Household Population Estimates

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1 Household Population Estimates Metropolitan New Orleans 600, , , , , , Source: Claritas

2 Livability Statistics According to unemployment rate and operating facilities % 80.00% 60.00% 40.00% 20.00% 0.00% Source: Detroit Free Press Unemployment Rate (metro) Public Transport Day Care Operating Hospitals Electricity per Homes Libraries Hotels Pre Katrina Post Katrina

3 Residents Rank Rebuilding Priorities (2006) Low crime rate Good street lighting No litter Good schools Park or playground Affordable housing Little car traffic Source: Tulane University New Orleans

4 America s Financial Security is in Their Homes Percent of Aggregate Household Net Worth by Asset Type Own Home 32.3 Stocks and Mutual Fund Shares 15.6 Other K & Thrift Savings Plans 9.7 Interest-Earning Assets at Financial Institutions 8.9 IRA or Keogh Accounts 8.6 Business or Profession Percent 2006 Allstate Insurance Company

5 Hurricane Katrina: Who Paid? $ Billions $120 $100 $80 $60 $104 $40 $20 $38 $58 Estimated $0 Private Insurance Market Federal Government Local Government, Individual and Businesses 2006 Allstate Insurance Company

6 Hurricane Katrina Losses $ Billions $50 Insured Losses $45 $40 $35 $30 $25 $20 $38.1 $2.1 $18.2 Auto Commercial New Orleans Impact $120 million debt 3,000 city jobs lost Lowered bond ratings $15 Cultural losses $10 $5 $17.8 Homeowners $0 Source: Insurance Information Institute 2006 Allstate Insurance Company

7 A Proposed Bold New Education System Source: Tulane University

8 JPMorgan Chase in the New Orleans area Chase is the largest bank operating in the New Orleans area, by far We have over 20% of consumer deposits and have a relationship with about 40% of area consumers We have significant small business banking, mortgage banking and private banking businesses We are lead bank for about 30% of New Orleans companies but capture perhaps 40% of commercial dollars spent; we have a significant government business We have 1,000 employees and have reopened 55 of 63 pre-storm branches

9 JPMorgan Chase in the New Orleans area We have several billion in New Orleans area assets We committed $50 million to City of New Orleans (municipal government) very soon after the storm and raised an additional $100 million from other banks at a very difficult time to do so We committed over $100 million to seven different New Orleans based companies and non-profit entities since the storm (some was to fund post-storm renovation, some was for routine M&A activities) We underwrote a $1 billion plus bond issue for Citizens Insurance right after the storm which allowed Citizens to meet its storm obligations We are fiscal agent for both the City of New Orleans and State of Louisiana

10 New Orleans Region Positive Economic Factors Despite the storm, New Orleans is a large market-- the region s pre-storm population was 1,400,000 and is currently 1,200,000; national focus has been on Orleans Parish but the region is much larger Consumers have a lot of buying power with an estimated $40 billion of insurance paid into the market Per capita income is up Unemployment is low at 3.8% Downtown office rents are 10% higher than prestorm Bank deposits in Greater New Orleans increased by $8 billion (41%) between 6-05 and 6-06 demonstrating substantial consumer liquidity

11 Business Climate for the top firms is good Of the Top 388 businesses headquartered in New Orleans with sales between $10,000,000 and $750,000, % are doing approximately the same as before the storm 6.9% are doing materially better (oil/gas service, consumer products, construction) 6.4% are doing materially worse 6.5% have closed or moved (about 1/3 unrelated to the storm)

12 Business Climate for the top firms is good Problem: company ranked by size #4, #6, #11, #20, #28, #32 and #85 are among those that moved; most of the moving companies had substantial operations outside New Orleans (including internationally); they tend to worry about attracting/retaining top talent in the New Orleans area; many had considered moving pre-storm Not many tourist related businesses in the top 388 because (a) hotels tend not to be a headquartered in New Orleans and (b) restaurants, shops, marketing firm and other tourist businesses have trouble achieving a $10 million sales threshold

13 19% of the 244 largest employers headquartered in the New Orleans area had flood water (244 businesses with more than 100 employees as reported by GNO Inc and the largest businesses by sales as reported by CityBusiness)

14 Reinventing the Crescent

15 THINK {new orleans}

16 Reinventing the Crescent is infused with and inspired by this unique place and time. We look to a bright future and learn from, not only the excellence of our city, but exceptional places, people and ideas from all over the world. From top left: Architectural Record Magazine 165 Charles Street, New York New Orleans Architecture Pritzker Pavilion, Chicago Foot of Canal Street Think Different Ad Campaign Jubilee Church, Rome Ferry Terminal, Yokohama Opera House, Tenerife Metropolis Magazine New Orleans Food Here s to the Crazy Ones New Orleans Music City of Arts and Sciences, Valencia Dwell Magazine Global Green USA THINK {world class vision}

17 Alex Krieger Chan Krieger Sieniewicz George Hargreaves Hargreaves Associates Enrique Norten TEN Arquitectos THINK {design excellence}

18 Jackson Square/Moonwalk Proposed proposed Terracing Riverfront Living 165 Charles Street, New York Pedestrian Path/Cruise Ship Terminal Yokohama, Japan IMAGINE {the access}

19 Tulane Riversphere Proposed Programming Museum Native American Museum, DC Planetarium City of Art and Science, Valencia IMAGINE {the icons}

20 Opera House Auditorio de Tenerife, Canary Islands Outdoor Amphitheater Pritzker Pavilion, Chicago Riverfront Ecumenical Chapel Jubilee Church, Rome IMAGINE {the culture}

21 Spanish Plaza/World Trade Center Potential Development Site Port of Embarkation Potential Development Scheme CREATE {the opportunity}

22 ESTIMATED ECONOMIC BENEFITS Construction Spending: $1 billion Indirect Spending: $4 billion Additional Annual Taxes: $48 million INTANGIBLE BENEFITS 21st Design Face for the City Unprecedented Riverfront Access Improved Quality of Life for Residents Unique Tourist Destination CREATE {value}

23 Think. Imagine. Create.