BioDistrict New Orleans Action Plan Update October 2013 2 Action Plan Table of Contents October 2013 Table of Contents 01 02 03 04 Executive Summary District-Wide Systems & Key Development Areas Implementation Plan Components 07 37 62 96 Introduction Neighborhoods & Key Galvez Research Laying the Groundwork Development Areas Neighborhood 10 96 Planning Process 38 69 Implementation Land Use Xavier/Gert Town Recommendations 19 District-Wide Systems & 40 75 110 Components Green Space Tulane/Canal Street Prioritized Action List 25 42 81 121 Key Development Areas Sustainability Downtown Health Costing Campus 31 43 Implementation Circulation 87 Civic Center 32 57 Opportunities, Chal- Utilities 92 lenges and Trends Summary Development Numbers 33 Conclusions 3 Table of Contents 05 Appendices Appendices, continued 125 158 Acknowledgements Appendix A: Appendix E: Summary of Working Water Sensitive Urban The AECOM team would like to acknowledge the Papers Design (WSUD) and BioDistrict Board and staff for their input and engagement Low Impact during this Task. The BioDistrict New Orleans Action Development (LID) 134 Plan is a product of efforts by many individuals and Appendix B: organizations that have spanned over the past several Cost Estimates: 162 years. Thank you to all the public, private, community Roadway Appendix F: Reconstruction Plan Elements - and individual stakeholders who provided their valuable Stormwater Park & Tree ideas and comments. A special thank you to those who 145 Nursery took time out of their busy schedules to attend visioning Appendix C: sessions, workshops and formal presentations. LEED ND Feasibility This report has also been developed in coordination with 149 the entire AECOM team. The team includes: AECOM, Appendix D: Social Infrastructure AECOM Design + Planning, AECOM Transportation, Framework Bright Moments, Cannon Design, CBRE, Chester Engineers, the Ehrhardt Group, ARC Enterprises, Southern Strategy Group of Louisiana and Dig Studio Inc. 4 Action Plan Table of Contents October 2013 WHAT WE DO: A Catalyst for Connecting Jobs, Education, Economic Development and Community Projects & Research & Education & Community Stakeholders Industry Workforce Development Revitalization keholde Industrial Medical Sta rs State Civic Amenities Delgado NOCVB Environmental Informatics RPC City LSU F.I.R.E. Services Neighborhood Groups Industry Tulane Chamber Retail Louisiana Public Health Institute Business Council Higher GNOF Housing GNO, Inc. Secondary Xavier Commercial Education/ Training alth and B He ios Infrastructure c ci ti en ly c a e t University Medical Primary a P C Center Hospital r o Industry Specific Capital j e c Certification VA Hospital t s Supply Chain LA Cancer Research Research Center Improved BioInnovation Center Healthcare Academic Corporate Outcomes 5 Section 01: Executive Summary 6 Action Plan Executive Summary Carrollton Jeff Davis Broad Galvez Claiborne Loyola Tulane Avenue/ Canal Canal StreetC Tulane VA UMC Banks Downtown Civic Health Center Poydras GalvezGalvez ResearchResearch Campus NeighborhoodNeighborhood I-10 Earhart Xavier / Gert Town Washington The BioDistrict encompasses approximately 1200 acres adjacent to downtown New Orleans. This Strategic Action Plan emphasizes a Key Development Area approach, concentrating development efforts into five specific areas of the District, as shown in the colored areas above. 7 Executive Summary Introduction For nearly 300 years, New Orleans has been identified The Vision as the “Great Urban City of the South.” Quality of life, In 20 years BioDistrict New Orleans (the BioDistrict) tradition, a rich cultural heritage and its role as a will become a thriving and highly livable business, key gateway and transportation hub has made New education, science and health destination, regarded Orleans the city of choice for individuals, families and throughout the City and the nation as the premier business entrepreneurs. This combination of history, revitalized urban district of choice. The BioDistrict culture, fine-grained neighborhood fabric, transportation will be known for its walkable scale, new and historic access, can-do spirit and “joi de vivre” attitude uniquely neighborhoods, excellent schools and services, positions New Orleans and the BioDistrict at the forefront vibrant retail, accessible open space and transit, as of an industry and learning culture that can transform the well as a range of stable and well-paying bioscience City for the next 300 years. and health industry jobs. The BioDistrict will become a national model for urban revitalization, job creation The BioDistrict is poised to become the economic and economic and industry development. catalyst for the creation of a whole new industry that will transform the economic prosperity of the With visionary leadership and long-term City, State and Region. To achieve its full potential, commitment, the BioDistrict can expect a host the BioDistrict must amplify its position as the City of economic benefits through the successful and region’s transformative economic development implementation of the Action Plan, including: opportunity moving into the 21st century. To achieve this goal the BioDistrict Strategic Action Plan identifies • Direct and indirect job creation key places, systems, programs and process improvements that are necessary for the realization of 34,000 jobs • Construction jobs the District’s potential. 3,600 jobs • Local Economic investment $3.3 billion • Increased local personal earnings $24 billion • Increased local tax revenue $1.32 billion • Increased state tax revenue $1.75 billion • New and renovated buildings 11.6 million SF 8 Action Plan Executive Summary October 2013 Planning Process Timeline GNOBEDD 2005 established Action Plan Content & Organization This document is an update to the initial BioDistrict Plan released in 2011 and is the last in a series of interim deliverables, termed working papers. As such, the Action 2005 Plan does not reproduce the research, data and analysis contained in these previous documents, but instead summarizes the conclusions and recommendations emerging from these previous efforts. A summary of ULI each working paper can be found in Appendix A of this 2005 Advisory Panel document. This strategic Action Plan is organized into five sections. Lambert Section 01, Executive Summary, highlights the key 2006 Plan findings and overview recommendations derived from this strategic master planning effort. Section 02, District- Wide Systems and Components, identifies big-picture, framework-level enhancements and upgrades needed 2006 United New Orleans to support a large-scale redevelopment effort of the Plan (UNOP) type proposed for the BioDistrict. Section 03, Key Development Areas, discusses in detail the key actions, projects and impacts of specific catalytic areas within the New Orleans BioDistrict. Section 04, Implementation Plan, defines 2008 Regional BioScience specific action items, who is responsible for implementing Initiative (NORBI) them, and the implementation time frame and potential funding sources for each of those actions. Section 05, 21st Century Appendices, includes background information supporting 2009 City-wide the Action Plan recommendations, including detailed Master Plan 2020 square footage calculations by key development area, detailed costing information and background sustainability plan principles and information. BioDistrict 2011 Action Plan Prior Planning Efforts. Since the devastating impacts of Hurricane Katrina in September 2005, the City, state and various other City of New Orleans organizations have undertaken numerous plans that 2013 Comprehensive Zoning incorporate areas of the BioDistrict and these previous Ordinance studies influence the direction of this strategic Action Plan. The most significant of these plans are identified on the accompanying timeline. Updated BioDistrict 2013 Action Plan 9 Context The BioDistrict’s unique setting and location in the region will help position it for continued leadership and innovation into the 21st century. New Orleans is one of the great urban cities of the South and serves the much broader region as a cultural icon and regional gateway. As the region’s main hub of commerce, transportation New Orleans and social and cultural amenities, New Orleans influences trends and patterns throughout the South. People drive and travel from throughout Louisiana and nearby states to conduct business, shop, attend performances and sporting events, visit museums and utilize New Orleans Regional context. International Airport. The state’s capital, Baton Rouge, is approximately one hour away and plans for a high speed rail “Brain Train” between New Orleans and the capital would provide mutual benefit to both cities and a stronger connection to LSU and the state government. This high-speed access would also reinforce the BioDistrict’s role as a gateway site for the exchange and flow of people, information and ideas in the much broader region. The BioDistrict is located in the heart of the New Orleans at the convergence of the Mississippi River, Lake Pontchartrain, the historic French Quarter and the core State context. Central Business District (CBD). Today 12,700 people live in the 1200-acre BioDistrict area; this figure reflects a population very close to pre-Katrina levels, demonstrating the District’s strong resilience and growth in the face of one of the region’s worst-ever natural disasters. City context. 10 Action Plan Executive Summary October 2013 Planning Process Goals The