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For more
information
Call Karen
Turni Bazile at 278-4280 or 874-0980
FOR
IMMEDIATE RELEASE
May 2, 2008
St. Bernard
Parish President Craig Taffaro Reviews Progress of first 100 Days in
Office
The first 100
days in office have proven to be very productive and have laid the
foundation for future successes in the next 100 days and beyond.
Perhaps the most successful aspect of the first 100 days has been
the level of commitment and enthusiasm exhibited by most all
employees and the general public.
The following
reviews the categories of the plan and identifies areas of
achievement and the areas that will continue to be the focus of the
next 100 days.
The success of
the first 100 days will allow the pressing issues such as demolition
and debris, redistribution of Louisiana Land Trust properties, and a
comprehensive redevelopment strategy to receive the attention needed
to continue the momentum of recovery and growth. Generating
increased business interest, analyzing the revenue patterns and
anticipated expenses, and putting long term recovery projects in
place will occupy an increasing level of attention during the next
100 days. This will be balanced with the desire to remain more
accessible to the general public both in person and via the
telephone and internet.
PARTNERSHIPS
Perhaps one of the most critical
features of our recovery has been the development of partners in our
recovery and growth efforts. St. Bernard as in no other time other
than the founding years of our community and the Battle of New
Orleans have we been in need of such a wide array of partnerships.
Developing partnerships with the state level government with the new
Governor’s Office, within the state’s Recovery Authority, and the
Governor’s Office of Homeland Security and Emergency Preparedness is
essential. Having met with Governor Jindal and his top recovery
assistants, these partnerships are in development.
Likewise, because much of the
recovery related activity reaches to Washington, D.C., a partnership
with top level FEMA officials and our own Federal Delegation must be
nurtured. Early contacts and repaired commitments appear promising,
but follow-up is critical to these relationships. As these
relationships offer a partnership of cooperation and open dialogue,
much needed assistance in the recovery process is anticipated in the
not-so-distant future. Connecting partners from Washington to Baton
Rouge to the St. Bernard metropolitan area has been a missing link
and we have begun construction on the infrastructure of these
partnerships.
Let us not forget the value of the
private and non-profit partnerships that have provided possibly the
most significant individual support during our response and
recovery. Partnerships with City of Hope, the Pastors United in
Prayer, the St. Bernard Sheriff’s Department, the St. Bernard Public
School System, the St. Bernard Recreation Corp., Operation Blessing,
the National Relief Network, Habitat for Humanity, Americorps, the
Meraux Foundation, Assisting Hand.org, the Franciscan Ministries,
the Archdiocese of New Orleans, the St. Bernard Port, St. Bernard
Community Playground, the Citizen’s Recovery Committee, the citizen
lead neighborhood and civic clubs, and the local production
refineries have all contributed greatly to getting to this point.
We now face creating a synergy of these partnerships so that we can
harness the power of all of the partnerships pulling in unison
toward a common recovery and growth mission.
ACTION ITEMS
Establish routine face to face
contact with
State level leaders, including the
Governor
Federal level leaders at FEMA, the
Army Corps of Engineers, and Chairman Powell
State level legislators
Federal Delegation
Establish a standing meeting time for
updates with the Governor’s representative (Paul Rainwater) and the
Director of FEMA’s Gulf Coast Recovery (James Stark)
Follow up initial contact with face
to face update with Chief Paulison and Chief Johnson with FEMA
Meet with our major partners in the
recovery and growth mission as listed but not limited to the above,
communicate the general list of needs of our community, and sign
partnerships of understanding identifying the areas of support each
is committed to addressing.
The relationships that have
been established between St. Bernard Parish Government and FEMA have
dramatically improved. The continued discussions relative to
recovery related processes and specific components of the recovery
process such as the approval of projects and the time line for
payment on project worksheets have been a short term success. The
Express Pay system from GOHSEP has allowed projects to continue to
move forward with much less threat of work interruption and payment
to vendors has become almost a non-issue.
The weekly and biweekly
meetings with FEMA representatives, representatives from the
Governor’s office, and our federal delegation have proven to be
invaluable in relating ongoing concerns and recognizing which
changes at both the local end and the federal and state ends have
worked well. The recent meeting with President Bush underscores the
fresh start that St. Bernard has experienced in the first 100 days
in the Team Taffaro Administration. His presence and commitment to
seeing our recovery through is supported by his selection of General
O’Dell as the finisher.
Communications with our state
delegation continue to improve as the delegation entered their
second session since taking office. We are establishing a St.
Bernard Day in Baton Rouge to become an annual event during the
legislative session to allow continued partnerships in the state
legislative process and increase our strength in supporting our
delegation.
Support legislation from the Parish
Council placing the St. Bernard Library in the Chalmette High School
Expansion Project
The Parish
Council passed a resolution supporting the previous council’s
position to move the library to the Chalmette High School expanded
Lacoste campus. Discussions are ongoing with the school
superintendent, Ms. Voitier to put the plans out for bid this
summer.
Assist with the reconstruction of the
St. Bernard Community Playground at Torres Park
The St.
Bernard Community Playground project has been one of the greatest
highlights in the first 100 days of office. Following the return of
the Crawfish festival and the Irish-Italian-Islenos parade staging
at the Government Complex, the Playground started to be
reconstructed and repaired. The Re-Grand Opening is planned for
late May and represents a symbolic victory in our recovery and
growth. The partnerships that were involved to see this project to
a reality involved businesses, residents, government, non-local
volunteers, and the school system all coordinated by now interim
Councilmember Polly Boudreaux.
Assist in the opening of a
Recreational Skate Park by partnering with City of Hope
Another
partnership that has resulted in a success for St. Bernard has been
that with City of Hope and Pastor Randy Millet. Through his
leadership and vision, we have seen the opening of St. Bernard
Parish’s first Skate Park. It immediately became a hit serving
hundreds of children and teens a week.
Develop a quarterly resident forum
This update
session marks the first of the quarterly forums. The remaining
forums for 2008 will follow and be held in various areas of the
parish to enlist participation from different residents each time.
Establish a Kitchen Cabinet
The Kitchen
Cabinet has not been established to date to allow for the Boards and
Commission positions to be filled first. It is anticipated that the
Kitchen Cabinet will be established in the next 100 days.
RECREATION
More than just a ball field here or a
gymnasium there, the St. Bernard Parish Recreation Department has
historically been a source to promote community pride and unity.
Additionally, the underlying quality of life that a well established
and functional recreation department can bring to a community is
priceless.
The goal of the St. Bernard Parish
Recreation Department is to provide an opportunity for both the
children and adults of St. Bernard Parish to enjoy recreational and
leisure activities designed to promote sportsmanship, skill
development, and healthy competition in an atmosphere that supports
community growth and unity. To accomplish this we must provide
facilities and events which are safe, state of the art, and provide
a reasonable draw for non-residents to visit.
The St. Bernard Parish Recreation
Department faces monumental challenges in both programming and
facility development. The course that we undertake today will
literally shape the future of recreation for the next three
generations and beyond. While addressing the immediate needs of the
community, we will embark on a journey that will provide for the
future of recreation.
Included in this vision of recreation
is to develop a self-sustaining department through event growth and
partnering with the St. Bernard Recreation Corp.
ACTION ITEMS
Compose an annual calendar of leagues
that closely coincides with the LA High School Athletic Association
Calendar
The
Recreation Department has established an annual calendar and to date
is within two weeks of proposed to actual dates. This has allowed
greater levels of planning for both the public and the governmental
departments to anticipate manpower needs and shifts to accomplish
tasks in a timely manner.
Develop a complete set of rules and standards for each sport and
leisure activity
Develop an age appropriate set of
skills to achieve in each child that will drive the instruction for
each age group in each sport
The standards
and rules for the activities are in process and will remain ahead of
each activity within the first cycle of each sport and leisure
activity. This success establishes markers for the recreation
office to assess the value of the programming and instruction that
the children receive as part of their participation.
Implement a mandatory coaches training program
Implement an officials’ training program and a St. Bernard
Officials’ Association
The training
programs for both the children and officials has been established
and are bringing a higher quality experience to the recreation
mission on an immediate basis.
Through partnerships, Re-Construct
the baseball diamonds at Vista Park, Carolyn Park, Chalmette Middle
Field, Gauthier, and Patricia Park for 2008 Baseball/Softball
As a result
of partnerships with local volunteers, employees, and the National
Relief Network baseball diamonds at Vista Park, Carolyn Park,
Chalmette Middle, and Patricia Park have been upgraded and
redesigned. The fields are currently hosting the pre-season session
of the summer baseball and softball activities.
Gauthier
Field is under design and construction and is anticipated to be
ready for play this summer.
Reestablish Parish All-Star program
The
Recreation Department All-Star Program has been reestablished and
All-Star programs will be part of the summer 2008 recreation
department. This has allowed a new partnership not only in
baseball/softball but in soccer as well between the recreation
department and the developing travel sports team movement.
Partner with Tourism to bring a revenue generating event to the
department.
Several
partner events have taken place in the first 100 days with
recreation and tourism including the Islenos Fiesta and the Art in
April Festival. Both events serve to create opportunities for
visitors and locals to infuse revenue into St. Bernard Parish.
Establish a centralized and
computerized recreation system
Recreation
Department records were non-existent and the department has now
established a data base system that tracks the participation of each
child for every program offered. On-line registration is being
developed and is anticipated being ready within the next 100 days.
Begin improvements to Isleno Complex
The Islenos
complex has been cleaned and the hosting of the fiesta on the
complex grounds marks a highlight of the return of the focus needed
to promote our St. Bernard heritage. Development and design of the
total restoration and repair package is set for early fall of 2008
with construction to follow.
Begin construction on the Val Reiss
Baseball and Recreation Complex
The final
environmental reviews and clearances for the Val Reiss Complex have
been completed and Phase I construction is set for bid in May 2008
with construction to begin in summer 2008. It is anticipated that
recreation activities will begin at the Val Reiss Complex in early
2009. The additional phases of construction of Val Reiss will make
this one of the metropolitan areas finest complexes.
Begin construction on the Hannan
Football and Soccer Complex
Begin repairs and open the St.
Bernard Teen Center
Land clearing
and clean up activities have begun as the first activity at the
Hannan Complex. Scraping, filling and crowing the fields are next
on the agenda with Fall sports being planned to be hosted at the
complex site while additional improvements to the lighting, seating,
the construction of the Teen Center continue with an early 2009
completion date.
Restore
Paul Noel Gym
Sammy Frichter Gym
Gauthier Gym
Cypress Gardens Gym
Violet #2 Park
Torres Park
Through a
partnership with FEMA, all gyms were revisited and re-assessed.
While this slowed the repair process it resulted in two of the gyms
(Gauthier and Cypress Gardens) being granted replacement status
which means two new gyms being built, both adjacent to two of the
school system’s refurbished schools. The other gyms were granted
more comprehensive repairs to the flooring, roofing, and the
external skins as a result of this reassessment.
The
renovations at Torres Park are underway and discussions continue on
the final design of the interior park and sidewal/road system.
Violet #2 is completed for design and the bid process will begin in
May with construction to be coordinated with the current adult
softball league. The facility will have improved lighting, parking,
and fields, with increased concession and restroom capacity. A
children’s playground is also being added to the park.
Host
an event in the North Hall of the Auditorium Complex by early Fall,
2008
Begin renovation to Civic Auditorium Grand Ballroom
Construction
to the North Hall is set to be completed by early August with the
first event to return to the hall already booked in for mid-August.
Asbestos removal and design of the Grand Ballroom is underway with
construction and repairs to follow.
WATER AND SEWER SERVICES
One of the basic sets of
infrastructure services in any community is the ability to provide
safe drinking and potable water to citizens and a means for the
movement and treatment of household sewerage. After Hurricane
Katrina there were significant disruptions in the services to the
resident and the commercial population in St. Bernard. Based on a
1999 ½ cent sales tax issue that was passed overwhelmingly by the
public, improvements to both the water and sewer systems were to be
undertaken.
With the financial crisis relative to
recovery work that is ongoing a new strategy to address the decaying
water plant and the completion of the consolidation of the
wastewater treatment system is necessary. It has become evident
that a misappropriated use of 10 million dollars will not be
replaced through FEMA reimbursements and a shortfall in the area of
nearly 6 – 8 million dollars will occur. This will significantly
reduce the capacity to fulfill the mission of the 1999 sales tax
measure. We will consolidate the sewer system at the Munster
Treatment Plant, but it will take an enormous effort to address the
system in a comprehensive manner with a greatly reduced amount of
bond money.
The distribution of water and the
movement of sewerage will remain a focal point of repairs and
improvements to our infrastructure. Improvements to the water plant
will not only be necessary for Increased water pressure means and
improved fire protection but also the ability to keep up with the
additional demands of EPA water standards. The repair of the sewer
lift stations will allow for improved household services, allow for
street conditions and the removal of unsightly temporary pumps and
the total elimination of sewer hauling trucks.
ACTION ITEMS
Begin repair on all parish sewer lift stations and complete 80% by
end of 2008
The repair on
all parish sewer lift stations is on track and it is anticipated
that greater than 80% of the stations will be completed by the end
of 2008. Every lift station and package plant is either under
construction, out for bid, or in the final design phase.
Obtain sewer consolidation project funding through CDBG funds to
complete consolidation by mid 2009
Additional
partnerships and improved relationships with FEMA have resulted in
the sewer consolidation project final approval. All funding needed
to complete this project in the next 18 months is in place. The
application and request for these funds is underway and should pose
no threat to the project remaining on schedule.
Develop specifications for water plant upgrades and begin
competitive design/bid process
The design of
the water plant upgrades is at the concept phase and has not moved
into design/bid activity to date. While the water plant is
functioning well, it faces several inefficiencies due to the need
for upgrades and improvements to the treatment and processing of the
water. This is primarily due to the age of the plant(s). Moving
from conceptual discussions to design/bid/construction should begin
in the next 100 days.
Increase water supply pressure to all areas of the parish
Begin re-routing sewerage from Dravo
and Fazendeville and complete the decommission of Violet and
Fazendeville
While the
re-routing of waste continues to be increased, this is a longer term
project but one that is making progress and will be consistent with
the overall consolidation effort over the next 18 months.
Immediately begin point repair on line breaks to decrease
infiltration of rain water into the waste water collection system
Point repairs
have begun throughout the parish such as Farmsite Road and
JudgePerez and Montesque. As the sewer system and lift stations
continue to come on line so will the identification of the most
urgent point repair needs. A recent grant through the UNO
Foundation will allow for additional line testing and problem area
assessment.
PUBLIC BUILDINGS
Having landmarks within our community
that convey security and prominence is an important step in
establishing public confidence in local government. The symbolism
that a repaired government complex brings or the sense of security
that a repaired fire station offers is vital to our community
recovery and growth.
Restoring the level of service that
the public deserves can only be accomplished by having the building
infrastructure that must be in place so that departments can work
smartly in conjunction with one another in order to provide
comprehensive services to the public.
ACTION ITEMS
Begin repairs to the Government Complex
Hold a council meeting in the new
council chambers before end of Summer 2008
Construction
repairs have begun and are well underway. Further assessment has
uncovered the need to replace the building’s sprinkler system and
the need for asbestos removal. Despite these changes and the
additional improvements to the building’s design and floor plan time
lines are still in place. It is anticipated that the council
meetings will be hosted in the refurbished council chambers by the
end of the summer.
Begin construction on fire stations in every area of the parish
Fire Station
#1 in Arabi, Fire Station #3 in Chalmette, and Fire Station #10 in
Eastern St. Bernard are all under construction and repair
activities. All other fire stations are in design and/or final
review for bid.
Move
temporary travel trailers out of Government Building Complex and
Torres Park
The movement
of trailers from the government complex and the park has created an
openness and renewed level of activity to the area. An immediate
increase in resident visits to the park has been accomplished.
Reestablish climate control for employees in government building
The
government building climate has improved as a result of repairs
being completed to the building’s system.
Reestablish centralized phone system for increased communication and
access to multiple departments
There has
been an increase to the phone capacity to the government building
and phone infrastructure tasks are underway. A centralized system
is under review to coincide with the final repairs of the building.
Improved line capacity in the building has been designed into the
repairs to allow for greater communications capacity.
Begin construction on the Council On Aging Building with a new more
housewarming design
The COA
building has been redesigned and will be out for bid in the next 30
days. The new design creates a much more welcoming atmosphere and
will be more functional for its purpose.
ROADS
Being able to both travel in and out
of St. Bernard without significant road hazards is important to St.
Bernard’s participation in a regional partnership with the
metropolitan area. Within our interior arteries and streets there
must be a standard of streets that underscores the quality of life
that our residents deserve.
The appropriate balance and timing of
street repairs is critical. We must make repairs on both temporary
and permanent levels. In making temporary repairs that allow
travelling the roads to be comfortable while timing permanent
repairs to follow the use of heavy equipment for demolition on our
streets will require a fine balance. The use of aggregate material
will be used sparingly and only in situations that the use of cold
mix for temporary repair work is inappropriate.
ACTION ITEMS
Reestablish a street overlay and
annual repair schedule
Make
all neighborhood streets passable and accessible
There has
been significant repairs to streets in the first 100 days. Jean
Lafitte Pkwy. has not met the goal of repair to date although its
permanent repair design is underway. Point repairs continue
throughout the parish in a combination of overlay and concrete panel
replacement. Temporary repairs will be mixed with the permanent
repair schedule to achieve safe and passable streets. Ongoing use
of aggregate material will predominantly be discontinued and
replaced with an asphalt patch program for temporary repairs. Any
street repair that will not be addressed within the next six months
will be addressed through temporary repairs. Three zones of street
repairs have been established- Arabi to Chalona; Chalona to
Lexington Place; and Lexington Place to Eastern St. Bernard. The
zones were established based on the damaged streets in need of FEMA
funded repair work. Permanent repairs in zone 1 are underway with
zones 2 and 3 commencing in May and June respectively.
Additional
repair work that is not anticipated to be FEMA funded will coincide
with the FEMA street repair process. It is anticipated that street
repair work will continue throughout the course of the next two
years. Non-FEMA funded repair work will be prioritized and continue
contingent upon budgetary support.
Complete an interior traffic analysis to determine the appropriate
placement of regulatory signs, traffic calming devices, and
reconfigure road designs where feasible
This study
has been let and is anticipated to be completed in the early fall
2008. This will allow for greater planning and appropriate traffic
signage and interventions in both neighborhoods and primary and
secondary thoroughfares.
Erect all street name signs in their proper place and with their
proper spelling
The street
sign project is over 90% complete with corrections and alterations
to be completed by August 2008. Street lighting projects are nearly
complete with 80% of the projects throughout the parish having been
repaired or replaced. There remains approximately 20% of the
lighting that has been delayed while dealing with getting power to
the poles because of problems with the electric service or due to
new guidelines that prohibit new or replacement lines being placed
over a structure. It is anticipated that the areas that exist in
many different parts of the parish with these electrical challenges
will be completed by the end of the year. Highway lighting repair
and replacement has begun and is anticipated to be complete by the
end of the summer. Aluminum poles will replace concrete poles that
were damaged and new more efficient lighting will be used that may
look different at first but will become uniform over the next two to
three years.
Begin a master schedule of curb and sidewalk repair
The curb and
sidewalk repairs are following the zoned area street repair process
which is underway.
Begin the public sidewalk projects connecting neighborhoods and
businesses to bus routes
The first
round of bus route sidewalks have been completed. Although this
project seems out of place from a time sequence, the overall plan to
use the transportation grant funds that pay for this project is to
complete the loop of the primary route of SBURT to increase
accessibility. This project is well underway and will add a higher
standard to our transportation system and aesthetics to the parish
overall.
Continue to request the LA DOTD synchronize the traffic signals
throughout St. Bernard and into Orleans Parish
Through a
partnership with the Regional Planning Commission a synchronization
project has been obtained and it is anticipated that this project
will comprehensively address the signal synchronization problem.
Continue to provide parish level support for the Florida Ave.
expressway to Paris Rd. and begin to explore perpetual maintenance
funding sources for the receipt of the roadway
The Florida
Ave. expressway project has been delayed due to state funding
shortfalls. The St. Bernard delegation and the Parish Government
are working with the governor’s office and the LA DOTD to explore
other funding options to meet the shortfall. This project is a 50
yr project in the making and is critical to the future economic
growth to our parish.
Light up the major thoroughfares within St. Bernard Parish by summer
2008
The highway
lighting project is underway and is anticipated to be on schedule
for the summer commitment for completion.
Stripe intersections throughout Judge Perez Dr. intersections
Request the Regional Planning
Commission reinstate funding for the Judge Perez Dr. – Paris Rd.
intersection improvements
Hold
public hearings to discuss the most beneficial option for the Arabi
Overpass Project
Complete an analysis of historical street flooding hotspots and
develop a long range repair plan
All of the
above projects represent a Regional Planning Commission support
package. While underway at the discussion level, a greater amount
of activity will follow over the next two years.
Implement a neighborhood standards review to address interior
traffic concerns
The
implementation of these standards will coincide with the traffic
study that is underway. This process will engage residents directly
and include residents as part of the process to address traffic
concerns in the parish neighborhoods.
RESIDENT SERVICES AND
COMPLIANCE
Staying in touch with the public
during this recovery and into the growth of our parish is essential
to a healthy community. Because many of the services sought by the
public come from resident initiated contact, a new system to link
residents, the parish administration, and the parish council will be
established. Each councilmanic district will have an Area
Supervisor who will be the liaison between the public and the
appropriate department responsible for attending to our residents’
concerns.
Creating a positive experience and an
atmosphere of cooperation with the public will be at the heart of
the Resident Services Department. Additionally, there will be an
implementation of a proactive approach to the council districts as a
means to build partnerships with the residents of each area of the
parish. The Resident Services Department will ultimately become a
natural part of the communication process between the public and
parish government.
ACTION ITEMS
Computerize, dispatch, and track all
resident calls and establish case managers to maintain contact with
residents and the respective council member
Establish a district by district
patrol of compliance issues
Begin the fine and lien process on commercial buildings that remain
out of compliance
Enforce blighted property ordinances, minimum housing standards,
building standard requirements, and rental restrictions
Work
to pass legislation that requires appropriate repair standards of
storm damaged structures
Track categories of violations and
compliance issues to provide support for appropriate staffing
patterns
Each council
district has been assigned an area supervisor who receives all
resident issues for his respective area. Although wireless data
communication for the inspectors is still in the construction phase,
the computer system has been constructed for phase I and is in place
to track issues and assign case managers to the various areas. The
compliance patrol activities of each area supervisor have resulted
in an increase in proactive problem resolution. The next phase of
the compliance office improvements will allow residents to file and
track their resident service issue on line.
Grass crews
have begun to address overgrown properties and the partnerships with
the local residents has been extremely positive. The charges and
liens associated with the overgrown properties which are cut are
being filed. The partnership with the WIA program is allowing on
average 20 lawns each day to be cut.
The parish
council has established building codes for storm damaged properties
that now includes mold remediation requirements. The related
redevelopment ordinances continue to be effective in the recovery
process. Minimum housing enforcement has resulted in almost 3,000
residential appeals being filed with an estimated half of those
being attached to properties which have begun permanent repairs.
Work
to pass legislation that eliminates slab on grade properties in St.
Bernard
The
administration continues to evaluate the most appropriate means to
address the slab on grade issue for residential housing. The
anticipation of the DFIRM is being calculated to be included in this
issue. It is anticipated that this will be accomplished in the next
100 days.
DEMOLITION/DEBRIS
The ongoing need
to clean up the storm related and subsequent repair related debris
remains a high priority. As well, the need to demolish homes that
remain short of repair and occupancy is a must. Obligating
individuals to take care of their properties is not always a clear
cut process for the individual, but there is little option for the
parish to incur the financial burden of demolition and curbside
debris removal. An ambitious approach to the demolition of
structures is a part of the essential and critical components to our
recovery.
As the
partnership with FEMA and the Governor’s office continues to
strengthen, pushing the eligibility for the completion of demolition
will be at the forefront of recovery activities.
ACTION ITEMS
Call on FEMA to approve the funding
for the demolition of the remaining properties left in the initially
estimated 12,000 properties anticipated for demolition
Coordinate in-house support for pick up of non FEMA approved
curbside debris at the expense of the homeowner
Enforce the requirement of residential and commercial control of
private debris
Begin the final phase of demolition of an estimated 5,000 additional
structures
Begin the final phase of canal cleaning
The
partnership between parish government and the local and Washington
level FEMA personnel has resulted in the approval of the start of
the demolition process for nearly 2,000 properties. It is
anticipated that the completion of the currently approved properties
will take four to five additional months.
As the
enforcement activities have continued to prompt repair work, the
generated construction debris continues to require monitoring. The
restrictions on repair inspections if construction debris is present
has resulted in significant increases in compliance with residents
controlling their own construction related debris. Additionally,
parish government has established guidelines to receive residential
debris at no charge to the residents to assist in the partnership to
control debris.
ECONOMIC DEVELOPMENT
Setting up the balance of what comes
first, the people or the businesses will likely be one of the most
difficult components of the recovery and growth of St. Bernard.
While the local government has little opportunity to control the
private business sector, there will be a comprehensive effort to
link the Economic Development Commission, St. Bernard Parish
Department of Tourism, and the parish administration with potential
business partners and the current business base.
Marketing the unique value of St.
Bernard Parish and the various aspects of life in St. Bernard as
well as capitalizing on our unique heritage will become a battle cry
heard around our region and nation. No longer will we remain
sheltered from the competitive world of opportunity. St. Bernard
will become known and be a factor in the decisions of small and
large businesses in their deliberations of expansion and relocation.
St. Bernard must embark on a belief
pattern that communicates that we are a viable and desirable
community and we must start this within our own business owners,
residents, and civic leaders. Recruiting for our future must be
embraced by all and must be lead by a concerted and well planned
strategy.
ACTION ITEMS
Establish a business consortium to actively recruit and maintain
regular contact with the business community at large and to work
side by side with the St. Bernard Chamber and the Tourism Department
to facilitate business retention with the parish
Continue a marketing campaign of the Isleno Culture and Heritage to
establish a Cajun-like recognition in St. Bernard
Develop a positive profile package for St. Bernard highlighting us
as the best kept secret in the south to provide buy-in from local
and regional representatives
Make
50 business contacts in the first year with solicitation proposals
made to each
Seek
state legislative support for property tax savings over the next
five years for locally owned businesses operating in St. Bernard
with an employee base of 25 or greater
Facilitate business partnerships and begin a beautification program
of our commercial corridors
Embark on a Baton Rouge to Picayune northshore marketing campaign to
solicit the return of former residents
Support legislation to promote the passage of a Hotel/Motel Tax for
St. Bernard to be used to fund local economic development and
tourism industry activities
While there
have been some ground level activity relative to the economic
development goals, much of this activity will be accomplished over
the next 100 day period.
The start of
business recruitment contacts has begun and the local activity of
business development has been successful in identifying additional
establishments such as McDonalds, Waffle House, Stage, and Lowes.
New contacts are in process and 50 presentations for the first year
remains the goal.
Partnerships
with the Economic Development Commission and the Chamber as well as
the president’s business consortium is allowing new insights to meet
the needs of existing businesses.
The
beautification project has begun with the plantings along Paris Rd.
and several areas throughout the parish. Partnerships with SDT and
other businesses has allowed the process of enhancing the business
corridors in St. Bernard to begin.
HEALTHCARE
While St.
Bernard Parish stands at the threshold of some very important
advances, the landing of comprehensive healthcare services continues
to elude us. The public outcry for a hospital must be balanced with
the reality of the market that St. Bernard provides in attracting
and building a healthcare network. With the entire region facing a
healthcare shortage of services, providers, and facilities, St.
Bernard must be prepared to partner with the available parties of
the region in establishing the best array of services possible with
the ultimate goal being driven by achieving comprehensive,
convenient, and cost-effective healthcare.
While several
models are being explored including the Hospital Services District
Model, the Private, Non-Profit Model, and the Private, For-Profit
Model, the sequence of progress must remain consistent with the
immediate and long term needs of St. Bernard Parish. The need for
emergency services and observational capacity to avoid transfers is
at the forefront of current deliberations, while long term solutions
of a hospital and medical office complex continue to be explored for
feasibility.
ACTION ITEMS
Immediately solicit and receive
proposals from agencies to provide Emergency Services and
observational capacity
Actively recruit physicians to provide a physicians network of
services to augment clinic and Urgent-care services existing in St.
Bernard
Streamline permitting and zoning clearance for hospital services in
St. Bernard
The support
of the process to begin the construction of a hospital and emergency
services continues to be an elusive resolution. The parish council
and administration has agreed to support the process through
allocation of Community Development Block Grant funds.
The need for
a more standardized process has become more evident over the first
100 days in office. With the creation of the Hospital Service
District, the role of the parish government in the decision making
process is relegated to that of a secondary influence.
The immediate
need is to reexamine the process established within the local
legislation which creates the Hospital Services District.
ADMINISTRATIVE SERVICES
As the chief executive officer of
Parish Government, the Parish President and the subsequent cabinet
departments serve as the critical leadership team for St. Bernard
Parish. As such an unprecedented level of commitment to service and
outcome based actions will be the common characteristic of all
departments.
From securing the parish for
preparedness for tropical activity or other industry emergencies to
developing a financial position for St. Bernard that ensures fiscal
responsibility and growth, your administrative team will have a
single sense of purpose- to complete the recovery and growth mission
of St. Bernard Parish.
Like no other time in St. Bernard
Parish we must rise to a new standard that surpasses the status quo
of employee performance and investment, customer service, ownership
of the condition of our parish, and a belief that each member of our
parish has a contribution to make. Tangible improvements from
building decorum to technological advances in moving to a paperless
system in parish government will be achieved in this recovery and
growth period. We will make government more accessible to the
public through the use of information technology and up to date
releases of information.
Financial and fiscal activity is the
undergirding of all of the services and ambitions of any recovery
and growth plan. First and foremost is the need for an accurate
picture of the parish’s financial disposition. Once on solid
footing, a program of receiving and expending funds expeditiously
for the parish’s capital improvements while holding appropriate
revenue streams for operations.
An obvious awareness that is being
revealed is the lost opportunity to take drastic steps in
controlling the related expenses to public services that have
historically been funded through general funds of the parish
government’s budget. Decisions relative to alternate funding
streams for services such as garbage collection, mosquito control,
and infrastructure repairs will be addressed during 2008.
ACTION ITEMS
Evaluate and restructure administrative departments and office
functions to best utilize talents, resources, and provide the most
efficient services to the public while eliminating wasted employee
man hours
Reestablish a fully functioning Office of Emergency Preparedness and
Homeland Security and be designated as a Certified Parish
The Office of
Emergency Preparedness and Homeland Security has been reestablished
and the office staffing has increased to include the position of an
assistant director and a support scheme which designates fully
staffed personnel in the face of emergency activities.
Additionally,
the level of cooperation between the Office of Emergency
Preparedness and other governmental departments has resulted in the
improvement of overall planning and preparation. Certification
status of the department is anticipated to be completed within the
remainder of 2008.
Establish a Housing Director and Executive Director for the
Redevelopment Commission to address the Louisiana Land Trust
property transfers and the enforcement of housing subsidy programs
for proper administration
A director of
Housing and Redevelopment has been hired and will link the
activities between the parish government and the Redevelopment
Commission to allow for a comprehensive strategy to address housing
related issues in the recovery process.
Standardize government technology to allow for increased
communication between administrative departments and the parish
council
While an open
line of communication continues to be the order of the day,
increased use of technology is resulting in the ability to provide
and receive information on a more consistent basis.
Redesign the government website to allow for the timely transfer of
important information and to allow for a virtual government
experience for all departments of parish government
A Request for
Proposals was developed and received. Within the next 45 days a
newly refurbished website is anticipated.
Refinance bonds as needed to save parish money on bonded
indebtedness
With an
examination of market conditions, the refinancing of one of parish
government’s bond issues was achieved and will result in the savings
of over 150,000.00 dollars over the life of the bond.
Create a system of internal controls that requires semi-annual
validation of vendor pricing and tracking of consumables
Implement a tracking of public works services, supplies, and
equipment to ensure the purchase of proper procurement and use of
equipment and manpower for services provided
Establish a central receiving and
distribution office to more effectively identify cost savings and
limit waste in services and supplies
Administrative services have now included the process of a three
price review of all purchases. Additionally, there has been a
savings of over 100,000.00 in projected expenses through a
centralized office which monitors all purchases and the delivery of
all supplies. With a centralized system now in place, the ability
to periodically check vendor pricing and verify the best pricing and
quality available has been realized.
Implement and follow a process for selection of professional
services that provides for the selection of the most qualified
professional services
A published
process and quality standards manual has been established and a
scoring process for professional services assignments is being
followed.
Establish an Eastern St. Bernard Outreach office to increase
accessibility for residents living furthest from government services
The
establishment of an Eastern St. Bernard Outreach office is in
development. A location and representative will be identified in
the next 100 days.
Reestablish the Office of Recovery within the administration as a
means to specifically track recovery issues and account for
strategies to overcome obstacles to recovery
The
combination of the Recovery Office with the Office of Emergency
Preparedness has resulted in a streamline level of communication
with members of the state office of recovery. Because there are
naturally occurring crossovers in staffing in both offices, the
relationships in recovery offices support the relationships in
emergency preparedness and vice-versa.
Hire
an internal auditor to complete an assets analysis and identify
potential budget or asset discrepancies
With the
addition of an internal auditor, the ability to track assets and
specifically study components of administrative functions and the
financial impact of the various offices has increased dramatically.
The presence of an internal auditor provides an additional layer of
oversight in the use of government funding.
Allow for the council to review every contract prior to executing
As a matter
of routine, every contract that is sent to the president’s office
for signature is sent electronically to the parish council for
review.
Reestablish every board and commission in the function of parish
government
The
Appointments Review Board was reestablished which has allowed the
application and review process for appointments for several key
boards and commissions to be completed. Likewise, an administrative
staff member has been assigned to insure that the process of
appointments to boards is completed and a recommendation of the
elimination of non-used boards be made.
Establish St. Bernard Parish Government’s first full time grants
administrator and Office of Grants
The
establishment of the Grants Office has secured the ability to apply
for grants that will surpass over $1,000,000.00 in revenues
connected to specific projects. Additionally, the savings for grant
application activity will easily surpass $200,000.00 in the first
year alone.
Establish plan review appointments for residential building permits
to ensure one stop permitting for completed plans
Establish commercial division for plan and permit processing
With the
addition of two new planner positions, the ability to oversee the
permitting process has greatly increased. While there continues to
be room for improvement in the one-stop permitting process for
residential buildings, the turn-around time has improved
significantly with the average permit period being 2.5 days.
A planner who
is assigned for commercial reviews has increased the efficiency of
the review of commercial plans.
COASTAL ISSUES
The closure of the MRGO and the
related issues of hurricane protection, storm surge protection, and
coastal restoration are issues that will long surpass our lifetime.
However, the time is now to continue the pressure for drastic
changes in the funding of projects that will directly impact our
coastal safety and redevelopment.
Having a continued presence at the
Department of Natural Resources at the state level and maintaining
relationships with the Army Corps of Engineers at the federal and
regional level will be part of our achievements.
ACTION ITEMS
Continue to participate in the discussions with Congress on the
funding of the MRGO closure plan
Solicit regional support for the MRGO closure plan and the relative
hurricane protection and coastal protection projects at the state
and federal levels
Identify the most likely conflicts
between the Army Corps of Engineers design recommendations and the
implementation of the closure plan and the construction of the 100
year hurricane protection system and seek congressional intervention
to keep any delays from occurring
Support the requirement of
backfilling all voluntary and involuntary borrow pits dug inside the
hurricane protection levee system
Designate an employee who serves as a
Coastal Zone Manager that links all coastal, ACE, and Levee District
activity related to St. Bernard
Maintain position of no support of intrusion of home-sites on
Deogracias Lane or EBI for alternatives for the 100 year
protection system
Maintain active membership and participation in P.A.C.E. (Parishes
Against Coastal Erosion)
Immediately activate all local responsibilities for CIAP, CWPPRA,
and WRDA projects
The fight for the closure of the MRGO
continues and the shipping interests continue to attempt to subvert
the process of total closure. The contract for advanced measures of
the Inner Harbor Navigational Canal has been let and the design of
the advanced protection measures is now at a critical point. The
recommendation by the regional Army Corps of Engineers is for
closure of the MRGO with a rock damn at Bayou LaLoutre but at the
time of this report that recommendation has not received the
signature by the secretary of the corps. While the need for
continued support from the federal delegation has remained a high
priority, the shipping interests have continued to apply pressure to
those same federal delegates to keep the MRGO open.
The request for modification of the
design of the LaLoutre structure has been made to allow for a
greater base and wing design which would provide greater protection
and opportunity to enhance the height of the structure to provide
not just to stop salt water intrusion but to add to storm surge
protection.
The Army Corps has responded
favorably to redesigning the 100 year protection levee to not
interfere with Deogracias Lane or EBI and has redesigned the levee
at Verret to avoid the interference with the repair of the fire
station.
The assignment of a Coastal Zone
Manager and a local assistant has maintained St. Bernard’s presence
at necessary meetings to keep St. Bernard’s interest on the radar
of the decision makers for the ACE.
Enforce ownership requirements for
landowners to receive building permits along canals and Bayous
The Office of Community Development
has encountered several disputes of ownership relative to the
permitting of boat sheds or boat slips on property not connected to
the land on the opposite side of the highway. A process of
verifying ownership prior to permitting has been adopted.
Establish a developmental program to
educate younger generations in the school systems and recreational
programs to continue to protect our natural resources
The value of educating the next
generations of the coastal issues that are important to our parish’s
survival is essential. The program being designed to accomplish
this task is delayed but anticipated being ready for the 2008 – 2009
school year.
Explore the use of interior canal
dredging material for backfill material and establish increased
drainage retention and navigable waterways within the hurricane
protection system
Participate in partnerships with the Eastern Levee District to
protect coastal protection and drainage concerns
The parish council and president
partnered with many residents to pass local legislation that
requires backfill of any borrow pits. The exploration of several
sources of backfill material has produced promising options that may
included canal dredge material.
The partnership with NRCS to complete
the canal dredging and canal clean out project has provided some
relief in the clean out process of drainage canals. The process is
still in need of final clean up of dredge material along the canal
banks. Additionally, the debris clean out process of the navigable
waterways is continuing. Over the next several months the parish
will participate in an informational partnership to identify the
areas that boaters and fisherman encounter debris in the waterways.
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