Working Paper 4

BioDistrict New Orleans

September 2010
2 Working Paper 4 Table of Contents September 2010

Table of Contents

Section:
01 02 03
Project Overview Task 1 Summary: Task 2 Summary:
Stakeholder Interviews Data Gaps
07
History of BioDistrict 11 15
New Orleans Task 1 Overview Task 2 Overview

07 11 15
The BioDistrict Task 1 Findings Data collection Efforts
to Date
07
The Mission 15
Reports and Studies
07 Collected to Date
The Planning Team
15
08 Continued Data Gaps
The Planning Effort
 3

Overview of Working Paper 4

Working Paper 4 provides a summary of all the Tasks

completed during Phase 1 of the BioDistrict Planning
project. Detailed information for each Task can be found
in Working Paper 1 (Stakeholder Interviews), Working
Paper 2 (Data Gaps) and Working Paper 3 (Analysis),
all of which are posted on the BioDistrict New Orleans
website: www.biodistrictneworleans.org.

04 05
Task 3 Summary: Task 4 Summary:
Analysis Programming

19 31
Task 3 Overview Task 4 Overview

21 32
Community Context Real Estate
Overview Programming Overview

21 36
Urban Design Overview Bioscience
Programming Overview
23 Acknowledgement
Transportation 37
Overview Educational Institutions The AECOM team would like to acknowledge
and Hospital Facility the GNOBEDD Board and staff for their input and
25 Programming engagement during this Task. This report has also
Utilities Overview
39 been developed in coordination with the entire
27 Sustainability AECOM team. The team includes: EDAW / AECOM,
Sustainability Overview Programming AECOM Economics, AECOM Transportation, Bright
Moments, Cannon Design, CBRE, Chester Engineers
27 and The Ehrhardt Group. Special thanks also to GCR
SWOT Anlaysis Consulting, whose data supported the development the
programming summary.
4 Working Paper 4 Table of Contents September 2010

List of Tables and Maps

Section 1: BioDistrict New Orleans Project Overview
No tables or maps

Section 2: Task 1 Summary

No tables or maps

Section 3: Task 2 Summary

No tables or maps

Section 2: Task 3 Summary

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

Section 2: Task 4 Summary

Tables
Table 1.........................................................................BioDistrict 20 Year Integrated Development Program
Table 2.........................................................................Retail Sq. Ft. - Increments by Period
Table 3.........................................................................Residential Units - Increments by Period
Table 4.........................................................................Office, R&D, and Manufacturing - Increments by Period
Table 5.........................................................................Sustainability Achievement
Table 6.........................................................................Institutional Shared Thematic Interests
Table 7..........................................................................BioDistrict Sustainability Performance Targets
 5

Section 01:
BioDistrict
New Orleans
Project Overview
6 Working Paper 4 BioDistrict Overview September 2010

BioDistrict New Orleans. The Louisiana Superdome, New Orleans Arena and key existing and
proposed institutional developments are shown in blue.

BioDistrict New Orleans Project Overview
History of BioDistrict New Orleans
The Greater New Orleans Biosciences Economic
Development District, commonly referred to as
BioDistrict New Orleans, is a state-enabled economic
development entity that has been charged with the
responsibility of growing the biosciences sector of
the New Orleans economy and the State of Louisiana.
BioDistrict New Orleans was created by ACT 487
of the 2005 Regular Session of the Louisiana State
Legislature. BioDistrict New Orleans is governed by
a board of commissioners consisting of 13 members,
including representatives from Louisiana State University
(LSU) Health Sciences Center, Tulane University Health
Sciences Center, Xavier University, Delgado Community
College, the Mayor of New Orleans, Greater New
Orleans, Inc., New Orleans Chamber of Commerce, New
Orleans Business Council, and the Louisiana Department
of Economic Development. The Governor of Louisiana
appoints four members.
The BioDistrict
The BioDistrict is a 1,500-acre area in the heart of
the City of New Orleans, spanning portions of the
central business district and Mid-City neighborhood.
The BioDistrict is bounded by Loyola Avenue, Iberville
Street, Carrollton Avenue, and Earhart Boulevard, and
includes the City’s judicial center, LSU and Tulane Health
Science Centers, Xavier University and its School of
Pharmacy, 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 strategy
to integrate and leverage the cornerstone developments
of a new academic teaching hospital referred to as
7
the University Medical Center (UMC), a new Veterans
Administration (VA) Hospital, the Lousiana Cancer
Research Center, and the New Orleans BioInnovation
Center. The long-term mission of BioDistrict New
Orleans is to build a globally competitive and innovative
economy for the New Orleans region and beyond by
utilizing catalytic institutional investments to:
• Provide the finest 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 all
levels;
• Expand local employment opportunities for
everyone;
• Anchor a vibrant, mixed-use urban community
that contains the healthiest, smartest, and most
sustainable neighborhoods.
The Planning Team
In 2009, the BioDistrict New Orleans Board of
Commissioners selected the AECOM Team to provide
comprehensive planning services for the Biosciences
District. The planning team includes the following
organizations: EDAW I AECOM, AECOM Transportation,
AECOM Economics, Bright Moments, Cannon Design,
CB Richard Ellis, Chester Engineers, and The Ehrhardt
Group. This integrated and interdisciplinary team brings
together the combined skills of economic, community,
urban, campus, medical, research, infrastructure and
utility, landscape, environmental, and sustainability
planning and design.
8 Working Paper 4 BioDistrict Overview September 2010

The Planning Effort The planning effort is broken down into three phases:
Initiation & Discovery, Concept Exploration and
The objective of this planning effort is to create a short- BioDistrict Master Plan. The fourth and final phase of the
and long-term vision and “Action Plan” for the BioDistrict plan, Execution, will commence once the BioDistrict Plan
that identifies a realistic and achievable framework has been completed. The Discovery phase of the project
for economic development within the District. The has been completed and a summary of findings from
BioDistrict Plan will identify and analyze sustainable each of the completed tasks is provided in this Section.
public realm improvements such as vehicle, pedestrian,
and infrastructure connectivity; increasing affordable and
market-rate rental and home ownership opportunities;
streetscape design; green space and community
space; retail and commercial uses; and creative ideas to
enhance the BioDistrict for future biosciences industry
creation and economic development.

PHASE I: PHASE II: PHASE III: PHASE IV:

Initiation / Concept BioDistrict Execution

Discovery Exploration Master Plan

The BioDistrict Master Plan Process. The three phase master planning process for the BioDistrict Plan is expected to take 15 months.
 9

Section 02:
Task 1 Summary:
Stakeholder
Interviews
10 Working Paper 4 Task 1 Summary September 2010

A stakeholder identifying key issues within the BioDistrict.


Task 1 Findings
Task 1 Overview
The purpose of Task 1 was to initiate the comprehensive
Plan for BioDistrict New Orleans and to understand the
framework within which the planning process will be
prepared. Four elements comprised this first task: (1)
a series of kick-off meetings; (2) extensive stakeholder
interviews; (3) the establishment of a public participation
program; and (4) an understanding of the media coverage
to date on BioDistrict New Orleans.
Task 1 Findings
Kick-Off Meetings
Members of the AECOM Team participated in the
BioDistrict New Orleans Board of Commissioners
meeting on Monday, March 15, 2010, marking the
beginning of an approximately 15-month planning
process to establish a comprehensive plan for the
BioDistrict. Additional kick-off meetings were held with
Yolanda Rodriguez of the City Planning Commission and
her key staff to review the project scope, schedule, and
stakeholder engagement plans for the BioDistrict Plan.
This was a critical meeting to determine how the plan
relates to the City of New Orleans’ newly adopted 2030
Master Plan and Comprehensive Zoning Ordinance.
The team also participated in a productive meeting with
transition leaders for Mayor-elect, Mitch Landrieu. This
introductory meeting afforded the team and transition
leaders an opportunity to exchange valuable data,
timelines, and views on a wide range of issues affecting
the BioDistrict, which will also have an impact on the
entire City.
Stakeholder Meetings
As part of Task 1, the consultant team, aided by
11
BioDistrict New Orleans staff, developed a list of
stakeholders to be interviewed as part of the initial public
outreach process for development of the BioDistrict Plan.
During the three weeks of March 15, March 22, and April
12, the AECOM Team coordinated and conducted over 75
separate meetings with over 160 individual stakeholders.
Stakeholder groups included community / neighborhood
associations; education, medical and faith-based
institutions; relevant city, regional, state, and federal
agencies; business / commercial entities; industry
leaders; and workforce development and job training
agencies.
Key Themes / Issues / Opportunities
Over the course of the interviews, several recurring
issues, opportunities, and needs were identified that
must be addressed to ensure that BioDistrict New
Orleans is a success. These include:
1. “Creating a Visible Place” - Developing
creative concepts and ideas for the plan and its
implementation that define the BioDistrict as a
distinct place reflecting the unique character and
quality of New Orleans;
2. “Increase Public and Civic Leadership” - Using
public-private partnerships with strong business
leadership that align with the new administration’s
strategic goals;
3. “Acting as One” - Funding and incentives for
BioDistrict New Orleans’ continuing operations,
as well as for business attraction and community
revitalization;
4. “Enhanced Review Procedures” - Establishing
processes and procedures that expedite the City’s
approval process for developments within the
BioDistrict;
12 Working Paper 4 Task 1 Summary September 2010

5. “Creating a Biosciences Industry” - Developing
a strategy to encourage key stakeholders, public
agencies, research institutions, and private
companies to work together for the successful
establishment of a biosciences industry;
6. “Be Responsive to Historic Context” - Adaptive
reuse of some of the buildings, with a focus on
Charity Hospital and VA complexes;
7. “Employment Opportunities” - Job training
programs and policies to ensure a workforce that
is ready to accommodate the emerging needs of
the biosciences industry;
8. “Ongoing Public Engagement is Critical” - An
effective and engaging public participation and
outreach program that is an integral and ongoing
part of this planning effort; and,
9. “Getting the Word Out” - A marketing strategy
that is backed by media programs that creates
strong community awareness through consistent
positive messaging.
milestones in the project schedule, as well as regular,
ongoing contact with the client, stakeholders, and
governing agencies.
As part of Task 1, research was done to catalog
and understand early-image building efforts for the
BioDistrict, establish a media outreach program, and
strategize the development of key messages regarding
BioDistrict New Orleans.
The Public Participation Program also recommends the
establishement of Advisory Groups for the BioDistrict
focused 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.

Detailed findings related to branding and messaging,

urban design, funding, porcesses and procedures,
education and workforce development, biosciences
industry,

Public Participation Program

An essential element in the successful development of

BioDistrict New Orleans is a strong public participation
program. Key stakeholders and/or the general public
will be involved in each phase of the planning process.
The BioDistrict Plan is crafted to convene stakeholders,
conduct workshops, and disseminate information
pertinent to the formulation and execution of a viable
strategy for New Orleans’ economic future. This program
shall rely on multiple means of media applied at specific
 13

Section 03:
Task 2 Summary:
Data Gaps
14 Working Paper 4 Task 2 Summary September 2010

Sample of multi-page matrix that was completed as part of Task 2.

Please note that many of the items identified as “Data Gaps” have since been collected.

Task 2 Findings
Task 2 Overview
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 Team’s analysis
and plan development used in subsequent tasks.
Data Collection Efforts To Date
Data collected during this task will assist the AECOM
Team in understanding the physical and natural
characteristics of the BioDistrict, and the regulations and
existing and proposed developments that will impact
how the BioDistrict is developed in the future. Specific
information 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 and
proposed bus and bike routes;
• Natural resource information such as soils,
topography, and hydrology;
• Floodplain information, including flood depths just
after Katrina and Advisory Base Flood Elevations
(ABFE);
• Regulatory framework information, including
existing and future land use as proposed by the
2030 Master Plan, and applicable building and
zoning codes or design requirements;
• Historic districts and landmarks as identified by
15
the New Orleans Historic District and Landmarks
Commission (HDLC) and the National Register of
Historic Places;
• Existing and proposed residential and retail
developments within the Biosciences District;
• Existing institutional boundaries, including existing
hospital and medical school locations;
• Proposed campus boundaries for the University
Medical Center (UMC) and Veterans Administration
(VA) hospitals, as well as the Louisiana Cancer
Research Center and New Orleans BioInnovation
Center, both currently under construction; and
• Blighted property information, including properties
designated as blighted by the New Orleans
Redevelopment Authority, properties considered
blighted pre-Katrina, and properties defined as
blighted by Chapter 28 of the New Orleans City
Code.
A full list of collected data can be found in Working Paper
2.
Reports and Studies Collected To Date
A summary of the numerous plans, studies, and reports
have been developed and written that are relevant to
the BioDistrict and its larger context area was provided
in Working Paper 2. Some of these documents can
be regulatory in nature, related to proposed real
estate or infrastructure developments in or around the
BioDistrict, or related to the biosciences industry and its
establishment in New Orleans.
Continued Data Gaps
While a tremendous amount of information was collected
during this task, there are still substantial gaps that need
16 Working Paper 4 Task 2 Summary September 2010

to be filled. Key missing data items that need to be

obtained include:

High Priority:
• Plans, preferably in a digital format, are needed for
the following developments:
• New UMC and VA campus programs,
including total area and employment by
category
• Delgado, Tulane, LSU, UNO and Xavier faculty/
staff expansion per master plans.
• New detention facilities complex from Sheriff
Gusman
• New Orleans BioInnovation and Louisiana
Cancer Research Centers
• Jacob’s Study for the Charity Complex and the
former VA, including building condition and square
footages.

Other:
• DDD’s Parking Mgmt Study 2008
• The former Texaco Building on Canal Street
• Common Ground’s Plan for permanent supported
housing on Tulane Avenue
• Blue Plate Loft development by JCH Development
• Domain’s retail development on Tulane Ave
• Boston Consulting New Orleans Tourism Study for
New Orleans Convention and Visitors Bureau
• Redevelopment plans for BW Cooper and Jung
Hotel
• New Congress plans and findings for Claiborne
Ave. – David Waggonner
 17

Section 04:
Task 3 Summary:
Anlaysis
18 Working Paper 4 Task 3 Summary September 2010

Figure Ground of BioDistrict New Orleans.

 19

Task 3 Findings
Task 3 Overview
The purpose of Task 3 is to provide a detailed
assessment of the existing physical, functional and
regulatory conditions of BioDistrict New Orleans. The
analysis is based on a detailed review of existing data,
plans, reports and other information collected during Task
1, Stakeholder Interviews, and Task 2, Data Gathering.
The analysis is divided into eight sections: Biosciences
District Overview; Community and Social Context; Urban
Design; Traffic Analysis; Utilities; Sustainability; and
Strengths, Weaknesses, Opportunities, Threats (SWOT)
Analysis. Section 2, Biosciences District Overview,
provides an overview of the existing conditions within
the Biosciences District, including its physical and
regulatory context. Detailed assessments on the
community and social infrastructure, urban design as it
relates to the areas around the proposed VA Hospital and
University Medical Center (UMC) hospital campuses,
traffic, utilities, sustainability and a SWOT analysis are
provided in subsequent sections.
districts are either economically, zoning, or culturally
related.
Key Developments
There are numerous important developments in the
Biosciences District that are either recently completed,
in-progress (i.e. under construction) or in the planning
process. Development projects fall generally into three
categories: institutional (schools, universities and
hospitals), non-residential and residential.
Recently completed projects include:
• Canal Condominiums
• Marquis Apartments
• Falstaff Apartments
• Crescent Club
Projects currently in progress include:
• Benson Tower

Regulatory Framework • New Orleans BioInnovation Center

• Louisiana Cancer Research Center
New Orleans recently adopted the 2030 Master Plan,
• VA Hospital
which included a new Land Use map for the city. The
Comprehensive Zoning Ordinance is currently being • Xavier Pharmacy School
developed and will be completed in late 2011. • Superdome Renovation
• Lafitte Housing Redevelopment (Providence
The City has 14 Planning Districts, three of which touch
Community Housing)
the BioDistrict. The majority of the BioDistrict is within
the District 4 planning area, with the exception of the
Key developments that are currently in planning include:
area riverside of Claiborne Avenue, which falls into
District 1a. A portion of District 2 (Central City – Garden • The Building Block
District) does cross the BioDistrict boundary, but includes • City Hall
only a small portion of I-10.
• Orleans Parish Prison Redevelopment

Overlay Districts cover most of the BioDistirct. These • Delgado School of Nursing
20 Working Paper 4 Task 3 Summary September 2010

• Lafitte Corridor District should it be brought back down to grade.

• Math and Science High School
Other key land uses within the BioDistrict include the
• Tulane Health Science Center Expansion core residential areas in Mid-City and Gert Town. Mid-
• University Medical Center city is a vibrant neighborhood with a strong identity
• LSU Health Sciences Center that should be reinforced through the planning of the
BioDistrict. Gert Town has significant blight issues and
• Xavier Expansion
is isolated by Carrollton and Washington Avenues and
Earhart Boulevard. Another key issue is the limited ability
Opportunities and Constrainst Analysis to cross of the Washington Avenue Canal which both
physically and psychologically divides Gert Town from
An analysis of the BioDistrict shows that there are a
Xavier University. Stronger connections across the canal
number of key opportunities and constraints within the
should be explored in order to strengthen the relationship
BioDistrict from a planning and urban design perspective.
and potential synergies between the University and Gert
The adjacency of the of the proposed VA and UMC
Town residents.
hospitals to the existing medical district means that
majority of the institutional and medical related facilities
Opportunity zones for potential infill development and
in the BioDistrict will continue to be in and around
redevelopment are found in the uptown portion of
Claiborne Avenue. However, the proposed expansion of
the BioDistrict along Earhart Boulevard, as well as the
Xavier University will increase the institutional presence
areas bounded by Tulane Avenue and I-10 on either side
in the lakeside end of the BioDistrict. Tulane Avenue
of Broad Street. As programming requirements are
is a critical connector between these institutional land
identified for the BioDistrict, these are the locations to
uses and should be considered the backbone to the
which development should be directed in addition to
BioDistrict. As a result, its design as a street and the
smaller infill development opportunities throughout the
uses along it will help shape and reinforce the overall
rest of the BioDistrict.
look and feel of the BioDistrict.
Potential gateway opportunities exist throughout the
I-10 also plays a significant role in the look and feel of the
BioDistrict; however, the most likely gateway locations
BioDistrict. In its current elevated configuration, it forms
are found at the key intersections of Tulane Avenue/
a significant barrier between the uptown and downtown
Carrollton Avenue, Canal Street/ Carrollton Avenue and
halves of the District. There is a movement to explore
Canal Street/ Loyola Avenue. Recommendations for
reconfiguring the portion of I-10 along Claiborne Avenue
the design and enhancement of these areas should be
to bring it back down to grade. This would provide a
explored as the planning process advances.
strong opportunity to knit both sides of the BioDistrict
on either side of Claiborne together both physically
There are many opportunities for increasing the
and psychologically. However, as such discussions are
sustainable aspects of the BioDistrict. They include
very preliminary, the planning for the BioDistrict should
possible building reuse, infill (re)development, improved
continue to consider I-10 in its current elevated state and
pedestrian connections and increased energy efficiency.
make strong recommendations for how to design the
MAP 1
Task 3 Summary: Analysis

In addition, identifying key streets to allow for improved
stormwater management throughout the BioDistrict is
critical. Such explorations should be integrated with the
Dutch Dialogue explorations/recommendations for the
City.
Community Context Overview
A categorical listing of key stakeholders is provided citing
their roles, mission, accomplishments and recommended
workshops that should be conducted to develop plans
for the BioDistrict in key areas of concern and focus.
This process is recommended as the next phase of work
for action-oriented planning that will brand BioDistrict
New Orleans as the key coordinator and arbiter of the
BioDistrict’s development and substantively advance the
process 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, Workforce
Development, Financial Institutions
Developers, Primary and Secondary Schools)
• Health Sciences / Healthcare (Health
Sciences
• Neighborhood / Community (Housing, Faith-
Based, Neighborhood Groups, Preservation,
Social Justice)
A matrix provides the names, contact information,
mission, structure, and accomplishments of significant
stakeholders relevant to the BioDistrict. This database is
intended to benchmark the capacity of significant health,
community, economic, transit, housing, and education
institutions and organizations, which we will rely on for
a successful Community Benefits Agreement. It will
21
also serve as a long-term directory for BioDistrict New
Orleans that can be easily referenced and updated as
needed.
Urban Design Overview
The seciton on Urban Design provides the following:
1. An analysis of the architectural character and
context of existing buildings within the BioDistrict.
2. Highlights key facilities while defining their general
use and condition.
3. A building system assessment of select structures
to evaluate their capacity /appropriateness for
redevelopment, while considering future planned
improvements within the BioDistrict and how
these will affect the surrounding context.
The six main identified areas of focus include: VA
Hospital Complex, LSU Health Science Center Complex,
Tulane University –Downtown Medical Campus, Xavier
University, Old Charity Hospital/ VA Hospital Complex,
and nodal development along the two primary vehicular
arteries (Tulane Avenue and Canal Street).
The BioDistrict is dominated by a few land uses.
Institutional, medical and industrial uses, parking (travel
or movement activities) and vacant land and structures
(no human activity or unclassifiable activity) make up
nearly three-quarters of the land in the BioDistrict.
An overview is provided on the following land uses:
residential; commercial; industrial, manufacturing
and waste related activities; social, institutional or
infrastructure-related activities; parking; religious and
cultural institutions; leisure and recretional activities; no
human activity or unclassifiable activity.
Maps and matrix summary are provided for existing
22 Working Paper 4 Task 3 Summary September 2010

structures that are considered significant and offer Avenue and Canal Street, are not living up to their
potential individual and shared opportunities within the potential.
BioDistrict. These structures have been identified both 4. Tulane Avenue is a strong central axis which could
on a base map and corresponding matrix along with best link the large academic /medical institutions
the following applied classifications. The classification in the BioDistrict.
terminology utilized is intended to help establish potential
5. Xavier University has significant strength in
for future development and is not intended to define
pharmaceutical formulations and research, but
value (intrinsic, subjective, emotional or otherwise).
could also be well positioned to commercialize
ideas and products with the assistance of partners
Clustering physical and intellectual resources helps to
to take their research to the next level.
build a powerful engine for growth. Specific goals should
be to: 6. Overhead pedestrian bridges contribute to
disinvestment in the pedestrian realm at street
1. Benefit from the intersection/ overlap/ adjacency
level and should only be used as a last resort.
of major institutional entities;
7. The Claiborne Avenue/I-10 exchange is a physical
2. Encourage the smart development and utilization
barrier that bisects the BioDistrict into two distinct
of common ground among these institutions;
halves. A creative solution for the area under
3. Promote a coordinated, mixed-use zoning strategy the overpass should have better illumination
in the areas surrounding major institutional sites; and improving the walking path experience
4. Promote well conceived and convenient with amenities such as a community artwork
transportation modalities; and, installation, mass transit station, etc. would bring
5.
Facilitate a diverse range (size and complexity) of noticeable improvement.
start-up and expanding businesses.
Key observations include:
1. A maximum 15 minute walking distance or a
5 minute trolley loop is the prescribed limiting
distance to where academic /medical related
commercial incubator /research space is most
successful.
2. There are currently few well-thought out and/or
planned outdoor gathering and activity spaces
within the BioDistrict. Linked open and green
spaces, as well as attractive, tree-lined roadways
are physical elements which will facilitate thematic
and real linkage of integrated activities and
Under highway retail in Zaanstadt, Netherlands; combination of retail,
commerce within the BioDistrict. signage and lighting.
Source: http://pruned.blogspot.com/2009/09/under-spaces-1.html
3. Several major street arteries, such as Tulane

8. The new VA hospital and University Medical
Center Campus plans should address all
significant boundary thoroughfares with an
attractive face which enhances the neighborhood
and must address vehicular and pedestrian
traffic as well as the context of the adjoining and
surrounding cityscape.
9. Canal Street is a critical streetscape that must be
addressed more attractively.
10. A comprehensive street improvements effort,
including defining gateways and incorporating
wayfinding signage, lighting and sidewalk
improvements is warranted to improve the
cohesiveness of the BioDistrict.
11. The street intersection at S Claiborne Avenue and
Tulane Avenue represent a physical and symbolic
connection between the downtown Tulane and
LSU campuses. This could be a prime location
for collaborative development between these
institutions.
12. A reasonable solution to the abandoned Charity
Hospital and VA complex needs to be adopted,
along with a timetable for its implementation.
Follow-up activity should include a BioDistrict New
Orleans team review of this inventory and an in-field,
multidiscipline team survey of selected buildings from
this inventory.
Transportation Overview
The transportation analysis consists of three areas of
investigation:
1. A review of the two Traffic Impact Analyses (TIA):
one for UMC and one for the new VA hospital,
also known as the Southeast Louisiana Veterans
Medical Center (SLVMC), to ensure their mutual
23
compatibility and to serve as a baseline for
comparisons with other plans;
2. A series of discussions regarding various other
projects and proposals that are in process; these
will continue to require updating; and
3. An estimate of long-term transportation
needs based on an estimate of changes in the
transportation demand model variables and
based on the mid and long-term BioDistrict Plan
proposals.
UMC and SLVMC Traffic Impact Analysis Review:
The following are the key findings from the two Traffic
Impact Analyses:
• Neither project will adversely impact either Tulane
Avenue or Canal Street in terms of exceeding the
capacity of either roadway.
• The surrounding area traffic network within the
BioDistrict will not be significantly adversely
affected by the net gain in trips generated by either
or both projects.
• The traffic analyses both indicate that Canal Street
and Tulane Avenue and the majority of the area
streets both currently and after construction will
operate 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 be
reconfigured from six lanes and parking with a two-foot
median barrier and sidewalks, to four lanes, bicycle lanes
and parking with a 14-foot median. The curb would not
be relocated and sidewalks would remain the current
width, a nominal 12 feet.
24 Working Paper 4 Task 3 Summary
The current Transportation Improvement Program (TIP)
only provides funding for the planning portion of the
Tulane Avenue improvement project, not construction.
Therefore, it is possible that the proposed improvements
may not be completed prior to the completion of the two
medical centers due to lack of funding. This could cause
increased congestion and difficulty in accessing parking
for the hospitals due to restricted turning movements
forcing U-turns to access parking.
At present, UMC, SLVMC, and the Louisiana Cancer
Research Center (LCRC) have three different landscape
plans for Tulane Avenue and another consultant was
hired by DPW to prepare concept drawings, suggesting a
possible fourth plan.
Trips Betweeen the Hospitals and Medical Schools:
A discussion was provided on how individuals woudl
move between the proposed hospitals and the existing
medical schools. Key findings are below:
• There are three institutional shuttles: tulane
University, VA Hospital and LSU HSC
• Once the UMC is completed, the LSU plans to
terminate their shuttle service.
• Walking between the existing medical districts in
the CBD and the new hospitals will be much more
difficult.
• Anyone moving between these facilities with a
walk of 10 to 15 minutes or more; a bicycle ride;
a transit ride after a minimum wait of 15 or 20
minutes; or a need to use an automobile.
• Prior to detailed analysis, the alternative solutions
appear to be: shorter RTA headways of 3 to 5
minutes on Canal Street and Tulane Avenue lines
and an extension of operating hours; a shuttle
route circulating on Gravier and Canal streets
September 2010
between LaSalle and Galvez streets, or a demand
responsive shuttle; an internal system along the
Cleveland Avenue ROW; or a vehicle fleet, which
can be shared by the various individuals making the
trips, either on an internal route or public streets.
Xavier University:
Both short and longer-term plans must be made to
satisfy the travel demand for students, faculty and others
between Xavier University and the five institutions.
Transportation improvements that Xavier is pursuing, or
at least considering, include the following: a pedestrian
bridge in the vicinity of Fern Street; a traffic signal at
Washington Avenue and Pine Street; a pedestrian
corridor; and a parking facility among others.
Criminal Justice Area Parking:
There is a serious lack of parking and the difficult
circulation patterns in the immediate area of the
criminal justice facilities. The sheriff is considering the
addition of a parking garage to the ongoing redesign and
reconstruction of the Orleans Parish Prison complex.
Coroner’s Office:
There are several concerns with the current site selected
for the coroner’s office. There is a possibility of relocating
the proposed facility to a site in conjunction with the
contemplated criminal justice area parking garage.
RTA:
RTA service in the BioDistrict will evolve as RTA
restructures the citywide service plan, including the use
of UPT as a transfer terminal in place of Canal Street for

many lines, and the development of the Canal Street to
UPT streetcar service on Loyola Avenue.
Long-Term Demand and Plan:
An estimate based on the changes in TAZ variables in
the regional travel demand model that result from the
proposed residential and employment centers developed
in the plan for the BioDistrict can only be reasonably
estimated after the land use plan and the resulting
density of residential and employment uses are defined.
Other Key Findings:
• Most of the BioDistrict is within a 5-minute walk
from public transit. The core health sciences
facilities are within a 10-minute walk.
• Most residents in the BioDistrict are within 1/3mile
of a park or open space -- a goal of the 2030
Master Plan.
• Off-street parking is provided by the “home”
institution. Students, faculty or staff visiting VA or
One of the few tree-lined boulevards within the Biosciences District.
25
UMC campuses would have to park in the visitor
lots.
• There is an overabundance of poorly designed and
maintained surface parking lots.
Utilities Overview
Maps and overviews are provided for the following
existing utilities within the BioDistrict: electricity; gas;
communications; and, water including thermal.
Continued data gaps were identified for the following
providers and associated systems: AT&T, Qwest
Communications, Centry Link, Metro Media Fiber
Network. Of these, AT&T’s information is critical as it is
one of the largest providers in the area.
Important future developments in the BioDistrict that will
have an impact on utility systems include the Orleans
Parish 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 to
be negligible.
• Present design plans include a central plant
concept to be constructed, which will drastically
change the potable water demand. The SWB
states that there is adequate water capacity
surrounding the complex and the increased
demand should pose no problem.
• A single (dedicated) feeder will be installed to
service the new centralized facility plant.
• There is a severe wastewater issue near the
prison complex. The area was initially designed
for residential use, and the current commercial
26 Working Paper 4 Task 3 Summary
application is straining the system to the extent
that sewage has overflowed from manholes near
the complex. The SWB claims there is sufficient
capacity for the current flow and the overflows are
being caused by the amount of debris that is being
placed into the system.
• Orleans Parish Prison Complex (OPP) must
maintain operations concurrent with design
modifications. Most of their construction is
financed by FEMA which reserves design approval
prior to providing funding. It is imperative that if
there are opportunities for OPP to benefit from
any green technology initiatives, immediate action
should be taken in planning to provide adequate
lead-time while the design(s) can still be easily
amended within an anticipated more restrictive
time-frame.
VA Hosptial:
• The SWB has resolved all the utility upgrade
concerns of the VA Hospital.
• All aerial electrical lines within its footprint will be
removed, and there are plans to move the existing
overhead lines adjacent to the property on S.
Galvez Street below ground.
• The new hospital is a LEED building and will
require 18% less drainage than its predecessor.
It will also have tanks holding approximately two
million 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
September 2010
LONI network. BioDistrict New Orleans should
help facilitate Xavier’s membership to the network.
This would enable Xavier to readily share its data at
a high rate of speed with research universities all
over the state and the surrounding region.
• Xavier is in negotiations with Entergy concerning
the installation of a second electrical feeder to its
campus as a reliability upgrade. The second feeder
will provide much needed redundancy
Further information on these key developments and
associated mapping will be provided when the complete
body of information is available. The AECOM team will
re-visit this task component at an appropriate time.
The Team also investigated whether there were other
entities having utility related involvements that might
have bearings on our work (such FEMA, COE, etc.)
related to such issues as outstanding contractual or
obligation restrictions, design limitations or development
constraints. The Team has found none within the
BioDistrict.
Utility Costs and Concerns:
Every address location within the BioDistrict has access
to all basic utilities: water, wastewater, stormwater,
electricity, gas and telecommunications. While
availability is not an issue, adequate supply can pose a
problem depending on the functional demands of future
development beyond that of existing facility use.
Moving forward, we will analyze demand requisites for
such specific additional structures/projects when the
locations are identified to determine whether or not the
existing utilities are adequate and/or other issues of
concern come to light.

Utilities and Sustainability:
Sustainable street lighting options were examined,
including specifications on lights that meet the necessary
hurricane wind loads. However,he lumen output does
not meet current City of New Orleans standards. The
city is currently replacing mercury vapor lights with more
energy efficient, high pressure sodium fixtures.
Sustainablility Overview
Sustainability is an important principle for the City. By
integrating sustainability principles upfront into the
design and planning of the BioDistrict, there is great
opportunity to optimize its long term performance and
efficiency, so that residents, students and workers,
businesses and city agencies can operate in a
sustainable, equitable and low impact way.
In order to help understand what the sustainability
objectives and targets for the BioDistrict should be, it
is important to consider the current conditions of the
BioDistrict, potential opportunities and constraints in a
holistic way, integrating the specialties of the different
Team members. Drawing out such cross disciplinary
relationships and identifying the most relevant
sustainable development opportunities within the
BioDistrict are the two primary goals of this task.
A matrix is provided which identifies and compares the
sustainability themes including: Green Infrastructure
and Natural Systems; Transportation and Urban Design;
Energy, Water Supply and Waste; Economic and Social
Sustainability; Comprehensive BioDistrict Sustainability
Programming.
For each one the existing conditions, opportunities,
constraints, and potential community benefits have been
27
identified. The matrix should be seen as a working tool to
help facilitate discussion and idea generation, both with
Team members and with stakeholders, but clearly shows
even at this stage the tremendous opportunity that exists
for the creation of a truly sustainable place.
SWOT Analysis
A SWOT analysis is provided to identify the key
threats, weaknesses, strengths, and opportunities
for the development of the BioDistrict. The SWOT
analysis provides an understanding of key fundamental
opportunities and challenges that will need to be
addressed in order to establish and implement a
successful bioscience cluster in New Orleans.
Threats include:
• Significant competition from other states.
• The large up-front funding requirement and
long product development to market timeframe
presents risks to funding.
• The BioDistrict is lacking long-term funding
commitments.
• While the state does have a small, active and
growing bioscience industry base, it lacks many
key industry components such as those with
higher education degrees.
Weakness include:
• BioDistrict New Orleans has no eminent domain
authority for economic development and there are
numerous government agencies and community
groups that impact future development.
• Louisiana’s less-educated workforce combined
with below-average per capita incomes is a threat
to the growth in the bioscience industry and
28 Working Paper 4 Task 3 Summary September 2010

workforce development is a major challenge. Opportunities include:

• Most medical district professionals are strictly • A new venture capital fund is raising seed capital in
academic oriented – not entrepreneurial research the health care area.
scientists. • Potential synergies with the VA Hospital, new
University Medical Center, the New Orleans Saints
Strengths include: and the NFL.
• Billions of dollars of investment are being made in • There are unique opportunities, such as hyperbaric
the BioDistrict. oxygen therapy, which has ground-breaking new
• LONI is a key ultra high-speed data transmission treatments for diabetes, autism, heart disease,
infrastructure system that connects major birth Injuries, brain Injuries, dementia, and
universities throughout the state. infections to name a few.
• The Pennington Biomedical Research Center in • There is an opportunity for a successful translation
Baton Rouge want to grow the clinical research medicine program if the institutions can work
base and partner with New Orleans scientists. together on clinical trials, electronic records and a
• The LSU and Tulane University Health Sciences central database system.
Centers, Xavier University School of Pharmacy,
University of New Orleans, and Delgado College
are educational partners that (if committed to
the commercialization of intellectual capital) can
be key drivers for a successful technology-based
economic development initiative.
• Xavier University is one of the nation’s top
pharmacy schools.
• Presence of Ochsner Health Systems: southeast
Louisiana’s largest non-profit, academic, multi-
specialty, healthcare delivery system with eight
hospitals and over 38 health centers in Louisiana.
• The employment growth rate in New Orleans has
exceeded national average since 2006.
• Compared to other U.S. metro areas, New Orleans
has competitive industrial and commercial land
prices.
• There are many incentives available for new
businesses in Louisiana.
 29

Section 05:
Task 4 Summary:
Programming
30 Working Paper 4 Task 4 Summary September 2010

New Orleans BioInnovation Center. Opening April 2011.

 31

Task 4 Findings
Task 4 Overview
The purpose of Task 4 is to outline the conceptual
programming for various facilities within the BioDistrict
that will provide the foundation for the design
development phase of the overall planning process for
the BioDistrict. Specific areas of focus include: global
medical and bioscience research market trends; potential
industries that could be targeted for the BioDistrict;
medical-, biosciences-, and research-related facilities and
their anticipated demands; sustainability programming;
and, community facilities needs.
Key items provided relative to global medical and
bioscience research market trends include a review of
the following:
Together with the market assessment, these items
will impact the physical design and development of the
BioDistrict.
The programming information provided within this
working paper outlines the proposed quantity and type
of space mix desirable within the BioDistrict over 5, 10
and 20 year periods. This data will be a fundamental
driver of the future population, density, FAR and
other related projections, all of which are inextricably
linked to economic activity, transportation, recreation,
entertainment, retail, housing and other infrastructure
needs for the BioDistrict and the region.

• Bioscience-related leasing and supply conditions;

• Research of the current condition of bioscience
industry in New Orleans, the state and the nation;
• Financial trends for biosciences for New Orleans’
universities and within the industry overall; and,
• Building trends within the biosciences industry
including research on state-of-the-art biosciences
facilities and most recent biosciences-related
building configurations.

The report also outlines the anticipated or recommended

need for the following facilities within the BioDistrict:
• Biosciences, medical, research and other
institutional-related facilities;
• Parks and open space, transportation, district
energy and infrastructure-related facilities;
• Schools, housing and social service-related
facilities
32 Working Paper 4 Task 4 Summary
Real Estate Programming Overview
The Real Estate Program for the Biosciences District was
developed in coordination with various AECOM team
members as well as GCR, an independent economic
consultant, which provided specifics on the local market.
Utilizing information on office, manufacturing, research,
and development space, a series of case studies of
other comparable medical districts, and Team project
experience with comparable projects elsewhere,
program estimates were developed and assessed. A
program summary is provided at right. Key findings
and conclusions are also provided within this summary
document. Please see the separate appendices for the
detailed report on real estate programming, bioscience
research programming and institutional programming.
Employment
Figures developed by GCR and Associates indicate a
potential BioDistrict institution-related employment in the
order of 17,000+ at full development, with an additional
medical, R&D, and medical manufacturing potential of
nearly 5,000 full time jobs. Thus the direct potential
employment in the BioDistrict is estimated to exceed
22,000 jobs, before indirect and induced economic
September 2010
impacts are taken into consideration.
The significant increase in employment as well as
ancillary employment related to the core institutional
functions create an opportunity for additional market-
driven real estate program throughout the area. The
AECOM Team was tasked with evaluating the potential
for added retail, residential, long term say, and other
commercial or office development potential. Additionally,
when comparing the BioDistrict to comparable districts
elsewhere, given the level of employment and activity
the BioDistrict is currently underdeveloped with respect
to amenities and spinoff development.
Program Summary
As the integrated program table on the following page
indicates market-driven and institutional development in
the BioDistrict over the course of the 20-year planning
period is estimated to be in excess of 13 million sq.
ft. Most of this development, nearly 7 million sq. ft., is
anticipated within the next 5-years. Given the significant
level of development potential there is likely opportunity
for supportive, coordinated action with respect to major
transportation, infrastructure, and overall development
activity.
 33

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 Office, R&D, Manufacturing 175,000 625,000 800,000
Long 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 0
UMC Sites Medical Facilities 1,559,000 1,718,000 0
Hospital Infrastructure 0 0 0
Other LSU Health Research Building 0 200,000 0
Sciences 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 Health Research Building 250,000 330,000 0
Sciences 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
34 Working Paper 4 Task 4 Summary September 2010

Retail store may be possible. While it may be possible to

Net retail demand on the site is estimated to come
primarily from area residents and employees of the
major institutions nearby. AECOM estimates for a mix
comprised mainly of convenience retail and services, and
out-of-home (non-grocery) food and beverage offerings.
Specialty and destination retail do not fit well with the
proposed set of uses and functions for the site area and
are an explicit target for other areas of the city, most
notably down Canal Street and towards the river.
For convenience retail, we envision offerings that are a
combination of retail (personal care, drugstore, reading
materials, etc.) and convenience services (dry cleaning,
daycare, etc.). Food and beverage offerings are expected
to skew towards lunch offerings such as quickserve and
lower cost sit down options (fast food, deli/ grocery,
etc.). After the household count grows in the BioDistrict,
additional offerings similar to these as well as a grocery
grow the quantity of retail beyond this initial program
in the future, this would likely require more significant,
neighborhood-oriented anchor tenants such as grocery,
fitness center, or other big box concepts.
Residential
AECOM estimates for over 1,200 residential units in the
BioDistrict over the next 5 years and more than 2,000 at
full buildout, mostly rental. The preponderance of these
units are anticipated to come from new employees for
the major institutions in the BioDistrict, with a small
number of households from other residential growth
in the BioDistrict projected by GCR. After the initial 5
year time period when the area has been more fully
developed and more services are available, AECOM
estimates that some number of the site employees may
opt to live in owner occupied housing nearby their place
of employment. This proportion is estimated to be in

Table 2:Retail SF - Increments by Period

5-Year 10-Year 20-Year

Food at Home 0 49,000 0

Food Away From Home 39,000 2,000 0
Convenience 61,000 4,000 0
Increment Total 100,000 55,000 0
Cumulative Total 100,000 155,000 155,000

Table 3: Residential Units - Increments by Period

5-Year 10-Year 20-Year

Owner Occupied 25 300 300

Rental 1,200 100 100
Increment Total 1,225 400 400
Cumulative Total 1,225 1,625 2,025
 35

the 2%-3% range, equating to an additional potential of
roughly 500 – 700 additional owner occupied units in the
BioDistrict. For the purposes of this analysis AECOM
distributes these units over years 5 to 20. Given the
large number of proposed but undeveloped residential
projects in and around the site area, it is unclear at this
time how many of these units would need to be in
new, as yet un-proposed developments. Nevertheless
this does provide a range of the order of magnitude of
residential offerings related to the redevelopment of the
BioDistrict.
Long-Term Stay and Meeting Space
In comparing the BioDistrict to other medical districts
with long term stay offerings the BioDistrict falls within
range of comparable development elsewhere – which
makes it unclear that there is a pressing need for new
facility space. However, as noted in this analysis, the
type of offering currently available through the Clarion Inn
and Suites (the only current long term stay offering in the
BioDistrict) does not fit with comparable offerings related
to medical districts. Overall, AECOM finds that between
90 and 120 units could be supportable in the BioDistrict
given the level of expected visits from out of the area
which is consistent with the case studies indicating an
average of 110 units per comparable development in
medical related long term stay facilities.
AECOM’s experience elsewhere with similar medical
districts indicates that most conferences and related
spaces for medical districts are needed for meetings
of 150 to 300 attendees on average; however, some
conferences of 500 to 600 attendees could be possible
if the space were higher in quality and larger than
that which currently exists. Using a planning factor of
capacity for 400 persons per meeting, ratios of 15 sq.
ft.per person for the core banquet and divisible meeting
space, as well as 1.5 to 2 times this figure for additional
breakout and supportable meeting space, this would
imply potential for 9,000 to 12,000 sq. ft.of contiguous
space in the BioDistrict. AECOM would not recommend
a facility larger than this at the current time given the
notable capacity of other hotels in the market as well as
the sizable convention center.
Office, Medical Office, Research and
Development
Medical districts with a stronger focus on servicing
the local populations typically have fewer opportunities
for research and development, education programs,
incubators, and specialty care and are less likely to
require greater capacity for office, medical office, and
related manufacturing, research, and development space.
As the case studies in this analysis suggest, a successful
combination of these elements could significantly grow

Table 4: Office, R&D, and Manufacturing - Increments by Period

5-Year 10-Year 20-Year
Private R&D Lab / Incubator Space 50,000 200,000 500,000
Medical Office 25,000 25,000 50,000
Manufacturing 100,000 400,000 250,000
Increment Total 175,000 625,000 800,000
Cumulative Total 175,000 800,000 1,600,000
36 Working Paper 4 Task 4 Summary
the amount of space demanded for medical districts – up
to 10 times that experienced in smaller medical districts
and the range currently experienced in the BioDistrict.
To understand the additional range of potential new
square footage related to planned and future medical
related operations CBRE provided the project team
with estimates based on their experience with similar
developments elsewhere. The total potential of net new
demand related to the BioDistrict and not solely for the
purposes of local health care service could be in the
order of 1.6 million sq. ft. Some portion this net new
demand could likely be accommodated in existing and
unoccupied buildings or spaces.
Bioscience Programming Overview
Based on analysis of the prevailing and potential
opportunities for the evolution of a research park in New
Orleans, the AECOM Team estimates that the bioscience
absorption (in addition to the planned LCRC, New
Orleans BioInnovation Center and VA/UMC hospitals)
within the BioDistrict could total 175,000 sq. ft. by Year 5,
another 625,000 sq. ft. for Years 5 to 10, and 800,000 sq.
ft. more for Years 11 to 20, for a likely new development
potential of 1.6 million sq. ft. over 20 years. These
numbers are reflected in the programming summary
chart provided at the beginning of this section.
It must be noted that above estimates are highly
susceptible to changes in market conditions, political
willingness, strength of coalition of educational partners,
state workforce preparedness for biosciences industry
from Louisiana universities, public agencies’ support,
economic incentives and regulatory facilitation, growth of
biosciences industry in U.S. and in Louisiana, access to
venture capital and Angel investors, and breakthroughs
in research by any of the local research centers. Most
September 2010
of these variables cannot be predicted accurately for a
long-term period such as the 20-years for this analysis.
Accordingly, the actual development absorption trends in
the BioDistrict will most likely vary significantly from the
estimated 5, 10, 20 year ‘benchmark’ guidelines provided
above.
Key developments anticipated or estimated to occur
within the next 5, 10 and 20 years are provided below
with a detailed report found in Appendix B, BioDistrict
Bioscience Programming Strategy.
Year 1-5
The concurrent development of the Louisiana Cancer
Research Center (LCRC) and the New Orleans
BioInnovation Center (NOBIC) incubator facility, along
with the proposed VA hospital and University Medical
Center (UMC) complexes, represent a massive influx
of new medical office and research lab space for a
community such as New Orleans. With expected budget
cuts in research at LSU and other institutions – there
will likely be little or no demand for new private sector
space during the next 5 years. The AECOM Team has
also assumed that Tulane and LSU will accommodate
their internal research facility needs on their respective
campuses – given the one million sf of surplus space that
is available now (including Charity).
There are two new bioscience tenant prospects for
BioDistrict New Orleans that could see development
begin by Year 5.
1. Pharmaceutical packaging and manufacturing -
50,000 to 200,000 sq. ft. industrial facility within
the industrially zoned land riverside of Xavier
University (part of a +50-acre pharma industrial
area)
2. Regenerative Sports Research Facility – a
 37

100,000 sq. ft. facility for treatment of veterans,
as well as the New Orleans Hornets and New
Orleans Saints (part of a 25-acre campus to be
located lakeside of the Louisiana Health Sciences
Center as shown on the attached site plan). TIF
funding is important, since this facility is expected
to bring in significant out of state visitors/
customers.
Other research opportunities for New Orleans that
should be pursued include a Neuro-science Center and a
Regional Center for Coastal Health to study the ongoing
effects of the BP oil disaster and its cleanup efforts.
Park clusters (i.e. 25,000 – 50,000 sq. ft. per year) during
the second decade of operation – reaching a total of
500,000 sq. ft., plus 100,000 sq. ft. of medical office,
175,000 sq. ft. for the Sports Medicine and 750,000 sq. ft.
for pharmaceutical and medical device manufacturing and
packaging. If no cooperation occurs with LSU and Tulane
there will be no growth in the R&D area.
In addition there would be demand for extended stay
hotel facilities for the hospitals and research facilities, and
assisted living/senior housing facilities associated with
Tulane or LSU alumni, as well as commercial support
facilities including a virtual conference center.

Year 6-10 Educational Institutions and Hospital

Facility Programming
With the successful collaboration between LSU, Tulane
and other medical organizations, there can be internal In response to significant, and in some cases
growth from the various research specialties that can insurmountable, damage to facilities by Hurricane Katrina,
support private R&D lab space and follow-on incubator
space. An expansion of the New Orleans BioInnovation
Center or other facilities that provides accelerator space
at relatively affordable rates is recommended. This would
likely be no more than 50,000 sq. ft.

The AECOM Team expects that by Year 10 the

pharmaceutical industrial development could approach
500,000 sq. ft. if utility costs can be reigned in.

The Regenerative Sports Medicine Institute could grow

to 175,000 sq. ft. of R&D and medical office space with a
hyperbaric chamber treatment facility.

Year 11-20

With the successful collaboration between LSU, Tulane

and other medical organizations, BioDistrict New Olreans
can expect to see growth similar to most other Research The Lousiana Cancer Research Center (under construction) is an
important development for BioDistrict New Orleans.
38 Working Paper 4 Task 4 Summary
major institutions located in the BioDistrict are on the
cusp of undertaking significant building campaigns
to replace facilities and energize their presence in
New Orleans. The AECOM Team has identified key
developments in the major health care and educational
institutions within the BioDistrict - the Veterans
Administration, University Medical Center, Louisiana
State University, Tulane, Xavier and Delgado Community
College. Ochsner Health System, with which current and
future healthcare, education and research partnerships
will likely occur, is also reviewed. Activities are
discussed in terms of a five, ten and twenty-year period
from the release of the BioDistrict Master Plan. (The
overall program breakdown is provided at the beginning
of this Section and detailed information can be found
in Appendix C: Educational Institutions and Hospital
Facilities Programming.)
Recurring areas of interests and/or current strengths
among patient care specialties, education and
research were noted among the institutions, and those
overlapping interests have been correlated in the “Shared
Thematic Interests” chart included in this section. The
purpose of this chart is to note common themes among
institutions in the BioDistrict that generate collaborative
opportunities for distinctive joint programs that
attract more than regional interest, and thus enhance
revenues and employment within the BioDistrict. Also
noted was a significant emphasis on development of
the physical presence and identity of the BioDistrict
in response to the vacant, industrial and generally
unwelcoming impression of much of the real estate
currently surrounding each institution. An internal focus
on campus identity was presented by each institution’s
master plan, and an interest in uniting the improvements
to facilitate branding of the BioDistrict as a safe,
cohesive, accessible and welcoming place is supported.
Development of a thriving, diverse residential community
September 2010
with associated retail, recreational and entertainment
amenities was viewed as necessary to success both for
the institutions and the BioDistrict as a whole.
Key Findings:
• It is worth special note that the Ochsner system
has evidenced significant interest in collaborating
on research studies. This, as well as similar
interest by Pennington, can contribute substantially
to the success of other research entities that are
physically located within the BioDistrict.
• VA, UMC, LCRC and New Orleans BioInnovation
Center will create common sites for institutional
collaboration.
• Development of VA, UMC, LSU, Tulane, Delgado
Nursing School and Xavier campus identities within
an overarching and cohesive BioDistrict identity
will require substantial development of open
green spaces, landscape, hardscape, alternative
transportation connections and pathways, signage
and lighting as well as new and renovated
buildings.
• Joint investments in public transportation and
neighborhood/community residential, recreational
and entertainment development will strengthen all
institutions and businesses in the BioDistrict.
• If “critical mass” is achieved in the BioDistrict, it
will predictably generate research outcomes that
can be commercialized. Other sections of this
report address the issue of predicting the level of
new commercial activity this may produce.
• At this time, the data regarding new short- and
long-term employment projections are not
finalized; however, it is a concern that workforce-
training demands have not as yet been sufficiently
 LCRC

Retail
Office
Xavier
USES

VASites

Housing
Delgado
Ochsner

EcoPark
OtherLSU
UMCSites

Hospitality
OpenSpace
OtherTulane

Infrastructure

SocialServices
Entertainment

CivicStructures
OldVAHospital
CityofNewOrleans

CharterHighSchools

ParksandRecreation
DevelopmentDistrict
CriminalJusticeCenter

OtherResearchFacilities
CharityHospitalComplex

NFLSportsWellnessCenter

IndustrialͲLighttoModerate

WorkforceDevelopmentSites
BioscienceCommercialization
NewOrleansBioInnovationCenter
Interests

GreaterNewOrleans,Inc.+Downtown
INSTITUTIONS,AGENCIES&LAND
SharedThematic

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/TeachingͲVetMedicine
Education/TeachingͲPharmacy
Education/TeachingͲEngineering
Education/TeachingͲMedical
Education/TeachingͲMedicalIndustryTech
HigherEducation

TransferTechnology

ForͲProfitBusiness
NotͲforͲProfitBusiness

CohesiveCampusSetting
NeedsAccesstoMassTransit/Bikes
NeedsAccesstoParking
NeedsHousing,Amenities&Safety
NeedsChildcare
NeedComputerSciences/InfoTech
NeedHeliport
StrongCommunityInvolvement
NeedsSkilledWorkforce
NeedsAccesstoHospitals
SustainableDesign
Convention/Meeting
LongͲtermmedicalͲrelatedhotel
?

HistoricFocusͲLandmark
Notes
somehousinghaslandmarkstatus
needplasticsmoldingtosupportresearch

prisonsandparking.Sewersystemamajorproblem.
sustainablerealestatedevelopmentcoursew/Tulane
interestedinoutreachtootherinstitutionsandcommunity

sciencehighschoolͲbioscienceandmedicalcampusexposure
newfacilitiesforseveraldept'sinworksͲNOPDfacility,Warehousing,powerplant,

developCharityComplex,VABuilding.NewCityHall,MedicalMart,Residential,hotel

Table 6: Institutional Shared Thematic Interests

Task 4 Summary: Programming

gauged and need additional refinement. These
projections may produce more building demand
than has currently been predicted.
• Proposed developments highlighted in this Section
of the report total over 6 million sq. ft. of built
space and also anticipate a substantial increase
in new open-space requirements in the overall
development of the BioDistrict over the 20-year
period analyzed here.
Sustainability Programming
Due to a combination of converging opportunities,
BioDistrict New Orleans has a unique opportunity to set
a new precedent for integrated sustainable development,
research, innovation, and leadership. A key objective
of the master plan will be to make the BioDistrict a
sustainable community. However, by expanding the
sustainability approach to include the business, research
and educational activities in the BioDistrict, the project
may also place itself as a global center of excellence
for emerging “bio”-oriented sustainability challenges.
These two aspects of sustainability help frame a broader
definition of what the BioDistrict could be, and the
economic and sustainability benefits that it might provide
to the community, the City, the region and globally.
Specifically, the project team has identified this broader
definition of sustainability in the BioDistrict to include:
• Biologically and environmentally optimized
community design and operations;
• Leveraging the region’s and City’s context as
one of the most environmentally challenged and
vulnerable locations in the world to become a
center of excellence for innovation, education, and
research, particularly related to biosciences, to
provide workforce, knowledge, and technologies as
39
other regions increasingly cope with similar future
challenges;
• Playing an active leadership role in helping the
City and BioDistrict New Orleans efficiently move
toward a more sustainable future that sets a global
precedent; and
• Environmental challenges have put New Orleans
in the spotlight during the last decade, leverage
exemplary biological and environmental success in
the BioDistrict to turn this into an opportunity and
success story.
This expanded definition of BioDistrict, and the role of
sustainability within that definition is more specifically
laid out in the following discussion.
Four “Corners” of Sustainability for the
BioDistrict
During the last team workshop four “corners” of the
BioDistrict were identified which included Economic
Development, Jobs and Training, Community Building,
and Civic Leadership. Sustainability is a foundational
component of each of these four corners that helps to
shape the expanded definition of what the BioDistrict
could be.
Economic Development
Diverse 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 emerging
sustainability driven markets is a key goal. Some
opportunity areas include:
• Climate change and the ways in regions respond
to these changes (Climate Change Adaptation)
are anticipated to increase and evolve health,
40 Working Paper 4 Task 4 Summary
environmental, and social challenges worldwide;
• The New Orleans Region’s flood and hurricane
prone landscape will continue to require innovative
environmental and bio-engineering solutions with
increasing global applicability;
• Environmental disasters, such as the Gulf oil
spill, and coastal ecological restoration efforts in
general require significant contributions from the
biosciences sector;
• Transition to renewable energy technologies,
especially solar and biofuels, will likely grow the
sector;
• Transition to CleanTech and Eco-Industrialization is
closely tied to the biosciences sector; and
• Fringe fields such as Biomimicry (see http://
www.biomimicryinstitute.org) promise advances
in biosciences and design with strong ties to
sustainability at scales ranging from micro-biology
to sustainable regional land use.
Jobs and Training
The job creation potential as it relates to sustainability
and the BioDistrict are twofold.
• A sustainably designed BioDistrict in terms
of physical form and operations will provide a
number of sustainable design and construction
oriented jobs. Jobs including design, construction,
maintenance and operations of green elements
such as public transit, landscape maintenance,
renewable energy, recycling/waste reduction, and
high performance building will be created. These
are jobs that can supply the region as sustainable
development expands.
• An educational, research and business agenda
focused on emerging sustainability oriented
markets, including those specific to the region but
September 2010
with widespread applicability (i.e. flood control,
coastal health, disaster recovery, food deserts,
etc), could aim to train a workforce and future
leaders to address emerging environmental
challenges.
Community Building
Physical sustainable design of the BioDistrict is an
essential measure to sustain communities and attract
growth. The BioDistrict must provide a safe and
appealing place for businesses to locate, employees
to work, and people to live if it is to succeed and be
sustainable. By “walking the talk” of sustainability
and creating a sustainable triple bottom line of social,
economic, and environmental sustainability within its
community, BioDistrict New Orleans can raise its profile
as a great success story for sustainable development
with global reach. Additionally, the term BioDistrict could
be further expanded to include the creation of a “living
district” where development is elevated to a very high
level of ecological balanced with nature (Living Buildings
and Living Cities are current buzz concepts amongst
sustainability circles – see http://ilbi.org/) Achieving
specific performance targets for multiple sustainability
disciplines will ensure that the BioDistrict will achieve
an exemplary level of sustainability. These include the
following 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

• Waste reduction
• Renewable energy generation
• Greenhouse gas reduction
• Community services and amenities
• Community character, health, and safety
Establishing targets and goals for performance is a
common theme for all projects that have sustainability as
a central theme. These targets provide a strong and clear
statement about what the project intends to achieve and
by which it can be measured against other projects. The
sustainability matrices in the following pages outline
initial targets for sustainability performance that could
place BioDistrict New Orleans as a global leader in
sustainable community design.
Civic Leadership
The cornerstones of economics and innovation, jobs and
community could place the BioDistrict as an exemplar
in sustainability and bio-oriented land use, education,
research, innovation, and business activities. Strong
leadership mechanisms will be needed in order for
BioDistrict New Orleans to achieve these goals. Some of
these might include:
• Establishing ordinances and guidelines for
sustainable community/project development
specific to the BioDistrict
• Administering a long-term, coordinated monitoring
and adaptive management framework (for example
implementation of the LEED ND guidelines,
or compliance with customized sustainability
ordinances)
• Coordinating district wide activities that can
achieve multiple/expanded benefits through
leveraging economies of scale and integrated
multidisciplinary opportunities
41
• Implementing early interventions such as district
infrastructure improvements necessary to attract
future development
Community Sustainability Framework
Matrices and Public Workshops
The following two matrices include a summary of the
preliminary sustainability objectives, environmental
performance targets, and a summary of supporting
mechanisms for achieving the targets. These qualitative
objectives and quantitative targets represent an initial
framework for creating a high performance sustainable
development plan for the BioDistrict. All targets and
objectives are preliminary and are based on the findings
presented in the opportunities and constraints matrix
prepared in the previous sheet for Task 3. Further review
of relevant sustainability polices, guidelines and analysis
was also performed to identify specific recommendations
for environmental performance relevant to the site.
Targets are intended to be refined and vetted as the
project proceeds, especially following upcoming internal
and external work sessions. Vetting may reveal that
some targets and objectives are not appropriate, and
new ones may be revealed and added.
The next step in the process should be to identify with
the project team, the packages of measures/technologies
that could achieve these targets. A key decision will
be to identify an approach for selecting the preferred
sustainability package of measures. Determining the
preferred approach falls within this scope of work,
however implementing the approach would need to
be completed within a subsequent scope work. Two
approaches are typically employed in similar projects.
The first includes a quantitative cost-benefit analysis
 Task 4 Summary: Programming
SustainabilityTopic Objective TargetͲ5Years TargetͲ10Years TargetͲ20Years Notes/Benchmarks*

Implementstormwaterretentionmeasures(LID)withindevelopment PerformanceIndicator:stormwater PreliminaryPerformanceTarget: PerformanceIndicator:stormwater PreliminaryPerformanceTarget:Retain PerformanceIndicator:stormwater PreliminaryPerformanceTarget:Retain SupportsCity/ArmyCorptargetofmanaging10yearstormevent.

parcelsandinpublicrightsofwaytosupportCityͲwidegoalofmanaging volumeretention Retain1yearstormeventthrough volumeretention 1to2yearstormeventthrough volumeretention 2yearstormeventthroughretentionon
Stormwater a10yearfloodevent,toprovideacommunityamenity,andtoreduce retentionmeasuresonnewly retentiononnewlydevelopedprivate newlydevelopedprivateparcelsandin BasedontypicalrangeofperformanceforLID(LowImpact
Management greenhousegasemissionsassociatewithstormwaterpumping. developedprivateparcelsandinpublic parcelsandinpublicrightsofway publicrightsofway Development/WaterSensitiveUrbanDesign)measures.
rightsofway

Implementcommunityagriculturemeasuresincluding:forrentorfree PerformanceIndicator:Acresof PotentialPerformanceTarget:3.67ac, PerformanceIndicator:Acresof PotentialPerformanceTarget:4.41ac, PerformanceIndicator:Acresofcommunity PotentialPerformanceTarget:5.14ac, Inlinewithgoalsof2030MasterPlan;

gardenplotswithincommunitygardens,schoolgardens,andsmallscale communityagriculture achievesrelevantLEEDNDNPDCredit communityagriculture achievesrelevantLEEDNDNPDCredit agriculture achievesrelevantLEEDNDNPDCredit AchievesLEEDNDcreditof200sfofgrowingspacefor80%ofnew
organicfarmingoperations(similartoHollygroveFarm). 16forallnewprojectedDU. 16forallnewprojectedDU. 16forallnewprojectedDU. DUprojectedfortheproject.Considerinsteadincorporatingenough
CommunityAgriculture acreageagriculturetocomplywithLEEDNDfortotalDUinthe
projectarea(20.8ac,21.6and22.3respectively).

Provideaccessibleparks,greenways,communitygardens,and/ornatural PerformanceIndicator:acparksper1000 PreliminaryPerformanceTarget:2.25 PerformanceIndicator:%ofpopulation PreliminaryPerformanceTarget:2.5ac PerformanceIndicator:%ofpopulation PreliminaryPerformanceTarget:2.75ac Inlinewithgoalsof2030MasterPlan;

areastoresidentswithintheBioDistrict(within1/3mileofallresidentsͲ residentsand%ofpopulationwithin1/3 acparksper1000residents,80% within1/3mileofpark,greenway, parksper1000residents,90%within within1/3mileofpark,greenway, parksper1000residents,100%within ArearecommendationsbasedonNationalRecreationandPark
walkingdistance). mileofpark,greenway,community within1/3mile communitygarden,ornaturalarea 1/3mile communitygarden,ornaturalarea 1/3mile Association(1983)recommendationsforcommunity,neighborhood,
ParksandGreenways garden,ornaturalarea andpocketparks.20yeargoalexceedsrecommendations.1/3
distancerecommendationbasedon2030masterplan.

Maximizeurbanforestcanopywithinsuitableareas(currentcanopyis PotentialPerformanceIndicator:%urban PotentialPerformanceTarget:20% PotentialPerformanceIndicator:%urban PotentialPerformanceTarget:22.5% PotentialPerformanceIndicator:%urban PotentialPerformanceTarget:25% Achieves2030MasterPlanandAmericanForestsrecommendations

3.6%inthedistrict).Promotetheuseoflowwaterand/ornative forestcanopyandnative/lowwater forestcanopyinresidentialareasand forestcanopyandnative/lowwater forestcanopyinresidentialareasand forestcanopyandnative/lowwater forestcanopyinresidentialareasand by2030.90%ofnewlandscapenativebasedonLEEDNDSLLCredit
LandscapeandUrban landscapeplants. landscape. 10%ofnonͲresidentialareas.90%of landscape. 12.5%ofnonͲresidentialareas.90% landscape. 15%ofnonͲresidentialareas.90%of 9.
Forest newlandscapeisnativeand/orlow newlandscapeisnativeand/orlow newlandscapeisnativeand/orlow
water. water. water.

Implementhighlyreflectiveroofcoveringsandhardscapesurfaceson PerformanceIndicator:DegreesofUHI PreliminaryPerformanceTarget:1 PerformanceIndicator:DegreesofUHI PreliminaryPerformanceTarget:2 PerformanceIndicator:DegreesofUHI PreliminaryPerformanceTarget:3 ModeledafterBatonRougeTreeandLandscapeOrdinanceforUrban

newandrenovatedstructures;increaseurbanforestandshadestructuresreduced(andresultingreductionin degreeofUHIreduced reduced(andresultingreductionin degreesofUHIreduced reduced(andresultingreductionin degreesofUHIreduced HeatIsland.
overhardscapeareasincludingparkinglotsandstreets;increasetotal greenhousegasemissionsfromenergy greenhousegasemissionsfromenergyuse) greenhousegasemissionsfromenergyuse)
UrbanHeatIsland(UHI) softscapeareawithinthedistrict;andreducerejectedheatfromair use) TargetsbasedontypicallevelsofachievementfoundusingSSIM
Control conditioners.ReducingUHIlowersenergydemandandimproves (AECOMSustainableSystemsIntegrationModel)onanalogous
pedestriancomfortresultinginreducedGHGemissions. projects.

Table 7: BioDistrict Sustainability Performance Targets

Implementtransportationdemandmanagementprograms,urbandesign PerformanceIndicator:%modeshift PreliminaryPerformanceTarget:10% PerformanceIndicator:%modeshiftfrom PreliminaryPerformanceTarget:20% PerformanceIndicator:%modeshiftfrom PreliminaryPerformanceTarget:50% Inlinewithgoalsof2030MasterPlan.
strategies,SMARTtransportationtechnologies,andenhancemultiͲmodal frompersonalautotransportforinternal shiftfrompersonalautoto personalautotransportforinternaland shiftfrompersonalautoto personalautotransportforinternaland shiftfrompersonalautoto
TransportationMode transportationopportunitiestoreducevehiclemilestraveledinternaland andexternaltrips bike/pedestrian/transit/etc externaltrips bike/pedestrian/transit/etc externaltrips bike/pedestrian/transit/etc Targetstobeverifiedbytransportationmodelingifpossible.
Shifts externallyassociatedwithBioDistrictNewOrleanstoreduceGHG
emissionsandimprovedistrictcharacter.

Allnewcommercialandresidentialconstructionandrenovationsachieve PerformanceIndicator:%energy PreliminaryPerformanceTarget:30% PerformanceIndicator:%improvement PreliminaryPerformanceTarget:50% PerformanceIndicator:Netzeroenergy PreliminaryPerformanceTarget:Net 5yearobjectivecomplieswithGreeNOLArecommendations.10year

improvementfromcodeforenergyuseefficiency. improvementfromcode reductioninenergyusefromcodefor fromcode reductioninenergyusefromcodefor achieved zeroenergyforallnewdevelopment objectiveachievesArchitecture2030Challengeandallnewbuildings
Building/Infrastructure allnewdevelopment allnewdevelopment achieveNO2030MasterPlantargetformunicipalbuildings.20year
EnergyUse objectivemeetsArchitecture2030Challenge.

Allnewconstructionconstructedusinggreentechnologiesandpractices. PerformanceIndicator:appropriatelevel PreliminaryPerformanceTarget:All PerformanceIndicator:appropriatelevel PreliminaryPerformanceTarget:All PerformanceIndicator:appropriatelevelof PreliminaryPerformanceTarget:All Sameasabove.ConsiderLivingBuildingStandardsinplaceofLEED.

Whenpossibleseektorenovateexistingstructuresinsteadofbuildnew ofgreencertificationachieved newconstructionandrenovations ofgreencertificationachieved newconstructionandrenovations greencertificationachieved newconstructionandrenovations LivingBuildingStandardsaremorerigerousandperhapsbetter
(supportsconceptofreduce,reuse,recycleinbuildingconstruction). achievesLEEDCertificationor achieveLEEDSilverorequivilent. achieveLEEDSilverorequivilent. alignedwithconceptoftheBioDistrict.
Developshowcaseprojectthatcanbecomeanicon,catalist,and equivilent.Showcaseproject
GreenBuilding precedentfortheDistrict. completedwithinthedistrict(possibly
Ekobloxconcept).

Developaggressiveplantomaximizethereuseofsuitablebuildings PerformanceIndicator:%ofsuitable PreliminaryPerformanceTarget:10% PerformanceIndicator:%ofsuitable PreliminaryPerformanceTarget:50% PerformanceIndicator:%ofsuitable PreliminaryPerformanceTarget:100% Suggestperformingsustainabilitybasedsuitabilityanalysisfor

withinthedistrict.Reducetheamountofwastegeneratedwithinthe buildingsreused,compliancewithCity ofsuitablebuildingsreused buildingsreused,compliancewithCity ofsuitablebuildingsreused buildingsreused,compliancewithCity ofsuitablebuildingsreused buildingreusetoguideplan.
WasteReduction districtandincreaserecycling,reuse,and/orcompostingofwastein targetsforwastediverted targetsforwastediverted targetsforwastediverted
compliancewithCitytargets.

PortionoftheenergydemandismetwithinthedistrictthroughonͲsite PotentialPerformanceIndicator:%of PotentialPerformanceTarget:10%of PotentialPerformanceIndicator:%of PotentialPerformanceTarget:20%of PotentialPerformanceIndicator:%of PotentialPerformanceTarget:50% Targettobeverifiedwithfurtheranalysisifpossible.

renewableenergysources,primarilysolarsourcesfornonͲresidential energydemandfornewdevelopments newenergydemand energydemandfornewdevelopments newenergydemand energydemandfornewdevelopments
RenewableEnergy
structuresandsolarorgroundsourcesystemsforresidential. fromrenewablesourceswithinthe fromrenewablesourceswithinthedistrict fromrenewablesourceswithinthedistrict
Generation
district

Reducegreenhousegas(GHG)emissionswithinthedistrictthrough PotentialPerformanceIndicator:% PreliminaryPerformanceTarget:meet PotentialPerformanceIndicator:% PreliminaryPerformanceTarget:meet PotentialPerformanceIndicator:% PreliminaryPerformanceTarget:meet TargetsbasedonICLEIGHGInventoryrecommendationsand

GreenhouseGas combinationofallobjectivestoachieveappropriate%reductionthat reductioninGHGfrombaseline orexceedCAP reductioninGHGfrombaseline orexceedCAP(30%reductionby2020 reductioninGHGfrombaseline orexceedCAP GreeNOLA.
Reduction meetsorexceedsCityClimateActionPlan(tobecompletedin2012). proposedbyGreeNOLA)

Providediverseservices withinthedistricttoachieverelevantLEEDND PerformanceIndicator:LEEDND PreliminaryPerformanceTarget:80%of PerformanceIndicator:LEEDNDcompliant PreliminaryPerformanceTarget:90%of PerformanceIndicator:LEEDNDcompliant PreliminaryPerformanceTarget:100%

CommunityServices/ credit. compliantnumberofdiverseservices population numberofdiverseserviceswithin%of population numberofdiverseserviceswithin%of ofpopulation
Amenities within%ofpopulation population population

Improvecommunityappearance/safetythroughreductioninblight, PerformanceIndicator:%reductionof PreliminaryPerformanceTarget:75%of PerformanceIndicator:%reductionof PreliminaryPerformanceTarget:100% PerformanceIndicator:%reductionof PreliminaryPerformanceTarget:100% 10yeartargetbasedon2030MasterPlan.

improvementstopublicrightsofway,andurbandesignforsafety.Align blighted blightremovedand/orimproved blightedbuildings/ ofblightremovedand/orimproved blightedbuildings/ ofblightremovedandconvertedto
CommunityCharacter/ biosciencesgoalstoincludesupportimprovedcommunityhealthwithin buildings/landscapes/streetscapes throughinterimuses landscapes/streetscapes throughinterimuses landscapes/streetscapes permanentuses Interimusescouldincludeorchards,urbanforestry,community
Health/Safety theBioDistrict. gardens,otherbasiclandscaping,communityart,andmaintained
fencing.

*Proposedobjectivesandlevelsofachievementtobevettedandrefinedasprojectproceeds.
42 Working Paper 4 Task 4 Summary September 2010

in which environmental and economic performance of

program alternatives is modeled and measured leading
to a preferred program that can meet specific targets.
Such quantitative cost/benefit analysis can be a useful
tool for attracting developers and raising the profile of
the project by providing specific data that shows that
aggressive sustainability targets are achievable, and the
resulting design guidelines and ordinances are feasible
within economic objectives of developers. Such an
approach can also ensure that the most environmentally
optimal and sustainable program for the specific project
context is implemented.

If a quantitative approach is not desired, qualitative

approaches may be the best approach. Following a
framework such as LEED for Neighborhood Development
would be a strong and prestigious achievement. Such
an approach is a useful and streamlined process for
achieving a high level of sustainability performance
across multiple-disciplines. However, while the name
recognition benefits of this achievement are high, the
environmental benefits and economic implications
of implementation are often more vague than a
customized, quantitative approach, which may pose
a challenge to attracting developers and achieving the
best environmental performance for the specific district
context.

Table 5: Sustainability Achievement
Mechanisms for Achievement
Community Benefits Agreement
Tax Increment Financing (TIF) District
Qualitative District Performance
Frameworks
Quantitative District Performance
Frameworkd
Ordinances
Early Interventions
Long Term Delivery, Monitoring and
Adaptative Management
Align with Existing City, Region, State, Support City Green Products District
Federal Initiatives
Financing for Sustainability
BASIC
CBA only addresses activities to be
completed with private development
parcels and adjacent rights of way.
TIF supports sustainability improvements
associated with new development.
All development in the BioDistrict
aggregated into LEED for Neighborhood
Development (LEED ND) project and
achieves certification (minimum) or all new
development complies wiht customized
BioDistrict Sustainable Design Guidelines.
None.
Comply with City ordinances related to
sustainability.
Implement early interventions on
vacant/blighted properties planned for
redevelopment to improve character/
safety. Early interventions may include
interim landscaping (orchards, forestry,
groundcover, fencing, and other aesthetic
improvements). Seek interventions that
provide multiple environmental benefits.
Integrating delivery/monitoring/
measurement to ensure ongoing target
achievement, all-systems efficiency, and
responding to changing conditions.
Initiative, Proposed Solar Leasing
Programs, City goal to locate high visibility
stormwater or renewable energy project
within NO, Living Building / City Challenge,
Architecture 2030, etc.
Individual projects seek own funding.
BioDistrict New Orleans focuses on public
realm and district scale urban design
issues.
43
IDEAL
CBA addresses activities to be completed
within private development parcels and
within the public realm of the BioDistrict.
TIF supports sustainability improvements
within the entire BioDistrict.
Entire BioDistrict achieves LEED ND
certification (minimum).
Quantitative integrated modeling of
alternative scenarios to achieve preferred
concept with optimized cost benefit/ROI
performance. (SSIM)
Create BioDistrict specific ordinances
related to sustainability. This could also
include BioDistrict Sustainable Design
Guidelines.
Implement early interventions per BASIC
for entire BioDistrict including public right-
of-ways.
SMART delivery/monitoring/measurement
infrastructure.
Same as BASIC.
BioDistrict New Orleans secures funding
and distributes to projects (block loan of
PACE, EECBG, Entergy Energy Smart
funding for solar/ground source energy
systems suggested). Seek funding from
stimulus money provided to GNO Inc. for
stormwater management improvements.
LEED ND Affordable Green Neighborhoods
Grant.