Harvard Case - "Broadmoor Lives": A New Orleans Neighborhood's Battle To Recover from Hurricane Katrina (Sequel)
""Broadmoor Lives": A New Orleans Neighborhood's Battle To Recover from Hurricane Katrina (Sequel)" Harvard business case study is written by Herman Leonard, Henry Lee, Esther Scott. It deals with the challenges in the field of General Management. The case study is 11 page(s) long and it was first published on : Oct 15, 2008
At Fern Fort University, we recommend a comprehensive revitalization strategy for the Broadmoor neighborhood that prioritizes community engagement, sustainable development, and economic diversification. This strategy will leverage the neighborhood's unique assets, address the challenges it faces, and create a resilient and thriving community for the future.
2. Background
The Broadmoor neighborhood in New Orleans, Louisiana, was severely impacted by Hurricane Katrina in 2005. The case study, 'Broadmoor Lives,' focuses on the neighborhood's efforts to rebuild and recover in the years following the disaster. The main protagonists are the residents of Broadmoor, community organizations like the Broadmoor Improvement Association (BIA), and various external stakeholders including government agencies, non-profit organizations, and private businesses.
3. Analysis of the Case Study
The case study highlights the complex challenges faced by Broadmoor in its recovery process. Using a SWOT analysis, we can identify the key internal and external factors affecting the neighborhood's future:
Strengths:
- Strong community spirit: Broadmoor residents demonstrated resilience and a strong desire to rebuild their community.
- Unique character and history: The neighborhood boasts a rich cultural heritage and distinctive architectural style.
- Proximity to downtown New Orleans: The neighborhood's location offers access to employment opportunities and amenities.
Weaknesses:
- Limited resources: The neighborhood faced financial constraints and a lack of access to capital for rebuilding.
- Infrastructure damage: Hurricane Katrina caused widespread damage to homes, businesses, and infrastructure.
- Population decline: Many residents were displaced, leading to a decline in population and economic activity.
Opportunities:
- Government support: The government provided funding and resources for rebuilding efforts.
- Private sector investment: The case study highlights the potential for private sector investment in the neighborhood.
- Tourism potential: Broadmoor's unique character and proximity to downtown New Orleans could attract tourists.
Threats:
- Climate change: The risk of future hurricanes and flooding poses a significant threat to the neighborhood's recovery.
- Economic inequality: The neighborhood faces challenges related to poverty and limited access to education and employment opportunities.
- Competition from other neighborhoods: Broadmoor faces competition from other neighborhoods in New Orleans for investment and resources.
Porter's Five Forces framework can further analyze the competitive landscape of Broadmoor:
- Threat of new entrants: The high cost of rebuilding and the potential for future disasters may deter new entrants.
- Bargaining power of buyers: Limited housing options and high demand may give buyers some bargaining power.
- Bargaining power of suppliers: The neighborhood's dependence on external resources for rebuilding and development may give suppliers some bargaining power.
- Threat of substitute products: The availability of housing and amenities in other neighborhoods may pose a threat to Broadmoor.
- Rivalry among existing competitors: Competition for resources and investment within New Orleans may be intense.
4. Recommendations
To address the challenges and capitalize on the opportunities, Broadmoor should implement the following recommendations:
1. Community Engagement and Leadership:
- Establish a strong community-based organization: Strengthen the BIA's role as a central hub for community engagement, resource allocation, and decision-making.
- Promote resident leadership: Empower residents to take ownership of the rebuilding process through community forums, workshops, and leadership development programs.
- Foster collaboration: Encourage partnerships between residents, local businesses, government agencies, and non-profit organizations.
2. Sustainable Development and Infrastructure:
- Prioritize green building practices: Encourage energy-efficient construction and sustainable building materials to reduce the neighborhood's environmental impact and enhance resilience.
- Improve infrastructure: Invest in flood mitigation measures, transportation improvements, and public spaces to enhance the quality of life and attract investment.
- Develop a comprehensive disaster preparedness plan: Prepare for future disasters by implementing early warning systems, evacuation plans, and community-based emergency response protocols.
3. Economic Diversification and Job Creation:
- Support local businesses: Promote entrepreneurship and small business development through micro-loans, business incubation programs, and marketing initiatives.
- Attract new businesses: Develop a targeted economic development strategy to attract businesses that align with the neighborhood's strengths and create employment opportunities.
- Invest in workforce development: Provide training and education programs to equip residents with the skills needed for in-demand jobs.
4. Tourism and Cultural Heritage:
- Leverage the neighborhood's unique character: Promote Broadmoor's cultural heritage, architectural style, and historical significance to attract tourists and visitors.
- Develop tourism infrastructure: Invest in visitor centers, walking tours, and cultural events to enhance the tourism experience.
- Support local artists and cultural institutions: Promote the arts and cultural activities to create a vibrant and attractive community.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with the BIA's mission to improve the quality of life in Broadmoor and create a thriving community.
- External customers and internal clients: The recommendations address the needs of residents, businesses, and visitors, while fostering a sense of community ownership.
- Competitors: The recommendations aim to differentiate Broadmoor from other neighborhoods by leveraging its unique assets and building a strong community identity.
- Attractiveness: The recommendations are expected to attract investment, create jobs, and enhance the quality of life in Broadmoor, leading to long-term economic and social benefits.
6. Conclusion
By implementing these recommendations, Broadmoor can overcome its challenges, capitalize on its opportunities, and create a resilient and thriving community for the future. This comprehensive revitalization strategy will require a collaborative effort from residents, businesses, government agencies, and non-profit organizations, but the potential rewards are significant.
7. Discussion
Other alternatives not selected include:
- Focusing solely on housing rehabilitation: This approach would prioritize rebuilding homes and infrastructure, but may not address the underlying economic and social challenges.
- Attracting large-scale development: This approach could bring significant investment and job creation, but may displace residents and alter the neighborhood's character.
- Ignoring the neighborhood's history and culture: This approach would fail to leverage Broadmoor's unique assets and create a sense of place.
The risks associated with the recommended strategy include:
- Insufficient funding: Securing adequate funding for the proposed initiatives may be challenging.
- Resistance to change: Some residents may resist proposed changes or feel excluded from the decision-making process.
- Unforeseen events: Future disasters or economic downturns could disrupt the recovery process.
Key assumptions include:
- Community engagement: Residents will actively participate in the rebuilding process and support the proposed initiatives.
- Government support: Government agencies will continue to provide funding and resources for the neighborhood's recovery.
- Private sector investment: Businesses will be attracted to Broadmoor and invest in the neighborhood's growth.
8. Next Steps
The following timeline outlines key milestones for implementing the recommended strategy:
- Year 1: Establish a strong community-based organization, develop a comprehensive revitalization plan, and secure initial funding.
- Year 2: Implement green building practices, improve infrastructure, and support local businesses.
- Year 3: Attract new businesses, invest in workforce development, and promote tourism.
- Year 4: Evaluate progress, adjust the strategy as needed, and celebrate the neighborhood's achievements.
By following these steps, Broadmoor can transform itself from a neighborhood struggling to recover from a disaster to a thriving and resilient community.
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Case Description
On January 11, 2006, residents of New Orleans's Broadmoor neighborhood, which still bore the deep scars left by Hurricane Katrina, were shocked by the headlines in The Times-Picayune. The Urban Planning Committee of a mayoral commission charged with developing a reconstruction plan for the hurricane-ravaged city had proposed giving hard-hit neighborhoods like Broadmoor four months to prove that they were still viable and, hence, worth rebuilding. Worse still, the paper had printed a composite map, drawn from the committee's report, which showed six green dots indicating low-lying areas that could be turned into parks and "greenspace." One of those green dots covered Broadmoor. Incensed at what they viewed as a betrayal by their own city government, Broadmoor residents who had returned to salvage their flood-damaged homes began to consider how to save their neighborhood from the bulldozers. Their efforts quickly coalesced around the Broadmoor Improvement Association-a venerable neighborhood organization-and a determination to create their own plan for recovery. A core group of residents-many of whom had never met each other and none of whom had ever worked on a redevelopment plan-would take the lead in organizing the planning process for the still-scattered community.
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