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Working Paper 4

BioDistrict New Orleans

September 2010


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01 02Project Overview

07History of BioDistrictNew Orleans

07The BioDistrict

07The Mission

07The Planning Team

08The Planning Effort

Task 1 Summary:Stakeholder Interviews

11Task 1 Overview

11Task 1 Findings

Section:

Table of Contents

03Task 2 Summary:Data Gaps

15Task 2 Overview

15Data collection Efforts

to Date15Reports and StudiesCollected to Date

15Continued Data Gaps

2 September 2010Working Paper 4 Table of Contents


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3

Acknowledgement

The AECOM team would like to acknowledgethe GNOBEDD Board and staff for their input andengagement during this Task. This report has alsobeen developed in coordination with the entireAECOM team. The team includes: EDAW / AECOM,

AECOM Economics, AECOM Transportation, BrightMoments, Cannon Design, CBRE, Chester Engineersand The Ehrhardt Group. Special thanks also to GCRConsulting, whose data supported the development theprogramming summary.

04Task 3 Summary:Analysis

19Task 3 Overview

21Community Context

Overview21Urban Design Overview

23TransportationOverview

25Utilities Overview

27

Sustainability Overview

27SWOT Anlaysis

05Task 4 Summary:Programming

31Task 4 Overview

32Real Estate

Programming Overview36BioscienceProgramming Overview

37Educational Institutionsand Hospital FacilityProgramming

39Sustainability

Programming

Overview of Working Paper 4

Working Paper 4 provides a summary of all the Taskscompleted during Phase 1 of the BioDistrict Planningproject. Detailed information for each Task can be foundin Working Paper 1 (Stakeholder Interviews), WorkingPaper 2 (Data Gaps) and Working Paper 3 (Analysis),all of which are posted on the BioDistrict New Orleanswebsite: www.biodistrictneworleans.org.


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4 September 2010Working Paper 4 Table of Contents

List of Tables and MapsSection 1: BioDistrict New Orleans Project OverviewNo tables or maps

Section 2: Task 1 SummaryNo tables or maps

Section 3: Task 2 SummaryNo tables or maps

Section 2: Task 3 SummaryMaps

Map 1.........................................................................Opportunities and Constraints Analysis

Section 2: Task 4 SummaryTables

Table 1.........................................................................BioDistrict 20 Year Integrated Development ProgramTable 2.........................................................................Retail Sq. Ft. - Increments by PeriodTable 3.........................................................................Residential Units - Increments by PeriodTable 4.........................................................................Of ce, R&D, and Manufacturing - Increments by PeriodTable 5.........................................................................Sustainability AchievementTable 6.........................................................................Institutional Shared Thematic InterestsTable 7..........................................................................BioDistrict Sustainability Performance Targets


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5

Section 01:BioDistrictNew OrleansProject Overview


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BioDistrict New Orleans. The Louisiana Superdome, New Orleans Arena and key existing andproposed institutional developments are shown in blue.

6 September 2010Working Paper 4 BioDistrict Overview


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7

History of BioDistrict New Orleans

The Greater New Orleans Biosciences EconomicDevelopment District, commonly referred to asBioDistrict New Orleans, is a state-enabled economicdevelopment entity that has been charged with theresponsibility of growing the biosciences sector ofthe New Orleans economy and the State of Louisiana.BioDistrict New Orleans was created by ACT 487of the 2005 Regular Session of the Louisiana StateLegislature. BioDistrict New Orleans is governed bya board of commissioners consisting of 13 members,including representatives from Louisiana State University(LSU) Health Sciences Center, Tulane University HealthSciences Center, Xavier University, Delgado CommunityCollege, the Mayor of New Orleans, Greater NewOrleans, Inc., New Orleans Chamber of Commerce, NewOrleans Business Council, and the Louisiana Departmentof Economic Development. The Governor of Louisianaappoints four members.

The BioDistrict

The BioDistrict is a 1,500-acre area in the heart ofthe City of New Orleans, spanning portions of thecentral business district and Mid-City neighborhood.The BioDistrict is bounded by Loyola Avenue, IbervilleStreet, Carrollton Avenue, and Earhart Boulevard, andincludes the Citys judicial center, LSU and Tulane HealthScience Centers, Xavier University and its School ofPharmacy, and the Charity School of Nursing for Delgado

Community College, to name just a few key institutions.

The Mission

BioDistrict New Orleans has endorsed a leading strategyto integrate and leverage the cornerstone developmentsof a new academic teaching hospital referred to as

the University Medical Center (UMC), a new VeteransAdministration (VA) Hospital, the Lousiana CancerResearch Center, and the New Orleans BioInnovationCenter. The long-term mission of BioDistrict NewOrleans is to build a globally competitive and innovativeeconomy for the New Orleans region and beyond byutilizing catalytic institutional investments to:

Provide the nest 21st Century healthcare;

Teach a new generation of medical professionals

cutting-edge techniques; Perform globally competitive biomedical research;

grow and attract entrepreneurial companies;

Create educational learning opportunities at alllevels;

Expand local employment opportunities foreveryone;

Anchor a vibrant, mixed-use urban communitythat contains the healthiest, smartest, and mostsustainable neighborhoods.

The Planning Team

In 2009, the BioDistrict New Orleans Board ofCommissioners selected the AECOM Team to providecomprehensive planning services for the BiosciencesDistrict. The planning team includes the followingorganizations: EDAW I AECOM, AECOM Transportation,AECOM Economics, Bright Moments, Cannon Design,CB Richard Ellis, Chester Engineers, and The EhrhardtGroup. This integrated and interdisciplinary team bringstogether the combined skills of economic, community,urban, campus, medical, research, infrastructure andutility, landscape, environmental, and sustainabilityplanning and design.

BioDistrict New Orleans Project Overview


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Section 02:Task 1 Summary:StakeholderInterviews


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10 September 2010Working Paper 4 Task 1 Summar y

A stakeholder identifying key issues within the BioDistrict.


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Task 1 FindingsTask 1 Overview

The purpose of Task 1 was to initiate the comprehensivePlan for BioDistrict New Orleans and to understand theframework within which the planning process will beprepared. Four elements comprised this rst task: (1)a series of kick-off meetings; (2) extensive stakeholderinterviews; (3) the establishment of a public participationprogram; and (4) an understanding of the media coverageto date on BioDistrict New Orleans.

Task 1 Findings

Kick-Off Meetings

Members of the AECOM Team participated in theBioDistrict New Orleans Board of Commissionersmeeting on Monday, March 15, 2010, marking thebeginning of an approximately 15-month planningprocess to establish a comprehensive plan for theBioDistrict. Additional kick-off meetings were held withYolanda Rodriguez of the City Planning Commission andher key staff to review the project scope, schedule, andstakeholder engagement plans for the BioDistrict Plan.This was a critical meeting to determine how the planrelates to the City of New Orleans newly adopted 2030Master Plan and Comprehensive Zoning Ordinance.

The team also participated in a productive meeting withtransition leaders for Mayor-elect, Mitch Landrieu. Thisintroductory meeting afforded the team and transition

leaders an opportunity to exchange valuable data,timelines, and views on a wide range of issues affectingthe BioDistrict, which will also have an impact on theentire City.

Stakeholder Meetings As part of Task 1, the consultant team, aided by

BioDistrict New Orleans staff, developed a list ofstakeholders to be interviewed as part of the initial publicoutreach process for development of the BioDistrict Plan.During the three weeks of March 15, March 22, and April12, the AECOM Team coordinated and conducted over 75separate meetings with over 160 individual stakeholders.

Stakeholder groups included community / neighborhoodassociations; education, medical and faith-basedinstitutions; relevant city, regional, state, and federalagencies; business / commercial entities; industryleaders; and workforce development and job trainingagencies.

Key Themes / Issues / Opportunities

Over the course of the interviews, several recurringissues, opportunities, and needs were identi ed thatmust be addressed to ensure that BioDistrict NewOrleans is a success. These include:

1. Creating a Visible Place - Developingcreative concepts and ideas for the plan and itsimplementation that de ne the BioDistrict as adistinct place re ecting the unique character andquality of New Orleans;

2. Increase Public and Civic Leadership - Usingpublic-private partnerships with strong businessleadership that align with the new administrationsstrategic goals;

3. Acting as One - Funding and incentives forBioDistrict New Orleans continuing operations,as well as for business attraction and communityrevitalization;

4. Enhanced Review Procedures - Establishingprocesses and procedures that expedite the Citysapproval process for developments within theBioDistrict;


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5. Creating a Biosciences Industry - Developinga strategy to encourage key stakeholders, publicagencies, research institutions, and privatecompanies to work together for the successfulestablishment of a biosciences industry;

6. Be Responsive to Historic Context - Adaptivereuse of some of the buildings, with a focus onCharity Hospital and VA complexes;

7. Employment Opportunities - Job training

programs and policies to ensure a workforce thatis ready to accommodate the emerging needs ofthe biosciences industry;

8. Ongoing Public Engagement is Critical - Aneffective and engaging public participation andoutreach program that is an integral and ongoingpart of this planning effort; and,

9. Getting the Word Out - A marketing strategythat is backed by media programs that createsstrong community awareness through consistent

positive messaging.

Detailed ndings related to branding and messaging,urban design, funding, porcesses and procedures,education and workforce development, biosciencesindustry,

Public Participation Program

An essential element in the successful development ofBioDistrict New Orleans is a strong public participation

program. Key stakeholders and/or the general publicwill be involved in each phase of the planning process.The BioDistrict Plan is crafted to convene stakeholders,conduct workshops, and disseminate informationpertinent to the formulation and execution of a viablestrategy for New Orleans economic future. This programshall rely on multiple means of media applied at speci c

milestones in the project schedule, as well as regular,ongoing contact with the client, stakeholders, andgoverning agencies.

As part of Task 1, research was done to catalogand understand early-image building efforts for theBioDistrict, establish a media outreach program, andstrategize the development of key messages regardingBioDistrict New Orleans.

The Public Participation Program also recommends theestablishement of Advisory Groups for the BioDistrictfocused on the following areas:

Community,

Commercial/Economic Development,

Government/ Institutional interests, and

Health Sciences

These groups would help act as a sounding board during

the development of the comprehensive BioDistrict Plan.



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Section 03:Task 2 Summary:Data Gaps


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Sample of multi-page matrix that was completed as part of Task 2.Please note that many of the items identi ed as Data Gaps have since been collected.


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The purpose of Task 2 is to collect all information, reports,and mapping relevant to the BioDistrict New Orleans.This data will be the foundation for the Teams analysisand plan development used in subsequent tasks.

Data Collec tion Efforts To Date

Data collected during this task will assist the AECOMTeam in understanding the physical and naturalcharacteristics of the BioDistrict, and the regulations andexisting and proposed developments that will impacthow the BioDistrict is developed in the future. Speci cinformation collected to date includes:

BioDistrict boundary;

2009 aerial;

Property ownership information, including city,state, and institution;

Existing utilities/infrastructure, including sewage,power, water, gas, and storm water drainage;

Building footprints;

Roadways and evacuation routes;

Transit, including streetcar and existing andproposed bus and bike routes;

Natural resource information such as soils,topography, and hydrology;

Floodplain information, including ood depths justafter Katrina and Advisory Base Flood Elevations(ABFE);

Regulatory framework information, includingexisting and future land use as proposed by the2030 Master Plan, and applicable building andzoning codes or design requirements;

Historic districts and landmarks as identi ed by

the New Orleans Historic District and LandmarksCommission (HDLC) and the National Register ofHistoric Places;

Existing and proposed residential and retaildevelopments within the Biosciences District;

Existing institutional boundaries, including existinghospital and medical school locations;

Proposed campus boundaries for the UniversityMedical Center (UMC) and Veterans Administration(VA) hospitals, as well as the Louisiana CancerResearch Center and New Orleans BioInnovationCenter, both currently under construction; and

Blighted property information, including propertiesdesignated as blighted by the New OrleansRedevelopment Authority, properties consideredblighted pre-Katrina, and properties de ned asblighted by Chapter 28 of the New Orleans CityCode.

A full list of collected data can be found in Working Paper2.

Reports and Studies Collected To Date

A summary of the numerous plans, studies, and reportshave been developed and written that are relevant tothe BioDistrict and its larger context area was providedin Working Paper 2. Some of these documents canbe regulatory in nature, related to proposed realestate or infrastructure developments in or around the

BioDistrict, or related to the biosciences industry and itsestablishment in New Orleans.

Continued Data Gaps

While a tremendous amount of information was collectedduring this task, there are still substantial gaps that need


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to be lled. Key missing data items that need to beobtained include:

High Priority:

Plans, preferably in a digital format, are needed forthe following developments:

New UMC and VA campus programs,including total area and employment bycategory

Delgado, Tulane, LSU, UNO and Xavier faculty/ staff expansion per master plans.

New detention facilities complex from SheriffGusman

New Orleans BioInnovation and LouisianaCancer Research Centers

Jacobs Study for the Charity Complex and theformer VA, including building condition and squarefootages.

Other:

DDDs Parking Mgmt Study 2008 The former Texaco Building on Canal Street

Common Grounds Plan for permanent supportedhousing on Tulane Avenue

Blue Plate Loft development by JCH Development

Domains retail development on Tulane Ave

Boston Consulting New Orleans Tourism Study forNew Orleans Convention and Visitors Bureau

Redevelopment plans for BW Cooper and JungHotel

New Congress plans and ndings for ClaiborneAve. David Waggonner


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Section 04:Task 3 Summary:Anlaysis


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Figure Ground of BioDistrict New Orleans.


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Task 3 Overview

The purpose of Task 3 is to provide a detailedassessment of the existing physical, functional andregulatory conditions of BioDistrict New Orleans. Theanalysis is based on a detailed review of existing data,plans, reports and other information collected during Task1, Stakeholder Interviews, and Task 2, Data Gathering.The analysis is divided into eight sections: BiosciencesDistrict Overview; Community and Social Context; UrbanDesign; Traf c Analysis; Utilities; Sustainability; andStrengths, Weaknesses, Opportunities, Threats (SWOT)Analysis. Section 2, Biosciences District Overview,provides an overview of the existing conditions withinthe Biosciences District, including its physical andregulatory context. Detailed assessments on thecommunity and social infrastructure, urban design as itrelates to the areas around the proposed VA Hospital andUniversity Medical Center (UMC) hospital campuses,traf c, utilities, sustainability and a SWOT analysis areprovided in subsequent sections.

Regulatory Framework

New Orleans recently adopted the 2030 Master Plan,which included a new Land Use map for the city. TheComprehensive Zoning Ordinance is currently beingdeveloped and will be completed in late 2011.

The City has 14 Planning Districts, three of which touchthe BioDistrict. The majority of the BioDistrict is within

the District 4 planning area, with the exception of thearea riverside of Claiborne Avenue, which falls intoDistrict 1a. A portion of District 2 (Central City GardenDistrict) does cross the BioDistrict boundary, but includesonly a small portion of I-10.

Overlay Districts cover most of the BioDistirct. These

Task 3 Findingsdistricts are either economically, zoning, or culturallyrelated.

Key Developments

There are numerous important developments in theBiosciences District that are either recently completed,in-progress (i.e. under construction) or in the planningprocess. Development projects fall generally into threecategories: institutional (schools, universities andhospitals), non-residential and residential.

Recently completed projects include:

Canal Condominiums

Marquis Apartments

Falstaff Apartments

Crescent Club

Projects currently in progress include:

Benson Tower

New Orleans BioInnovation Center

Louisiana Cancer Research Center

VA Hospital

Xavier Pharmacy School

Superdome Renovation

La tte Housing Redevelopment (ProvidenceCommunity Housing)

Key developments that are currently in planning include:

The Building Block

City Hall

Orleans Parish Prison Redevelopment

Delgado School of Nursing


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La tte Corridor

Math and Science High School

Tulane Health Science Center Expansion

University Medical Center

LSU Health Sciences Center

Xavier Expansion

Opportunities and Cons trainst Analysis

An analysis of the BioDistrict shows that there are anumber of key opportunities and constraints within theBioDistrict from a planning and urban design perspective.The adjacency of the of the proposed VA and UMChospitals to the existing medical district means thatmajority of the institutional and medical related facilitiesin the BioDistrict will continue to be in and aroundClaiborne Avenue. However, the proposed expansion ofXavier University will increase the institutional presencein the lakeside end of the BioDistrict. Tulane Avenue

is a critical connector between these institutional landuses and should be considered the backbone to theBioDistrict. As a result, its design as a street and theuses along it will help shape and reinforce the overalllook and feel of the BioDistrict.

I-10 also plays a signi cant role in the look and feel of theBioDistrict. In its current elevated con guration, it formsa signi cant barrier between the uptown and downtownhalves of the District. There is a movement to explorerecon guring the portion of I-10 along Claiborne Avenue

to bring it back down to grade. This would provide astrong opportunity to knit both sides of the BioDistricton either side of Claiborne together both physicallyand psychologically. However, as such discussions arevery preliminary, the planning for the BioDistrict shouldcontinue to consider I-10 in its current elevated state andmake strong recommendations for how to design the

District should it be brought back down to grade.

Other key land uses within the BioDistrict include thecore residential areas in Mid-City and Gert Town. Mid-city is a vibrant neighborhood with a strong identitythat should be reinforced through the planning of theBioDistrict. Gert Town has signi cant blight issues andis isolated by Carrollton and Washington Avenues andEarhart Boulevard. Another key issue is the limited abilityto cross of the Washington Avenue Canal which bothphysically and psychologically divides Gert Town fromXavier University. Stronger connections across the canalshould be explored in order to strengthen the relationshipand potential synergies between the University and GertTown residents.

Opportunity zones for potential in ll development andredevelopment are found in the uptown portion ofthe BioDistrict along Earhart Boulevard, as well as theareas bounded by Tulane Avenue and I-10 on either sideof Broad Street. As programming requirements areidenti ed for the BioDistrict, these are the locations towhich development should be directed in addition tosmaller in ll development opportunities throughout therest of the BioDistrict.

Potential gateway opportunities exist throughout theBioDistrict; however, the most likely gateway locationsare found at the key intersections of Tulane Avenue/ Carrollton Avenue, Canal Street/ Carrollton Avenue andCanal Street/ Loyola Avenue. Recommendations forthe design and enhancement of these areas should beexplored as the planning process advances.

There are many opportunities for increasing thesustainable aspects of the BioDistrict. They includepossible building reuse, in ll (re)development, improvedpedestrian connections and increased energy ef ciency.



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In addition, identifying key streets to allow for improvedstormwater management throughout the BioDistrict iscritical. Such explorations should be integrated with theDutch Dialogue explorations/recommendations for theCity.

Community Context Overview

A categorical listing of key stakeholders is provided citingtheir roles, mission, accomplishments and recommendedworkshops that should be conducted to develop plansfor the BioDistrict in key areas of concern and focus.This process is recommended as the next phase of workfor action-oriented planning that will brand BioDistrictNew Orleans as the key coordinator and arbiter of theBioDistricts development and substantively advance theprocess with critical input by the community.

The list is divided into the following groupings:

Instiutional / Governance (Governance, City,

State, Federal, Planning, Utilities) Commercial / Economic Development

(Economic Development, WorkforceDevelopment, Financial InstitutionsDevelopers, Primary and Secondary Schools)

Health Sciences / Healthcare (HealthSciences

Neighborhood / Community (Housing, Faith-Based, Neighborhood Groups, Preservation,Social Justice)

A matrix provides the names, contact information,mission, structure, and accomplishments of signi cantstakeholders relevant to the BioDistrict. This database isintended to benchmark the capacity of signi cant health,community, economic, transit, housing, and educationinstitutions and organizations, which we will rely on fora successful Community Bene ts Agreement. It will

also serve as a long-term directory for BioDistrict NewOrleans that can be easily referenced and updated asneeded.

Urban Design Overview

The seciton on Urban Design provides the following:

1. An analysis of the architectural character andcontext of existing buildings within the BioDistrict.

2. Highlights key facilities while de ning their generaluse and condition.

3. A building system assessment of select structuresto evaluate their capacity /appropriateness forredevelopment, while considering future plannedimprovements within the BioDistrict and howthese will affect the surrounding context.

The six main identi ed areas of focus include: VAHospital Complex, LSU Health Science Center Complex,Tulane University Downtown Medical Campus, XavierUniversity, Old Charity Hospital/ VA Hospital Complex,and nodal development along the two primary vehiculararteries (Tulane Avenue and Canal Street).The BioDistrict is dominated by a few land uses.Institutional, medical and industrial uses, parking (travelor movement activities) and vacant land and structures(no human activity or unclassi able activity) make upnearly three-quarters of the land in the BioDistrict.

An overview is provided on the following land uses:residential; commercial; industrial, manufacturingand waste related activities; social, institutional orinfrastructure-related activities; parking; religious andcultural institutions; leisure and recretional activities; nohuman activity or unclassi able activity.

Maps and matrix summary are provided for existing


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structures that are considered signi cant and offerpotential individual and shared opportunities within theBioDistrict. These structures have been identi ed bothon a base map and corresponding matrix along withthe following applied classi cations. The classi cationterminology utilized is intended to help establish potentialfor future development and is not intended to de nevalue (intrinsic, subjective, emotional or otherwise).

Clustering physical and intellectual resources helps tobuild a powerful engine for growth. Speci c goals shouldbe to:

1. Bene t from the intersection/ overlap/ adjacencyof major institutional entities;

2. Encourage the smart development and utilizationof common ground among these institutions;

3. Promote a coordinated, mixed-use zoning strategyin the areas surrounding major institutional sites;

4. Promote well conceived and convenient

transportation modalities; and,5. Facilitate a diverse range (size and complexity) of

start-up and expanding businesses.Key observations include:

1. A maximum 15 minute walking distance or a5 minute trolley loop is the prescribed limitingdistance to where academic /medical relatedcommercial incubator /research space is mostsuccessful.

2. There are currently few well-thought out and/or

planned outdoor gathering and activity spaceswithin the BioDistrict. Linked open and greenspaces, as well as attractive, tree-lined roadwaysare physical elements which will facilitate thematicand real linkage of integrated activities andcommerce within the BioDistrict.

3. Several major street arteries, such as Tulane

Avenue and Canal Street, are not living up to theirpotential.

4. Tulane Avenue is a strong central axis which couldbest link the large academic /medical institutionsin the BioDistrict.

5. Xavier University has signi cant strength inpharmaceutical formulations and research, butcould also be well positioned to commercializeideas and products with the assistance of partners

to take their research to the next level.6. Overhead pedestrian bridges contribute to

disinvestment in the pedestrian realm at streetlevel and should only be used as a last resort.

7. The Claiborne Avenue/I-10 exchange is a physicalbarrier that bisects the BioDistrict into two distincthalves. A creative solution for the area underthe overpass should have better illuminationand improving the walking path experiencewith amenities such as a community artwork

installation, mass transit station, etc. would bringnoticeable improvement.

Under highway retail in Zaanstadt, Netherlands; combination of retail,signage and lighting.Source: http://pruned.blogspot.com/2009/09/under-spaces-1.html



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8. The new VA hospital and University MedicalCenter Campus plans should address allsigni cant boundary thoroughfares with anattractive face which enhances the neighborhoodand must address vehicular and pedestriantraf c as well as the context of the adjoining andsurrounding cityscape.

9. Canal Street is a critical streetscape that must beaddressed more attractively.

10. A comprehensive street improvements effort,including de ning gateways and incorporatingway nding signage, lighting and sidewalkimprovements is warranted to improve thecohesiveness of the BioDistrict.

11. The street intersection at S Claiborne Avenue andTulane Avenue represent a physical and symbolicconnection between the downtown Tulane andLSU campuses. This could be a prime locationfor collaborative development between theseinstitutions.

12. A reasonable solution to the abandoned CharityHospital and VA complex needs to be adopted,along with a timetable for its implementation.

Follow-up activity should include a BioDistrict NewOrleans team review of this inventory and an in- eld,multidiscipline team survey of selected buildings fromthis inventory.

Transportation Overview

The transportation analysis consists of three areas ofinvestigation:

1. A review of the two Traf c Impact Analyses (TIA):one for UMC and one for the new VA hospital,also known as the Southeast Louisiana VeteransMedical Center (SLVMC), to ensure their mutual

compatibility and to serve as a baseline forcomparisons with other plans;

2. A series of discussions regarding various otherprojects and proposals that are in process; thesewill continue to require updating; and

3. An estimate of long-term transportationneeds based on an estimate of changes in thetransportation demand model variables andbased on the mid and long-term BioDistrict Plan

proposals.

UMC and SLVMC Traf c Impact Analysis Review:

The following are the key ndings from the two Traf cImpact Analyses:

Neither project will adversely impact either TulaneAvenue or Canal Street in terms of exceeding thecapacity of either roadway.

The surrounding area traf c network within the

BioDistrict will not be signi cantly adverselyaffected by the net gain in trips generated by eitheror both projects.

The traf c analyses both indicate that Canal Streetand Tulane Avenue and the majority of the areastreets both currently and after construction willoperate at a Level of Service (LOS) C or better.

US 61/ Tulane Avenue Corridor Improvemennts:

RPC is stuyding potential improvements to the Tulane

Avenue Corridor. As proposed, the street would berecon gured from six lanes and parking with a two-footmedian barrier and sidewalks, to four lanes, bicycle lanesand parking with a 14-foot median. The curb would notbe relocated and sidewalks would remain the currentwidth, a nominal 12 feet.


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many lines, and the development of the Canal Street toUPT streetcar service on Loyola Avenue.

Long-Term Demand and Plan:

An estimate based on the changes in TAZ variables inthe regional travel demand model that result from theproposed residential and employment centers developedin the plan for the BioDistrict can only be reasonablyestimated after the land use plan and the resultingdensity of residential and employment uses are de ned.

Other Key Findings:

Most of the BioDistrict is within a 5-minute walkfrom public transit. The core health sciencesfacilities are within a 10-minute walk.

Most residents in the BioDistrict are within 1/3mileof a park or open space -- a goal of the 2030Master Plan.

Off-street parking is provided by the homeinstitution. Students, faculty or staff visiting VA or

UMC campuses would have to park in the visitorlots.

There is an overabundance of poorly designed andmaintained surface parking lots.

Utilities Overview

Maps and overviews are provided for the followingexisting utilities within the BioDistrict: electricity; gas;

communications; and, water including thermal.

Continued data gaps were identi ed for the followingproviders and associated systems: AT&T, QwestCommunications, Centry Link, Metro Media FiberNetwork. Of these, AT&Ts information is critical as it isone of the largest providers in the area.

Important future developments in the BioDistrict that willhave an impact on utility systems include the OrleansParish Prison, VA Hospital and UMC. Xavier University is

also expected to place an increasing demand on utilities.

Orleans Parish Prison:

Sewerage volume demand variance is expected tobe negligible.

Present design plans include a central plantconcept to be constructed, which will drasticallychange the potable water demand. The SWBstates that there is adequate water capacitysurrounding the complex and the increaseddemand should pose no problem.

A single (dedicated) feeder will be installed toservice the new centralized facility plant.

There is a severe wastewater issue near theprison complex. The area was initially designedfor residential use, and the current commercial

One of the few tree-lined boulevards within the Biosciences District.


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application is straining the system to the extentthat sewage has over owed from manholes nearthe complex. The SWB claims there is suf cientcapacity for the current ow and the over ows arebeing caused by the amount of debris that is beingplaced into the system.

Orleans Parish Prison Complex (OPP) mustmaintain operations concurrent with designmodi cations. Most of their construction is

nanced by FEMA which reserves design approvalprior to providing funding. It is imperative that ifthere are opportunities for OPP to bene t fromany green technology initiatives, immediate actionshould be taken in planning to provide adequatelead-time while the design(s) can still be easilyamended within an anticipated more restrictivetime-frame.

VA Hosptial:

The SWB has resolved all the utility upgrade

concerns of the VA Hospital.

All aerial electrical lines within its footprint will beremoved, and there are plans to move the existingoverhead lines adjacent to the property on S.Galvez Street below ground.

The new hospital is a LEED building and willrequire 18% less drainage than its predecessor.It will also have tanks holding approximately twomillion gallons for gray water applications.

UMC: The SWB has resolved all the utility upgrade

concerns of the UMC.

Xavier University:

Xavier is not one of the Member Institutions of the

LONI network. BioDistrict New Orleans shouldhelp facilitate Xaviers membership to the network.This would enable Xavier to readily share its data ata high rate of speed with research universities allover the state and the surrounding region.

Xavier is in negotiations with Entergy concerningthe installation of a second electrical feeder to itscampus as a reliability upgrade. The second feederwill provide much needed redundancy

Further information on these key developments andassociated mapping will be provided when the completebody of information is available. The AECOM team willre-visit this task component at an appropriate time.

The Team also investigated whether there were otherentities having utility related involvements that mighthave bearings on our work (such FEMA, COE, etc.)related to such issues as outstanding contractual orobligation restrictions, design limitations or development

constraints. The Team has found none within theBioDistrict.

Utility Costs and Concerns:

Every address location within the BioDistrict has accessto all basic utilities: water, wastewater, stormwater,electricity, gas and telecommunications. Whileavailability is not an issue, adequate supply can pose aproblem depending on the functional demands of futuredevelopment beyond that of existing facility use.

Moving forward, we will analyze demand requisites forsuch speci c additional structures/projects when thelocations are identi ed to determine whether or not theexisting utilities are adequate and/or other issues ofconcern come to light.



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Utilities and Sustainability:

Sustainable street lighting options were examined,including speci cations on lights that meet the necessaryhurricane wind loads. However,he lumen output doesnot meet current City of New Orleans standards. Thecity is currently replacing mercury vapor lights with moreenergy ef cient, high pressure sodium xtures.

Sustainablility Overview

Sustainability is an important principle for the City. Byintegrating sustainability principles upfront into thedesign and planning of the BioDistrict, there is greatopportunity to optimize its long term performance andef ciency, so that residents, students and workers,businesses and city agencies can operate in asustainable, equitable and low impact way.

In order to help understand what the sustainabilityobjectives and targets for the BioDistrict should be, itis important to consider the current conditions of theBioDistrict, potential opportunities and constraints in aholistic way, integrating the specialties of the differentTeam members. Drawing out such cross disciplinaryrelationships and identifying the most relevantsustainable development opportunities within theBioDistrict are the two primary goals of this task.

A matrix is provided which identi es and compares thesustainability themes including: Green Infrastructureand Natural Systems; Transportation and Urban Design;Energy, Water Supply and Waste; Economic and SocialSustainability; Comprehensive BioDistrict SustainabilityProgramming.

For each one the existing conditions, opportunities,constraints, and potential community bene ts have been

identi ed. The matrix should be seen as a working tool tohelp facilitate discussion and idea generation, both withTeam members and with stakeholders, but clearly showseven at this stage the tremendous opportunity that existsfor the creation of a truly sustainable place.

SWOT Analysis

A SWOT analysis is provided to identify the keythreats, weaknesses, strengths, and opportunitiesfor the development of the BioDistrict. The SWOTanalysis provides an understanding of key fundamentalopportunities and challenges that will need to beaddressed in order to establish and implement asuccessful bioscience cluster in New Orleans.

Threats include:

Signi cant competition from other states.

The large up-front funding requirement andlong product development to market timeframe

presents risks to funding.

The BioDistrict is lacking long-term fundingcommitments.

While the state does have a small, active andgrowing bioscience industry base, i t lacks manykey industry components such as those withhigher education degrees.

Weakness include:

BioDistrict New Orleans has no eminent domain

authority for economic development and there arenumerous government agencies and communitygroups that impact future development.

Louisianas less-educated workforce combinedwith below-average per capita incomes is a threatto the growth in the bioscience industry and


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workforce development is a major challenge.

Most medical district professionals are strictlyacademic oriented not entrepreneurial researchscientists.

Strengths include:

Billions of dollars of investment are being made inthe BioDistrict.

LONI is a key ultra high-speed data transmissioninfrastructure system that connects majoruniversities throughout the state.

The Pennington Biomedical Research Center inBaton Rouge want to grow the clinical researchbase and partner with New Orleans scientists.

The LSU and Tulane University Health SciencesCenters, Xavier University School of Pharmacy,University of New Orleans, and Delgado Collegeare educational partners that (if committed tothe commercialization of intellectual capital) can

be key drivers for a successful technology-basedeconomic development initiative.

Xavier University is one of the nations toppharmacy schools.

Presence of Ochsner Health Systems: southeastLouisianas largest non-pro t, academic, multi-specialty, healthcare delivery system with eighthospitals and over 38 health centers in Louisiana.

The employment growth rate in New Orleans hasexceeded national average since 2006.

Compared to other U.S. metro areas, New Orleanshas competitive industrial and commercial landprices.

There are many incentives available for newbusinesses in Louisiana.

Opportunities include:

A new venture capital fund is raising seed capital inthe health care area.

Potential synergies with the VA Hospital, newUniversity Medical Center, the New Orleans Saintsand the NFL.

There are unique opportunities, such as hyperbaricoxygen therapy, which has ground-breaking newtreatments for diabetes, autism, heart disease,birth Injuries, brain Injuries, dementia, andinfections to name a few.

There is an opportunity for a successful translationmedicine program if the institutions can worktogether on clinical trials, electronic records and acentral database system.


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Section 05:Task 4 Summary:Programming


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New Orleans BioInnovation Center. Opening April 2011.


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The purpose of Task 4 is to outline the conceptualprogramming for various facilities within the BioDistrictthat will provide the foundation for the designdevelopment phase of the overall planning process forthe BioDistrict. Speci c areas of focus include: globalmedical and bioscience research market trends; potentialindustries that could be targeted for the BioDistrict;medical-, biosciences-, and research-related facilities andtheir anticipated demands; sustainability programming;and, community facilities needs.

Key items provided relative to global medical andbioscience research market trends include a review ofthe following:

Bioscience-related leasing and supply conditions;

Research of the current condition of bioscienceindustry in New Orleans, the state and the nation;

Financial trends for biosciences for New Orleansuniversities and within the industry overall; and,

Building trends within the biosciences industryincluding research on state-of-the-art biosciencesfacilities and most recent biosciences-relatedbuilding con gurations.

The report also outlines the anticipated or recommendedneed for the following facilities within the BioDistrict:

Biosciences, medical, research and otherinstitutional-related facilities;

Parks and open space, transportation, districtenergy and infrastructure-related facilities;

Schools, housing and social service-relatedfacilities

Together with the market assessment, these itemswill impact the physical design and development of theBioDistrict.

The programming information provided within thisworking paper outlines the proposed quantity and typeof space mix desirable within the BioDistrict over 5, 10and 20 year periods. This data will be a fundamentaldriver of the future population, density, FAR andother related projections, all of which are inextricablylinked to economic activity, transportation, recreation,entertainment, retail, housing and other infrastructureneeds for the BioDistrict and the region.


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Real Estate Programming Overview

The Real Estate Program for the Biosciences District wasdeveloped in coordination with various AECOM teammembers as well as GCR, an independent economicconsultant, which provided speci cs on the local market.Utilizing information on of ce, manufacturing, research,and development space, a series of case studies ofother comparable medical districts, and Team projectexperience with comparable projects elsewhere,program estimates were developed and assessed. Aprogram summary is provided at right. Key ndingsand conclusions are also provided within this summarydocument. Please see the separate appendices for thedetailed report on real estate programming, bioscienceresearch programming and institutional programming.

Employment

Figures developed by GCR and Associates indicate apotential BioDistrict institution-related employment in theorder of 17,000+ at full development, with an additionalmedical, R&D, and medical manufacturing potential ofnearly 5,000 full time jobs. Thus the direct potentialemployment in the BioDistrict is estimated to exceed22,000 jobs, before indirect and induced economic

impacts are taken into consideration.

The signi cant increase in employment as well asancillary employment related to the core institutionalfunctions create an opportunity for additional market-driven real estate program throughout the area. TheAECOM Team was tasked with evaluating the potentialfor added retail, residential, long term say, and othercommercial or of ce development potential. Additionally,when comparing the BioDistrict to comparable districtselsewhere, given the level of employment and activitythe BioDistrict is currently underdeveloped with respectto amenities and spinoff development.

Program Summary

As the integrated program table on the following pageindicates market-driven and institutional development inthe BioDistrict over the course of the 20-year planningperiod is estimated to be in excess of 13 million sq.ft. Most of this development, nearly 7 million sq. ft., isanticipated within the next 5-years. Given the signi cantlevel of development potential there is likely opportunityfor supportive, coordinated action with respect to majortransportation, infrastructure, and overall developmentactivity.



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Table 1: BioDistrict 20 Year Integrated Development Program

Market Based Program 5-Year (sf) 10-Year (sf) 20-Year (sf)

Residential 1,280,000 418,000 418,000

Retail 100,000 55,000 0

Medical Of ce, R&D, Manufacturing 175,000 625,000 800,000Long Term Stay 55,000 0 0

Meeting Facility 10,000 0 0

The Building Block 190,000 0 0

Institutional Program(s) 5-Year (sf) 10-Year (sf) 20-Year (sf)

VA Sites Research Building 152,000 0 0

Res., Rehab & Lvng. 504,000 0 0

Medical Facilities 1,182,000 0 0

Hospital Infrastructure 201,000 0 0UMC Sites Medical Facilities 1,559,000 1,718,000 0

Hospital Infrastructure 0 0 0

Other LSU HealthSciences

Research Building 0 200,000 0

Faculty Practice/MOB 0 120,000 0

Academic Building 82,000 0 0

Student Housing 0 0 0

Hotel & Conference 0 320,000 0

Other Tulane HealthSciences

Research Building 250,000 330,000 0

Medical Facilities 0 0 300,000

Academic Building* 0 0 270,000

Student Housing* 0 0 350,000

Hotel 0 0 300,000

Ochsner 0 0 0

Xavier Academic Building* 500,000 28,000 0

Student Housing 450,000 0 0

Delgado Academic Building 65,000 0 150,000

Other Parking VA Parking Garage 2,000 cars 0 0

UMC Parking Garage 1,400 cars 1,400 cars 0

Xavier Parking Garage 500-2,000 cars 0 0

Summary Totals

Total Dev. Sq. Ft. (ex. parking) 6,755,000 3,814,000 2,588,000

Cumulative Dev. Sq. Ft. (ex. parking) 6,755,000 10,569,000 13,157,000

*Note: Includes some parking sq. ft.Source: AECOM, Cannon Design, CBRE


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100,000 sq. ft. facility for treatment of veterans,as well as the New Orleans Hornets and NewOrleans Saints (part of a 25-acre campus to belocated lakeside of the Louisiana Health SciencesCenter as shown on the attached site plan). TIFfunding is important, since this facility is expectedto bring in signi cant out of state visitors/ customers.

Other research opportunities for New Orleans thatshould be pursued include a Neuro-science Center and aRegional Center for Coastal Health to study the ongoingeffects of the BP oil disaster and its cleanup efforts.

Year 6-10

With the successful collaboration between LSU, Tulaneand other medical organizations, there can be internalgrowth from the various research specialties that cansupport private R&D lab space and follow-on incubatorspace. An expansion of the New Orleans BioInnovationCenter or other facilities that provides accelerator spaceat relatively affordable rates is recommended. This wouldlikely be no more than 50,000 sq. ft.

The AECOM Team expects that by Year 10 thepharmaceutical industrial development could approach500,000 sq. ft. if utility costs can be reigned in.

The Regenerative Sports Medicine Institute could growto 175,000 sq. ft. of R&D and medical of ce space with ahyperbaric chamber treatment facility.

Year 11-20

With the successful collaboration between LSU, Tulaneand other medical organizations, BioDistrict New Olreanscan expect to see growth similar to most other Research

Park clusters (i.e. 25,000 50,000 sq. ft. per year) duringthe second decade of operation reaching a total of500,000 sq. ft., plus 100,000 sq. ft. of medical of ce,175,000 sq. ft. for the Sports Medicine and 750,000 sq. ft.for pharmaceutical and medical device manufacturing andpackaging. If no cooperation occurs with LSU and Tulanethere will be no growth in the R&D area.

In addition there would be demand for extended stayhotel facilities for the hospitals and research facilities, andassisted living/senior housing facilities associated withTulane or LSU alumni, as well as commercial supportfacilities including a virtual conference center.

Educational Institutions and HospitalFacility Programming

In response to signi cant, and in some casesinsurmountable, damage to facilities by Hurricane Katrina,

The Lousiana Cancer Research Center (under construction) is animportant development for BioDistrict New Orleans.


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major institutions located in the BioDistrict are on thecusp of undertaking signi cant building campaignsto replace facilities and energize their presence inNew Orleans. The AECOM Team has identi ed keydevelopments in the major health care and educationalinstitutions within the BioDistrict - the VeteransAdministration, University Medical Center, LouisianaState University, Tulane, Xavier and Delgado CommunityCollege. Ochsner Health System, with which current andfuture healthcare, education and research partnershipswill likely occur, is also reviewed. Activities arediscussed in terms of a ve, ten and twenty-year periodfrom the release of the BioDistrict Master Plan. (Theoverall program breakdown is provided at the beginningof this Section and detailed information can be foundin Appendix C: Educational Institutions and HospitalFacilities Programming.)

Recurring areas of interests and/or current strengthsamong patient care specialties, education andresearch were noted among the institutions, and thoseoverlapping interests have been correlated in the SharedThematic Interests chart included in this section. Thepurpose of this chart is to note common themes amonginstitutions in the BioDistrict that generate collaborativeopportunities for distinctive joint programs thatattract more than regional interest, and thus enhancerevenues and employment within the BioDistrict. Alsonoted was a signi cant emphasis on development ofthe physical presence and identity of the BioDistrictin response to the vacant, industrial and generallyunwelcoming impression of much of the real estatecurrently surrounding each institution. An internal focuson campus identity was presented by each institutionsmaster plan, and an interest in uniting the improvementsto facilitate branding of the BioDistrict as a safe,cohesive, accessible and welcoming place is supported.Development of a thriving, diverse residential community

with associated retail, recreational and entertainmentamenities was viewed as necessary to success both forthe institutions and the BioDistrict as a whole.

Key Findings:

It is worth special note that the Ochsner systemhas evidenced signi cant interest in collaboratingon research studies. This, as well as similar

interest by Pennington, can contribute substantiallyto the success of other research entities that arephysically located within the BioDistrict.

VA, UMC, LCRC and New Orleans BioInnovationCenter will create common sites for institutionalcollaboration.

Development of VA, UMC, LSU, Tulane, DelgadoNursing School and Xavier campus identities withinan overarching and cohesive BioDistrict identitywill require substantial development of opengreen spaces, landscape, hardscape, alternativetransportation connections and pathways, signageand lighting as well as new and renovatedbuildings.

Joint investments in public transportation andneighborhood/community residential, recreationaland entertainment development will strengthen allinstitutions and businesses in the BioDistrict.

If critical mass is achieved in the BioDistrict, itwill predictably generate research outcomes thatcan be commercialized. Other sections of this

report address the issue of predicting the level ofnew commercial activity this may produce.

At this time, the data regarding new short- andlong-term employment projections are not nalized; however, it is a concern that workforce-training demands have not as yet been suf ciently



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Shared ThematicInterests

TOPICS

Healthcare

Research/Biomedical/Bioscience

PrimaryCare

NursingEducation

CancerResearch

BenchtoBedsideMedicineFocus

GeneResearch/Therapy

StemCellResearch/Therapy

Prosthetics

CardiologyResearch/HeartDisease

Endocrinology

NanoMedicine/Nanoparticles

SportsMedicine

Orthopedics

Neuroscienceand/orBrainTrauma

InfectiousDisease

Dentistry

Forensics

BariatricResearch/Treatment

MedicalDeviceResearch

MedicalDeviceManufacturing

PharmaceuticalResearch

PharmaceuticalManufacturing

CommunityOutreach

ClinicalTrials

Diabetes

Alzheimer's

Alcohol/SubstanceAbuse

Nutrition/Aging

Stroke

ConnectiveTissue

EffectsofDisaster

EMDR

ExercisePhysiology

ResearchAnimalFacility

PediatricsResearch

BrainTrauma

Education/Teaching

Education/TeachingVetMedicine

Education/TeachingPharmacy

Education/TeachingEngineering

Education/TeachingMedical

Education/TeachingMedicalIndustryTech

HigherEducation

VA Sites

UMC Sites

Other LSU

Other Tulane

Ochsner

Xavier

Delgado

Eco Park

New Orleans BioInnovation Center

Bioscience Commercialization

LCRC

Criminal Justice Center

City of New OrleansGreater New Orleans, Inc. + DowntownDevelopment District

Charter High Schools

Charity Hospital Complex

Old VA Hospital

Other Research Facilities

NFLSports Wellness Center

Parks and Recreation

Open Space

Industrial Light to Moderate

Housing

Workforce Development Sites

Office

Retail

Entertainment

Hospitality

Infrastructure

Civic Structures

Social Services

INSTITUTIONS, AGENCIES & LANDUSES


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gauged and need additional re nement. Theseprojections may produce more building demandthan has currently been predicted.

Proposed developments highlighted in this Sectionof the report total over 6 million sq. ft. of builtspace and also anticipate a substantial increasein new open-space requirements in the overalldevelopment of the BioDistrict over the 20-yearperiod analyzed here.

Sustainability Programming

Due to a combination of converging opportunities,BioDistrict New Orleans has a unique opportunity to seta new precedent for integrated sustainable development,research, innovation, and leadership. A key objectiveof the master plan will be to make the BioDistrict asustainable community. However, by expanding thesustainability approach to include the business, research

and educational activities in the BioDistrict, the projectmay also place itself as a global center of excellencefor emerging bio-oriented sustainability challenges.These two aspects of sustainability help frame a broaderde nition of what the BioDistrict could be, and theeconomic and sustainability bene ts that it might provideto the community, the City, the region and globally.Speci cally, the project team has identi ed this broaderde nition of sustainability in the BioDistrict to include:

Biologically and environmentally optimizedcommunity design and operations;

Leveraging the regions and Citys context asone of the most environmentally challenged andvulnerable locations in the world to become acenter of excellence for innovation, education, andresearch, particularly related to biosciences, toprovide workforce, knowledge, and technologies as

other regions increasingly cope with similar futurechallenges;

Playing an active leadership role in helping theCity and BioDistrict New Orleans ef ciently movetoward a more sustainable future that sets a globalprecedent; and

Environmental challenges have put New Orleansin the spotlight during the last decade, leverageexemplary biological and environmental success in

the BioDistrict to turn this into an opportunity andsuccess story.

This expanded de nition of BioDistrict, and the role ofsustainability within that de nition is more speci callylaid out in the following discussion.

Four Corners of Sustainability for the BioDistrict

During the last team workshop four corners of the

BioDistrict were identi ed which included EconomicDevelopment, Jobs and Training, Community Building,and Civic Leadership. Sustainability is a foundationalcomponent of each of these four corners that helps toshape the expanded de nition of what the BioDistrictcould be.

Economic DevelopmentDiverse markets and research areas related to bio-innovation and sustainability are rapidly emerging.Identifying and incorporating strategies to place

the BioDistrict at the forefront of these emergingsustainability driven markets is a key goal. Someopportunity areas include:

Climate change and the ways in regions respondto these changes (Climate Change Adaptation)are anticipated to increase and evolve health,


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environmental, and social challenges worldwide;

The New Orleans Regions ood and hurricaneprone landscape will continue to require innovativeenvironmental and bio-engineering solutions withincreasing global applicability;

Environmental disasters, such as the Gulf oilspill, and coastal ecological restoration efforts ingeneral require signi cant contributions from thebiosciences sector;

Transition to renewable energy technologies,especially solar and biofuels, will likely grow thesector;

Transition to CleanTech and Eco-Industrialization isclosely tied to the biosciences sector; and

Fringe elds such as Biomimicry (see http:// www.biomimicryinstitute.org) promise advancesin biosciences and design with strong ties tosustainability at scales ranging from micro-biologyto sustainable regional land use.

Jobs and TrainingThe job creation potential as it relates to sustainabilityand the BioDistrict are twofold.

A sustainably designed BioDistrict in termsof physical form and operations will provide anumber of sustainable design and constructionoriented jobs. Jobs including design, construction,maintenance and operations of green elementssuch as public transit, landscape maintenance,renewable energy, recycling/waste reduction, andhigh performance building will be created. Theseare jobs that can supply the region as sustainabledevelopment expands.

An educational, research and business agendafocused on emerging sustainability orientedmarkets, including those speci c to the region but

with widespread applicability (i.e. ood control,coastal health, disaster recovery, food deserts,etc), could aim to train a workforce and futureleaders to address emerging environmentalchallenges.

Community BuildingPhysical sustainable design of the BioDistrict is anessential measure to sustain communities and attractgrowth. The BioDistrict must provide a safe andappealing place for businesses to locate, employeesto work, and people to live if i t is to succeed and besustainable. By walking the talk of sustainabilityand creating a sustainable triple bottom line of social,economic, and environmental sustainability within itscommunity, BioDistrict New Orleans can raise its pro leas a great success story for sustainable developmentwith global reach. Additionally, the term BioDistrict couldbe further expanded to include the creation of a livingdistrict where development is elevated to a very highlevel of ecological balanced with nature (Living Buildingsand Living Cities are current buzz concepts amongstsustainability circles see http://ilbi.org/) Achievingspeci c performance targets for multiple sustainabilitydisciplines will ensure that the BioDistrict will achievean exemplary level of sustainability. These include thefollowing areas:

Stormwater management

Community agriculture

Parks and greenways

Landscape and urban forest Urban heat island control

Transportation mode shifts

Energy and water use buildings and infrastructure

Green building



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Waste reduction

Renewable energy generation

Greenhouse gas reduction

Community services and amenities

Community character, health, and safety

Establishing targets and goals for performance is acommon theme for all projects that have sustainability as

a central theme. These targets provide a strong and clearstatement about what the project intends to achieve andby which it can be measured against other projects. Thesustainability matrices in the following pages outlineinitial targets for sustainability performance that couldplace BioDistrict New Orleans as a global leader insustainable community design.

Civic LeadershipThe cornerstones of economics and innovation, jobs andcommunity could place the BioDistrict as an exemplar

in sustainability and bio-oriented land use, education,research, innovation, and business activities. Strongleadership mechanisms will be needed in order forBioDistrict New Orleans to achieve these goals. Some ofthese might include:

Establishing ordinances and guidelines forsustainable community/project developmentspeci c to the BioDistrict

Administering a long-term, coordinated monitoringand adaptive management framework (for exampleimplementation of the LEED ND guidelines,or compliance with customized sustainabilityordinances)

Coordinating district wide activities that canachieve multiple/expanded bene ts throughleveraging economies of scale and integratedmultidisciplinary opportunities

Implementing early interventions such as districtinfrastructure improvements necessary to attractfuture development

Community Sustainability Framework Matrices and Public Workshops

The following two matrices include a summary of thepreliminary sustainability objectives, environmentalperformance targets, and a summary of supportingmechanisms for achieving the targets. These qualitativeobjectives and quantitative targets represent an initialframework for creating a high performance sustainabledevelopment plan for the BioDistrict. All targets andobjectives are preliminary and are based on the ndingspresented in the opportunities and constraints matrixprepared in the previous sheet for Task 3. Further reviewof relevant sustainability polices, guidelines and analysiswas also performed to identify speci c recommendationsfor environmental performance relevant to the site.

Targets are intended to be re ned and vetted as theproject proceeds, especially following upcoming internaland external work sessions. Vetting may reveal thatsome targets and objectives are not appropriate, andnew ones may be revealed and added.

The next step in the process should be to identify withthe project team, the packages of measures/technologiesthat could achieve these targets. A key decision willbe to identify an approach for selecting the preferredsustainability package of measures. Determining thepreferred approach falls within this scope of work,however implementing the approach would need tobe completed within a subsequent scope work. Twoapproaches are typically employed in similar projects.

The rst includes a quantitative cost-bene t analysis


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in which environmental and economic performance ofprogram alternatives is modeled and measured leadingto a preferred program that can meet speci c targets.Such quantitative cost/bene t analysis can be a usefultool for attracting developers and raising the pro le ofthe project by providing speci c data that shows thataggressive sustainability targets are achievable, and theresulting design guidelines and ordinances are feasiblewithin economic objectives of developers. Such anapproach can also ensure that the most environmentallyoptimal and sustainable program for the speci c projectcontext is implemented.

If a quantitative approach is not desired, qualitativeapproaches may be the best approach. Following aframework such as LEED for Neighborhood Developmentwould be a strong and prestigious achievement. Suchan approach is a useful and streamlined process forachieving a high level of sustainability performanceacross multiple-disciplines. However, while the namerecognition bene ts of this achievement are high, theenvironmental bene ts and economic implicationsof implementation are often more vague than acustomized, quantitative approach, which may posea challenge to attracting developers and achieving thebest environmental performance for the speci c districtcontext.


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Table 5: Sustainability AchievementMechanisms for Achievement BASIC IDEAL

Community Bene ts Agreement CBA only addresses activities to becompleted with private developmentparcels and adjacent rights of way.

CBA addresses activities to be completedwithin private development parcels andwithin the public realm of the BioDistrict.

Tax Increment Financing (TIF) District TIF supports sustainability improvementsassociated with new development.

TIF supports sustainability improvementswithin the entire BioDistrict.

Qualitative District PerformanceFrameworks

All development in the BioDistrictaggregated into LEED for NeighborhoodDevelopment (LEED ND) project andachieves certi cation (minimum) or all newdevelopment complies wiht customizedBioDistrict Sustainable Design Guidelines.

Entire BioDistrict achieves LEED NDcerti cation (minimum).

Quantitative District PerformanceFrameworkd

None. Quantitative integrated modeling ofalternative scenarios to achieve preferredconcept with optimized cost bene t/ROIperformance. (SSIM)

Ordinances Comply with City ordinances related tosustainability.

Create BioDistrict speci c ordinancesrelated to sustainability. This could alsoinclude BioDistrict Sustainable DesignGuidelines.

Early Interventions Implement early interventions onvacant/blighted properties planned forredevelopment to improve character/ safety. Early interventions may includeinterim landscaping (orchards, forestry,groundcover, fencing, and other aestheticimprovements). Seek interventions that

provide multiple environmental bene ts.

Implement early interventions per BASICfor entire BioDistrict including public right-of-ways.

Long Term Delivery, Monitoring andAdaptative Management

Integrating delivery/monitoring/ measurement to ensure ongoing targetachievement, all-systems ef ciency, andresponding to changing conditions.

SMART delivery/monitoring/measurementinfrastructure.

Align with Existing City, Region, State,Federal Initiatives

Support City Green Products DistrictInitiative, Proposed Solar LeasingPrograms, City goal to locate high visibilitystormwater or renewable energy projectwithin NO, Living Building / City Challenge,Architecture 2030, etc.

Same as BASIC.

Financing for Sustainability Individual projects seek own funding.

BioDistrict New Orleans focuses on publicrealm and district scale urban designissues.

BioDistrict New Orleans secures funding

and distributes to projects (block loan ofPACE, EECBG, Entergy Energy Smartfunding for solar/ground source energysystems suggested). Seek funding fromstimulus money provided to GNO Inc. forstormwater management improvements.LEED ND Aff d bl G N i hb h d

working paper iv

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