1. Coastal Protection and Restoration Master Plan Implementation/Interagency MOU Update Presentation to the CPRA Christel C. Slaughter, Ph.D. SSA Consultants September 10, 2007

2. Project Objectives To benchmark against other large public works projects and learn from their successes and failures; To develop a set of principles and guidelines essential to successful implementation of the Master Plan; To evaluate the advantages and disadvantages of various organizational models To create a document outlining the organizational framework and roles and responsibilities of the entities who have statutory authority for coastal protection and restoration for the state of Louisiana

3. Top Coastal Accomplishments Since Katrina and Rita Top 13 Coastal Accomplishments Since Katrina and Rita 1.Formation of Coastal Protection and Restoration Authority (CPRA) 2.Commencement of Drafting the Master Plan 3.Objecting to Outer Continental Shelf (OCS) Oil and Gas Lease Sale 4.Act 425: Oyster Lease Acquisition and Compensation Program 5.Filing Suit Against Federal Government on OCS Lease Sale 6.Constitutional Amendments Passed September 30, 2006 7.Winning Lawsuit on OCS Lease Sale 8.OCS Revenue Sharing Bill Passed 9.Completion of Master Plan 10.Submission of Coastal Impact Assistance Program (CIAP) Plan 11.Approval of Master Plan 12.Approval of $200 Million Additional Financing for Coastal Restoration and Protection 13.Approval of Senate Bill 53: Establishment of Coastal Financing Corporation

4. Key Principles in Model Development The major operations of this organization should remain as a function of state government. While private contractors must be utilized and will contribute expertise and experience as appropriate, it is important to create an institutional memory for long-term success. This organization must be nimble, entrepreneurial, and impeccable in all processes. The talent and expertise found in DOTD and DNR should be integrated and provide a multidisciplinary approach for optimum results. Best practices in each agency regarding common processes such as contracting, etc. should be identified and utilized drawing on the staff and resources of the original department. This strategy will ensure minimal growth in administrative resources. These functions in state government must transcend politics and gubernatorial administrations and will only be effective over time under the leadership of several governors and appointed officials.

5. Options Considered

6. Options Not Considered A completely new department Complete outsourcing Constitutionally prohibited without changing existing departments State needs to build capacity, expertise and institutional memory

7. Organizational Requirements

8. Phase I: Needs Assessment and Data Collection Key Stakeholder interviews Review of enabling legislation Document review Over a dozen large scale project processes, functions and organizational models

9. Phase II: Development of the Conceptual Organizational Model Integrated approach to implementation based on consensus Collaborative programming and prioritization to develop one budget External reviews to provide the highest level of transparency and oversight. Particularly in the fiscal and science and technology arenas.

10. Phase II: Development of the Conceptual Organizational Model Multidisciplinary approach with a sense of urgency coupled with best practices. Robust regional planning to allow for public and regional stakeholder involvement and ownership. Resources leveraged across organizations.

11. Executive Committee for Implementation

12. Phase III: Development and Signing of the MOU Unprecedented spirit of collaboration in place and necessary to be successful. Innovative business-like approach to encourage entrepreneurial and high-performance culture.

13. Phase IV: CPR Implementation Team Coastal Operations Task Force composed of GOCA, DNR, DOTD staff formed in July to operationalize the organization. Sub-groups on Planning, Science and Technology Integration, Engineering/Design and Project Management and Fiscal/Administration will develop common processes and procedures.

14. Next Steps: Development Transition Plan Common Terminology or Lexicon Budget Issues and Obstacles to Success Organizational Structures and Role Clarification Basic Management and Finance Processes Communication Plans