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The storm impacted the city in two ways. Flood and wind damage. Fortunately, recognizable tourist areas suffered more from wind than water and were quickly repaired to bring the economy back online. It was revealed that locally owned businesses (Mom and Pop shops) were largely responsible for this development. Since those operators were deeply invested within the community — New Orleans was their home, they needed income to rebuild their residence, along with a strong cultural connection to heritage. Many of the chains and franchises pulled the plug and opted not to rebuild for better return on investment opportunities (elsewhere). And so community spirit more than outside investment claims the most credit for the Crescent City Comeback. National awareness continues to spur further renewal. Examples are Brad Pitt, Harry Connick, Jr. and Musicians Village. Recovery continues to be slow but steady. Some estimates state that there are 30- 40,000 vacant, damaged and abandoned properties left. The City is funding the demolition of 10- 15/week. Resources are thin. There's just not enough financial relief to proceed more rapidly. The call for demolition is regretful but necessary in the course of recovery. New Orleans is strongly aligned with historic preservation. However, the foreseeable delay in bringing many properties back against a noticeable infestation (rodents) or other safety hazards rearranges philosophical priorities. Much architecture and history (especially in the residential districts) will be permanently lost well before recovery is complete. The redevelopment of many historic residential communities is now subject to liberal interpretations of the standards to offset as much demolition as possible. Business district fagade control is mostly unaffected. Tourists that remain within these areas would not realize the devastation and the impact of the outlying disaster -affected zones. 07/11— Commission Chair Training The responsibility and authority bestowed upon the chair should be understood within the framework of a commission's public, legal, and internal function. The chair sets the tone for commission policy and is often the spokesperson for public outreach - at the foreground of educational initiatives and when things become controversial. It is often said that when things are going smoothly, you will see commission staff member, but when trouble is brewing, the chair takes the heat. The public will be the biggest critic or best ally to any commission. Successful commissions strive to be proactive through demonstrations of fairness and public educational opportunities. A chair must encourage behavior that will create a positive and productive climate for both staff and board. The chair serves as a liaison between the two. Local ordinance power stems from the 100' Amendment to the US Constitution, meaning that states are entitled to default authority not otherwise reserved by the federal government. Laws must pass the litmus test of existing for the public good, not for one person, not arbitrary and unreasonable, and for health, morals, peace, quiet and general welfare. In preservation cases involving litigation, it is important to focus on the benefit to public rather than defending against particular owner circumstances (individual rights or financial hardship). Many times, the individual circumstances may be alleviated through other means (tax relief grants, public acquisition, zoning variances, easements, etc...) • The courts have ruled that self-imposed financial hardship cannot be used as a defense. Advice: get demolition by neglect provisions into your local ordinance! The use of fines, penalties and eminent domain provisions are also important tools to secure endangered properties. • The commission chair must have a working knowledge of procedure (enabling ordinance, by-laws, parliamentary procedure, governmental process) to orchestrate decisions that are less likely to be challenged as discriminatory or unreasonable. Be consistent! • For applications, the Chair must question if the supporting evidence is Sufficient, Relevant (germane), Competent, Credible, and Consistent. • The chair must also verify that each application satisfies the requirements for proper notice, quorum, completeness and record keeping. The chair's goals are always to be clear, efficient, predictable, fair, and informed. 18