation of housing as an essential element in the development of the urban core.

INITIATIVES

• Support enhanced code enforcement measures to facilitate the activation of underutilized properties.

• Coordinate the application of development incentives and tax credits to expedite the revitalization of key vacant opportunity sites like the Loew’s State Palace Theatre.

• Implement proven strategies from peer cities, such as a Vacant Storefront Art program, that showcase real estate development opportunities.

• Retool DDD grant programs to optimize investments along crucial corridors and areas marked by concentrated code violations to maximize impact.

INITIATIVES

• Evaluate Downtown zoning and land use regulations to develop recommendations for improvements that support a robust real estate development market.

•Work with City agencies to evaluate current permitting and regulatory procedures to develop efficiency improvements that lower barriers for new business and development opportunities.

• Re-evaluate the performance of the mandatory inclusionary zoning (MIZ) designation to improve the affordable housing supply.

INITIATIVES

• Implement placemaking strategies identified in the Downtown Placemaking Toolkit to better define local subdistricts within Downtown – Sports and Entertainment District, the CBD, the Warehouse/Arts District, and the BioDistrict.

INITIATIVES

• Explore the viability of transitioning vacant office spaces into residential units, where appropriate.

• Advocate for policy incentives that spur the creation of residential supply within Downtown, such as the proposed federal Office Conversion Act.

• Organize a Housing Summit with the objective of promoting Downtown as a prime area for residential growth.

• Foster a secure and enjoyable living environment Downtown through infrastructure improvements such as strategic lighting, quality-of-life improvements, and enhanced parking and access.

• Advocate for an affordable living and creative environment for culture-bearers, artists, and the greater Downtown workforce.

STRATEGY #1

Prioritize the maintenance and improvement of all public infrastructure Downtown to enhance quality of life.

STRATEGY #2

Champion the development of high-quality parks and open spaces that act as catalysts for neighborhood improvement and enhanced quality of life.

STRATEGY #3

Promote an improved transportation experience for all Downtown users.

INITIATIVES

• Advocate for robust, reliable, and predictable public asset management (e.g. traffic control signalization, roadway maintenance, curbs/sidewalks, etc.)

• Work towards completion of the Downtown Stormwater Improvement project in coordination with the City Office of Resilience and Sustainability.

INITIATIVES

• Complete the Parks and Open Space Cultural Activation Plan to explore opportunities for infrastructure development and programming in underutilized public spaces.

• Finalize the design of Harmony Circle and actively pursue funding for construction.

• Identify opportunities for coordination of stormwater management improvements with parks projects.

INITIATIVES

•Advocate for increased transit service Downtown to ensure greater access to jobs and amenities from neighborhoods throughout the region.

• Leverage the design and construction of the new Downtown Transit Center to catalyze development and improve pedestrian safety along Canal and Basin Streets.

•Support improved pedestrian experience and seamless transitions between various modes of transportation through the implementation of complete streets principles, including well-designed transit stations, across all Downtown streets.

•Promote increased intercity routes from Union Passenger Terminal with transit-oriented development surrounding the station.

WORKFORCE DEVELOPMENT

STRATEGY #1

Facilitate education and training opportunities to meet Downtown’s current and future workforce needs.

INITIATIVES

• Encourage increased participation of Disadvantaged Business Enterprises (DBEs) by providing resources, training, and networking opportunities to enhance their competitiveness for Downtown projects – both public and private.

• Facilitate partnerships between Downtown employers and local educational institutions and organizations to engage youth in Science, Technology, Engineering, Arts, and Mathematics (STEAM) workshops and mentorship programs to prepare the next generation for in-demand skills in the Downtown economy.

• Assess the workforce potential within the hospitality industry in Downtown through collaboration with hospitality businesses, training institutions, and industry associations to identify workforce development programs.

• Engage with educational institutions at all levels to assess the need for programming that aims to cultivate soft skills essential for overall employability and career advancement.

• Collaborate on joint initiatives, share best practices, and coordinated efforts to maximize the impact of workforce development programs Downtown.

ADVOCACY AND FUNDING

STRATEGY #1

Lead Downtown advocacy efforts and secure funding for additional Downtown projects.

INITIATIVES

• Emphasize Downtown’s significance in economic development and ensure needs are addressed in policymaking and resource allocation at local, state, and federal government levels.

• Fund the implementation of the Economic Development Strategy for Downtown New Orleans by aggressively seeking grant opportunities.

• Promote Downtown Development Unlimited (DDU) as a pivotal channel for donations, communicating the direct impact of contributions on Downtown’s economic growth and community well-being.

STRATEGY #1

Develop Canal Street into a vibrant retail corridor attracting residents and visitors to shop, dine, and connect with the city.

INITIATIVES

• Lead the development of a Canal Street Revitalization Plan - a renewed action plan - that incorporates insights from prior studies to address current conditions and aligns with community needs.

• Recruit and retain high-quality retailers through active participation in Innovating Commerce Serving Communities (ICSC) and other industry forums.

• Forge relationships with property owners to promote collaboration and support mutual growth initiatives.

• Guide the growth of the Canal Street merchants into an organization with an aligned vision for the corridor, aiming to produce coordinated marketing, clear branding, and dedicated ambassadors for Canal Street’s needs.

• Offer grants, incentives, and technical assistance to encourage the redevelopment of properties in need of upgrades.

• Support quality-of-life initiatives along the corridor by leveraging DDD resources, including the Clean Team and Public Safety Rangers, and fostering strategic partnerships with key departments within the City of New Orleans, the New Orleans Police Department, and the State of Louisiana.

• Conduct an asset map exercise of Canal Street to understand strengths and how to leverage clear branding for development opportunities.

ABOUT THE DDD

Downtown Development District of the City of New Orleans

201 St. Charles Ave, Ste 3912 New Orleans, LA 70170 | 504.561.8927

Created by the Louisiana Legislature in 1974 (LA Rev Stat § 33:2740.3) as the nation’s first assessment-based Business Improvement District, the Downtown Development District of the City of New Orleans (DDD) provides enhanced economic development and public space services to Downtown New Orleans.

It accomplishes its mission through initiatives such as employing dedicated city planners to assist Downtown property and business owners, administering multiple grant programs, employing Public Safety Rangers and Clean Team sanitation workers, providing significant funding for outreach to the homeless and additional New Orleans Police Department patrols and armed private security throughout the District. The DDD services the area bounded by Iberville Street, the Pontchartrain Expressway, Claiborne Avenue, and the Mississippi River.