Water Challenge Action Plan 2013 by Steve Picou & Grasshopper Mendoza Publications

WE CAN DO THIS! Water Challenge Action Plan A Dynamic of Momentum and Urgency May 2013

Water Challenge Strategic Plan

Table of Contents

! Executive Summary

Methodology

What if?

What made this happen?

Is the Water Challenge fulfilling the mission and goals of the original 2010 proposal?

Is the WC an award-winning initiative that inspires public policy?

A sense of urgency

Louisianaâ&#x20AC;&#x2122;s Water Cluster

Market Dynamics

Louisiana momentum

Sustainability

Key Findings

Recommendations

Action Steps: A Blueprint for 2018

Water Challenge program roles & responsibilities

How do we measure progress?

What can we improve?

What if it ends? A risk overview

Can we do this?

Water Partners and Roles

Louisiana Case Studies

National Case Studies

International Case Studies

Appendix

Tools for inspiration & implementation

Acronyms Guide with Links

References sourced for this plan

Citations

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Water Challenge Action Plan  A Dynamic of Momentum and Urgency

A report for the Greater New Orleans Foundation & The Idea Village

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May 2013

Acknowledgement The Water Challenge is a special endeavor. On the surface, it is an entrepreneurial competition. But, like the water on which it is based, it runs much deeper.   The Water Challenge celebrates entrepreneurial spirit, and empowers all to contribute to addressing the state’s compelling issues. The program connects people and place, to promote wise stewardship as key to prosperity. It elevates collaboration by rewarding ideas that solve existential problems. It connects academia, government, business, nonprofits and everyday citizens, providing a platform for education, economic and workforce development, community engagement and civic activism.   This endeavor builds upon two of Louisiana’s greatest assets: water and people. For all who collaborated on this project, and for the many incredible programs and institutions highlighted in this plan, we give thanks.

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This report was prepared by NOLA Vibe Consulting. The statements, findings, conclusions, and recommendations are those of the authors and do not necessarily reflect the views of The Idea Village, the Greater New Orleans Foundation, or the organizations and institutions named in this report. Version: 4.3 Updated December 2013

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Authors: Stephen C. Picou Grasshopper Mendoza NOLA Vibe Consulting New Orleans LA

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! Water Challenge Action Plan: A Dynamic of Momentum and Urgency Executive Summary May 2013

In 2010 the Greater New Orleans Foundation (GNOF) and The Idea Village developed a proposal for a Water Venture Development Fund to establish an entrepreneurial competition to serve as a catalytic event designed to help transform New Orleans into “a global hub of innovation and entrepreneurship in water management.”

The Water Challenge (WC) business development competition launched in 2011, and is a component of New Orleans Entrepreneur Week (NOEW). The program is now a well-established part of the yearly rhythm of NOEW’s entrepreneurial “season” of outreach, application, acceleration and competition. Funding is provided by GNOF on an annual basis, and the 2012-13 proposal calls for this three-year plan.

Though this plan ends with steps through the year 2016, its vision looks to the New Orleans Tricentennial of 2018 as a target year in which the momentum of eight Water Challenges and ten New Orleans Entrepreneur Weeks have inspired participation statewide. The plan builds upon the state’s pressing coastal restoration issues and institutional assets as primary dynamics, but it does not exclude the many water-related resources, industries and issues facing the entire state. In fact, based on this plan’s research, Louisiana is positioned to expand the meaning of “waterrelated resources” due to its unique mix of cultures, industries and water assets.

As part of its long term vision, this plan proposes the formation of the Louisiana Water Economy Alliance to fulfill GNOF’s intention to create a supportive fund. This plan also calls for establishment of a Louisiana Water Week (LWW) to be a statewide celebration and series of events that culminate in the Water Challenge during NOEW. The vision is that by 2018, thanks to statewide networks of water leaders buoyed by significant progress in funding and implementation of the Coastal Master Plan and the Greater New Orleans Urban Water Plan, continued investment in water infrastructure, industry collaboration on integrated water management, and the momentum of the WC and LWW, Louisiana’s economy and environment are improving, jobs are expanding and people are increasingly attracted to live here. These things are possible, because water and people are the assets upon which this robust, resilient state is building its future.

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This vision will not happen by 2018 with the WC in a static mode. Despite the growing number of organizations working on water innovation in Louisiana, the process of transforming the state into a “global hub of innovation and entrepreneurship in water management” is still in its early stages. This perception was reinforced by stakeholder interviews in which there was no consensus regarding water leadership.

The WC is a young event with many lessons learned. A responsibility of this plan is to examine strengths and weaknesses to help chart a path forward. The first three Water Challenges were not full-year programs in design or implementation. Each year, the WC is proposed, funded, executed and ended, all within the span of nine (or fewer) months. In late August, outreach begins. Applications are accepted between September and October; entrepreneurs are then mentored in an accelerator program, leading to the Water Challenge Day during NOEW in March; public components of the program end, and a report is generated. The WC then has no visible operations or staff until the following August. This four to five month gap represents many lost opportunities for outreach, education and cultivation of the next season’s entrepreneurial cohort, and for the solicitation of collaborative partners and sponsors. This lack of full-year operations and staffing lies at the heart of the biggest weakness of the program.

The Water Challenge is a source of vision and values, and is taking highly visible steps to develop Louisiana’s water cluster of government, academia, business and advocacy into an alliance with the power to transform the state’s most compelling threats into the basis of a healthy economy, environment and society. It is an important collaborative partner in a growing organizational landscape of water-related efforts. But for all of the original goals to be met, the capacities of the WC need to be expanded to create a full-time, year-round organization, and, as recommended in this plan’s Action Steps, the primary roles of the WC should be transitioned to an existing watercentric organization or to the Louisiana Water Economy Alliance.

! Key Findings: !

• Countries, communities and companies are aligning to develop water clusters in support of • • •

• •

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innovation, technology, and entrepreneurial development Internationally and nationally many water cluster initiatives are in relatively early stages Coastal restoration is not recognized by EPA as a national water issue within the context of their identification of key markets for water EPA’s Blueprint for Integrating Technology Innovation in the Water Program 1.0 identifies “top ten” market opportunities, many of which have potential to connect to resources and plans in Louisiana Nationally, philanthropic organizations and the private sector are increasingly investing in green infrastructure National watershed initiatives for the Mississippi River strengthen coastal and delta restoration efforts and networks

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• CPRA anticipates spending $1.8 billion over the next three years • S&WB anticipates spending approximately $2 billion in New Orleans over the next few years

• In Louisiana, jobs in water management average more than $72,798, the fourth highest when •

• • • • • • • • • • • •

ranked with all non-farm industries In 2012, the Louisiana Legislature passed the Louisiana First Hiring Act in response to coastal restoration efforts to ensure residents of affected parishes are given priority access to the thousands of jobs anticipated in the sector Louisiana’s diverse challenges, cultures, industries and assets are a unique and powerful mix upon which to build a water cluster Institutions in Louisiana are developing capacity to create a cluster but are not well-organized in this effort Both Tulane Riverfront Campus and The Water Institute of the Gulf plan to develop expansive facilities for research, modeling and development focused on coastal restoration and water As of May 2013, the Water Institute of the Gulf is the most active organization working on innovation development and certification relating to coastal restoration There is a strong willingness to collaborate and cooperate among all organizations surveyed There was no majority consensus among interview subjects regarding leadership in the local water sector The WC has a positive reputation There is growing media interest in the WC Entrepreneurialism is perceived as a useful tool to help educate the public and leaders about water The WC is perceived as an effective endeavor to raise awareness about water opportunities and challenges The majority of entrepreneurs applying to the program to date are focused on restoration, education, stormwater management and food production Coastal restoration ideas are most popular with the public, as evidenced by Pierce Industries getting the most votes at The Big Idea during NOEW and in the selection of CC Clean Tech as the audience favorite at the inaugural WC

! Key Recommendations for 2013-2016: !

• Expand Advisory Board • Change name to Louisiana Water Challenge, establish the Louisiana Water Economy Alliance,

and legally register name and program

• Build capacity for a full-year approach to managing the Louisiana Water Challenge that • • • •

continues to move with the rhythm of The Idea Village's Entrepreneur Season and NOEW Build capacity for network building in support of developing the water industry in Louisiana Strengthen entrepreneur outreach, recruitment, resources and followup Initiate process for a gradual transition of core responsibilities to a water-centric organization by 2015 Create a developmental role for soliciting sponsors and partnerships

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• Diversify funding sources • Develop branding, marketing and promotion tools and website

• Instill and celebrate sustainability principles across all operations and events by working with • • • • • •

LifeCity Expand community engagement efforts more equally to the 9 parishes (and beyond) Create a developmental role for building statewide partnerships and programs Identify and engage partners for early-stage entrepreneur programming, water-specific entrepreneur education and water mentoring Improve vetting process and criteria for selection of participants and finalists Build relationships with higher education systems for participation and curriculum development Develop metrics systems and partners to aggregate new data on Louisiana water entrepreneurs and businesses and the impacts of the WC

The WC initiative is a framework of collaboration, celebration and actions, linking diverse organizations, people and regions in a quest to turn Louisiana’s threats into opportunities. Leveraging the strengths of the increasing number of leaders and organizations involved is key to turning those opportunities into a better future. Coordinating these strengths involves agreeing to use common language to achieve common goals. Because it is a catalytic program, if it continues and expands, the WC has potential to build upon that framework, and maintain momentum.

This document exists because many diverse voices aligned in agreement that the WC is a worthwhile and effective endeavor, and is fulfilling its mission. The purpose of this plan is to take that agreement to the next level by scanning the current state of Louisiana's human and organizational water capacities, interviewing key stakeholders, and proposing actions for the next three years. The goal is to build a sustainable model for the WC that utilizes the strengths of partners and collaborators to fulfill the mission of the initiative and goals of the original proposal.

The intention behind this plan is to develop the Water Challenge into an open platform to embrace multiple levels of participation by citizens of all ages, and to serve as a powerful, dynamic tool for education, economic development, inspiration and transformation of the state at a time when such forces are needed more than ever to stop losses of land, people and vital water services and resources.

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Methodology

This Water Challenge action plan is shaped by knowledge gained from a series of interviews with more than 30 stakeholders, water experts, business leaders, entrepreneurs and advisors who were asked a basic set of questions to determine perceptions regarding water leadership, the role and impacts of the WC, general thoughts on the value of using entrepreneurial approaches in dealing with water problems, and opinions and recommendations for improvements to the WC. Each interviewee contributed important and thoughtful questions, ideas and criticisms.Â

Lessons learned by the authors over three years of managing the WC program, and four years of interdisciplinary water research, advocacy and network-building, guided selection of interview subjects and composition of this plan. Three years of basic surveys of entrepreneurs and participants also added valuable knowledge. The result is a document that is both issues-based: dealing with organizational issues, structures and resources; and goal-oriented: recognizing the original mission and goals in the context of a dynamic marketplace. This methodology ultimately utilizes the strengths of partners and collaboration to fulfill the mission of the WC.

Research examined programs and activities in Louisiana, nationally and internationally. This resulted in the inclusion of numerous references and case studies that reveal specific steps being taken by government, academia, NGOs and business to build new water networks, infrastructure, businesses and resources. This scan provided knowledge across a range of initiatives and plans, leading to a better understanding of the potential of the Water Challenge and its role in elevating Louisiana's water sector expertise and reputation.

! Formulation of this plan was advised via interviews with: ! Tim Williamson Marco Cocito-Monoc Andrea Chen Robin Barnes Monica Farris Michael Blum Marcia St. Martin Nick Speyrer Beth Galante Jason Doherty Sam Peake Kirsten Melberg David Waggonner Mark Davis Caitlin Cain

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The Idea Village WC Advisor/GNOF Propeller WC Advisor/GNO Inc UNO CHART Tulane Riverfront Campus S&WB The Water Institute of the Gulf WC Advisor NOBIC NOBIC New Orleans Redevelopment Authority WC Advisor WC Advisor/Tulane Institute for Water Law Resources & Policy WC Advisor/SBA !

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Kara Renne Shirley Laska Colleen Morgan Miriam Belblidia Thomas Rush Lindsey Pick Dana Eness Elisa Speranza Scott BryanÂ Joe Evans Kristina Peterson Angela Lawson Billy Marchal Robbie Vitrano Liz Shephard Jeffrey Thomas Amber Seely Camille-Manning Broome Carmen Sunda

! Each subject was asked: !

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WC Advisor/Regional Planning Commission Entrepreneur/UNO CHART Entrepreneur/WC Finalist 2012 Entrepreneur/WC Finalist 2013 WC Staff Entrepreneur Urban Conservancy CH2M Hill/WC Judge Imagine H2O Entrepreneur/WC Finalist 2011 Entrepreneur Office of Community Development-Disaster Response Unit Horizon Initiative The Idea Village/EIR Entrepreneur/LifeCity Thomas Strategies Regional Planning Commission Center for Planning Excellence La Small Business Development Center

Who is the logical go-to organization or leader for water policy and best practices? How do you rate entrepreneurship in relation to solving water challenges? Can you identify an institution that should lead an entrepreneurial effort? Are you willing to partner with the WC? Do you have any in-house programing related to entrepreneurship? What frustrates you or what flaws do you see in the way the WC is produced? What are the best things about the WC? Is the WC doing what it needs to be doing?

! Interviews were not limited to these questions. !

The authors are grateful for the participation, insights and inspiration so generously provided by all who contributed to the formulation of this plan.

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We can do this! !

What if?

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On Monday, March 19, 2018, during the Tenth Annual New Orleans Entrepreneur Week (NOEW) and the City of New Orleans Tricentennial, the Eighth Annual Louisiana Water Challenge is the culminating event of Louisiana Water Week, a statewide program established by the Greater New Orleans Foundation’s collaboratively established fund, the Louisiana Water Economy Alliance.

In 2018 coastal restoration in Louisiana is recognized globally as a leading ecosystem services industry and contributes to a stable, growing, educated, entrepreneurial, and well-paid workforce. Louisiana’s resilience, mitigation and disaster management resources are renown. Global media and world-class investors bring attention and capital. And Louisiana’s cities are growing thanks to safe, attractive and unique lifestyle options for all stages of life. Water and people are the assets upon which this robust, resilient state is building its future.

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What made this happen?

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The Greater New Orleans Foundation and The Idea Village Water Challenge began with questions: What if Louisiana became a global leader in water-based businesses? What if we enlist entrepreneurs to help solve our water issues? How do we make that happen?

In 2011, the first Water Challenge (WC) business development competition, covering the nine parishes of Jefferson, Lafourche, Orleans, Plaquemines, St. Bernard, St. Charles, St. John, St. Tammany and Terrebonne, launched to discover and nurture regional water entrepreneurs whose innovative solutions address Louisiana’s compelling water issues.

In three years, the WC discovered 55 entrepreneurial ideas and mentored more than 35 entrepreneurs. The program awarded more than $150,000 in seed funding and support to three innovators whose solutions address groundwater contamination, wetlands restoration, and coastal erosion.

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The Mission of the Water Challenge as defined by the original proposal for a Water Venture Development Fund submitted by The Idea Village to the Greater New Orleans Foundation (GNOF) in 2010, states that the venture will:

• Position New Orleans as a global hub of innovation and entrepreneurship in water

management

• Elevate entrepreneurial opportunity in integrated surface water management • Encourage innovative solutions in the water industry

• Accelerate the development and growth of entrepreneurial water ventures • Attract, engage and retain a global network to collaborate towards long-term regional

revitalization in water management

The WC is funded by GNOF as part of its Coastal 5+1 Initiative (C5+1)1, that “seeks to address in a strategic manner the most pressing challenges facing our region,” by creating “a regional agenda around issues that are specific to Southeast Louisiana’s coastal communities in the fields of resilience, sustainability, civic engagement and economic development,” and maps annual steps for planning and implementation of Integrated Water Resources Management (IWRM)2 by partnering with The Idea Village to:

• Provide incentives to entrepreneurs who devise IWRM technologies and/or bring existing

IWRM technologies up to a scale that makes them affordable to implement • Begin linking 'water management entrepreneurs' who have already benefitted from Idea Village business counseling with newly identified entrepreneurs in a mentor relationship • Create [a] permanent fund for IWRM business start-up training

Is the Water Challenge fulfilling the mission and goals of the original 2010 proposal?

! In a word: Yes !

Are we positioning “New Orleans as a global hub of innovation and entrepreneurship in water management?” Yes. The WC is a catalyst for collaboration, education and leveraging the movement to recognize Louisiana’s water resources as an asset and not just a threat. It is a premier event to promote and connect the region’s growing water expertise.

Are we elevating “entrepreneurial opportunity in integrated water management?” Absolutely. All aspects of the WC emphasize the use of an “entrepreneurial lens” when addressing the region’s significant water challenges, and connect the value of needs to opportunities.

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Are we encouraging “innovative solutions in the water industry?” Yes. WC outreach promotes innovation in addressing our challenges, celebrates accomplishments of regional entrepreneurs and WC winners, and nurtures awareness of opportunities.

Are we accelerating “the development and growth of entrepreneurial water ventures?” Yes. The WC provides funding, mentoring and networking opportunities to entrepreneurs for business development and growth.

Are we attracting, engaging and retaining “a global network to collaborate towards long-term regional revitalization in water management?” Yes. The Water Challenge program showcases entrepreneurs to an increasingly interested and supportive community of media, business, government, academia, NGOs and citizens. Solutions to regional problems have potential to be applied globally, and the expanding WC network includes international experts and leaders.

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Is the WC an award-winning initiative that inspires public policy? !

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Yes!!

In May 2012, the WC was cited in the Congressional Record as a model for innovative entrepreneurial programming in the TEAM Act (SB 3214)3, introduced by Senator Mary Landrieu.

The following month, the WC was recognized as a national leader by Tulsa Partners Inc., who presented their Nania Award to Marco Cocito-Monoc and Tim Williamson “in recognition of outstanding collaborative work in building a disaster-resistant and sustainable community.”

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A sense of urgency Residents of coastal Louisiana have a growing sense of urgency in addressing storm protection, coastal erosion, pollution, and the rising costs of living related to flood insurance and maintenance of critical infrastructure such as water systems, drainage and roads. These realities generate interest in Louisiana’s large- and small-scale water projects.

In the three years since the launch of the WC, many major water-related developments are moving forward in Louisiana, including (this is not a comprehensive list):

• Adoption of the Coastal Master Plan • Launch of The Water Institute of the Gulf

• Development of the Greater New Orleans Urban Water Plan • Funding of the Louisiana Resiliency Assistance Program at the LSU Coastal Sustainability

Studio

• Groundbreaking at the Tulane Riverfront Campus • Resiliency Center plans announced for former Naval facility on Poland Avenue

And the entire Gulf region is hoping the RESTORE Act funds from the BP Oil Spill will be spent in a responsible and effective manner4.

Billions of dollars of current and planned spending in response to coastal erosion, storms and the BP Oil Spill represent an active and flexible reality in which the Water Challenge, with its emphasis on innovation and entrepreneurship as key to improving our future, is a relatively new component. But with this influx of funding for recovery and coastal restoration has come a positive flow of new ideas, information and initiatives, coalescing as efforts to transform Louisiana into a leader in integrated water management, mitigation and resilience. The Water Challenge entrepreneurial competition is thus a well-timed and significant endeavor.

Water and climate change are increasingly the dominant issues facing the human race as population continues its rapid growth. A recent study projects that global water demand will exceed supply by forty percent by 20305. Thus social institutions of all types are focused on water-related developments and plans. A major assumption underlying the WC is that solutions developed in Louisiana have potential for global application.

Louisiana’s Water Cluster The vision that launched the Water Challenge is a broad, bold and powerful recognition that Louisiana's urgent needs are truly opportunities. But to seize these opportunities, the state must coalesce in agreement, and build strong cooperative networks of collaboration across all possible sectors of public and private interests and resources.

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Fundamentally, this is a cluster approach, and the next phase of the WC mission is to align partners to define roles, linkages, and opportunities to build this cluster.

Plans to develop centers of water and resilience expertise in Louisiana mirror initiatives happening around the world. Notable institutions in the Netherlands, Singapore, Australia, Toronto, Israel, Milwaukee, Cincinnati, Cleveland, Boston, Fresno, Colorado, and at numerous academic and governmental institutions reflect growing concerns about water, and the desire to regionally align to turn threats into opportunities.

Water management and related technologies are targeted as a focus of the many of Louisiana’s largest economic development agencies, including LED, the Louisiana Workforce Commission, GNO Inc. and NOLABA.

Louisiana's roles in groundwater, deltaic, riverine, and estuarial systems, maritime affairs, and oceanic water issues, plus its many roles in the management of fluids in petrochemical (and other) industries, and its investment and reputation in water-related disaster response, mitigation and management, place it in a strong position to build a vast array of knowledge and resources that connect a broad range of corporate, academic, cultural, environmental and government entities, reflecting a very comprehensive and unique water cluster.

Building upon three years of programming, the WC is positioned to be an important tool for catalyzing and connecting networks statewide, and for strengthening social, economic and environmental capital.

Market Dynamics!

As a basic element of life and fundamental planetary asset that knows no boundaries, water is intertwined into every conceivable quality of life and aspect of financial analysis. Placing monetary values on—indeed, clearly defining—water markets is not an exact science. In it's 2010 Regional Strategic Plan, the International Center for Water Technology (ICWT) in Fresno, California called water "the largest, single industry in the world. It encompasses virtually every activity of every life form."

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Globally, one measure sets the annual water market at nearly $500 billion6. This number is a measure of actual dollars across markets, but a 2013 study of the externalized social and environmental costs, which includes the value of “free” water utilized by industrialized society, puts the annual number at $1.9 trillion5.

Integrated water management is a watershed-oriented approach that bridges political boundaries and builds collaboration. Jobs in this sector fall into a “green” or “sustainable” category, and are anticipated to be high-growth with good pay. In its January 2013 report on Sustainable Water Jobs, the Pacific Institute identified 136 occupations of which 37 are expected to generate more than 100,000 jobs by 2020. The report also determined that for every $1 million invested in restoration and remediation, between 10 and 72 jobs are created7. Using Pacific Institute figures, the $50 billion Coastal Master Plan could theoretically contribute to more than one million jobs for Louisiana. The petrochemical and energy industries are one of the world's largest users of water. And the business of water technology includes liquid and gas flow products such as valves, pipes, tanks and controls. This industrial aspect is significant in Louisiana since the state is one of the world's leading petrochemical producers and processors. Integrating this reality into planning and development of entrepreneurial initiatives for water is an important step.

In Louisiana, efforts to better manage industrial water use are still in early stages, but are anticipated to be economic drivers, as innovative technologies to improve water efficiency and waste recovery will impact other industries.

Water management and related technologies are targeted as a focus of many of Louisiana’s economic development agencies. One reason: jobs in water management average more than $72,798, the fourth highest when ranked with all non-farm industries in the state8. In 2012, the Louisiana Legislature passed the Louisiana First Hiring Act in response to coastal restoration efforts to ensure residents of affected parishes are given priority access to the thousands of jobs anticipated in the sector9.

Louisiana momentum Coastal restoration projects, guided by the Louisiana Coastal Master Plan, are projected to cost more than $50 billion. Over the next three years, the Louisiana Coastal Protection and Restoration Authority anticipates spending more than $1.8 billion10. Nonstructural project such as home elevation, flood-proofing, upgrades to building codes and public education are a rich source of entrepreneurial possibilities. More than 100 nonstructural projects are included in the Coastal Master Plan.

Wastewater and treatment systems are considered the biggest general sector of the water market11, and collaborative efforts to restore Bayou Bienvenue (the Central Wetlands Unit) via the " ! 12

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outflow of the Sewerage & Water Board of New Orleans wastewater plant and a sewer plant in St. Bernard Parish, represent one of the most innovative such projects in the country and the largest wetland assimilation project in the world12. In fact, 2012 Water Challenge winner Dr. Sarah Mack completed her dissertation while working on this project, adding support to the assumption that restoration efforts create opportunities for entrepreneurial ideas and solutions.

By 2016, capital expenditures by water utilities in the United States are expected to be more than $40 billion; though, according to the American Society of Civil Engineers (ASCE) and the EPA, there is a growing spending gap between current budgets and what is needed to safely meet demands11. In the 2012 ASCE Report Card for Louisiana’s Infrastructure, a grade of C- was given to levees and wastewater13.

In New Orleans, the Sewerage & Water Board plans nearly $2 billion in capital projects relating to drainage, with additional investment in water and sewer systems, and in power generation14. However, according to the Bureau of Governmental Research, there will be a shortfall of $1.4 billion for reconstruction projects relating to maintenance and repairs15.

©2013 Water for Jobs Statewide, in 2010 more than $10 million in resiliency projects were funded by the Office of Community Development-Disaster Response Unit (OCD-DRU), including the $2 million Greater New Orleans Urban Water Plan for Jefferson, Orleans and St. Bernard parishes, a program that will be a significant source of research-based guidelines for future development16. Additionally, integrated water management strategies are taking root in surrounding parishes as a result of outreach and initiatives, such as C5+1. In the Lafayette area, the establishment of the Bayou Vermilion District created a strong legal framework to address watershed-related issues and education17.

Regionally, the U.S. Business Council for Sustainable Development’s Water Synergy Project is working with large companies in the New Orleans to Baton Rouge Mississippi River industrial corridor to develop innovative solutions for sustainable water management with goals to “link the efforts of the private sector to those underway in the public sector” and “establish a long-term water collaboration plan for the region.”18 Coca-Cola, ConocoPhillips and Entergy are examples of industrial partners in this endeavor.

Locally, BioDistrict New Orleans, a 1500-acre economic development district in Mid City, is focused on innovative water and energy designs for all future developments. And the City of New Orleans plans to develop a Resiliency Center at the 25-acre former Naval Support Activity east bank campus on Poland Avenue.

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Friends of the Lafitte Corridor, a group formed to support the Lafitte Greenway linear park in New Orleans, developed (with funding from GNOF) a series of water-oriented analyses and designs19 to add integrated water management features. Implementation of these designs includes a series of public meetings, creating opportunities to raise awareness of the need for innovative water technologies in the planning and construction of public amenities.

The New Orleans Redevelopment Authority (NORA), secured $15 million for a redesign of the Dwyer Canal as a demonstration project for integrated water management design to reduce FEMA flood insurance claims via green infrastructure. Working with Propeller and GNOF, NORA also developed a competition for innovative uses of empty lots that emphasized water management.

The Environmental Protection Agency's Urban Waters program20 installed a local representative to assist in connecting to federal resources. GNO Inc. recently secured funding from the federal Economic Development Agency for emerging environmental fellows, including one at their offices, one in the University of New Orleans engineering department, and one at NOBIC, all with an emphasis on water and job creation. And Nunez Community College received a $2.5 million federal grant to develop an entrepreneurial program, which will include a major water component.

Sustainability

Because water is a planetary issue with compelling social and environmental impacts, the WC connects strongly to growing global awareness and actions to respond to climate change, issues of equity, and of the need for restoration of natural systems.

Momentum is shifting to promote a triple-bottom line approach to economic development. In Louisiana, Sustainable Industries21, Emerging Environmental22, Green Jobs23 and the Impact Economy24 are reflections of this shift. These powerful drivers are increasingly guiding public and private investment, including efforts to combine private and public funding for green infrastructure that works with water.

This report cannot emphasize enough the importance of building capacity for sustainability in all WC activities and operations. The WC is a program that should â&#x20AC;&#x153;walk the talk.â&#x20AC;? LifeCity, an awardwinning alumnus of The Idea Village, is a recommended sustainability partner for the WC and for NOEW. LifeCity services include analysis, recommendations, and monitoring of energy and resource-saving measures.

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Key Findings A condensed look at overarching trends, spending, frameworks and phenomena in water, as connected to plans and activities in Louisiana and the Greater New Orleans region. The information in this section is gleaned from narrative components of this plan and is based on research, case studies and interviews.

! Global and National Trends: An Industry Analysis !

• Countries, communities and companies are aligning to develop water clusters in support of

innovation, technology, and entrepreneurial development

• Internationally and nationally many water cluster initiatives are in relatively early stages • Coastal restoration is not recognized by EPA as a national water issue within the context of

their identification of key markets for water

• EPA’s Blueprint for Integrating Technology Innovation in the Water Program 1.0 identifies “top

ten” market opportunities, many of which have potential to connect to resources and plans in Louisiana • Nationally, philanthropic organizations and the private sector are increasingly investing in green infrastructure • National watershed initiatives for the Mississippi River strengthen coastal and delta restoration efforts and networks

The growth of water clusters or hubs focused on developing a mix of exportable business resources and expertise is happening internationally. Louisiana lags behind many international organizations, but the state is well-positioned to develop its water assets and gain recognition as a leader. Entrepreneurial competitions are often part of the mix of strategies for building water cluster assets, and some competitions are open to all applicants. In the United States, the Imagine H2O competition is international in scope, but does not “own” any of the companies that win. The Israeli water hub, Kinrot Ventures, holds an annual competition that also serves as an investment tool used to strengthen the company’s portfolio, ensuring that the process provides long-term benefit to Kinrot and to Israel.

Coastal restoration is not currently recognized by EPA as either a national water issue or one of their “top ten” market opportunities. This could be a chance for Louisiana to define a new market within the context of EPA’s programming.

Green infrastructure is increasingly recognized as the best way to resolve conflicts between urban development and vital ecosystem services, and myriad efforts to accelerate adoption of these practices are underway. Because much of this work is done by public bodies, funding sources tend to be a mix of bonds, millages and government subsidy. The economic impact of rebuilding the nation’s crumbling infrastructure11 is prompting private sector investment in partnership with government. These private-public financing models are relatively new. The 2013

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WC featured some of the leaders of this green infrastructure movement, giving attendees an opportunity to learn about best practices. This aspect of the event is one of several positive attributes noted in interviews.

Led by America’s WETLAND Foundation and the Nature Conservancy, watershed-oriented initiatives25,26 to connect the Mississippi River and its tributaries into a multi-state dynamic of awareness and actions are underway. These efforts have great potential to build support for coastal land loss and Gulf dead zone issues, and to produce opportunities for Louisiana.

! Louisiana Trends and Framework: A Market Analysis !

• CPRA anticipates spending $1.8 billion over the next three years • S&WB anticipates spending approximately $2 billion in New Orleans over the next few years

• In Louisiana, jobs in water management average more than $72,798, the fourth highest when

ranked with all non-farm industries

• In 2012, the Louisiana Legislature passed the Louisiana First Hiring Act in response to coastal

restoration efforts to ensure residents of affected parishes are given priority access to the thousands of jobs anticipated in the sector • Louisiana’s diverse challenges, cultures, industries and assets are a unique and powerful mix upon which to build a water cluster • Institutions in Louisiana are developing capacity to create a cluster but are not well-organized in this effort

The continued availability of funds from previous disasters will drive several years of coastal restoration work and spending on water-related infrastructure, disaster mitigation and resilience. And the need for innovation, combined with increasing private and public sector demands for environmentally friendly infrastructure (“green infrastructure”) is an ongoing driver for entrepreneurial activities and initiatives.

Spending on major water-related projects in Louisiana is significant and will contribute to longterm economic and entrepreneurial opportunities. Jobs in these sectors pay well. The state recognized the job-creating potential of the Coastal Master Plan and created an incentive structure for hiring locally.

Louisiana is positioned to define, develop and deploy powerful approaches to coastal and watershed restoration, and to nurture entrepreneurial systems within these relatively new sectors and within the state’s traditional industries. A unique mix of issues and resources distinguishes the state’s water assets, opening possibilities for partnerships across Louisiana’s strongest industries, and contributing to a potentially powerful water cluster.

! ! ! !

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Regional Trends and Framework: A Competitive Analysis

• Both Tulane Riverfront Campus and The Water Institute of the Gulf plan to develop expansive

facilities for research, modeling and development focused on coastal restoration and water • The Water Institute of the Gulf is the most active organization working on innovation development and certification relating to coastal restoration • There is a strong willingness to collaborate and cooperate among all organizations surveyed • There was no majority consensus among interview subjects regarding leadership in the local water sector

Forces are coalescing to develop Louisiana’s water assets, and there is a climate of cooperation and collaboration. The Water Institute of the Gulf launched an innovation partnership program (more info in Louisiana Case Studies) with CPRA to solicit and evaluate “innovative concepts, technologies, and techniques to support the implementation of the 2012 Coastal Master Plan.”

Several organizations and programs are working to incubate water entrepreneurs and aggregate resources in Louisiana, but there was no consensus in this plan’s research regarding leadership in water. In this setting, the WC has potential to be a catalytic program that provides linkages and focus on the entrepreneurial potential of Louisiana’s water needs and issues.

! Program Analysis !

• The WC has a positive reputation • There is growing media interest in the WC

• Entrepreneurialism is perceived as a useful tool to help educate the public and leaders about

water

• The WC is perceived as an effective endeavor to raise awareness about water opportunities

and challenges • The majority of entrepreneurs applying to the program to date are focused on restoration, education, stormwater management and food production • Coastal restoration ideas are most popular with the public, as evidenced by Pierce Industries getting the most votes at The Big Idea during NOEW and in the selection of CC Clean Tech as the audience favorite at the inaugural WC

A review of media coverage showed a significant increase in the number of stories, and analysis of interviews reveals a positive attitude regarding the effectiveness and potential of the WC. Another important finding is that a sense of urgency to restore coastal lands, manage stormwater, and strengthen environmental assets is paramount in the minds of both entrepreneurs and WC attendees.

! !

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Recommendations

! !

•

Expand Advisory Board

The current WC Advisory Board is a small group representing a few key sectors. This plan recommends expanding the board to: embrace a wider range of expertise and supportive organizations; ensure diverse water sectors and cultures are represented; share and promote entrepreneurial approaches; and to build capacity to fulfill goals and vision of the WC as a catalytic endeavor. The board could also contribute to building a broad consortium focused on making Louisiana a water hub.

One of the first tasks of an expanded Advisory Board is to contribute to the formation of a governance board for the Louisiana Water Economy Alliance to enable funding of the WC to become a year-round program.

•

Change name to Louisiana Water Challenge; establish the Louisiana Water Economy Alliance; and legally register names and programs

The loss of land and water unites a growing number of people in Louisiana. Rising seas and insurance rates threaten to depopulate our coast; petrochemical accidents contaminate delicate and vital estuaries; and a major hurricane could call all bets and deliver on all threats. Louisiana has never been more united. The Louisiana Water Challenge and Louisiana Water Economy Alliance (LWEA) are tools for building awareness, cooperation and organizational capacities upon which the state can base its claim as a water hub. The Louisiana Water Challenge is recommended as a name upon which to build the brand, image and concepts of the WC. As noted, water, and issues of subsidence, land loss and availability are not limited geographically, politically or culturally. Success requires cooperation and collaboration. Using a consistent name that connects the entire state opens many doors, including sponsorship and partner opportunities.

The LWEA would be established by GNOF as a vehicle for fundraising, sponsor and partner development, and expansion of the WC. The LWEA would also serve as a key collaborator to instill a watershed-oriented zeitgeist in Louisiana that “follows the raindrops,” obscures borders, and overcomes petty regionalism. As the state’s coastline recedes, old rivalries also slip away, leading to new perspectives. Increasingly, Louisiana is investing in economic assets along interstate and river corridors. These “super regions” are the focus of economic development agencies currently allied with the WC27, a dynamic in which water plays a significant role. The LWEA adds to this dynamic, and provides a dedicated organizational focus on the economic and entrepreneurial aspects of our water challenges.

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The Louisiana Water Economy Alliance is a catalyst for statewide support and funding; the Louisiana Water Challenge is the culminating event of Louisiana Water Week (or Month). Taken together, these steps enable diverse statewide programming that builds awareness, initiates processes to create entrepreneurial opportunities, and strengthens the fabric of life in Louisiana.

•

• •

Build capacity for a full-year approach to managing the Louisiana Water Challenge that continues to move with the rhythm of The Idea Village's Entrepreneur Season and NOEW Build capacity for network-building in support of developing the water industry in Louisiana Strengthen entrepreneur outreach, recruitment, resources and followup

Each year the WC starts with its most difficult task: promoting the application window and discovering viable entrepreneurs. This process lasts fewer than sixty days. This fixed outreach timeframe increases the difficulty of connecting and communicating with the residents and leaders of the eligible parishes. As the 2013 WC revealed, timing can easily be upset since outreach occurs during the peak of hurricane season. A year-round program will develop stronger relationships for outreach, and create opportunities to cultivate interest, increase awareness and build supportive networks.

As noted in both the 2018 vision that opens this document and in the analysis (“What Can We Improve?”) in a later section, for the WC to fulfill its mission and goals, a full-year cycle that builds upon key events and creates a true rhythm of annual expectations and activities is key to success. This annual cycle will build upon positive publicity of the WC day to plant seeds for the next round of outreach and applications. The program should remain connected to, and part of, New Orleans Entrepreneur Week as the annual capstone event. This rhythm sets the stage for statewide participation, partnerships, support and impacts.

Louisiana’s networks within the many water sectors must unite in the effort to make the state a significant hub of leadership in water-related business, research, education, transportation, food, safety, recreation, mitigation, resilience and lifestyles. The WC plays an important role in connecting these assets into a dynamic and powerful alliance.

In interviews and surveys, several entrepreneurs requested access to more water-specific mentoring and workshops, and to longer term support. To accomplish this, the program needs to identify resources and connect with more partner organizations. Followup and year-round support of WC entrepreneurs via partner networks is a key component in maintaining momentum.

•

Initiate process for a gradual transition of core responsibilities to a water-centric organization by 2015

In its present state, the WC is not formally or permanently connected to any water-centric organizations. Success depends upon a more permanent status for the WC. The roles of the WC as an attractive and catalytic program are fundamental and replicable. Many organizations in NOLA VIBE CONSULTING!

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Louisiana could “buy-in” by affiliating, and share resources and ideas via alliance networks. The primary responsibilities of the WC could then be assumed by a willing and capable institution. If the LWEA is successfully established and determines that it can also manage the program, this step may not be necessary. This plan examines the potential of several organizations in the Case Studies but makes no specific recommendations.

! !

• •

Create a developmental role for soliciting sponsors and partnerships Diversify funding sources

The WC is currently funded by the Greater New Orleans Foundation. The addition of sponsorships, partners and diversified funding sources is possible via a development role within the operations of the WC program. This is critical to sustaining programming and to provide for full-year operations.

• •

Develop branding, marketing and promotion tools and website Instill and celebrate sustainability principles across all operations and events by working with LifeCity

This step is important to the WC’s success across all aspects of programming. It empowers the WC to be a full time connection and communication resource for education, programming, news, strategies, partners and resources while enabling additional organizational tools for evaluation and metrics.

The current approach to managing the WC resulted in The Idea Village branding the effort as part of its suite of services and programs. This meant variations year-to-year in design/image, website address and content, and links. If the WC is to continue and fulfill goals, it needs a consistent URL and a site that can be indexed and meta-tagged to improve web search engine results. In addition to a dedicated website, the WC needs a consistent image, including a logo, to improve visibility in an increasingly crowded marketplace. Ideally, someone with a strong knowledge of Louisiana’s water resources would assist in developing these components.

From marketing/outreach materials and everyday operations to the WC Day, this program should “walk the talk” and strive to set a high standard for sustainability in every possible way. LifeCity, a company incubated by The Idea Village and a past NOEW winner, is the logical partner in this effort.

! !

• •

Expand community engagement efforts more equally to the 9 parishes (and beyond) Create a developmental role for building statewide partnerships and programs

Develop additional partnerships and outreach activities in surrounding parishes where participation has not been as robust: St. Charles, St. John, Plaquemines, and St. Bernard. Strengthen relationships at economic development agencies in these parishes. Explore parishcentric competitions.

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Watersheds are not defined by political or municipal boundaries. The power of the WC is that it connects people from all social strata in a common mission to recognize water as an asset upon which Louisiana’s quality of life is based. This broad realization of the importance of water opens doors to empower any organization or institution to create regional or local water-related challenges, competitions and events. From school science fairs to neighborhood associations to regional planning, the WC is a catalyst for an unrestricted variety of positive entrepreneurial ideas to apply the power of people to address Louisiana’s profound water issues.

•

Identify and engage partners for early-stage entrepreneur programming, water-specific entrepreneur education and water mentoring Improve vetting process and criteria for selection of participants and finalists

Early-stage entrepreneur contact is part of the suite of services offered by The Idea Village at the start of its Entrepreneurial Season. Providing a first point-of-contact for entrepreneurs is a timeintensive role that should be spread among partners and collaborators. By using a well-designed and implemented WC website to provide answers and resources, the job of dealing with earlystage entrepreneurs can be shared, reducing the burden on staffers who may or may not have strong water industry knowledge. And by having a year-round program, additional partners, such as small business development programs, can be recruited to assist in preparing entrepreneurs.

As noted, past WC entrepreneurs indicated that their expectations included more water-specific mentoring. With the help of the expanded Advisory Board and year-round programming, more water-specific resources can be applied to nurturing entrepreneurs, providing access to capital, and to raising awareness.

Additionally, the process of vetting and validating the claims of entrepreneurs needs improving. If an entrepreneur is selected as a finalist, and then proves to have misrepresented their product or idea, it could create a liability situation and possibly damage the reputation of the WC.

! !

•

Build relationships with higher education systems for participation and curriculum development

Water literacy is vital to ensuring Louisiana’s future both physically and entrepreneurially. Meeting the challenges of the future here requires us to be resilient and disaster-ready. The WC has potential to be a catalyst for the development of water-related curricula for all educational systems. The WC can engage classrooms and communities via targeted entrepreneurial challenges aimed at improving campuses and surrounding communities. From middle school science fairs to university program competitions, the WC can serve as a model for entrepreneurial awareness and development as a component of problem-solving, research and applied science.

•

Develop metrics systems and partners to aggregate new data on Louisiana water entrepreneurs and businesses and the impacts of the WC

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Measuring social, economic and environmental impacts of the WC is important to efficient management of limited resources and programming. Academic and philanthropic partners are key to accomplishing this recommendation.

Action Steps: A Blueprint for 2018 To build upon the successes of the past three years, and to strengthen the network, a revamped and expanded WC Advisory Board for 2014 is recommended.

! Proposed members could include: ! Robin Barnes Buddy Boe Damon Burns Michael Blum Caitlin Cain Brad Case Andrea Chen Marco Cocito-Monoc Mark Davis A representative Susan Fernandes Sandra Gunner PJ Hahn Louis Jackson Christian Lagarde Shirley Laska Billy Marchal Emily Madero Doug Meffert Robert K. Miller David Muth Kara Renne Clint Wilson Carmen Sunda David Waggonner Marnie Winter

GNO Inc.* St. Charles Parish CAO inNOLAvation* Tulane Riverfront Campus* SBA* City of New Orleans Hazard Mitigation Office Propeller* GNOF Tulane Institute for Water Law Resources & Policy NOBIC* US Business Council for Sustainable Development OCD-DRU Plaquemines Parish Coastal Affairs CDM Smith Nunez Community College* UNO CHART Horizon Initiative* The Idea Village Louisiana Audubon Society Sewerage & Water Board of New Orleans National Wildlife Federation Regional Planning Commission The Water Institute of the Gulf* La. Small Business Development Center Waggonner & Ball Jefferson Parish Environmental

These people were selected based on relevant expertise, parish representation, and (as denoted by asterisks) emerging WC compatible programming. An effective Advisory Board requires a fluid and dynamic mix of leadership. There are many organizations, businesses and people who

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could add value. A committee structure should be utilized to focus on key aspects, such as development and funding, marketing and outreach, entrepreneur support, and event planning.

Three Year Plan 2013-2016

2013-14: Building on the momentum of years one through three, this is a year of continued

program stabilization while beginning a transition to a more water-centric organization. Develop proposal, and implement full-year program management. The Idea Village continues work as fiscal manager with GNOF as funder. All parties work to identify water-centric organization to assume primary responsibility for program by 2016. All parties work to build partnerships, sponsorships and to secure future funding.

• Rename as the Louisiana Water Challenge (LWC), legally register name • GNOF: establish structures for Louisiana Water Economy Alliance to benefit from partner and sponsorship development • The Idea Village: administers program and participates in expanded and formalized relationship development with NOBIC, Tulane, The Water Institute of the Gulf, the Horizon Initiative, Propeller, Nunez Community College, and ImagineH2O

! Projected budget: $200,000 ! The Idea Village primary responsibilities: !

• • • • • • •

Provide early scoping services Application portal and links to WC site Access to IDEAinstitute, IDEAcorps and/or applicable programming Include WC in NOEW promotions and appropriate events Mentor and Accelerator programming for 3 to 5 finalists (Jan-March) Access to Seed, Angel & Venture Pitches WC prize management

Additional Water Challenge program responsibilities include:

• • • • • •

Expand Advisory Board Outreach, program and metrics development in partnership with new Advisory Board and GNOF WC branding, marketing and promotion Promote to national and international media Developmental role to secure sponsors and funds Outreach and entrepreneur recruitment

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• • • • • • • • • • • • • • •

2013-2016

Early stage entrepreneur programming and support (working with partners and regional water experts) Identify 3 to 5 finalists to pitch on WC Day (with Advisory Board) Build partner network to begin expanding WC programming beyond original nine parishes Programming, promotion and execution of the WC day during NOEW Begin planning for transition of WC to water-centric organization by 2016 Establish WC Hall of Fame (finalists from each year) Explore restructure of prize distribution ("no losers") MOU with ImagineH2O to recruit WC finalists Develop analytical tools for program evaluation with GNOF and UNO CHART Build networks to develop baseline water curriculum development for entrepreneurs and outreach Continue to build partnership network across academia, government, business and NGOs Expand use of technology and the web to make workshops and information available to entrepreneurs and potential entrepreneurs statewide Develop contacts in national and international water and business media Develop partnerships with CPRA and Coalition to Restore Coastal Louisiana for the March 2014 State of the Coast Conference in New Orleans Develop partnerships with the Water Environment Federation Technical Exhibition and Conference (WEFTEC) in New Orleans Sept 27 to Oct 1, 2014 and US Green Building Council’s GreenBuild Conference in New Orleans Oct. 22-24, 2014

2014-15: Transition year, full-year programming underway, continue process of identifying (if

necessary) and begin transition to water-centric organization. New organization partners to takeon more responsibility and possible fiscal management relationship with GNOF. The WC expands eligibility to include participation of additional parishes.

Projected budget: $250,000 for full year operations, funded by diverse streams developed by partners via sponsors and other new funding sources.

• Full year cycle of WC activities but remain aligned with The Idea Village/NOEW seasons • Application portal transition

• Establish water programming honor/award

• Expand vertical challenges: themes of design, policy, education, next generation • Develop sponsors and support systems by vertical challenge sector

• Continue to build partner network to expand beyond original nine parishes and to develop • • • •

" ! 24

Louisiana Water Week Continue sponsorship and fund development efforts Diversify contributed funding streams Identify feeders/funnel for entrepreneurs statewide Align with national and international incubators and centers

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• Continue developing curriculum in support of integrated water management with academic

and other partners • Expand partnership with UNO CHART for evaluation and metrics of programming • Expand geographic coverage to include more of state

2015-16: Expanded reach and robust networks statewide are coalescing. Full transition to

water-centric organization underway. Louisiana water curricula in beta, and available throughout the state. Responsibilities include securing diversified funding streams from major industries, philanthropy and government partners, and support is in place (or in progress) to reduce direct GNOF funding, and to build the Louisiana Water Economy Alliance. Mentoring systems fully integrated across diverse academic and appropriate organizations. Louisiana’s water cluster is more defined.

! Projected budget: $300,000. !

• Multi-year new contracts drafted between major partners • WC offices at water-centric organization

• Continue development and implementation of vertical challenge models including

elementary and secondary schools as addition to overall academic programming • Louisiana Water Week initiated as a statewide celebration of water as an asset • Regional WC competitions • Regional programming and systems • Culmination in major event during NOEW Continue diversifying funding streams • • Metrics tracking jobs created and business success rates

Water Challenge program roles & responsibilities

! Planning and Fiscal Management of WC program ! • Budget

• Proposal for administration, management, theme and staffing • Fiscal management and administration • Funder relations

• Recruit Program Manager

• Develop and manage Advisory Board • Program development

• Development of key resources and support systems: funders, sponsors, partners,

management and administration • Criteria for participation, prize structure, evaluation and judging

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Marketing, Communication and Outreach

• • • • • • • • • •

Identify resources for planning and execution Development of branding and design elements Promotion and marketing Press events and releases Develop outreach and promotional materials Identify and participate in outreach opportunities in the 9 parishes to raise awareness and solicit entrepreneurs Plan and produce short video to promote WC Cultivate and manage media relations Website design and management Social media management

Entrepreneur Support Systems and Programming

• • •

Plan, develop and execute outreach for entrepreneurs Development and implement application system and evaluation process for selecting participants Plan, develop and execute entrepreneur support system for mentoring and acceleration, including systems for maintaining support post-NOEW

! Event Planning, Coordination and Execution ! • • • • • • • • •

Select thematic elements for panels and keynote speakers Contact and coordinate participation of panelists, speakers, judges and hosts Plan and manage room logistics: audio/video/staging and seating Presentation tech management Plan and manage food services Plan and manage cultural components: art and music Contact and coordinate participation of artists and musicians Invite and accommodate media Arrange for photo/video capture for documentation and possible webcasting

! Prize Management ! Mentor winner and manage investment of prize funds ! Evaluation and Reporting ! •

• Define metrics and design systems for data gathering • Aggregate data for reporting " ! 26

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How do we measure progress?

The mission of The Idea Village is to “identify, support & retain entrepreneurial talent.” The goal of the Greater New Orleans Foundation is to “create a resilient, sustainable, vibrant community in which individuals and families flourish and in which the special character of the New Orleans region and its people is preserved, celebrated, and given the means to develop.”

Based on the goals of the Greater New Orleans Foundation's Coastal 5+1 Initiative, the WC strives to address issues of "resilience, sustainability, civic engagement and economic development" via "an equitable framework" that seeks "to build the region in a collaborative manner that creates meaningful responses to genuine problems and opportunities" that "build civic capacity."

In GNOF's C5+1 proposal, the following explanation expresses a valuable recognition of the complexity of measuring programs with long-term social, economic and environmental impacts: "the work in which we are engaged is most effectively measured in terms of far-reaching outcomes rather than short-term outputs. Especially when pursuing the complicated, multifaceted task of planning for and creating more resilient communities, conducting water management educational campaigns and policy efforts."

The Water Challenge is first and foremost, a platform for social change in that it seeks to build a a new paradigm of integrated water innovation in Louisiana by using the power of entrepreneurship.

Looking forward, additional methods and procedures for collecting data are key to gathering informative metrics. We recommend development of a data collection template for outreach sessions and when dealing with groups. GNOF’s guidelines and input would be very helpful in drafting this template. Utilizing evaluation experts at UNO CHART and other partners is also an effective way to improve this program.

For the past three years, the WC has been a year-to-year effort. As a new initiative, there were many changes made each year in the timing and delivery of outreach, marketing and mentoring. What we can consistently measure are the number of entrepreneur applications (and the parishes in which they reside), the number of experts and public leaders participating in the Water Challenge Day, the number of registrations to attend the WC day, and media coverage

! ! ! ! ! !

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Water Challenge Statistics 2011-2013

The following charts illustrate the first three years of the WC program. The first chart shows how many entrepreneurs applied to the program each year, and how many parishes were represented. Note that ten entrepreneurs re-applied in subsequent years (including 2012 winner Tierra Resources), so the total number of unique entrepreneurs is fewer than the aggregate total of this chart. The second chart is an overview of the types of business ideas submitted. The third chart shows the numbers of registrants for WC day and the number of presenters/speakers/ judges participating each year. The final chart documents media stories referencing the Water Challenge and each yearâ&#x20AC;&#x2122;s winner.

! ! ! ! ! ! ! ! ! ! ! ! !

2011

2012

2013

29 23 13 6

6 2

Number of Entrepreneurs! !

Parishes Represented

WC Applicants 2011-2013

Consulting Desalination Education Food Health Restoration Stormwater Mgmt. Transportation Waste Water Water Efficiency Water Quality

2 1 7 7 5 19 9 1 3 2 2

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! ! ! ! !

! ! !

Water Challenge Day

2011

2012

2013

Presenters

Registrants

110

129

! 2011

700 525 350 175 0

2012

2013

Media Coverage*

*Based on a Google query of “water challenge” and each winner’s name, April 24, 2013

! ! ! ! Additional metrics (requires further research and documentation) ! • Ongoing WC Alumni Monitoring and Surveys

• Number of WC alumni in business in year(s) following participation • Job creation

• Louisiana water patents • Curriculum Development

• Number courses developed for water entrepreneurs

• Number of institutions and organizations delivering these courses

• Number of students who take these courses

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Where are they now? A brief look at the 2011, 2012 and 2013 WC entrepreneurs and winners.

2011 WC winner, David Culpepper and NanoFex, continue on a positive developmental path. After the WC, NanoFex won another competition, and secured space in NOBIC where they are benefitting from additional support and mentoring. In 2013 NanoFex was selected as a finalist to compete in MegaWatt Ventures, a competition with a $100,000 prize sponsored by the U.S. Department of Energy. 2012 winner Sarah Mack and Tierra Resources recently won an Innovation award from the American Carbon Registry, and are working with St. Charles Parish government and a prominent landowner on a 1400 acre wetlands assimilation project that utilizes the parish’s sewage outflow. 2012 finalist Colleen Morgan continues to work on Bayou Natives and announced in May 2013 the planned opening of the first retail location for her native plant nursery. 2012 finalist Aquaponics Modular Production Systems (AMPS, now known as Verdi Farms) has four active growing operations, including a rooftop herb garden in partnership with Rouse’s location in the Arts/Warehouse District in downtown New Orleans. 2013 WC winner Webster Pierce is meeting with the US Army Corps of Engineers and with The Water Institute of the Gulf to further evaluate his patented invention. 2013 finalists, Louisiana WaterWorks, are meeting with NOBIC to explore commercialization potential and are working out of the Propeller incubator space.

The WC discovered and nurtured strong winners and finalists each year. The program’s success in creating a dynamic of awareness that inspires entrepreneurs is apparent in the number and quality of applicants. New entrepreneurial events in St. Charles and Terrebonne parishes in 2013 present opportunities for expanding networks and outreach if the WC continues.

What can we improve?

After achieving many laudable milestones, the WC is at a decision point. As its popularity increases, so, too, do demands on the program, its resources and personnel. The past three WCs were facilitated by multiple contracts delineating ranges of duties that varied from year to year. This approach creates program development bottlenecks and contributes to changing

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targets and responsibilities. These are not unusual problems for a new program, and the lessons learned contribute valuable knowledge to this plan.

The most significant problem with the WC is its lack of year-round programming and presence. When New Orleans Entrepreneur Week (NOEW) concludes, a report is generated and the WC program ends. This means that at the height of awareness and goodwill, the WC disappears from the marketplace for the next five months. The current program does not take advantage of Water Challenge Day momentum, such as news stories about the winner or a spring season of popular regional events and activities to plant seeds for next year’s entrepreneurs and program.

Past WC final reports call for the development of branding, logos and resources to more firmly establish the WC as a signature event and to help improve the effectiveness of outreach. This aspect is important to its success, and to its ability to provide resources, information, news and links throughout the year that strengthen the program and build on the reputation of the WC.

Caution should be exercised in creating unsupportable expectations. There are no empirical data upon which to build projections for the potential number of applicants. And because this initiative is a platform for change, the focus should be on quality, not quantity. Another caveat involves the process of vetting applicants to ensure originality and honest representation of their business and/or product.

What if it ends? A risk overview

If the WC simply ended, what would we lose? At risk is a dynamic of momentum, in the movement to build upon our water assets, in the growing awareness of the need for innovation in dealing with water threats, and in the intangible optimism created by the opportunity for entrepreneurs to participate in a process of discovery, celebration and reward for ideas that benefit society, the environment and the economy.

As evidenced by the increase in participation and media coverage, the WC is growing. It is perceived as an important tool for building awareness and collaboration. It is the most significant entrepreneurial program for water in Louisiana. If it ends now, the momentum of three years of consistent work would be in jeopardy. Urgency, on the other hand, would remain, since Louisiana’s threats are existential, measurable, and increasingly predictable.

Another important risk is the loss of “ownership” of the WC concept and name. Since there are no intellectual property protections, legally defined trademarks or ownership designations, anyone could launch a “water challenge” business competition. Due to the lack of legal registrations of the existing program, this could happen at any time.

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Because there is limited data on "water entrepreneurs," it is not possible to estimate year-to-year how many undiscovered water entrepreneurs might apply. An ongoing risk is that in any given year, a dearth of qualified entrepreneurs results in few or no “good” applicants, resulting in an erosion of support and enthusiasm for the WC. The ecosystem for early-stage entrepreneurial development is thinly spread, and there are few ways to determine the potential pool of entrepreneurs. Continuation of the WC is an important step in helping build a stronger pipeline for Louisiana entrepreneurs to connect with development resources.

The WC by design is intended to inspire and reward innovation. This role is also a tool for building resilience. As the state and region continue to invest in diverse initiatives to be disasterready and to restore ecosystems, the WC serves as a focal point for recognizing the entrepreneurial potential of water. It is the only such program operating over multiple parishes and months. Its quantitative impacts as measured by participation are growing. Its qualitative impacts as a source of inspiration and innovation are harder to evaluate. But the general consensus of interview subjects is that the program is valuable and working.

In three years, the WC established a reputation as an important event and initiative. Were it to end, it is possible that another organization could pick-up the program conceptually and build a new version. However, since there are no dedicated funding mechanisms or financial assets readily available for this kind of program, any effort would require a substantial commitment of money and people that, based on our research, was not determined to be a high priority of any institution at this time.

Can we do this? From the multi-billion dollar Coastal Master Plan to a homeowner's small-budget "honey-do" list, integrated water management principles and techniques are vital to Louisiana's future, and are increasingly playing a role in decisions made at all levels. This reflects a new dynamic of existential awareness, and represents a powerful force for social, economic and environmental change. The Water Challenge (WC) works within the context of these dynamics, to champion the use of an "entrepreneurial lens" in all aspects of problem solving, planning, development and construction of infrastructure at both macro and micro levels. It is a catalytic ingredient in developing Louisiana’s water cluster.

Many regions around the world are making significant progress in developing entrepreneurial resources as part of water clusters and hubs, and though Louisiana in many ways is moving in the right direction, we are not yet leaders.

The WC is a source of vision and values, and is taking highly visible steps to develop the integrated water management sector in Louisiana. It is an important collaborative partner in a growing organizational landscape of water-related efforts. But for all of the original goals to be

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met, the capacities of the WC need to be expanded to create a year-round effort, and the primary roles of the WC should be transitioned to a water-centric organization.

In Louisiana, fear of water contributes to our history of treating this life-giving asset as an adversary. And ego drove us to believe that water could be defeated, controlled, and exploited without regard for consequences. The folly of this hubris is now evidenced by our eroding coast and ecosystem. If we are to change, if we are to succeed and become leaders, the overarching fact is this: we must better manage our relationship with water. This reality is key to any successful water endeavor, including the Water Challenge.

! !

Water Partners and Roles

The Water Challenge “Wall of Fame” (pages 46-47) represents the people and organizations who participated in making the program possible, and contributed to its successes. Several key organizations are highlighted throughout this plan as potential partners in fulfilling the many roles needed to produce an effective WC. Here is a brief overview of some of the organizations and their possible roles. Note, regional economic development and planning agencies are key partners in all aspects of the WC.

Organization

Role

America’s WETLAND Foundation

Potential partner in building networks nationally and internationally.

BISCO and Bayou Grace

Outreach partners for Lafourche/Terrebonne parishes

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Organization

Role

City of New Orleans Resiliency Center

Potential partner in outreach, programmatic development for higher education, entrepreneurial support and program management.

CPRA

Potential supporting partner/funder.

Horizon Initiative Water Committee

Potential partner in outreach, programmatic development for higher education, entrepreneurial support and program management.

Imagine H2O

Potential partner in building networks outside the state, and for connecting WC winners to capital/investment via their annual entrepreneurial programs and competitions.

La. Small Business Development Center

Partner in entrepreneur development, program management and development. (Eager to formalize role)

NOBIC

Potential partner in outreach, programmatic development for higher education, entrepreneurial support and program management.

Nunez Community College

Entrepreneurial programming includes water, potential as feeder into WC entrepreneur cohort.

Propeller

Potential partner in outreach and entrepreneurial support.

The Water Institute of the Gulf

Potential partner in outreach, entrepreneur support and evaluation of entrepreneurial ideas.

Tulane Riverfront Campus

Potential partner in outreach, programmatic development for higher education, entrepreneurial support and program management.

Tulane Institute for Water Resources Law & Policy UNO CHART

Potential partner in outreach and program evaluation.

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Louisiana Case Studies

! !

Case Study: The Water Institute of the Gulf Founded: 2011 Location: Baton Rouge, LA Mission/Motto: "…practical application of innovative science and engineering, providing solutions that benefit society." http://thewaterinstitute.org

The Water Institute of the Gulf was created in response to the BP Oil Spill and coastal land loss issues to serve as a Center of Excellence as a "not-for-profit, independent research institute dedicated to advancing the understanding of coastal, deltaic, river and water resource systems, both within the Gulf Coast and around the world." Initial funding came from the State of Louisiana and the Baton Rouge Area Foundation. With a growing staff of scientists drawn from regional institutions, and a strong advisory board, the Institute is working to connect to federal, state and local government, business, academic institutions, NGOs and private consultancies to build a world-class resource focused on:

• Research and innovation • Data and models • Expert analysis • Knowledge sharing

• Policy and planning

The Institute also works with clients including private engineering firms, state agencies such as the Coastal Restoration and Protection Authority, and the US Army Corps of Engineers on more than 20 projects as of April 2013. Business development and public outreach are also key areas of collaboration. The Water Institute is active, growing and is currently working on a strategic plan.

In March 2013 the CPRA and The Water Institute launched a Coastal Innovation Partnership Program “that solicits and evaluates innovative concepts, technologies, and techniques to support the implementation of the Coastal Master Plan.” This program seeks innovations to be evaluated and certified for possible inclusion in the CPRA coastal restoration system. This program is not an entrepreneurial development initiative, but provides a new potential partner for discovering, vetting and supporting water entrepreneurs.

! ! !

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! Case Study: The Tulane Riverfront Campus Founded: 2012 Location: New Orleans, LA Mission/Motto: "A Center of Excellence for coastal protection and restoration." http://cbr.tulane.edu/riverfront-campus.html

! !

Demolition began in April 2013 on the first building of the expansion of the Tulane University campus to a 14 acre tract in downtown New Orleans on the Mississippi River next to the Morial Convention Center. The Tulane Riverfront Campus "will help transform New Orleans into a leading hub for green jobs, infrastructure and technologies." The new location "will serve as a magnet for research and investment, providing an exceptional platform for expanding existing and emerging economic sectors capable of restoring and protecting the coast."

Much like the Milwaukee Global Water Center, the Tulane Riverfront Campus seeks to partner with businesses, universities, government and NGOs to serve as a hub and incubator of innovation. The core areas of focus are:

! !

• Applied science and engineering research • Advanced education and training

• Public outreach • Business incubation and technology transfer

The initial development of the first building is anticipated to provide 22,000 square feet of "laboratory, exhibition, educational, and conferencing facilities. This building is expected to be completed in April 2015. An additional 53,000 square feet of flexible space will be prepared for equipment storage, external facilities, and public outreach." With regards to business incubation, the plan is to provide "businesses and institutional partners office suites configured to promote academic-industry and public-private partnerships."

Based on interviews with leaders of this effort at Tulane, the intent is to create a collaborative hub that works with all possible partners to research, develop, incubate, accelerate and launch innovative water technologies, including entrepreneurial programming and development that works with existing programs and organizations, to help Louisiana join the ranks of global water innovation leadership.

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Case Study: Horizon Initiative Founded: 2006 Location: New Orleans Mission/Motto: "Making New Orleans the City of YES" http://horizoninitiative.com

The Horizon Initiative (HI) was formed to develop a public-private economic development partnership for New Orleans and helped create the New Orleans Business Alliance, funded by the City of New Orleans in 2010. The HI spawned a variety of committees, one of which, the Horizon Initiative Water Committee (HIWC), has grown into a catalyst for the promotion of innovative water management across the public and private sectors. An interdisciplinary, "open source" group, the HIWC is an organic, self-organizing group of volunteers representing a wide range of professions and organizations from government, academia, NGO's and business, meeting monthly since 2009. The HIWC is a model of public service, a sounding-board for new ideas, and a resource for networking and project development. Participants include planners, architects, landscape designers, engineers, attorneys, real estate professionals, sociologists, biologists, administrators, and concerned citizens.

The primary managers of the past three WC programs, Grasshopper Mendoza and Steve Picou, are co-chairs of the HIWC, and the full committee annually contributes time and effort to assist with outreach, entrepreneur support and mentoring phases. The Executive Committee of the HI is working to build capacity for the HIWC to assume a greater responsibility in support of the WC.

Case Study: New Orleans BioInnovation Center (NOBIC) Founded: 2003 Location: New Orleans, LA Mission/Motto: “…the place for innovating and developing tomorrow’s sophistications in life science technologies.” http://www.neworleansbio.com

A growing force in the region’s business development resources, NOBIC “is a technology business incubator created to foster entrepreneurship within the New Orleans bioscience community.” Since its beginnings in 2003 and completion of its 66,000 square foot USGBC LEED Gold certified building in 2011 featuring wet-labs, offices and conference space, NOBIC has grown to include clean energy and water in its expanding portfolio of business development activities. NOBIC “is designed to support technology companies with high growth potential.” Their work includes a commercialization program that works closely with several universities, and has in-house access to early-stage (and later) capital resources. NOBIC works closely with tenants and clients to help them make connections, access resources, incentives and external programs.

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NOBIC delivers a series of business development educational programs and works “hands-on” with clients including assistance with financial modeling, and helping write business plans and applications for funding and grants.

With the addition of an Environmental Fellow with a strong focus on water, funded by a grant from the federal Economic Development Administration, NOBIC is strongly committed to the water sector and is eager to continue to expand this work and collaboration. 2011 WC winner, NanoFex, is based in NOBIC and most recently benefitted from NOBIC’s assistance in successfully applying to a national competition supported by the US Department of Energy called MegaWatt Ventures.

! NOBIC is working with: !

Economic development organizations: EDA, LED, GNO Inc, Chamber, SBDC Universities: LSU, Tulane, UNO, Xavier Collaborative partners: BioDistrict New Orleans, City of New Orleans, The Idea Village, OCD-DRU, Regional Planning Commission, SBA In-house (tenant) financial resources: Argent Technology Ventures, SAIL Capital, South Coast Angel Fund LLC

! !

Case Study: Louisiana Resiliency Assistance Program (LRAP) Founded: 2012 Location: Baton Rouge, LA Mission/Motto: "To collect, develop, house, and disseminate current planning efforts, resources, and local best practices to promote, assist, and build networks around resiliency planning in Louisiana." http://resiliency.lsu.edu

Funded by the Louisiana Office of Community Development-Disaster Recovery Unit, the LSU Coastal Sustainability Studio is the home of this new resource that serves as a portal for information regarding the $10 million in HMGP-funded resilience programs, including the Greater New Orleans Urban Water Plan for the East Bank of Jefferson, Orleans and St. Bernard Parishes. The site provides “guidance on land use, water management and zoning ordinances, implementation planning” and more. Its goals are “to position Louisiana as a national forerunner in planning for climate impacts,” and “to build a resiliency planning and communications network.” “Program Goals

• Building Local Capacity. The program will provide existing grantees assistance to build their

institutional capacity to implement this and future planning projects.

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• Establishing Regional Networks. Assist communities to build networks that share challenges

and can offer support in times of crisis at the community, regional, and state level.

• Provide Resources and Best Practices. The program will gather, analyze, and present best

practices from the various projects in a unified, legible format to assist grantees and communities throughout the state. • Transform State Institutions. The program will provide information and guidance to transforming the way that government, development, and social institutions further planning efforts across the region and the state. • Express a Shared Vision. The program will convey the full breadth and nationally significant efforts in risk based planning currently underway in Louisiana.”

The LRAP website is an important tool for connecting to innovative infrastructure projects statewide and to the people and institutions behind them. The LSU Coastal Sustainability Studio is a component of the Landscape Architecture School, a leader in developing watershedoriented design for the built environment. Their role in providing connections to innovative water projects and to best practices makes LRAP a potential partner of the WC for outreach and waterspecific entrepreneur support.

Case Study: Propeller: A Force for Social Innovation Founded: 2008 Location: New Orleans Mission/Motto: "We bridge the gap between inspiration, innovation and impact." http://gopropeller.org

Propeller is a nonprofit business accelerator that began as Social Entrepreneurs of New Orleans and has evolved into a consultancy offering a suite of services in addition to its incubator programming, partnered grant opportunities and business pitch competitions. Propeller focuses on six key sectors:

• Health and Food • Housing and Blight • Environmental • Public Education

• Social Justice • Economic and Workforce Development

Their Social Venture Accelerator is a ten-month program to help grow both profit and nonprofit social entrepreneurs via "strategic consulting, mentorship, access to networks and funding, and technical assistance in areas such as accounting, marketing, and legal." Past Water Challenge participants include Accelerator Fellows from this program. Propeller recruits volunteer professionals from a wide range of business backgrounds to provide tutoring and mentoring

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over a ten month period. Recently relocated to a newly renovated 10,000 square foot space, they now offer office setups for rent in an open, incubator environment. This program is compatible with the WC and could add value by participating in outreach and entrepreneur support.

National Case Studies

! Case Study: Imagine H2O Founded: 2007 Location: San Francisco CA Mission/Motto: "...inspire & empower people to solve water problems. Our vision is to turn water challenges into opportunities." http://imagineh2o.org

From the Imagine H2O website: "Imagine H2O was founded in 2007 by a team of leaders in the water, energy, and non-profit sectors at Harvard Business School…We saw the world’s water crisis as an opportunity for new ideas, new businesses, and new ways to help people and the planet."

The Imagine H2O model includes prize competitions, incubation/acceleration, access to capital and international reach. Each year a thematic element is selected. Past themes were: WaterEnergy Nexus, Efficiency, Wastewater, and Consumer Innovation. Future theme plans include Policy, Youth, and WASH--water, sanitation and hygiene challenges. Winners gain access to an accelerator program that introduces them to 250 accredited investors, plus potential pitch and presentation opportunities at major international water conferences and events such as Cleantech Forum, Bluetech Forum, Milwaukee Water Summit, Investor's Circle Venture Fair, WEFTEC, and TechXchange at Singapore International Water Week.

Accelerator partnerships include: the Water Environment Federation; Autodesk; Colorado Water Innovation Cluster; Water, Energy & Technology Center of Fresno; Milwaukee Water Council; WaterTAP of Toronto; and numerous financial institutions. Imagine H2O separates winners into categories of Pre-revenue Track and Early Revenue Track, and selects three winners for each category. As an international competition, Imagine H2O attracts ideas and ventures from the global marketplace. This model is open to winners of the Water Challenge and negotiations were started in 2012 to develop a Memorandum of Understanding to share links and opportunities, an Action Step included in this document for 2013-14.

! ! !

Case Study: International Center for Water Technologies " ! 40

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Founded: 2001 Location: Fresno, CA Mission/Motto: " A Partnership for your future." http://www.icwt.net

Based at California State University in Fresno and originally founded in 2001, the ICWT features a membership component with 75 regional businesses and more than 300 businesses worldwide focused on a water cluster approach, primarily dealing with water supply and delivery (flow) technologies.

However, in its 2010 plan, ICWT strongly emphasized job growth and related impacts. From the ICWT Regional Strategic Plan (updated in 2010):

"A. Vision Statement: The International Center for Water Technology will be recognized by industry and academia as the world’s leading center for state-of-the-art water and flow technology and related applied sciences

B. Mission Statement: The International Center for Water Technology will foster the growth of the water and flow technology industry and facilitate advances through the San Joaquin Valley Water Cluster through job training; industry testing and certification; research and development; marketing; and education."

The ICWT is a model for building upon regional assets. It’s work with flow technologies inspired a recognition that Louisiana’s petrochemical and agricultural sectors represent a strong water technology, quality, and efficiency aspect that expands the possibilities for the WC regarding both entrepreneurial and partnership opportunities.

Case Study: Milwaukee Water Council, Global Water Center Founded: 2010 Location: Milwaukee, WI Mission/Motto: "To align the regional fresh water research community and waterrelated industries to establish the Milwaukee region as the World Water Hub for water research, economic development, and education." http://www.thewatercouncil.com/global-water-center/

The Milwaukee Water Council, a membership model (dues range from $500 to $5000 based on organizational structure and revenues), claims to be "the only organization of its kind in the United States" and features more than 130 water technology companies and "more than 100 academic scientists and researchers focused on water solutions." In 2013, a new Global Water

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Center, located in a rehabilitated 7 story building will create a hub of water businesses and organizations to serve as "a water research and business accelerator."

The Global Water Center, opening in July 2013, will "house water-related research facilities for universities, existing water-related companies and accelerator space for new, emerging waterrelated companies. The facility will be a venue for attracting and creating new businesses in the water industry, and will address key local and global water-quality technology and policy issues."

The Global Water Center represents a national model to be emulated. In many aspects, plans for both The Water Institute of the Gulf and the Tulane Riverfront Campus are similar to the GWC. However, Milwaukee has an advantage due to a strong local base of manufacturers and private companies. Louisiana has an advantage in the diversity of water assets but needs to find ways to leverage its industrial and agricultural industries to build diverse support for this model.

! !

Case study: Colorado Water Innovation Cluster Founded: 2010 Location: Fort Collins, CO Mission/Motto: "Foster innovation, commercialization and economic vitality through synergy, collaboration, and leverage." http://www.co-waterinnovation.com

A partnership between academia and business, the Colorado Water Innovation Cluster is a small but well-connected endeavor working primarily on water issues in that water-challenged state. The program emphasizes entrepreneurial approaches and is a collaboration of business and academia.

From their website: "Balancing the water demands of urban infrastructure with a thriving agricultural community, as well as upcoming unconventional energy exploration, will demand innovation in water trading, filtration, use and conservation.

The goal of the Colorado Water Innovation Cluster is to serve as a catalyst and focus on innovative and entrepreneurial ways to grow the water resource and technology sector of our economy through actionable initiatives and showcase projects."

A partner in the new EPA "Blueprint for Integrating Technology Innovation into the National Water Program," the CWIC focuses its longterm efforts on "employment, quality of life, and regional visibility."

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The catalyst role of the CWIC provides a key lesson for Louisiana’s water cluster development. Its inclusion in the EPA Blueprint implies a level of recognition. Its emphasis on “entrepreneurial ways” is also a positive indicator that the WC role is important in helping build a water technology cluster.

International Case Studies

! Case Study: Kinrot Ventures Founded: 1993 Location: Israel Mission/Motto: “A Rainbow of Water Technologies” http://kinrot.com

“Kinrot Technology Ventures, a company privately held by the AquAgro Fund in cooperation with the Israeli Chief Scientist as part of Israel's technology incubator program, is the world’s first fully dedicated water technology incubator, providing a solid platform for developing and commercializing water and clean-tech related innovations. This seed investment mechanism stands at the international forefront of developing embryonic water and clean-tech technologies.”

Kinrot is an Israeli company partnered with GE Power and Water, Milwaukee Water Council, the Los Angeles Department of Water and Power, the Claude Laval Water, Energy and Technology Incubator in California, and other international companies and initiatives. As an incubator, the company actively seeks entrepreneurs from around the world and provides investment, management and development resources in water, clean technology and other technological concepts. Firms developed by Kinrot are also actively promoted to global markets.

Water clusters in the United States are among Kinrot’s partners, and nascent hubs, such as Massachusetts, look to this Israeli company for ideas and technologies, and developed complex trade and investment programs to grow assets. One of the world’s most well-established incubators, Kinrot Ventures is called “the largest investment body in the world in water, in terms of the number of companies supported.”28

The development of water clusters internationally requires a balance between competition and collaboration. As one of the most renown water centers, this Israeli company works cooperatively with like-minded initiatives in other countries, leveraging investment, promoting companies incubated by and in the Kinrot portfolio. This company features annual entrepreneurial competition events as part of its incubation model, and is open to applicants from around the world.

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Case Study: Deltares Founded: 2008 Location: The Netherlands Mission/Motto: "Enabling Delta Life" http://www.deltares.nl/en

Widely recognized and influential, Deltares is often cited as the model most clusters seek to emulate. The organization is a consortium of academic, private and public resources, combined into a dynamic and competitive institution working across a wide range of water sectors.

From the Deltares website: "Deltares is an independent, institute for applied research in the field of water, subsurface and infrastructure. Throughout the world, we work on smart solutions, innovations and applications for people, environment and society. Our main focus is on deltas, coastal regions and river basins. Managing these densely populated and vulnerable areas is complex, which is why we work closely with governments, businesses, other research institutes and universities at home and abroad. Our motto is Enabling Delta Life. As an applied research institute, the success of Deltares can be measured in the extent to which our expert knowledge can be used in and for society. For Deltares the quality of our expertise and advice is foremost. Knowledge is our core business.

All contracts and projects, whether financed privately or from strategic research budgets, contribute to the consolidation of our knowledge base. Furthermore, we believe in openness and transparency, as is evident from the free availability of our software and models. Open source works, is our firm conviction. Deltares employs over 800 people and is based in Delft and Utrecht."

Deltares plays an important role in many research projects in Louisiana, including the development of the Greater New Orleans Urban Water Plan by GNO Inc. and Waggonner and Ball. Experts from Deltares participated in past WC and remain potential supporters of the WC initiative.

Case Study: WaterTAP Founded: 2011 Location: Canada (Toronto) Mission/Motto: "Create opportunities in Ontario by fostering innovative water solutions." Initial Operating Budget: Approx: $220,000 http://watertapontario.com

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Water Technology Acceleration Project (WaterTAP) is a government sponsored entity focused on entrepreneurial development. It was created by the Canadian legislature in 2010 specifically to accelerate the development of jobs and expertise in water and wastewater via a $5 million commitment over three years (starting in 2011).

From the WaterTAP website: "The Water Technology Acceleration Project — WaterTAP — was established to help Ontario-based water industry entrepreneurs and emerging water technology businesses grow to become successful global competitors.

WaterTAP helps Ontario water industry entrepreneurs advance their unique technologies and processes to the next level by creating clear commercialization paths for accelerating customer technology adoption, boosting sales, and driving job growth.

Providing industry experience and expert guidance, WaterTAP shares industry best practices and commercialization insights and facilitates access to Ontario water assets, industry partners, research organizations, business assistance, government support, capital sources, and more.

The WaterTAP mandate to help foster a new generation of world-class water technology businesses strengthens Ontario’s position as the North American centre of water excellence, and maintains Ontario’s leadership in conserving and sustaining water resources for present and future generations."

Further analysis of WaterTAP (and establishing contacts/relationships) is needed to determine if the program is meeting goals, and to potentially expand the international network for the WC.

! !

Case Study: The Water Campus Founded: 2007 (approximate) Location: The Netherlands Mission/Motto: “from idea to market; from know-how to business”

The Water Alliance Netherlands created the Water Campus to serve as a development center as part of a larger effort to become the “European Water Technology Hub.”

Built upon a government innovation program for water technology development, the Water Campus brings together “20 companies and institutions with a collective of 300 knowledge workers” focused on three primary sectors: Delta Technology, Maritime, and Water Technology.

The Water Alliance and The Water Campus represent a model similar to both The Water Institute of the Gulf and Tulane Riverfront Campus. The focus of this initiative is entrepreneurialism and commercialization of ideas and technologies relating to water. The Dutch are leaders thanks to a

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combination of factors, some of which can be emulated, i.e. government/academic/business/ community support, and many of which are specific to their relatively homogeneous sociopolitical infrastructure.

Case Study: Singapore PUB “ABC Waters Program” Founded: 2006 Location: Singapore Mission/Motto: "To ensure an efficient, adequate and sustainable supply of water." http://www.pub.gov.sg

The Singapore Public Utilities Board is the national water agency. Widely recognized for innovative approaches to all aspects of water management, this entity is a comprehensive agency working to ensure the environmental, economic and social wellbeing of this small but densely populated locale. Facing subsidence and sea level rise issues much like Louisiana, but compounded by a lack of fresh water supply, Singapore's modern infrastructure offers many lessons across a wide range of issues, from infrastructure and urban construction guidelines to outreach, education, research and policy, Singapore actively implements state-of-the-art integrated water management principles.

! Their emphasis is on the "Three Cs" of Competence, Connections and Creating Value. !

From the Singapore PUD website: "Competence is about getting our people to be technically competent. It is about investing strongly in our people -- in training, technology and creating an environment where our staff can be innovative, highly committed, responsible and always daring to try new ideas. PUB’s ability to remain a leading water agency depends on us making sure we keep on developing our competence as an integrated water resource agency with excellent people at all levels of the organisation.

Connections is about connecting with our customers, with the community, with the industry, and with other countries in order that people understand us, and work with us. Connecting with Singapore residents is the key part of our mission, but increasingly, we also have to connect with the world to help bring about more business for our water companies, and to keep abreast with technology and best practices.

Creating Value is the essence of price-minus that PUB embarked on since 2004. It is not about cost cutting to save money for the short term. It is about making sure we give value and ensure the sustainability of our water resources in the most cost-effective way. PUB’s work is very capital intensive, so a key challenge of Creating Value is to find better ways to manage our assets, especially in our plants and networks."

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Singapore PUB sets a high standard for how public investment in infrastructure means more than efficient planning, construction, operations and maintenance. Truly successful public service means a more holistic approach to the entire operation and its roles in the community. Thus education, natural resource management, and workforce development are vital components of public utilities and cannot be left to external, often poorly funded and short-term support groups.

For Louisiana, this means that publicly owned agencies that collect fees and revenues, including water, transportation, energy, natural resources management, and others, have a responsibility to invest part of their monthly funding streams into this holistic operational model. Programs like the WC represent a powerful tool for engaging in this discussion. Ultimately, the roles of these agencies can be incorporated into statewide models that encourage entrepreneurial approaches in all aspects of public systems management and operations, producing a truly resilient state in which every citizen has the opportunity to learn about and contribute to the quality of life.

! ! ! ! ! ! ! ! !

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Water Challenge Wall of Fame Thank You!

Cameron Adams! Meg Adams! Victoria Adams! Ryan Albright! Charles Allen! Kevin Aucoin! Gordon Austin! Len Bahr! Robin Barnes! Megan Barry! Bayou Buzz! Miriam Belblidia! Don Blancher! Dr. Michael J. Blum! Brian Bordainick! Henri Boulet! Julia Boyer! Walter Brooks! Bob Brown! Scott Bryan! Susan Buchanan! Nicole Buskey! Caitlin Cain! Brad Case! Andrea Chen! John Christie! Marco F. Cocito-Monoc! David Culpepper! Ann Cutler! Mark Davis! Ingwer de Boer! David Doherty! Jason Doherty ! Will Donaldson! Susan Douglas! Malcolm Ehrhardt! Dana Eness ! Joe Evans! Katy Evans! Alex Fallon! Monica Farris ! Susan Fernandes! Robert X. Fogarty! Joseph Fontana! Pat Forbes! Jonno Frishberg! Beth Galante! Jeanne Marie Ganucheau! Rhea Ghosh! Sallie Ann Glassman! John Gordon! Charles "Chip" Groat! Todd Guerdat! Susan Guidry! Sandra Gunner! P.J. Hahn! Jeffrey Hebert! Clinton Hotard! Louis L. Jackson!

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Alessandra Jerolleman! Eduardo Jimenez! Tricia Keffer! Tonya Koob! Wes Kungel! Mayor Mitch Landrieu! Senator Mary Landrieu! Martha Landrum! Drew Landry! Jennifer Larino! Shirley Laska ! Angela Lawson ! Charles Leche! Ellen Lee! Adriana Lopez! Sarah Mack! Emily Madero! Thomas Mann! Camille Manning-Broome! Billy Marchal ! Carol Markowitz! Steve Mathies! Henry Mautner! Darin McAuliffe! John McDonald! Jim McNamara! Ian McNulty! Douglas Meffert ! Kirsten Melberg ! Alex Miller! Bob Miller! Aaron Miscenich! Colleen Morgan ! Dale Morris! Jeanne Nathan! Susan Norris-Davis! Dana Nunez Brown! Miji Park! Sam Peake ! Bob Perciasepe! Chuck Perkins! Kristina Peterson! Lindsey Pick ! Ravi Prakash! Sarah Quintana! Jon Radtke! Kara Renne! Garland Robinette! Sandy Rosenthal! Christine Roy! Dr. Albert Ruesga! Thomas Rush ! Winslow Sargeant! Cynthia Sarthou! Larry Savoie! Mark Schexnayder! Kate Schneiderman! Dann Schwartz! Amber Seely!

Pamela Senatore! Harry Shearer! E. deEtte Smythe, PhD! Gary Solomon! Elisa Speranza! Nick Speyrer ! Marcia St. Martin! V.J. St. Pierre! Murray Starkel! Harvey Stern! Alex Stoicof! Carmen Sunda! Robert Tannen! Boo Thomas! Dr. Bob Thomas! Jeffrey Thomas! Sara Thomas! Angelica Valenta! Monique Verdin! David Waggonner! Donna Wakeman! Scott Walker! Doug Walner! Dr. Thomas Warner! Lolita Werhan! Kevin Wilkins! Tim Williamson! Marnie Winter! Janet Woodka! Jeff Yellin! Zach Youngerman! Jerome Zeringue! Chris Zimny! ABS Technologies! America's WETLAND Foundation! American Aquaculture Association! Ampelonartist, L3C! AMPS! Bayou Grace! Bayou History Center, Inc.! Bayou Natives! Bick Design! BISCO! BRAF! Building Resilience Workshop! Category 5 Wetlands Watch! CC-CleanTech LLC! CCC Consulting! CDM-Smith! CH2M Hill! Coca-Cola ! Convention Plant Designs, Inc.! Cordina! CPEX! CPRA! Depave, Inc.! Eco Sight LLC! Empire Environmental Solutions! Erosion Management Solutions !

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Flip this City! Future Proof STUDIO! Global Green! Grand Bayou Sustainable Fisheries! Greater New Orleans Foundation! Grey Water Matters! Groundwork New Orleans! Gulf Restoration Network! Heavy Meadow LLC! Horizon Initiative Water Committee! Houma Courier! Hunt Family Foundation! Iberia Bank! Idea Village! Invictus Solutions! JEDCO! Jefferson Parish! JP Eco Solutions! LifeCity! La Divina! LA GreenCorps! LA SBDC! Louisiana Seafood Marketing Board! Louisiana Weekly! Lafourche Parish! LANO! Latter & Blum Inc.! LED! Life City! Louisiana Children's Museum! Louisiana Lost Lands Environmental Tours! LSU AgCenter! Mandala Concrete, LLC! NanoFex LLC! Natural Awakenings! New Orleans Bamboo! New Orleans CityBusiness ! New Orleans City Park! New Orleans Food & Farm Network! NOBIC! NOLA Brew! NOLA Green Roots! NOLA Pure! NOLABA! Nunez Community College! OCD-DRU! City of New Orleans! PerformWell, LLC! Pierce Industries, LLC! Plaquemines Parish! Propeller! RefresH2O Water LLC! Regional Planning Commission! Sewage & Water Board of NewÂ Orleans! SBA! ShipTracks LLC! Silicon Bayou News! Social Change Film Festival! South Central Planning & Development Commission! South LA Economic Council! St. Bernard Parish! St. Charles Parish! St. John Parish! St. Tammany Parish! Terrebonne EDA! Terrebonne Parish! NOLA VIBE CONSULTING!

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Terrebonne Readiness & Assistance Program! The Building Block! The Lowlander Center! The Times-Picayune! The Trumpet! Tierra Resources LLC! Tulane Institute on Water Resources Law and Policy! Tulane University! Tulsa Partners! Tungsten Monkey! Urban Conservancy! University of New Orleans! Vietnamese American Young Leaders Assoc.! Vietnamese Initiatives in Economic Training! Waggonner & Ball Inc.! Water Works L3C! WBOK! WC Volunteers! WWNO! WWOZ!

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Appendix!

! Tools for inspiration & implementation

Myriad tools are available and in development to support, guide and inspire entrepreneurs to add resiliency into the built environment such as:

• Living with Water, Greater New Orleans Urban Water Plan, (Summer 2013) • • • •

! ! !

• •

GNO Inc., Waggonner & Ball Best Practices Manual for Coastal Development (June 2012) Center for Planning Excellence (CPEX) Louisiana’s Comprehensive Master Plan for a Sustainable Coast (2012) Louisiana Coastal Restoration and Protection Authority Deltas 2010: World Delta Dialogues Report (2011) America’s WETLAND Foundation Stormwater Best Management Practices Guide for Orleans and Jefferson Parishes, (October 2010) Bayouland Resource Conservation and District Council Multiple Lines of Defense Strategy (2007) The Lake Pontchartrain Basin Foundation Louisiana Speaks Planning Guides (2006) Louisiana Long-Term Recovery Team

Acronyms Guide with Links !

ASCE AWF C5+1 CPEX CPRA CRCL EDA EPA FEMA GNO Inc. GNOCDC " ! 50

American Society of Civil Engineers America’s WETLAND Foundation Greater New Orleans Foundation Coastal 5+1 Initiative Center for Planning Excellence Coastal Protection and Restoration Authority Coalition to Restore Coastal Louisiana Economic Development Administration Environmental Protection Agency Federal Emergency Management Agency Greater New Orleans Inc. Greater New Orleans Community Data Center !

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GNOF HI HIWC HMGP ICWT IWRM LED LEED LRAP LSU LWC LWEA LWW NGO NOBIC NOEW NOLABA NORA OCD-DRU SBA SBDC SWBNO UNO CHART USACE USGBC WC WEFTEC

2014-2016

Greater New Orleans Foundation Horizon Initiative Horizon Initiative Water Committee Hazard Mitigation Grant Program International Center for Water Technology Integrated Water Resources Management Louisiana Economic Development Leadership in Energy & Environmental Design Louisiana Resiliency Assistance Program Louisiana State University Louisiana Water Challenge Louisiana Water Economy Alliance Louisiana Water Week Non Governmental Organization New Orleans BioInnovation Center New Orleans Entrepreneur Week New Orleans Business Alliance New Orleans Redevelopment Authority Office of Community Development-Disaster Recovery Unit Small Business Administration Small Business Development Center Sewage & Water Board of New Orleans University of New Orleans UNO Center for Hazards Assessment Response and Technology United States Army Corps of Engineers United States Green Building Council Water Challenge Water Environment Federation Technical Conference

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References sourced for this plan

2012$Report$Card$for$Louisiana’s$Infrastructure."Baton"Rouge"LA:"Louisiana"Engineering"Center," American"Society"of"Civil"Engineers,"2012.""" """http://www.lasce.org/documents/ LouisianaInfastructureReportCard2012.pdf." “ABC"Waters,"Singapore.”"Active,$Beautiful$and$Clean."Accessed"April"17,"2013."""http:// www.pub.gov.sg/abcwaters/Pages/default.aspx." Appenbrink,"Nadine,"Glen"Bolen,"Camille"ManningQBroome,"Michele"Deshotels,"Jeannette" Dubinin,"John"Fregonese,"C.J."Gabbe,"et"al."“Best"Practices"Manual"for"Development"in" Coastal"Louisiana.”"Coastal$Toolkit,"2012.""" """http://coastal.cpex.org/." Bernick,"Libby."“The"True"Cost"of"Water.”"True$Cost,"April"29,"2013."""http://www.greenbiz.com/ blog/2013/04/29/trueQcostQwater? utm_source=twitterfeed&utm_medium=twitter&utm_campaign=greenbuzz." “BioDistrict"New"Orleans,”"2013.""http://biodistrictneworleans.org/." Blueprint$for$Integrating$Technology$Innovation$into$the$National$Water$Program$(Version$1.0)." Washington"DC:"Environmental"Protection"Agency,"March"27,"2013."""http:// water.epa.gov/upload/blueprint.pdf." Bluetech$Valley$Water$and$Energy$Report$&$Resource$Guide."Fresno"CA:"Grundfos"Water" Technology"Center,"2012.""" """http://bluetechvalley.org/assets/BTVpub.pdf." Blum,"Michael."“CBR"Riverfront"Campus"QQ"Tulane"Xavier"Center"for"Bioenvironmental" Research.”"Accessed"April"16,"2013.""" "http://cbr.tulane.edu/riverfrontQ campushtml." Boone,"Timothy."“BR,"N.O.."Make"Forbes"List"of"Best"Cities"for"Information"Jobs.”"The$Advocate." May"24,"2013,"sec."Business." Cardwell,"Hal"E.,"Richard"A."Cole,"Lauren"A."Cartwright,"and"Lynn"A."Martin."“Integrated"Water" Resources"Management:"Debinitions"and"Conceptual"Musings.”"Journal$of$Contemporary$ Water$Research$&$Education"no."135"(December"2006):"8–18." “Celebrate"the"Impact"Economy"During"NOEW!"|"LifeCity.”"Celebrate$the$Impact$Economy$During$ NOEW,"2013.""""""http://mylifecity.com/celebrateQtheQimpactQeconomyQduringQnoew/." “Center"for"Watershed"Protection.”"Center$for$Watershed$Protection,"2013."""http:// www.cwp.org/." Coastal$5+1$Initiative."New"Orleans:"Greater"New"Orleans"Foundation,"2010."""http:// www.gnof.org/coastalQ51Qinitiative/." “Corporate"Sustainability"Plans"‘Almost"Double"YearQonQYear’.”"Environmental$Leader$ Environment$&$Energy$Management$News,"January"4,"2013."""http:// www.environmentalleader.com/2013/01/04/corporateQsustainabilityQplansQalmostQ doubleQyearQonQyear/." “CWIC"|"Colorado"Water"Innovation"Cluster.”"Accessed"April"17,"2013."""http://www.coQ waterinnovation.com/." Davis,"Mark,"and"James"Wilkins."A$DeTining$Resource:$Louisiana’s$Place$in$the$Emerging$Water$ Economy."Tulane"Institute"on"Water"Resources"Law"&"Policy,"October"13,"2011."""http:// www.law.tulane.edu/uploadedFiles/Institutes_and_Centers/ Water_Resources_Law_and_Policy/Content/Debining%20Resource,%20Davis%20and %20Wilkins.pdf."

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Dickson,"T."Financial$Times$Mastering$Strategy:$The$Complete$MBA$Companion$in$Strategy ;$[your$ Single[source$Guide$to$Becoming$a$Master$of$Strategy]."Financial"Times"Mastering"Series." UK:"Financial"Times"Prentice"Hall,"2000."" """"http://www.pearsoned.co.uk/bookshop/ detail.asp?WT.oss=Mastering+Strategy&WT.oss_r=1&item=100000000013507." “Emerging"Environmental"|"Greater"New"Orleans,"Inc."|"Regional"Economic"Alliance,”"2013.""" http://gnoinc.org/industryQsectors/emergingQenvironmental/." EPA."“Campus"Rainworks"Challenge.”"Campus$Rainworks$Challenge:Green$Infrastructure:$US$ EPA,"May"23,"2013."" """"http://water.epa.gov/infrastructure/greeninfrastructure/ crw_challenge.cfm." Failure$to$Act:$The$Economic$Impact$of$Current$Investment$Trends$in$Water$and$Wastewater$ Treatment$Infrastructure."Reston"VA:"American"Society"of"Civil"Engineers,"2011."""http:// www.asce.org/uploadedFiles/Infrastructure/Failure_to_Act/ASCE%20WATER %20REPORT%20FINAL.pdf." Gardner,"Michael."“$35B"Overhaul"of"Water"System"on"Tap.”"San$Diego$Union[Tribune."April"28," 2013,"sec."Local"Topics." """""http://www.utsandiego.com/news/2013/apr/28/35bQ overhaulQofQwaterQsystemQonQtap/." Gleick,"Peter."Dirty$Water:$Estimated$Deaths$from$Water[Related$Diseases$2000[2020."Pacibic" Institute"for"Studies"in"Development,"Environment,"and"Security,"August"15,"2002.""" http://agecon.nmsu.edu/fward/age384/springQ2010/Dirty_Water_Peter_H %20_Gleick_2002.pdf." “Gutter"to"Gulf.”"Accessed"April"29,"2013."""http://www.guttertogulf.com/." “Home"|"Louisiana"Resiliency"Assistance"Program.”"Accessed"April"17,"2013."http:// www.resiliency.lsu.edu/." Integrated$Ecosystem$Restoration$&$Hurricane$Protection$in$Louisiana:$Fiscal$Year$2014$Annual$ Plan."Draft."Baton"Rouge"LA:"Louisiana"Coastal"Protection"&"Restoration"Authority," February"8,"2013."" """"http://www.lacpra.org/assets/docs/fy2014AnnualPlanWeb.pdf." International$Center$for$Water$Technology$Regional$Strategic$Plan."Fresno"CA:"International" Center"for"Water"Technology,"August"2010." """""http://icwt.net/ LegislativePackageAttachments/SJVWaterClusterStrategicPlan.pdf." Landrieu,"Mary,"and"Tom"Harkin."Today’s$Entrepreneurs$Are$America’s$Mentors$Act,$Senate$Bill$ 3214,"2012."" """"http://legiscan.com/US/bill/SB3214/2011." Landrieu,"Mitchell."“Landrieu"Speech"to"Gulf"Coast"Preparing"for"Extreme"Weather"Conference.”" presented"at"the"Gulf"Coast"Preparing"for"Extreme"Weather"Conference,"New"Orleans," July"24,"2012." Lawson,"Angela."“OCDQDRU"Resiliency"Spending,”"April"29,"2013." Leger,"Walt,"and"Garafalo."Louisiana$First$Hiring$Act."39,"2012."" """"http://legiscan.com/LA/ text/HB720/id/651727/LouisianaQ2012QHB720QChaptered.pdf." “Living"With"Water.”"Accessed"April"27,"2013.""http://livingwithwater.com/." “Louisiana’s"2012"Coastal"Master"Plan"|"Committed"to"Our"Coast.”"Types$of$Projects."Accessed" May"3,"2013.""""""http://www.coastalmasterplan.louisiana.gov/2012QmasterQplan/ projects/typesQofQprojects/." Louisiana’s$Comprehensive$Master$Plan$for$a$Sustainable$Coast."Baton"Rouge"LA:"Louisiana" Coastal"Protection"&"Restoration"Authority,"2012."" """"http://www.lacpra.org/ assets/docs/2012%20Master%20Plan/Final%20Plan/2012%20Coastal%20Master %20Plan.pdf."

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Lowe,"Marcy,"Shawn"Stokes,"and"Gary"Gerefbi."Restoring$the$Gulf$Coast:$New$Markets$for$ Established$Firms."Durham,"NC:"Duke"University"Center"on"Globalization,"Governance" and"Competitiveness,"December"5,"2011."" """"http://www.cggc.duke.edu/pdfs/ CGGC_GulfQCoastQRestoration.pdf." Making$the$Waterworks$Work:$Fixing$the$Sewerage$&$Water$Board’s$Governance$Problems." Bureau"of"Governmental"Research,"October"2011."" """"http://www.bgr.org/biles/ reports/Making_SWB_Work.pdf." Managing$Louisiana’s$Groundwater$Resources."Baton"Rouge"LA:"Louisiana"Groundwater" Resources"Commission."" """"http://dnr.louisiana.gov/assets/docs/conservation/ groundwater/12.Final.GW.Report.pdf." Maxwell,"Steve."2012$Water$Market$Review:$A$Concise$Review$of$Challenges$and$Opportunities$in$ the$World$Water$Market."TechKnowledgey"Strategic"Group,"2012."""http:// www.summitglobal.com/documents/Maxwell2012WaterMarketReviewQa030912.pdf." Miller,"Robert"K."“S&WB"Data,”"April"16,"2013." Moore,"Eli,"Heather"Cooley,"Juliet"ChristianQSmith,"Kristina"Donnelly,"Kristian"Ongoco,"and"Daryl" Ford."Sustainable$Water$Jobs:$A$National$Assessment$of$Water[Related$Green$Job$ Opportunities."Oakland"CA:"Pacibic"Institute,"January"2013."" """"http:// www.pacinst.org/reports/sustainable_water_jobs/sust_jobs_full_report.pdf." Muller,"Joann."“The"Capital"of"Water"Q"Forbes.”"Accessed"April"11,"2013."""http:// www.forbes.com/sites/joannmuller/2013/03/27/theQcapitalQofQwater/." “NOAA’s"National"Ocean"Service:"Population"Trends"Along"the"Coastal"United"States:" 1980Q2008.”"Accessed"August"10,"2012."" """"http://oceanservice.noaa.gov/programs/ mb/supp_cstl_population.html." “NORA_Transition_Report.doc.”"Accessed"April"28,"2013."""http://www.noraworks.org/public/ biles/generalQuploads/NORA_Transition_Report.doc." “Northeast"Ohio"Riding"the"Wave"of"a"Rising"WaterQtech"Cluster.”"HiVelocity."Accessed"April"19," 2013."" """"http://www.hivelocitymedia.com/features/NEOwatertechcluster041813.aspx." Ortiz,"Elaine,"and"Allison"Plyer."Economic$Synergies$Across$Southeast$Louisiana."New"Orleans"LA:" Greater"New"Orleans"Community"Data"Center,"April"16,"2013."""http://www.gnocdc.org/ EconomicSynergiesAcrossSoutheastLouisiana/index.html." “Overview"|"NOLAeconomy.com.”"NOLAeconomy.com,"2013."""http://www.nolaeconomy.com/? page_id=11." “Ports"Association"of"Louisiana"Strategic"Economic"Development"Plan"Summary"Report.”"Ports" Association"of"Louisiana,"February"2009." """""http://portsoblouisiana.org/documents/ SEDP_Summary_2009.pdf." “Stormwater"BMP"Guidance"Tool:"A"Stormwter"Best"Management"Practices"Guide"for"Orleans" and"Jefferson"Parishes.”"Bayouland"Resource"Conservation"&"Development"Council," October"2010." """""http://bayoulandrcd.org/yahoo_site_admin/assets/docs/ Bayou_Land_Guidance_NO_BMP.176113438.pdf." “Strategic"Collaborations"With"Other"Water"Technology"Clusters"|"Technology"Collaboration" and"Transfer"|"US"EPA.”"Accessed"April"16,"2013." """""http://www.epa.gov/nrmrl/ watercluster/strat_collaborations.html." “Summary"of"Water"Technology"Cluster"Survey.”"Environmental"Protection"Agency,"October" 2012." """""http://www.epa.gov/nrmrl/watercluster/docs/WTICSurveySummary.pdf." “Sustainable"Water"Design"« Friends"of"Labitte"Corridor.”"Accessed"May"7,"2013."""http://folcQ nola.org/greenway/sustainableQwaterQdesign/." " ! 54

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The$Greening$of$Louisiana’s$Economy:$Summary$of$Survey$Results."Baton"Rouge"LA:"Louisiana" Workforce"Commission,"September"2011." """""http://lwc.laworks.net/sites/LMI/ GreenJobs/Reports/Louisiana_Survey_Results.pdf." The$Price$of$Civilization:$Addressing$Infrastructure$Needs$in$New$Orleans."New"Orleans:"Bureau" of"Governmental"Research,"August"2010." """""http://www.bgr.org/biles/reports/ BGR_Price_of_Civilization.pdf." “Urban"Waters"Federal"Partnership"|"Urban"Waters"|"US"EPA.”"Accessed"April"17,"2013."""http:// www2.epa.gov/urbanwaters/urbanQwatersQfederalQpartnership." USBCSD."“Water"Synergy"Project.”"Water$Synergy$Project,"2012." """""http://waterQsynergy.org/." USGS."How$Much$Water$Is$There$on,$in,$and$Above$the$Earth?"Jpg,"March"6,"2013."""http:// ga.water.usgs.gov/edu/earthhowmuch.html." “Water"for"Jobs"|"Investments"in"Water"Infrastructure"Put"America"to"Work.”"Accessed"May"7," 2013." """""http://www.waterforjobs.org/." Water$Innovation$in$Action$Audience$Survey."Survey"Results."Water"Innovation"in"Action" Conference."Toronto,"Ontario,"Canada:"Water"Technology"Acceleration"Project,"February" 27,"2013."" """"http://watertapontario.com/about/discussionQzone/ WaterTAP_SurveyGraphs_2pager_WEB.PDF." “Water"Technology"Cluster"in"Northeast"Ohio"Q"NorTech.”"Accessed"April"22,"2013."""http:// www.nortech.org/water#regionalQactionQplan." “WaterCampus"Q"Water"Alliance,”"May"23,"2013."""http://www.wateralliance.nl/watercampus." WaterTAP$Water$Technology$Acceleration$Project$2011[2012$Annual$Report."Toronto,"Ontario," Canada:"Water"Technology"Acceleration"Project,"June"29,"2012."""http:// watertapontario.com/about/WaterTAP_2012_LOWRES%20Final.pdf." Wei,"Jackie."“New"Partnership"Releases"PathQbreaking"Guide"to"Stimulate"Private"Investment"in" Natural"Infrastructure"Nationwide.”"NRDC:$Press$Release,"March"7,"2013."""http:// www.nrdc.org/media/2013/130307.asp." “Welcome ::"Bayou"Vermilion"District"(Lafayette,"LA).”"Bayou$Vermilion$District,"2013."""http:// www.bayouvermiliondistrict.org/." “Wetland"Restoration"|"Tierra"Resources"LLC,”"2013."""http://tierraresourcesllc.com/project/ sampleQprojects/wetlandQrestoration/."

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Citations 1."

Coastal'5+1'Initiative."In."New"Orleans:"Greater"New"Orleans"Foundation;"2010."

2."

Cardwell"HE,"Cole"RA,"Cartwright"LA,"Martin"LA:"Integrated'Water'Resources'Management:' De;initions'and'Conceptual'Musings."Journal$of$Contemporary$Water$Research$&$Education$ 2006(135):8Q18."

3."

Today's'Entrepreneurs'are'America's'Mentors'Act,'Senate'Bill'3214."In.,"112th"Congress" edn;"2012."

4."

Davis"M,"Dalborn"C,"Escudero"M:"Promise,'Purpose,'and'Challenge:'Putting'the'RESTORE'Act' into'Context'for'the'Communitieis'and'Ecosystems'of'the'Gulf'of'Mexico."In."New"Orleans:" Tulane"Institute"on"Water"Resources"Law"and"Policy;"2013:"14."

5."

Bernick"L:"The'True'Cost'of'Water."In:"True$Cost."2013."

6."

Muller"J:"The'Capital'of'Water."In.,"vol."2013:"Forbes;"2013."

7."

Moore"E,"Cooley"H,"ChristianQSmith"J,"Donnelly"K,"Ongoco"K,"Ford"D:"Sustainable'Water'Jobs:'A' National'Assessment'of'WaterQRelated'Green'Job'Opportunities."In."Oakland"CA:"Pacibic" Institute;"2013."

8."

Ortiz"E,"Plyer"A:"Economic'Synergies'across'Southeast'Louisiana."In."New"Orleans"LA:"Greater" New"Orleans"Community"Data"Center;"2013."

9."

Louisiana'First'Hiring'Act."In.,"vol."2201;"2012."

10."

Integrated'Ecosystem'Restoration'&'Hurricane'Protection'in'Louisiana:'Fiscal'Year'2014' Annual'Plan."In."Baton"Rouge"LA:"Louisiana"Coastal"Protection"&"Restoration"Authority;"2013."

11."

Failure'to'Act:'The'Economic'Impact'of'Current'Investment'Trends'in'Water'and' Wastewater'Treatment'Infrastructure."In."Reston"VA:"American"Society"of"Civil"Engineers;" 2011."

12."

Wetland'Restoration'|'Tierra'Resources'LLC'[http://tierraresourcesllc.com/project/sampleQ projects/wetlandQrestoration/biles/143/wetlandQrestoration.html]"

13."

2012'Report'Card'for'Louisiana's'Infrastructure."In."Baton"Rouge"LA:"Louisiana"Engineering" Center,"American"Society"of"Civil"Engineers;"2012."

14."

Miller"RK:"S&WB'Data."In.;"2013."

15."

Making'the'Waterworks'Work:'Fixing'the'Sewerage'&'Water'Board's'Governance' Problems."In.:"Bureau"of"Governmental"Research;"2011."

16."

Lawson"A:"OCDQDRU'Resiliency'Spending."In.;"2013."

17."

Welcome'::'Bayou'Vermilion'District'(Lafayette,'LA)'[http:// www.bayouvermiliondistrict.org/biles/137/www.bayouvermiliondistrict.org.html]"

18."

Water'Synergy'Project'[http://waterQsynergy.org/biles/126/waterQsynergy.org.html]"

19."

Sustainable'Water'Design'ÂŤ'Friends'of'La;itte'Corridor'[http://folcQnola.org/greenway/ sustainableQwaterQdesign/]"

20."

Urban'Waters'Federal'Partnership'|'Urban'Waters'|'US'EPA'[http://www2.epa.gov/ urbanwaters/urbanQwatersQfederalQpartnershipbiles/51/urbanQwatersQfederalQ partnership.html]"

21."

NOLAEconomy.com'[http://www.nolaeconomy.com/?page_id=11]"

22."

Emerging'Environmental'|'Greater'New'Orleans,'Inc.'|'Regional'Economic'Alliance'[http:// gnoinc.org/industryQsectors/emergingQenvironmental/]"

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23."

The'Greening'of'Louisiana's'Economy:'Summary'of'Survey'Results."In."Baton"Rouge"LA:" Louisiana"Workforce"Commission;"2011:"25."

24."

Celebrate'the'Impact'Economy'During'NOEW!'[http://mylifecity.com/celebrateQtheQimpactQ economyQduringQnoew/]"

25."

The'Big'River'Works'[http://bigriverworks.org/]"

26."

Conservancy"TN:"Great'Rivers'Partnership:'The'First'Five'Years."In."Peoria,"IL:"The"Nature" Conservancy;"2010."

27."

Boone"T:"BR,'N.O.'make'Forbes'list'of'best'cities'for'information'jobs."In:"The$Advocate." Baton"Rouge"LA;"2013."

28."

Israeli'Success'Story:'Kinrot'Ventures,'"Not'a'drop'is'wasted"'[http://www.kinrot.com/ index.aspx?id=3099&itemID=2540]"

! ! !

2013 turning to entrepreneurs to solve water challenges

we can do this! join the conversation: @SELAwater get involved: www.WaterChallenge2013.org NOTE: Applications are due by 10/15/12 at 11:59pm CST

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Water Innovation Clusters Round Robin Private Networking Meeting Monday, October 7, 2013 2pm-4pm, Room S104a McCormick Place Convention Center, Chicago, IL

Tentative Agenda 1 Welcome Eileen O’Neill, Interim Executive Director, Water Environment Federation

2 Innovation Facilitators Approximately 2 minutes per organization to introduce themselves, their attendees, and their activities. Barry Liner, WEF Scott Bryan, Imagine H2O

3 Water Innovation Cluster Activities Approximately 5 minutes per organization to introduce themselves, their attendees, and their activities. Blue Tech Alliance (Chicago) - John W. New Orleans Water Innovation - Steve Robinson Jr. Picou BlueTech Valley (Fresno)- Henrik Skov NorTech Water (NE Ohio) - Dr. Byron Laursen Clayton Colorado Water Innovation Cluster - Mike Singapore PUB Freeman Southern Ontario Water Coalition - Evelyn Confluence (Cincinnati)- Alan Vicory Allen Global Water Technologies (Indianapolis) The Water Council (Milwaukee)- Dean Erick Hromadka Amhaus Massachusetts Water Industry (MassCEC) Water Economy Network (Pittsburgh) Michael Murphy Alex Lackner Green Jobs for Blue Waters (Michigan) – WaterTAP Ontario - Dr. Brian Mergelas Gil Pezza WA state/Tacoma Innovation Partnership Zone – Egils Milbergs

4 Roundtable Discussion Moderated by Sally Gutierrez, USEPA. Potential topics for discussion include: Areas for collaboration amongst Innovation Clusters Virtual Innovation Hub for collaboration Interest in dedicated 2-3 day Innovation Cluster conference hosted by USEPA

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Page 58: On Monday, October 7, 2013 during its annual WEFTEC conference, the Water Environment Federation staged a Water Innovation Clusters Roundtable Meeting featuring many of the clusters profiled in the Case Studies. The authors of this report, as part of the management team of the Water Challenge, were invited participants

Though Louisiana lacks a formal water cluster at this time, this gathering and its return to New Orleans in October 2014, presents many opportunities for Louisiana’s water sector, and underscores this report’s call for the formation of organizational structure, branding and the connectivity needed to unite this state’s water assets.

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! !

All Earth's water, liquid fresh water, and water in lakes and rivers

Blue spheres display:  Large: All the water on the earth’s surface and in the atmosphere   (sphere over western U.S., 860 miles in diameter)  Small: All the fresh liquid water in the ground, lakes, swamps, and rivers   (sphere over Kentucky, 169.5 miles in diameter) Tiny: All the fresh-water lakes and rivers, the majority of water available for human use (sphere over Georgia, 34.9 miles in diameter).

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