VOLUME 2

chapter 11

TRANSPORTATION

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Roadways

• 1,671 miles of streets including:
  • 124 miles of state and federal highways maintained by the Louisiana Department of Transportation and Development (LaDOTD) with state and federal funding.
  • 1,547 miles of streets maintained by the City (2,646 lane miles).
• 250 miles of major arterials for regional mobility.
• 2 river bridges and 4 lake bridges.
• About 115 miles of streets repaved in the last five years.
• Over $1.6 billion in capital funding programmed for street repairs/reconstruction over the next 8-10 years.

Mobility (Update Stats)

• 18% of households do not own a vehicle; 45% own one vehicle.
• Mode Share
  • 80% commute by vehicle.
  • 7% commute by public transportation.
  • 2.5% commute by bicycle, a relatively high percentage among US cities. Ridership has increased in the last decade.
  • 5.2% commute by walking
• Bicycle facilities
  • 105 bikeway miles: bike lanes, shared lanes, and multi-use paths.
  • All RTA buses currently have bicycle racks.
• Pedestrian facilities.
  • ADA Transition plan to move toward more accessible sidewalks approved in 2013.
  • XX intersections retrofitted with pedestrian countdown signals, mostly in highly traffic areas.
• Safety.
  • X crashes occur annually in Orleans Parish (?% involve pedestrians or bicycles
  • While the number of crashes is down in the last 2 decades, crashes involving pedestrians and bicyclists are up
  • City of New Orleans Pedestrian Safety Action Plan was approved in 2014

Transit (Update)

• The Port of New Orleans is home to two cruise ship lines and supported over 1 million passengers in 2015.
• The Louis Armstrong New Orleans International Airport supports 18 domestic and 9 international carriers.
  • Over 10 million passengers in 2015.
  • New terminal under construction.

WHAT DOES IT MEAN?

• Roadway infrastructure is dense and well connected, providing a strong base for all travel modes: cars, bikes, buses, freight, and pedestrians.

• The city's street network (grid scale, walkable distances, shorter blocks, pedestrian oriented) favors successful public transportation.

• Maintaining this large network requires significant financial resources and priority criteria can help focus improvements to areas of most critical need.

• Despite major reductions after Hurricane Katrina in available buses, routes, and coverage area, transit ridership continues to grow.

• Streetcar routes capture a much larger percentage of the population per route than bus routes. This is consistent with national trends where streetcars have been introduced.

• New Orleans has a relatively high level of bicycle ridership compared to other cities and is improving its bicycle infrastructure.

• At present, the public transit system includes five streetcar lines, two ferries, and 35 bus routes.

  • Includes special paratransit services to the disabled.
  • Public transit vehicles cover 14,000 miles each day, and passengers take almost 18 million rides on public transit every year.

• The Union Passenger Terminal is a multi-modal transportation center that supports three Amtrak routes, commercial bus service, public transit, and for hire transportation services.

Freight (Update with current Port, Rail and Airport information)

• Over 40,000 metric tons of air freight and mail cargo moved through the Louis Armstrong International Airport in 2015.
• 529,263 twenty-foot-equivalent (TEU) units moved through the Port of New Orleans in 2015.
• New Orleans is one of four rail gateways in the Nation where six Class I railroads interchange.

WWW.NOLAMASTERPLAN.ORG

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FINDINGS

• The port is one of America's top ten ports in terms of volume and value of cargo handled. Port operations will need to expand in order for it to remain competitive as the volume of freight increases with the widening of the Panama Canal.
• The number of airport travelers is expected to increase and the airport is in the process of expanding air traveler and air freight capacity with construction of a new terminal.
• The percentage of commuters traveling by bicycle has drastically increased in the last decade. The number and quality of City bicycle facilities is increasing and there are opportunities for further expansion, but safety and education must be improved across all transportation modes.
• The transit system has gradually increased service but still operates fewer routes with shorter service hours and longer headways than it did ten years ago. The demand on the transit system will likely increase in the future as the City looks at ways to reduce congestion.
• City sidewalks are more accessible to people with disabilities than before Hurricane Katrina and accessibility is a fundamental component of nearly every street project
• While the City has an extensive sidewalk system, many City sidewalks are in poor condition. The City must become a more walkable city in order to support economic development.
• 65 percent of City roadways are in poor condition and have not yet been repaved and repaired after being damaged by the flooding that followed Hurricane Katrina. A long-term, sustainable roadway infrastructure maintenance and capital improvement program is needed.

CHALLENGES

• Restoring the City's inventory of aging and flood-impacted street infrastructure and maintaining it regularly in the future.
• Supporting economic growth and development by finding ways to increase transportation system capacity while decreasing congestion.
• Balancing the needs of all transportation system users within the constraints of the existing public right of way while improving their safety and quality of life.
• Managing needed public investments in transportation infrastructure and mitigating the risk to these investments due to climate change with limited staff and budget resources.

Acronyms

To aid in reading this section, below is a list of acronyms used within the text:

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A Introduction

New Orleanians get around the city by all transportation modes—foot, car, bicycle, bus, streetcar, and ferry. Although much of New Orleans is a walking city, car travel still tends to dominate, particularly in areas built after 1960. As New Orleans moves toward becoming a stronger, more resilient, and more prosperous city, the City’s transportation system is a critical component in ensuring all residents have an equal opportunity to participate, prosper, and reach their full potential. The most successful urban places in America offer a variety of ways to travel around the city. They also connect land-use planning and policy to transit investments. Because of its dense street grid and existing transit lines, New Orleans has the foundation to become a truly equitable and multimodal community.

The City of New Orleans’ transportation system of the future will enhance our quality of life by supporting social, environmental, and economic sustainability in an accountable and responsible manner. In order to achieve this vision, our transportation system must meet our mobility needs while reducing automobile dependence through an integrated, balanced system of multimodal facilities and services, enhancing the economy by maximizing access to businesses and community resources, delivering cost-effective services by making the best possible use of existing facilities and transportation assets, and protecting public safety and the environment.

Responsible Agencies

The agencies with major responsibility for transportation facilities in New Orleans are the City’s Department of Public Works (DPW); the Port of New Orleans; the New Orleans Aviation Board (NOAB); New Orleans Public Belt Railroad (NOPB); and the New Orleans Regional Transportation Authority (RTA). The Regional Planning Commission (RPC) is the Metropolitan Planning Organization (MPO) responsible for coordinating planning and allocation of federal transportation dollars on a regional basis. DPW has responsibility for all streets (except federal and state highways), street lights, traffic and street signs, traffic signals, the minor drainage system, and curbside management and enforcement. The Port of New Orleans, which is managed by a Board of Commissioners, is responsible for managing all port traffic and commerce. The NOAB is an unattached board under the executive branch of the City government and is responsible for overseeing the administration, operation, and maintenance of the Louis Armstrong New Orleans International Airport and represents the City in all aviation matters. The NOPB is a political subdivision of the City and is a Class III switching railroad with the primary mission of serving the Port of New Orleans and local industries. It is a neutral carrier run by the City, with direct connections to six Class 1 Railroads, and plays an important role in expediting local and intermediate freight through the strategic New Orleans rail gateway. The RTA is a state agency that has responsibility for public transit buses, streetcars, and ferries and whose day-to-day operations are managed by a private firm in a public-private partnership.

Priorities

Master Plan recommendations to achieve the transportation system vision focus on fixing and maintaining transportation system infrastructure; increasing efficiency across all transportation modes; improving the safety and quality of life for all users; promoting economic growth and

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development; and supporting environmental sustainability and resiliency. These priorities are in alignment with the New Orleans Urbanized Area Metropolitan Transportation Plan (MTP) developed by the RPC, the Louisiana Department of Transportation and Development (LaDOTD) Master Plan and Moving Ahead for Progress in the 21st Century Act (MAP-21) priorities and include:

• Implement a comprehensive approach to reduce the number of traffic fatalities and severe injuries on the City’s streets to zero.
• Initiate a long-term program to fix all City streets and maintain them in a good state of repair. Integrate and coordinate the operation and maintenance of underground utility infrastructure with roadway maintenance and capital improvement programs.
• Increase balance and efficiency across all transportation modes to reduce the average commute time by 5% each year.
• Continue improvements to the Louis Armstrong New Orleans International Airport and Port of New Orleans to maintain current market share and increase passenger and freight volumes.
• Integrate land-use and development policies with transportation planning to support a thriving economy, a trained workforce, and a 20% growth in population by 2030.
• Invest in infrastructure, policies, and initiatives that double the current bicycle and walk commute share.
• Invest over time in a premium public transit system to provide greater reliability, comfort, and amenities and increase the public transit mode share. Transit mode share is currently 7%.
• Support proposals for passenger rail to Louis Armstrong New Orleans International Airport, Baton Rouge and high-speed rail along the Gulf Coast.
• Reduce transportation-related emissions to support air quality in the City that is as good as or better than national air quality standards.

EQUITY

Equity must be a prime consideration in allocating both the benefits and costs of transportation in a manner that is fair and appropriate. Transportation planning decisions often have significant equity impacts, inasmuch as transportation is the second-largest expense for households and represents a major financial hurdle for low-income families. New Orleans will also be one of the first cities to implement the Affirmatively Furthering Fair Housing Rule (AFFH). The AFFH Rule requires access to affordable and reliable transportation that widens opportunity and is essential to addressing poverty, unemployment, and other equal opportunity goals such as access to good schools and health care services. Providing equal access to transportation means providing all individuals living in the City with an equal opportunity to succeed. In New Orleans, with high rates of people with limited access to a private vehicle and low median household incomes, the provision of safe, affordable, and convenient transportation options such as public transit, walking and bicycling is an important component of the overall transportation system. Care must therefore be taken to ensure that access to the pedestrian network of sidewalks and paths is available to all residents of the region regardless of physical ability. It is important that transit service delivery, including bike share systems, is also equitably accessed.

RESILIENCE

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In order for people to connect to the opportunities of the future, we will need modern and efficient transportation options to get workers to jobs and students to school. In order to bounce back from future shocks, we must prepare our city, neighborhoods, and businesses. In order to reduce our reliance on fossil fuels and join the global community in mitigating climate change, we must invest in renewable energy sources and design for greater efficiency,

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B Recommendations

A recommendations Summary linking goals, strategies and actions appears below and is followed by one or more early-action items under the heading Getting Started. The Narrative follows, providing a detailed description of how the strategies and actions further the goals. Background and existing conditions discussion to inform understanding of the goals, policies, strategies and actions are included in Volume 3, Chapter 11.

Summary

FIRST FIVE YEARS: 2010–2014 | MEDIUM TERM: 2015–2019 | LONG TERM: 2020–2030

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FIRST FIVE YEARS: 2010–2014

MEDIUM TERM: 2015–2019

LONG TERM: 2020–2030

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FIRST FIVE YEARS: 2010–2014 MEDIUM TERM: 2015–2019 LONG TERM: 2020–2030

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FIRST FIVE YEARS: 2010–2014 MEDIUM TERM: 2015–2019 LONG TERM: 2020–2030

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FIRST FIVE YEARS: 2010–2014 | MEDIUM TERM: 2015–2019 | LONG TERM: 2020–2030

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FIRST FIVE YEARS: 2010–2014 MEDIUM TERM: 2015–2019 LONG TERM: 2020–2030

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FIRST FIVE YEARS: 2010–2014 MEDIUM TERM: 2015–2019 LONG TERM: 2020–2030

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FIRST FIVE YEARS: 2010–2014 | MEDIUM TERM: 2015–2019 | LONG TERM: 2020–2030

Getting Started

These items are short-term actions that can be undertaken with existing funding, or relatively little expenditure, and will help lay the groundwork for the longer-term actions that follow.

• Continue road repair and reconstruction of all damaged streets and integrate this effort with similar efforts on the part of the Sewerage and Water Board for the repair of underground utilities.
• Establish a pavement asset management system and long-term funding strategy for future road capital improvement projects and maintenance.
• Adopt a "Complete Streets" policy that recognizes street space should be designated to accommodate a variety of users including pedestrians, bicyclists, drivers, transit riders, and utilities.
• Work with the Regional Planning Commission to make sure the City receives and uses all allocated federal transportation funds.
• Encourage public input and informed decision making by reporting on transportation activities and results and consult the public when planning budgets, programs, and projects.

Narrative

Below is a more detailed narrative of the various goals, strategies and actions highlighted in the “Summary” chart.

TRANSPORTATION SYSTEM INFRASTRUCTURE

ROADS AND BRIDGES

At an estimated value of more than $10 billion, the streets and the utilities underneath them represent the City’s most widely used and most valuable physical, fixed asset and the backbone of the City’s transportation network. Fixing and maintaining the City’s roads and bridges in a state of good repair is one of the greatest challenges that the City faces. A pavement management system will provide a data-driven, cost-effective, systematic approach to strategically identify and prioritize road capital improvement projects so that the City can maintain its streets in a state of good repair. The information/analysis from periodic pavement condition assessments will be utilized to inform the selection, prioritization, and scope of work determination processes for the planning of roadway capital improvement projects. Leveraging the funding provided by FEMA through its Public Assistance (PA) Program to repair Katrina-related damage to the streets, along with Community Development Block Grant (CDBG) funding, municipal bonds, and other funding sources to complete a multi-year capital infrastructure improvement program will be the first step under the City’s pavement management system to address over 40 years’ worth of underfunding and damage sustained as a result of Hurricane Katrina and its immediate aftermath. Work planned under this program will serve as the foundation for future, follow-on comprehensive roadway capital improvement and maintenance programs.

While the basic fundamental design concepts for roadway design and maintenance are not likely to significantly change in the future, the configuration of the roadway is likely to change to support a more inclusive, multi-modal, and balanced approach with regard to transportation system users and accessibility. Unused or underused roadway will be reduced or eliminated to minimize impervious surface and support green infrastructure. The roads themselves will be designed to be more resilient and accommodate new technology to facilitate the management of traffic and new ways to move people and freight from one place to another.

Truck routes are designated on the major urban arterial streets within the City’s roadway network. The existing designated truck route system needs to be reviewed and updated with input from neighborhoods, truckers, businesses, intermodal transportation terminal operators and other relevant groups to ensure that the most efficient routes are utilized based on current trip generators and anticipated, future demands.

PUBLIC TRANSIT FACILITIES Transit is the most transformative urban transportation mode, but also the most demanding in terms of planning and coordination. New Orleans has a unique advantage over most American cities because of its core network of existing streetcar and bus routes, and their maintenance facilities and operating infrastructure. Improvements to transit will prioritize reducing travel time, increasing frequency, and increasing access with redesigned and regional routes. Increasing travel time with investments such as pre-paid boarding, will improve reliability and efficiency of service throughout the system. As jobs have become more regional with several major job centers within the metropolitan area, transit must also evolve to provide better and more direct connections to provide both economic opportunity and reduce household transportation costs. Long term new technologies in ride sharing and automation have the potential to extend transit resources even further. By creating a transit system that attracts more commuter and all-purpose riders, New Orleans can provide better service to everyone, capture more revenue to operate and maintain the system, reduce pollution, moderate the number of vehicle miles traveled, and attract investment around transit hubs.

PORT FACILITIES Despite recent years of record financial performance and cargo growth, the Port of New Orleans faces unprecedented opportunities and challenges for operational efficiency, facilities expansion, and infrastructure connectivity. Nationwide, port congestion is an increasing economic concern, and the impacts felt locally are not unique. The pursuit of congestion mitigation strategies involves all market sectors, including the rail, highway, and inland waterways, and will require significant infrastructure investments from both the public and private sectors. The co-existence of container and break-bulk operations at the Port of New Orleans along land-constrained riverfront terminals will drive the search for development alternatives that result in greater efficiency, reduced congestion and cost-effective infrastructure investments.

The closure of the Mississippi River Gulf Outlet (MRGO) has necessitated development of facilities on the Mississippi River (River) to handle cargo that can no longer access properties on the Inner Harbor Navigation Canal (IHNC). This led to the building of a new cold storage facility at the Henry Clay Avenue Wharf, and reconfiguring current River properties to better handle containers and intermodal operations. With the U.S. Army Corps of Engineers construction of surge barrier gates at entrances to the IHNC at the MRGO and Lake Pontchartrain, the Port has seen an increase in interest for various uses of its industrial properties. A deeper understanding of potential markets for shallow draft, supportive industries, and possible lease portfolio diversification of the industrial properties is needed. Rapidly changing trends require economic and market forecasting, on both a local and global scale - for example, the increase in natural gas production in the U.S. and in particular LNG development in Louisiana has the potential to change cargo dynamics, and in conjunction with maritime emissions regulations, continues to heighten interest in alternative fuel usage. Further, changing trade dynamics with Cuba, expansion of the Panama Canal, and state budget constraints have the potential to shift market forecasts as well.

The Port of New Orleans cruise and tourism business has been growing at a remarkable pace, necessitating expansion and development of a third cruise terminal. Capacity for further demand will tax the available parking, city infrastructure including traffic in historic neighborhoods, convention center property development and transit from downtown hotels.

AIRPORT New Orleans is served by two airports—the Lakefront Airport, and the Louis Armstrong New Orleans International Airport (MSY). The Lakefront Airport is a general aviation facility and MSY is the city's only airport with commercial service. MSY serves over 80% of all passengers flying into the State of Louisiana. The Lakefront Airport is located in eastern New Orleans on a peninsula extending into Lake Pontchartrain, and Louis Armstrong New Orleans International Airport is located approximately 12 miles west of downtown in the suburb of Kenner. Louis Armstrong New Orleans International Airport is owned by the City of New Orleans and governed by the City's Aviation Board, while Lakefront Airport is state owned and operated.

In 2015, MSY served a record 10.6 million passengers. Since 2010, commercial service at MSY has risen by 37%. MSY is served by 15 airlines to a record high of 55 non-stop destinations, including 5 international destinations. Ground connections to the airport include taxis, limousines, transportation network companies, shuttle services, and local buses. The proposed New Orleans-Baton Rouge light rail connection would include a stop at MSY.

The need for a new airport terminal and ancillary development at MSY had been identified for many years. In August 2011, an in-depth and robust analysis of the options for a new airport terminal facility was undertaken. The analysis focused on: design, financial feasibility, environmental impact, and land use. Based on the analysis completed, the decision was made to move forward with a Long-Term Strategic Development Plan to construct a new terminal facility. The "Northside Alternative" was chosen as the most feasible option for a new terminal facility.

MSY launched a $950 million capital program involving the construction of a new world class terminal and related facilities on the north side of airport property. The capital program includes construction of a new replacement North Terminal, enabling projects such as the airfield lighting vault relocation and FAA navigational aids relocations, construction of a storm water pump station, and a new on-airport roadway system. Other projects included in the capital program, which will be funded and constructed by third parties, include an aircraft fuel hydrant system, flyover interchange access from I-10, and an on-site hotel.

Passenger experience will be improved in the new North Terminal with a consolidated checkpoint offering greater ease and efficiency for passengers going through security and an in-line baggage system where passengers will just drop off their checked baggage at the ticket counters. Other amenities include an adjacent 2,000 space parking garage and surface parking and concessions located down the center of the concourse to allow passengers to see their gate while enjoying a taste of New Orleans or picking up that last minute souvenir. Passengers should feel the spirit of New Orleans in the North Terminal through the sights, smells, and sounds that reverberate all the best in the City. Construction of the North Terminal began in January 2016 with an estimated opening in October 2018.

Once the North Terminal is operational, portions of the existing southside terminal will be demolished. The remaining portions of the southside terminal will be used for aviation uses such as non-scheduled charters, administrative offices for airport staff and other airport tenants. MSY will be evaluating options for the highest and best use within federal requirements for the redevelopment of the southside ramp area for aviation business and aeronautical uses.

New Orleans is also home to the New Orleans Downtown Heliport, located adjacent to the Superdome atop a parking structure. Operated by the New Orleans Aviation Board, the facility is open to helicopter traffic 24-hours a day.

RAIL LINES There are six Class I railroads operating in North America, including the Burlington Northern and Santa Fe (BNSF), Canadian National (CN), CSX Transportation, Kansas City Southern (KCS), Norfolk

Southern (NS), and Union Pacific (UP), that pass through the City. Combined, they offer connections to 132,000 miles of track across the United States and Canada. Each railroad also operates an intermodal freight terminal within the region. The New Orleans Public Belt Railroad (NOPB) is a Class III switching railroad with the primary mission of serving the Port of New Orleans and local industries. The NOPB is a neutral carrier, with direct connections to six (6) Class 1 Railroads, and plays an important role in expediting local and intermediate freight through the strategic New Orleans rail gateway. Investment in rail infrastructure to expand and maintain connectivity with the Port and Airport by rail for the movement of freight and passengers will enable these economic engines to maintain their competitive advantage.

Expansion of passenger rail capacity from the City to the Airport and throughout the region will reduce congestion, provide a low-cost alternative for passenger travel, and promote further economic development.

TRANSPORTATION SYSTEM USERS

MOTORISTS

Currently, the predominant users of the City’s transportation system in terms of trip miles are motorists. However, in the future, per capita vehicles miles traveled are expected to decrease – more cars, but fewer miles driven. Furthermore, in the future, the automation of motor vehicles is likely and has the potential to revolutionize ground transportation. A tiered roll-out of vehicles is expected as driving functions are increasingly automated over the next decade, with a fully automated car available commercially within the next 20 years. Automated vehicles may be able to drive more closely together, increasing highway speeds and capacity. In urban areas, self-parking cars can park more closely together. Automation may vastly increase the use of on-demand car services and reduce the need to own a car. Motorists are coming to expect access to real-time traffic conditions and parking locations. Millennials are more likely to use technology (i.e. smart phones) to find new ways to travel (ride sourcing services such as Uber, Lyft, Zipcar, etc. or ridesharing (car or bike)) or to avoid traveling (Skype). Over 90% of Americans own a smart phone and 20% currently use their phones for up-to-the-minute traffic or transit information. Smart phones are regularly used for turn-by-turn navigation. This dependency on real-time traffic information will only increase as technology evolves. The City needs to encourage innovation and the development of adaptive systems to accommodate rapid technological advances and the demand for more and more real-time traffic information. Consideration should be given to the design and construction of roadways and “smart” roadway infrastructure and traffic management systems that feature open-architecture to support future technology-driven upgrades.

PEDESTRIANS

At some point in a trip, everyone is a pedestrian. Nationwide, walking and cycling account for approximately 50% of all trips taken under one mile and more than 10% of all trips of any length. The popularity of walking is one indicator of a vibrant, sustainable city. Along with cycling, transit and carpooling, walking conserves natural resources and reduces pressure on the road network while improving health, preserving the environment and supporting economic activity. Key factors that can motivate more people to walk include: • Suitable distances from trip origins to destinations • Pleasant, direct and barrier-free walking routes • Convenient connections to public transit, schools, parks and community facilities • Safe and frequent opportunities to cross major roads and other barriers • Outdoor spaces, both public and private, designed with personal security in mind • Adequate maintenance practices for walking facilities, particularly in winter

• Positive individual attitudes towards walking According to the Centers for Disease Prevention and Control, obesity affects more than one-third of adults nationwide, with 34.9% of surveyed Louisianans self-reporting as obese in 2012. The physical costs of being overweight include increased rates of heart disease, stroke, type-2 diabetes, and certain types of cancer, and the costs of medical care are no less daunting. Regular walking and bicycling, or active transportation, are effective means of dealing with or preventing these health concerns. Communities that promote active transportation over vehicle travel are communities that are working toward the health of their residents. In recent years the City has made significant strides towards improving pedestrian safety and walkability. In 2013, the City adopted an Americans with Disabilities Act (ADA) Transition Plan for Public Rights-of-Way that establishes priorities for addressing non-compliant pedestrian facilities and provides a system for tracking progress, in 2014 the City was designated as a bronze-level “Walk Friendly Community”, and in 2014, a Pedestrian Safety Action Plan was finalized for the City to address pedestrian safety at a number of critical intersections throughout the City. Recent projects in the City such as the Lafitte Greenway and the Southeast Louisiana Urban Flood Control Project (SELA) on Napoleon Avenue have created pleasant walking routes that connect neighborhoods and encourage walking. The City needs to continue to invest in the construction of facilities to establish pedestrian network to complement its developing cycling network, improve the condition of its sidewalks, and pedestrian accessibility to transit stops and schools.

BICYCLISTS New Orleans has the potential to be a world-class city for bicycling based on its relatively flat terrain, green spaces, and well-developed and dense street network. Riding a bicycle should be a comfortable and integral part of daily life in New Orleans for people of all ages and abilities. Along with walking, bicycling conserves natural resources and reduces pressure on the road network while improving health, supporting more compact development, preserving the environment and supporting economic activity. It also offers speed and convenience for shorter trips, and for many people it can also be attractive for longer trips. Physical activity is indisputably effective in the prevention of cardiovascular disease, diabetes, cancer, and other related chronic diseases. Public health professionals support active transportation as a means of improving these and other health outcomes related to the obesity epidemic. Bicycling can also curb health care costs. Mental health and academic achievement are also improved by walking and bicycling. Over the past 10 years, the City’s bicycle network has seen a dramatic expansion in the number of bicycle lanes and with this expansion, a significant increase in ridership. The City needs to continue to invest in the construction of pleasant, direct, safe, well-maintained cycling routes that provide as much separation from traffic as possible, convenient and secure bicycle parking at destinations, look for ways to provide more access to bicycle infrastructure in parts of the City with lower car ownership to provide better transportation choice for people, connections between cycling and transit facilities, and promote positive social attitudes towards cycling. As the City moves toward the implementation of a bike share system, it will be critical that the system connect to job centers and transit routes in an equitable and financially sustainable way.

TRANSIT USERS Nationwide, travel for commuting constitutes nearly 40% of all public transit passenger miles traveled and 28% of all vehicles miles traveled. Workers travel significantly more than non-workers. The total number of people flying on US airlines is expected to increase by approximately 50% over the next two decades, while international travel to and from the US will more than double. High airport terminal volumes are a factor in approximately 20% of all flight delays. By 2045, there will be nearly twice as many older Americans – more people needing quality transit connections to medical and other services. 36% of Americans over 65 have a disability that limits mobility. When properly planned and managed, transit services, particular those that offer multiple choices are the natural

antidote to congestion in highly dense cities and central business districts. On-demand services provide connectivity and “last-mile” services that work in conjunction with rail and other transit services, making line-haul services more efficient. Transit users expect reliable, convenient, accessible, affordable, safe, and secure transit service that efficiently gets them to their destination. The City offers a diverse portfolio of transit options to include passenger ferries, streetcars, buses, taxis, pedi-cabs, shuttles, passenger rail, and both domestic and international air travel. Over the past 10 years, these transit options have expanded service based on the demand and made operational improvements toward better meeting transit user needs and expectations. The City needs to continue to invest in the expansion of transit service and improvements in the quality, safety, reliability, and of transit services. The City needs to look for ways to provide more access to transit service in parts of the City with lower income and/or traffic congestion, leverage technological advances to improve transit services, and promote ridership and positive social attitudes towards transit.

FREIGHT

The ability to move freight using all multiple modes, to include truck, rail, waterborne, and air, is one of the City’s greatest assets. This ability makes the City economically sustainable and resilient and is critical in maintaining its competitive position in the global market place. Nationally, the volume of freight to be moved is expected to increase by 45%. Automated vehicles, ships, and drones are expected to be introduced within the next two decades and profoundly transform the freight delivery industry. The City needs to develop a Freight Master Plan to balance the needs of all transportation system users, encourage innovation and the development of adaptive systems to accommodate rapid technological advances in the freight industry across all modes. Consideration of freight delivery requirements should be given to the design and construction of roadways, allocation of curb space, and deployment of “smart” roadway infrastructure and traffic management systems.

HOSPITALITY TRANSPORTATION

One of the most significant economic drivers locally is the hospitality and tourism industry and two keys to the sustainability of this industry are the ability to get hospitality workers to and from work and to move tourists from entry points into the City such as the Airport, Port’s cruise terminal, UPT, and interstate system to the City’s many sightseeing attractions and their hotels. Providing multi-modal transportation alternatives and gateway connections is critical to the success of this industry.

TRANSPORTATION SYSTEM MANAGEMENT

SAFETY

The personal cost of a serious roadway accident can be immeasurable, possibly resulting in serious injuries or lives lost and families changed forever. Motor vehicle crashes are the leading cause of death among Americans ages 1 to 34. Despite the numerous benefits of non-motorized travel, pedestrian and bicycle travelers can be particularly vulnerable to traffic crashes. This is the result of many factors, including poorly designed non-motorized facilities, disregard or lack of knowledge of traffic laws, lack of visibility, impairment, or some combination of the above. New Orleans has consistently ranked highest of all parishes in Louisiana for the number of pedestrians injured in any one year. Between 2008 and 2012, pedestrian injuries in the City have increased, with Orleans Parish accounted for 19% of the total number of pedestrian injuries and 8% of the pedestrian fatalities in Louisiana. According to the Regional Planning Commission, nearly 1/3 of total pedestrian crashes between 2009 and 2010 occurred in downtown New Orleans. In 2012 the Federal Highway Administration identified New Orleans as a “Pedestrian Safety Focus City” because the annual pedestrian fatality rate is higher than the national average (2.33 per 100,000 population) and a Pedestrian Safety Action Plan (PSAP) was developed for the City in 2014. Ultimately, there are a wide range of conditions that can cause motorist accidents, such as distracted driving, impaired driving, or poor roadway design. Improving safety can have profound impacts at both an individual and an economic level. The goal of the Vision Zero Safety

program is the eliminating traffic fatalities and serious injuries by 2030. The City should implement this program using a multi-pronged approach toward reducing vehicle accident-related injuries and fatalities that includes identifying accident hot-spots, improving road design and enforcement, leveraging technological advances such as connected vehicles and new crash avoidance technology as they become available, and facilitating education and outreach campaigns toward all transportation system users.

CONGESTION Traffic congestion refers to the incremental delay caused by interactions among vehicles on a roadway, particularly as traffic volumes approach a roadway’s capacity. Congestion can be evaluated in various ways such as roadway Level-Of-Service (LOS), and the Travel Time Index (TTI), that can result in very different estimates of its costs and the benefits of specific congestion reduction strategies. On average, Americans spend over 40 hours stuck in traffic each year. According to the Texas Transportation Institute’s methodology in its 2012 Mobility Report, the total cost of roadway congestion to the nation was $121 billion in 2011. Some measurable results of this congestion include 5.5 billion hours of wasted time, an extra 56 billion pounds of CO² released into the atmosphere, and 2.9 billion gallons of wasted fuel. These figures are only expected to increase in coming decades. In the New Orleans urban area, the report estimates that the average auto commuter lost 28 hours and 13 gallons of gas a year to roadway congestion in 2011, costing $629 per commuter. The City needs to reduce congestion by implementing a comprehensive, multi-pronged approach that includes improved transportation options including walking, cycling, transit, ridesharing, car-sharing and telecommuting, so users can choose the option that is most suitable for each trip, with priority on congested corridors, particularly in the downtown area, implementing support programs such as commute trip reduction, mobility management marketing, and “smart” traffic management systems wherever appropriate, efficiently manage curb space to include leveraging technology to assist in the management of on and off street parking, manage congested roadways to favor space-efficient modes, look at implementing efficient transport pricing reforms, including demand-based parking pricing, as congestion can also be reduced as cars spend less time searching for parking spaces.

COMPLETE STREETS The concept of complete streets is a framework for balancing the multiple roles of roads, and ensuring the best possible outcome to their management as a public resource. A complete street accommodates all of its expected functions and serves all of the people who use it throughout the course of a day. Complete streets do not result from “cookie cutter” design, because different streets have different functions, users and contexts. The overriding principle of complete streets is to offer safety, comfort and convenience to all users (i.e. pedestrians, cyclists, transit riders and motorists) regardless of their age or ability. However, the consideration given to different users will vary by location. For example, where the City wishes to emphasize sustainable travel choices (e.g. downtown, main streets, transit oriented development zones and other areas of intensification), the needs of the most vulnerable street users—pedestrians and cyclists—will be considered first, followed by the needs of transit users and motorists. Where high demands from multiple modes exist, the City will seek to balance the needs of all users in a sustainable way. The City needs to continue to implement its Complete Streets Policy, which requires all City departments in the planning, design, construction, operation and maintenance of all capital improvement projects adjacent to or within the public right of way, to take a comprehensive and integrated approach that considers and appropriately balances the needs of all users to include but not limited to: motor vehicle operators, public transportation services, bicyclists, pedestrians, users with disabilities, and including water distribution, sewerage collection, stormwater management facilities and other utilities to achieve the overall purpose of each project in support of the City’s Master Plan and meet the goals of the Complete Streets program. The goals of the City’s Complete Streets program are as follows:

1. Safety. Reduce hazards and prioritize safety for all users traveling in the public right of way, especially vulnerable users including persons with disabilities, children, the elderly, pedestrians, and cyclists;

2. Connectivity. Increase the connectivity of walking, bicycling, transit, and freight transportation networks;

3. Multi-modal Accommodation. Give full consideration to accommodation of all users, be they people who walk, people who are mobility-impaired, people who bike, people who use transit, or people who drive cars. Accommodation shall balance the needs of all users in planning, design, construction, maintenance, and operation;

4. Livable Communities. Foster livable communities and increase public health through vibrant, active, comfortable streetscapes that encourage more walking, bicycling, and transit use, and less driving;

5. Equity. Ensure equitable funding and implementation of complete streets projects;

6. Ecology. Create a balanced street ecology through the use of green infrastructure including pervious surfaces and trees.

7. Coordination. Coordinate and communicate between various stakeholders about the Complete Streets Program objectives and metrics; and

8. Sustainability and Resiliency. Invest in infrastructure that promotes sustainability and resiliency.

9. Standards. Standardize placement of infrastructure within the public right of way, where possible, to include underground utilities, street furniture, wayfaring signage and lighting.

SUSTAINABILITY

Nationally, the transportation industry accounts for 28% of the total US greenhouse gas emissions, second only to the generation of electricity. New fuel regulations are expected to increase the fuel efficiency of vehicles by 50% over the next decade. Walking and bicycling are emissions-free forms of travel and have no negative impacts on the environment. Projects that successfully encourage people to use non-motorized travel for trips are an effective means of improving air quality region-wide and promoting an environmentally sustainable transportation system. A balanced multimodal transportation system offers a range of transportation modes (walking, bicycling, public transit and automobiles) and is structured toward providing transportation facilities and services better designed to achieve broader community goals, such as increasing travel choices, improving economic competitiveness and enhancing communities. A multimodal transportation system which has less congestion and fewer trips made in single occupant vehicles run on fossil fuels creates a community with a smaller carbon footprint and provides the base structure for achieving a sustainable transportation system that supports the City’s economy, preserves the environment and enhances our quality of life. Ultimately, as the City continues to develop, we need to shift our development practices so new residents, employees and visitors will be able to get around more easily without a car and away from policies that encourage a car-dependent transportation system at the expense of other transportation modes. The City needs to look at ways to promote energy and natural resource conservation within the transportation system and decrease emissions of greenhouse gases and other pollutants.

INTEGRATING LAND USE AND TRANSPORTATION PLANNING The use and effectiveness of transportation systems are linked directly to the surrounding developments. Providing an efficient, and affordable transportation system requires close coordination with existing and future land uses. Areas that are compact, relatively dense, and have a mix of uses translate to transportation efficiency and affordability: optimum use of existing roadway space, efficient mass transit, reduced capital investments and operating costs, reduced congestion and travel times, and better air quality and public health. Land use decision making should reduce the need to expand transportation infrastructure and service, and maximize existing transportation infrastructure, particularly transit, by encouraging housing, jobs and other infill development in areas with the greatest access to jobs and services. Similarly, transportation planning should target improvements in walking, bicycling and transit in areas that already have a good mix of uses and relatively high density of jobs and housing.

Because transportation projects can be expensive and take a long time to come to fruition, it is essential that New Orleans work to make sure that future land use and transportation planning is integrated effectively. There are numerous strategies that should be researched including but not limited to access management (e.g., reducing the number of driveways on transit and bicycle corridors, rear parking requirements, and other policies); encouraging mixed-use development with housing and retail together; encouraging density in existing job centers and other mixed-use centers to reduce the need for driving; reclaiming and retrofitting heavy volume elevated streets to at-grade boulevards; and transit oriented development along existing and new high-frequency transit lines. Financing transportation improvements can be tied directly to land development by capturing the future tax revenue from new and re-development closely surrounding existing and future transit stations.. Through increased coordination in transportation and land use planning, New Orleans can increase access to jobs and services while reducing costs to provide and use the transportation system.

ALTERNATIVE FUEL VEHICLES Alternative fuel vehicles are becoming more prevalent as the technology associated with these vehicles matures and becomes more cost-effective. Conversion of public vehicle fleets to alternative fuel vehicles and the encouragement of private ownership has the potential to transform the environment and improve overall sustainability and quality of life. However, alternative fuel vehicles require different types of infrastructure, such as electric vehicle charging stations or compressed natural gas fueling stations. The City should explore the benefits of public investment in alternative fuel vehicles and their required infrastructure while balancing the use of space within the public right of way and at public facilities.

GOAL 1

Provide quality transportation infrastructure

1.A Invest in our streets and maintain them in a state of good repair.

ACTIONS

1. Create a comprehensive financial strategy for investment in road infrastructure. Who: DPW; RPC When: Ongoing Resources: Capital funding

Make the public aware of the financing options for street repair and maintenance and seek input on the long-term financing strategy.

2. Implement a pavement asset management system, as part of an overall city asset management system, to guide long-term capital improvement planning for streets, provide a cost-effective approach to system preservation, and establish technical criteria for street rehabilitation and

reconstruction. Who: DPW When: First five years Resources: Stafftime; capital funding

Identify and prioritize long-term street capital improvements based on the recommendations from the pavement asset management system. Continually update information in the pavement asset management system. Complete a city-wide assessment of pavement conditions every five years. Make the public aware of the criteria used to develop a priority list of street projects and the cost.

3. Improve how streets are repaired and maintained. Who: DPW; SWB When: Ongoing Resources: Stafftime, operating funds

Secure additional resources to bring the City’s annual street maintenance budget in line with what is recommended as part of the pavement asset management system. Improve coordination between DPW, SWB, and other utilities in the maintenance of utilities underneath the streets and repairs to street pavement. Implement pavement restoration standards in line with nationally recognized best practices. Establish performance standards for responding to and addressing potholes and restoring utility service cuts. Make the public aware of street repairs as they are occurring.

4. Coordinate capital road work with other infrastructure projects to increase efficiency, limit infrastructure costs, and preserve roadway quality and operations. Who: DPW, SWB When: First five years Resources: Stafftime, capital funds

Improve existing protocols to coordinate with Entergy, the SWB, the RTA, Cox, AT&T, and other utilities for major road work to ensure the simultaneous repair/upgrade of subsurface infrastructure. Establish a permitting process and fee schedule for utility cuts that encourages the coordination of major infrastructure work.

5. Leverage all available funding sources to maximize the amount of resources available to fix and maintain our streets. Who: DPW; CAO; SWB; RPC When: Long term Resources: Stafftime, capital funds, operating funds

Continue to explore additional funding sources to support capital infrastructure improvements and maintenance. Combine multiple funding sources when possible, to maximize the amount of infrastructure that can be done as part a project/program.

6. Consider and appropriately balance the needs of all users within the context of the City's Complete Streets program in the planning, design, construction, operation and maintenance of all capital improvement projects adjacent to or within the public right of way to meet our Complete Streets Program goals. Who: DPW; CPC; CPA; SWB; RPC When: Ongoing Resources: Stafftime, capital funds, operating funds

Monitor and track progress toward achieving the City’s Complete Streets Program goals. Coordinate with the SWB to implement green infrastructure where practical as streets are being reconstructed.

1.B Regularly monitor the condition of City off-system bridges and advance projects to address problems before they grow larger and more expensive to fix.

ACTIONS

1. Achieve and maintain full compliance with the DOTD’s off-system bridge inspection program. Who: DPW; Possible consultant services for bridge inspections, DOTD. When: Medium term Resources: Staff time; general fund

   Adopt a routine inspection schedule to ensure that all bridges are inspected at regular intervals and remain in good condition. Maintain at least two engineers in DPW that are certified by DOTD to inspect bridges.

2. Allocate sufficient funds in each bond sale (and other sources of funding) for bridge replacement projects so that the required local match is set aside to ensure approval of federal transportation funding. Who: DPW; DOTD; RPC When: Ongoing Resources: Capital funding

1.C Improve and adapt Port facilities and infrastructure to leverage technological advances and changing cargo trends to remain competitive while protecting our quality of life.

ACTIONS

1. Support a reliable, maintained lock system on Inner Harbor Navigation Canal to enable trade and economic growth while considering community impacts. Who: Port of New Orleans; CPC; RPC, USACE When: Medium term Resources: Staff time

2. Support capital improvements and operational enhancements for the efficient movement of goods that are consistent with the Port of New Orleans Master Plan in order to keep the Port competitive, support riverfront commerce and industrial canal redevelopment, and protect quality of life. Who: Port of New Orleans; CPC, RPC When: Medium term Resources: Staff time

1.D Coordinate with the State and other governments in the region to preserve and enhance the Louis Armstrong International Airport as the preeminent airport facility in the State.

ACTIONS

1. Make strategic capital improvements and enhance marketing at Louis Armstrong New Orleans International Airport to attract and maintain air service. Who: Aviation Board When: First five years Resources: Bond funds

2. Complete new replacement terminal at Louis Armstrong New Orleans International Airport to enhance the appearance and the comfort of the airport and to facilitate layovers and transfers between flights, with the ability to expand terminal capacity, as needed. Who: Aviation Board When: First five years Resources: Bond funds

1.E Implement rail improvements to increase railroad safety, operating efficiency and fluidity.

ACTIONS

1. Implement centralized traffic control (CTC) across the rail network to consolidate and

standardize train routing decisions, alleviate congestion, and promote fluidity. Who: New Orleans Public Belt; Class 1 Railroads When: First five years Resources: Staff time; local, state and federal funding

2. Pursue adequate funding, including federal funding, for the implementation of rail improvement projects to increase safety, operating efficiency and fluidity. Who: RPC; New Orleans Public Belt Class 1 Railroads, CPC When: Medium term Resources: Federal funds

1.F Enhance transit infrastructure to increase ridership and improve access to jobs and services.

ACTIONS

1. Develop a Transit Master Plan for RTA to guide future investments and service enhancements. Who: RTA When: Medium Term Resources: Federal funds; bond funds

Develop a Strategic Plan outlining the vision for the future of transit in New Orleans with residents, other agencies and key stakeholders. Redesign bus network to improve access to jobs and service, including possible regional connections and future service increases. Identify priorities and corridors for streetcar expansion complementary to an improved bus network. Use best practices to develop specific criteria and metrics for identifying corridors for high-capacity transit infrastructure investment such as BRT and light rail. Establish TOD guidelines for land users served by high-frequency transit service that increases housing and jobs density, and prioritizes usage of public transit and complementary modes like walking and biking.

2. Coordinate a regional transit vision. Who: RPC; RTA; CAO; DOTD; When: Medium Term Resources: Federal funds; bond funds

Support a feasibility study to build fixed guideway transit line from the Central Business District to the new North Airport Terminal. Implement inter-agency transit pass between JeT and RTA. Develop a roadmap for increasing regional access with coordinated or shared service and fare integration between RTA, JeT and SBURT Study service changes and enhancements to DOTD funded New Orleans to Baton Rouge bus service, including the feasibility of transit only lanes on area highways.

3. Maintain a high-quality fleet of vehicles. Who: RTA When: Ongoing Resources: Federal funds; bond funds

Continue to replace older RTA buses with newer vehicles that are more fuel efficient and have lower emissions. Update the Transit Asset Management Plan annually to ensure that the transit fleet is in a good state of repair.

4. Invest in technology for current and future buses and streetcar Who: RTA, DPW When: First Five YEars Resources: Grant funds

Incorporate the use of preemptive signalization and real-time GPS tracking to increase greater reliance upon mass transit

GOAL 2

Increase efficiency across all transportation modes

2.A Develop and implement a Transportation System Management Strategy to optimize capacity and maximize efficiency.

ACTIONS

1. Conduct a study and implement recommendations to manage traffic congestion and increase mobility of people in downtown area. Who: DPW; DOTD; RPC, Port of New Orleans; DDD When: Ongoing Resources: Staff time; Federal funds; City funds

   Identify policies and projects that increase mode share for walking, biking and transit. Consider the establishment of priority bicycle and transit corridors.

2. Identify the most effective improvements to reduce travel times along existing bus and streetcar lines. Who: RTA; DPW; DOTD When: First five years Resources: Grant funds Identify street reconfigurations that reduce turning conflicts with streetcars at the highest conflict locations.

   Develop priority locations, standards and permitting for high-capacity and pre-paid transit stations

3. Invest in an advanced traffic management system. Who: DPW, DOTD When: Medium-term Resources: City funds, State funds, federal funds

   Continue upgrades to traffic signals and pedestrian countdown timers to create a traffic management system capable of being remotely monitored and controlled to adapt to changing traffic conditions as they occur. Monitor and adopt useful technologies for traffic data management. Provide streamlined and accessible traffic information to travelers.

4. Enable walking, cycling, and transit in the planning of development projects. Who: CPC, DPW When: Ongoing Resources: Federal funds, capital funds

   Promote transit-oriented development plans through zoning, place-based planning, and the plan review process. Consider the designation of transit priority corridors as part of the place-based planning process.

5. Study the feasibility of adding additional Mississippi River crossings to reduce congestion and provide additional evacuation routes, to include a new ferry crossing at Gretna and a new bridge between Algiers and Chalmette. Who: RPC; DOTD; RTA When: Long-term Resources: Federal funds

6. Support higher-density transit oriented development (TOD) along existing and future high-frequency transit service. Who: RTA; RPC; CPC

When: Long term Resources: Federal funds

7. Study existing capacity and promote improved connectivity for crossings over the IHNC for all modes of transportation. Who: RPC; DOTD; Port of New Orleans When: Long-term Resources: Federal funds

Look for opportunities for waterside access along the IHNC to develop this as a water-borne freight corridor

2.B Measure progress toward meeting the mode share goals of transit, bikes, walking and single occupancy vehicles.

Actions

1. Meet with the public and stakeholders to develop a summary of mode share in New Orleans from ACS and census data to adopt formal mode share goals. Who: CPC lead in coordination with DPW When: First Five Years Resources: Staff Time

2.C Enable the efficient movement of freight.

ACTIONS

1. Develop a comprehensive, multi-modal freight plan to guide future investments and implementation of service enhancements to drive operational efficiencies. Who: CPC; RPC; Port of New Orleans; DPW; NOAB; DOTD; Public Belt Railroad When: First five years Resources: Bond funds

Review the designated truck route system and update the list of streets with input from neighborhoods, truckers, business parks, intermodal terminal operators and other relevant groups. Ensure consistency with operations and Master Plans for the Port, Public Belt, and Airport.

2. Work to improve access to and from all intermodal freight terminals through wayfaring signage and technology-based solutions, street improvements, and signalization. Who: DPW; DOTD; Port of New Orleans. When: Medium term Resources: City and state funds

3. Explore alternative modes of freight movement to accommodate projected cargo growth, such as container on barge service and moving more cargo by rail shuttle. Who: CPC; RPC; Port of New Orleans When: Medium term Resources: Staff time; local and state funds

4. Provide adequate, dedicated and maintained roadway access to Port facilities to keep the Port competitive, reduce congestion and impacts to quality of life. Who: CPC; RPC; Port of New Orleans; DPW; Police When: First five years Resources: Bond funds

Maintain and provide adequate access for the only truck route to uptown Port cargo facilities through coordinated planning and implementation with the City, Convention Center and other existing and proposed Tchoupitoulas corridor developments.

2.D Encourage sustainable and healthy mobility choices.

ACTIONS

1. Develop and implement a sidewalk improvement program Who: DPW When: First five years Resources: Staff time

2. Invest in more comfortable bicycle facilities that provide critical linkages in the bicycle network Who: DPW, RPC, DOTD When: First five years Resources: Staff time, City and federal funds

3. Support and encourage events such as Bike to Work Day, No Car Days, Celebrity rides, Open Streets. and carpooling. Who: Mayor's Office. When: First five years Resources: Staff time

4. Implement an equitable and sustainable bike share program that enhances mobility and bicycle safety, is accessible to all income levels, and eventually services the entire city. Who: Mayor's Office; DPW; CPC; consultants When: First five years Resources: Staff time; City funds; grants; private sponsorships

5. Expand marketing and community engagement to promote the use of public transit. Who: RTA When: First five years Resources: RTA funding

   Improve marketing outreach to attract automobile drivers by developing promotional materials highlighting the benefits and cost savings of using public transit. Partner with major employers and educational facilities to increase transit usage. Implement a new CAD/AVL system to improve customer access to information about service in real time

2.E Improve connectivity between transportation modes.

ACTIONS

1. Develop passenger rail connections between the CBD/UPT, Louis Armstrong International Airport, Baton Rouge, the Gulf Coast, and other communities within the southern US. Who: RPC; City; RTA; NOAB; Amtrak; Mayor's Office, Congressional leadership When: Long term Resources: Federal funds

   Support and advocate for federal and state funding for high-speed and/or light rail lines Actively work to reinstate and improve passenger rail service between New Orleans and Jacksonville, FL (Route has not been reactivated by Amtrak since Hurricane Katrina).

2. Create gateway connections at the UPT and Louis Armstrong International Airport and improve access to the Convention Center and Port of New Orleans Who: RTA; RPC, DPW; NOAB; NOBC When: Long-term Resources: Federal funds

   Consider establishment of BRT connections between the Convention Center, Port, UPT and Airport.

3. Create forums for agency coordination and consolidation to improve transit service delivery and sustainability. Who: RTA; RPC, Jefferson and St Bernard Transit and traffic and planning staff from each parish When: Medium-term Resources: Staff time

   Improve regional transit connections with partner agencies.

4. Conduct a study to improve multimodal access to and from the Union Passenger Terminal to address comprehensive way-finding signage, high-visibility crosswalks, bicycle and vehicular parking, bicycle routes, ridesharing services, high-quality information services, and improved taxi and bus service. Who: RTA; RPC; DPW When: Medium-term Resources: Federal funds

   Focus planning efforts to access and improve mobility to and from the UPT for all modes of transit

5. Plan for and emphasize pedestrian, bicycle and transit facilities linkages through improved design, funding, maintenance, enforcement, and education. Who: RTA; DPW When: First five years Resources: Federal funds, staff time

2.F Develop a great cycling city.

ACTIONS

1. Develop and implement a comprehensive Bicycling Plan that prioritizes building low-stress, high quality infrastructure, creating a connected citywide network, and increasing safe mobility options for those that need it most. Who: DPW, CAO When: First five years Resources: Staff time, City funds

   Incorporate “Complete Streets” guidelines into the plan. Analyze geographic need for mobility improvements based on economic and health outcomes and prioritize bicycling improvements that have the greatest potential to improve social equity. Incorporate a robust community engagement component to collect broad stakeholder input to develop a comprehensive bicycling strategy informed by and supported by the public. Program enhancement funding for public bicycle facilities in all future local bond elections. Explore potential dedicated funding streams for bicycle improvements Achieve and maintain Gold Level Bike Friendly Community status. Identify pilot corridors for core network of protected bike lanes that connect to existing assets, such as the Lafitte Greenway, and downtown core.. Provide for cycling connections to transit. Mitigate bottlenecks created by rail infrastructure, bridges, underpasses, and other disruptive elements.

2. Develop and update design standards and guidelines for all types of bicycle facilities Who: DPW When: First five years Resources: Staff time

3. Provide access to bike racks and storage on public rights of way and at publically owned buildings at key activity nodes and along key bicycle corridors. Who: DPW; CPC When: First five years Resources: Staff time, City funds, Federal funds

Expand and promote program for private sponsorship of bike racks and bike corrals on sidewalks and unused on-street spaces. Pilot a limited number of on-street vehicular parking spaces to be converted into on-street bike rack/storage area if demand or adjacent property owners call for it. Incorporate bike racks into the on-site parking plans for public buildings such as libraries, community centers, and schools.

4. Modify zoning regulations to encourage or require the provision of on-site bicycle parking facilities. Who: CPC When: First five years Resources: Staff time

2.G Maximize walkability.

ACTIONS

1. Seek federal funding for walk-to-school programs and improvements. Who: DPW; OPSB; RSD When: First five years Resources: Federal funds

Incorporate “Complete Street” guidelines into the strategy. Review car line and bus access plans for all new school prior to of sessions and periodically review those for current active school campuses.

2. Develop a sidewalk improvement program (regular condition assessment and maintenance of sidewalk infrastructure through a combination of public and property owner funding with criteria analogous to a pavement asset management system). Who: DPW When: First five years Resources: Staff time; City funds

Conduct a study to identify appropriate sidewalk condition assessment and walkability criteria. Evaluate sidewalk repair and maintenance sections of City Code and explore ways to improve enforcement and betterment system options for property owners. Explore sustainable and equitable funding mechanisms.

3. Review, update, and implement the City’s ADA Transition Plan relative to public rights of way to reflect requirements of ADA Accessibility Guidelines and Public Rights of Way Accessibility Guidelines. Who: DPW; Mayor’s Office When: First five years Resources: Staff time; City funds

4. Develop a Pedestrian Master Plan to guide future investments in pedestrian facilities of all types to improve the quality, safety, and accessibility of the pedestrian environment throughout the City. Who: DPW When: First five years Resources: Staff time; City funds

Use best practices to develop specific criteria and metrics for identifying corridors for pedestrian facilities. Establish a standard for evaluating the pedestrian level of service and walkability

along a corridor.

Prioritize last mile conductivity to assist with transit and bicycle mode share goals.

5. Implement sidewalk improvements in the French Quarter Who: Mayor's Office, DPW When: First five years Resources: Staff time; special property tax

6. Develop a continuous, well-connected pedestrian network of sidewalks, walking paths, and recreational trails to safely accommodate pedestrians. Who: DPW When: Long-term Resources: Staff time; City funds, State funds, federal funds

Publicize and promote walking paths and recreational trails within the City. Seek additional grants to expand the existing network.

GOAL 3

Improve safety, accessibility, and quality of life for all transportation system users

3.A Implement the adopted “Complete Streets Policy”.

ACTIONS

1. Develop and adopt Complete Streets Guidelines for internal and consultant design engineers in project development. Who: DPW; CPC transportation planner When: First five years Resources: Staff time; City funds; State funds; Federal funds

A Complete Streets Implementation Guideline document should consider a street classification system that prioritizes infrastructure investment and guides street design and operation specifics. Consider the use of temporary materials to test out Complete Streets best practices and replace with permanent materials if appropriate and when funds are available. Consider developing a Pavement to Parks Program to encourage public participation while allowing for low-cost, temporary pilot testing of projects to improve pedestrians, bicycle, and transit-users experience.

2. Use the multi-modal level of service to access road designs during the preliminary design process and allocate right of way. Who: DPW; consultants When: First five years Resources: Staff time; consultant

3. Update City of New Orleans Roadway Design Manual to include modern best practices for the accommodation of non-motorized transportation modes and streetscape improvements. Who: DPW When: First five years Resources: Staff time

The updated Roadway Design Manual should include best practices including those

from the National Association of City Transportation Officials and other resources that prioritize safety of people using active transportation and public transit.

4. Plan for and emphasize pedestrian, bicycle and transit facilities linkages through improved design, funding, maintenance, enforcement and education. Who: DPW; RTA When: First five years Resources: Staff time; City funds; Federal funds

5. Implement pedestrian improvements, such as crosswalks, pedestrian signals, traffic calming, pedestrian refuges and ADA accessibility requirements in priority areas including transit routes, schools, retail/commercial corridors, residential complexes for senior citizens and persons with disabilities, parks and other recreational facilities, and government/institutional buildings in accordance with the City's Pedestrian Safety Action Plan. Who: DPW When: First five years Resources: Staff time; City funds; Federal funds

6. Require training on the design of Complete Streets for all design consultants doing business with the City and give preference in the bid process to those consultants whose project managers have demonstrated Complete Streets design experience. Who: DPW When: First five years Resources: Consultants; Staff time

3.B Implement the Vision Zero Safety program for the City of New Orleans to reduce traffic fatalities and severe injuries.

ACTIONS

1. Support public education campaigns to increase awareness and knowledge with the goal of creating a safer environment with radio, TV, print and internet campaigns and materials. Who: RPC; DPW; Police When: First five years Resources: Staff time; City funds; State grants

2. Produce informational brochures and programs (such as the RPC's Create a Commuter initiative) to encourage bicycling as a mode of transportation and to improve safety and drivers' awareness of bicyclists. Who: RPC; DPW; Volunteer bike groups When: First five years Resources: Grant funds

3. Improve gathering, tracking, analysis, and dissemination of crash data, including to the public when possible, to guide funding to address problem areas. Who: RPC; DPW; NOPD; Volunteer bike groups When: First five years Resources: Grant funds; Staff time

4. Protect vulnerable road users such as pedestrians, cyclists, and motorcyclists. Who: NOPD; DPW, Municipal Courts When: First five years Resources: Staff time

   Improve enforcement of bicycle laws for the safety of both bicyclists and motorists. Continue to invest in pedestrian countdown timers and high visibility crosswalk signage and striping.

5. Combat distracted driving. Who: NOPD; DPW When: First five years Resources: Staff time, City funds

Establish and enforce cell phone free zones in school zones. Raise awareness of the dangers of distracted driving.

6. Reduce speeding, impaired, and aggressive driving. Who: NOPD; DPW When: First five years Resources: Staff time, City funds

Expand the City’s existing network of traffic safety cameras to support enforcement of speed limits and traffic signage and signalization. Consider passive traffic calming measures such as bump outs, signage, and reducing the speed limit first, and then consider reducing the number of travel lanes. Expand DWI enforcement.

7. Consider augmenting existing staff to enhance the City’s role in transportation safety. Who: DPW; CPC When: First five years Resources: Staff time, City funds

3.C Improve and expand access to the transit network throughout the City.

ACTIONS

1. Improve bus and streetcar frequency. Who: RTA When: First five years Resources: RTA funds

Identify high ridership corridors and corridors with high ridership potential that can support service intervals of 15 minutes or better. Identify options to create crosstown lines to decrease travel times. Create transit mini-hubs around the City to shift the network from hub and spoke to a web with more travel options for riders. Provide better connections to MSY on the new Airport Express line, increasing the transit mode share.

2. Ensure safe access to transit stops and major travel generators through improved intersection visibility (lights and high visibility crosswalks), sidewalk repairs, and pedestrian countdown signals. Who: DPW; RTA When: First five years Resources: Federal funds; City funds; staff time

3. Redesign transit lines where possible to connect with major destinations and other trip generators to increase ridership and efficiency. Who: RTA When: First five years Resources: RTA funding

4. Examine the feasibility of alternative service delivery models to meet the needs of riders in lower demand neighborhoods. Who: DPW; RTA When: First five years Resources: RTA funding

5. Improve the waiting experience for customers at transit stops. Who: RTA; RPC; DPW; NOAB When: Medium term Resources: Federal funds; bond funds

Continue to install comfortable, durable benches and shelters at all bus stops throughout the City and ensure adequate funding and coordination between agencies for the maintenance of bus stops and streetcar stops.

Improve access, signage, lighting, landscaping, and other amenities at major transit points. Replace Bus Stop signs throughout the network that are more durable and provide customers more relevant information.

3.D Manage curbspace more efficiently to reduce congestion and increase safety.

ACTIONS

1. Modify off-street parking requirements to enhance parking efficiency, improve urban design quality and encourage walking and alternate forms of transportation. Who: CPC When: First five years Resources: Staff time

Reduce off-street parking requirements for new developments and encourage shared parking amongst land users. Require the location of parking in the rear of on the side of buildings in commercial districts and encourage the consolidation of parking facilities to serve several blocks at a time. Where transit is available, encourage the provision of discounted transit passes for employees. Encourage the provision of off-street parking for multiple transportation modes such as cars, bicycles, carpool vehicles, and ridesharing vehicles. Reduce curb cuts on priority pedestrian and bicycle corridors.

2. Implement policies that encourage efficient management of the curb space in the downtown area and along commercial corridors. Who: DPW When: First five years Resources: Staff time

Manage the curb space as a finite and valuable asset. Implement technology-based systems to monitor the availability of parking spaces and make this information available to the public. Review and update policies and regulations on the designation and operation of passenger zones, bus zones, and freight zones. Link land usage to the allocation of curb space based on need.

3. Develop and implement a municipal parking management strategy to reduce the parking demand in the downtown area and along high-demand corridors. Who: DPW; CPC, Property Management When: Medium term Resources: Staff time; funding

Expand off-street parking available in areas adjacent to downtown. Incentivize park-n-ride. Look at expanding transit service to connect peripheral parking to downtown business districts. Explore incentives for remote parking and drop-off zones at schools, public facilities, and other destinations. Establish rates for on-street parking based on availability and demand and in consultation with stakeholders.

3.E Provide significant infrastructure investment to make major boulevards and corridors more attractive and pedestrian friendly particularly where transit stops, schools, parks, and other pedestrian generators are present.

ACTIONS

1. Develop and adopt guidelines for pedestrian facilities of all types to improve the quality of the pedestrian environment throughout the city by improving striping, signage, and pedestrian crossing signals. Who: DPW When: First five years Resources: Recovery funds; CDBG; bond funds

Give priority to intersections near schools, senior housing, parks, and similar destinations. Seek Safe Routes to Schools federal funding for walk-to-school programs and improvements. Reinforce existing efforts to improve pedestrian infrastructure along major corridors by formally adopting guidelines.

2. Continue to build upon hurricane recovery appropriations to ensure comprehensive streetscape improvements in designated target areas, including lighting, landscaping, sidewalk enhancements, and the burying of above ground utilities. Who: DPW When: First five years Resources: Staff time

Invest in use of permeable concrete to help control flooding on sidewalks.

3. Implement comprehensive streetscape upgrades (lighting, landscaping, sidewalks, utilities) to those boulevards that are in need of upgrades yet are not already targeted for streetscape improvements through recovery funding, such as Tulane Ave, Broad, St. Claude, Tchoupitoulas, Read Blvd, etc. Who: DPW; CPC transportation planner When: Medium term Resources: Bond funds

4. Develop landscape design requirements for parking lots with shade and lighting, and materials for pedestrian walkways to enhance and produce safe walkways and pleasant pedestrian environment. Who: DPW; CPC When: First five years Resources: Staff time

GOAL 4

Promote economic development and innovation through integrated transportation planning and policies.

4.A Coordinate higher-density land uses with existing and future transit hubs to support walkable, mixed-use, transit-oriented neighborhoods along existing and potential future transit routes.

ACTIONS

1. Create area land use plans and zoning regulations to encourage walkable, higher density, mixed-use, transit-oriented development (TOD) at key transportation opportunity nodes. Who: CPC transportation planner; coordinate with RTA When: First five years Resources: CZO rewrite; staff time

2. Encourage mixed-use developments within a fixed distance of major transportation corridors. Who: CPC, transportation planner; coordinate with RTA When: First five years Resources: Staff time

4.B Modify regulations to encourage infill development that supports a vibrant pedestrian environment.

ACTIONS

1. Modify zoning regulations to ensure that new development respects and is oriented toward the pedestrian, through building orientation, setback, signage, parking, street-level interaction, and design review regulations. Who: CPC; DPW When: First five years Resources: Staff time

2. Establish Traffic Impact Analysis guidelines that look beyond the development site for pedestrian generators and linkages. Who: CPC; DPW; possible small consultant services contract When: Medium term Resources: Staff time; CDBG; smart growth oriented grant funding

3. Use area traffic management to coordinate and minimize intensity, resolve community concerns and mitigate the impacts of economic development projects Who: CPC; DPW When: long-term Resources: Staff time; City funds

GOAL 5

Develop an environmentally sustainable and resilient transportation system

5.A Make capital investments and implement administrative strategies to ensure the resilience of the city’s transportation infrastructure against future hazards.

ACTIONS

1. Ensure that a thorough, timely, regularly updated plan is in place to secure bus and streetcar rolling stock from flooding. Who: Office of Emergency Preparedness; RTA When: First five years Resources: Staff time

2. As transportation facilities are renovated, ensure that critical building systems are elevated and that facilities are hardened against flood and wind damage. Who: RTA; CPA; Office of Emergency Preparedness When: First five years Resources: Recovery funds; bond funds; federal funds

3. Where feasible, utilize construction techniques and materials as roads are repaved and new drainage systems introduced to allow them to minimize and withstand floodwaters. Who: DPW When: First five years Resources: Recovery funds; bond funds; federal funds

4. Ensure that the City’s hazard mitigation plan and preparedness and response measures are coordinated with the Port, rail and regional freight planning efforts to efficiently and safely move hazardous materials throughout the City. Who: DPW; Port of New Orleans, Office of Emergency Preparedness; New Orleans

Public Belt When: First five years Resources: Staff time; local funds; federal funds

5.B Develop a transportation system that contributes toward a healthier environment for future generations through investments in multi-modal facilities and green infrastructure for stormwater management

ACTIONS

1. Minimize transportation-related greenhouse gasses and other air emissions. Who: RTA, City, CPC, Port of New Orleans, NOAB, RPC When: Long-term Resources: Staff time, City funds, State funds, federal funds

   Encourage the increased usage of clean fuels in public and private fleets. Support projects and programs that encourage travelers to take more trips using more environmentally sustainable modes.

2. Support the usage of alternative fueled vehicles such as electric cars. Who: RTA, City, CPC, Port of New Orleans, NOAB, RPC When: Long-term Resources: Staff time, City funds, State funds, federal funds

   Increase the number of electronic car charging stations at public facilities and on the public right of way. Support the usage of electric cars for car sharing programs over conventional cars.

3. Implement stormwater management systems that emphasize green and gray infrastructure solutions Who: CPC, DPW, SWBNO When: First five years Resources: Staff time, City funds, federal funds