Working Paper 1

GNOBEDD
May 2010
2 Working Paper 1 Table of Contents May 2010

Table of Contents

Section: 01 02 03
Project & Task I Overview Stakeholder Interviews Public Participation
Program
07 12
History of GNOBEDD Key Themes / Issues / 26
Opportunities Early Image-Building
07 Efforts for GNOBEDD
The GNOBEDD
Biosciences District 28
Media Outreach Program
07
The Vision 31
Message Development
07 Plan
The Planning Team
32
07 Advisory Group
The Planning Effort Establishment

08 35
Task I Overview Focus Groups

08 36
Kick-Off Meetings Public Outreach
Activities During the
Planning Process
 3

04
Appendices

A
List of Completed
Stakeholder Interviews

B
Stakeholder Interview
Sign-in Sheets

C
GNOBEDD Presentation
to City-wide Stakeholders

D Acknowledgement
Media Outreach
The AECOM Team would like to acknowledge the
E
GNOBEDD Board and staff as well as the stakeholders
Complete Stakeholder
List To-Date that were interviewed during this task for their input
and engagement. This report has also been developed
F in coordination with the entire AECOM Team. The team
Focus Group includes: EDAW I AECOM, AECOM Economics, AECOM
Organization Transportation, Bright Moments, Canon Design, CBRE,
Chester Engineers, and The Ehrhardt Group.
4 Working Paper 1 Project & Task I Overview May 2010

Section 01:
Project & Task I
Overview
5
6 Working Paper 1 Project & Task I Overview May 2010

The vision of the GNOBEDD

District is to: Build a globally
competitive economy for
the New Orleans region to
diversify our opportunities and
build a community through
innovation that contains the
healthiest, safest, smartest,
and most sustainable
neighborhoods in America.

Project and Task I Overview
History of GNOBEDD
The Greater New Orleans Biosciences Economic
Development District (GNOBEDD) 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.
GNOBEDD was created by ACT 487 of the 2005 Regular
Session of the Louisiana State Legislature. GNOBEDD
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 GNOBEDD Biosciences District
GNOBEDD Biosciences District 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 Biosciences District 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 Vision
GNOBEDD has endorsed a leading strategy to integrate
and leverage the cornerstone developments of a new
academic teaching hospital referred to as the University
Medical Center (UMC), a new Veterans Administration
7
(VA) Hospital, a new Cancer Research Facility, and a new
BioInnovation Center. The long-term vision of GNOBEDD
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 GNOBEDD 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.
The Planning Effort
The objective of this planning effort is to create a
short- and long-term vision and “Action Plan” for the
8 Working Paper 1 Project & Task I Overview
Biosciences District that identifies a realistic and
achievable framework for economic development within
the District. The Biosciences District Plan will identify
and analyze sustainable 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 Biosciences District
for future biosciences industry creation and economic
development.
Task I Overview
The purpose of Task I was to initiate the comprehensive
Biosciences District Plan for GNOBEDD 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 GNOBEDD and the
Biosciences District.
Kick-off Meetings
Members of the AECOM Team participated in the
GNOBEDD 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 GNOBEDD. The purpose of the
presentation was to review the project scope, schedule,
deliverables, team organization, and stakeholder outreach
efforts to date. During this session, the team provided
a list of key stakeholders interviewed during Task 1.
Finally, the consultant team reviewed the initial goals and
objectives for the study, as well as the data collected to
date by the team.
May 2010
The morning board meeting was followed by a meeting
with the management of GNOBEDD and key members
of the consultant team to review administrative and
communication issues, and informally discuss the
project’s planning process, goals, and objectives. A
large focus of the discussion was on conducting and
documenting the stakeholder interviews, including the
use of an official sign-in sheet, meeting note template,
brochure, and questionnaire. Details on the stakeholder
interviews can be found in the stakeholder engagement
section.
Another kick-off meeting was 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 Biosciences
District 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 2030 Master Plan divides the City into
planning districts. The boundary of the Biosciences
District, established by state enabling legislation, covers
the majority of District 4 and a portion of District 1A. It
is understood by all that the Biosciences District Plan
does not supplant that master plan or the plans to be
developed for Districts 4 and 1A, but rather augments
them with greater detail and focus on actual economic
development.
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 District, which will also have an impact on the entire
City. The team looks forward to interviewing Mr. Landrieu
when his schedule permits.
 9

The Greater New Orleans Biosciences Economic Development District. The Louisiana Superdome, New Orleans Arena, and key existing and
proposed institutional developments are shown in blue.
10 Working Paper 1 Stakeholder Interviews May 2010

Section 02:
Stakeholder
Interviews
11
12 Working Paper 1 Stakeholder Interviews
Stakeholder Interviews
As part of Task I, the consultant team, aided by
GNOBEDD staff, developed a list of stakeholders to be
interviewed as part of the initial public outreach process
for development of the Biosciences District 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.
(See Appendix A for the list of stakeholders interviewed
and Appendix B for the associated sign-in sheets.)
The purpose of these one-on-one and multi-constituent
interviews was twofold. First, it was for stakeholders
to meet the planning team and understand the vision
and mission of GNOBEDD. Second, it was for the
team to gain an understanding of the various issues,
activities, functions, and future plans within the area
that must be addressed by the Biosciences District Plan,
and to identify broad goals and objectives for its future
development. In short, the interviews were important
opportunities for the planning team to listen to and
learn from stakeholders, while also establishing the
importance of open communication and engagement
during the planning process
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. While many stakeholders on the initial outreach
list were interviewed during this task, the team has
established a Public Participation Program that will guide
stakeholder engagement throughout the duration of the
planning effort.
The stakeholder interview process elicited a generally
positive response, with those engaged feeling very
optimistic about the Biosciences District planning
May 2010
effort and the potential economic revitalization that
the biosciences industry can have for the City. Many
stakeholders were also appreciative that GNOBEDD
recognized the importance of their input into this initial
phase of the planning process. .
Overall, the Biosciences District is seen as a critical
element in this post-Katrina transition period for the
City, region, and state. The Biosciences District is the
potential catalyst to create higher-paying jobs, housing,
new business and institutional initiatives, spin off to the
economy, linkage and a competitive advantage to the
community’s convention business in medical programs,
and improved access to medical care, among other
key potential outcomes. Most stakeholders believe
the Biosciences District offers the potential to leverage
existing neighborhood assets, maximize medical-related
growth opportunities, and provide quality-of-life features
that the “Creative Class” and technical community
desire.1
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 GNOBEDD is a
success. These include:
1. “Creating a Place” - Developing creative
concepts and ideas for the plan and its
implementation that define the Biosciences
District as a distinct place reflecting the unique
character and quality of New Orleans;
2. “Public and Civic Leadership” - Using public-
private partnerships with strong business
1 The “Creative Class” has been identified by the Downtown
Development District of New Orleans as a key group of constituents
that are important to attract to help foster the economic development
of the city. See Downtown Development District of New Orleans
Report: Creative Class Market Research. dated February 15, 2010.

leadership that align with the new administration’s
strategic goals;
3. “Acting as One” - Funding and incentives for
GNOBEDD’s 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
Biosciences District;
5. “Creating an 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. “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. “Public Engagement” - 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.
A summary of these themes as well as specific
observations related to transportation and utilities are
provided below.
Branding & Messaging GNOBEDD
• A key to GNOBEDD’s success will be
community support and understanding of the
13
District. Community leaders must be engaged
in disseminating the positive message of the
Biosciences District and its potential benefits to
the community, which will build support among
stakeholders.
• Currently, there is confusion about the
relationship between GNOBEDD and the VA
and UMC developments. There is also a lack
of understanding of GNOBEDD -- its mission,
purpose and location, which needs to be more
clearly defined.
• GNOBEDD needs to be proactive in relating
the benefits resulting from the creation of the
Biosciences District. Messaging needs to be
established related to biosciences: what it means,
what occupations are supported by the industry,
and what is the benefit to the community.
• Active engagement, visibility, and support of the
GNOBEDD Board of Commissioners are critical
elements to the success of the Biosciences
District.
Urban Design
• Design is important to the community, reflected
by the importance assigned to the design of
the VA and UMC developments by various
stakeholder groups. As a result, the design of
all future projects must reflect and enhance their
surroundings, while maintaining the character and
quality that is uniquely New Orleans.
• Examples need to be provided of medical districts
in other communities that have created a positive
urban context and enhanced the general quality
of life. This will help illustrate how the medical
industry can support neighborhood residents,
while encouraging the establishment of a
nationally competitive biosciences industry.
14 Working Paper 1 Stakeholder Interviews
• Stakeholders are interested in how to provide
input into the Biosciences District Plan. This
process must clearly define the difference
between decision making providing input and
how stakeholder input can shape and inform the
outcome.
• General desires expressed by the stakeholders
for incorporation into the Biosciences District Plan
include: improved transit connections; improved
streetscape; pedestrian /bike-friendly design;
public art; sustainable design; open space; retail,
such as a grocery store; historic preservation;
“branding” of the Biosciences District; improved
safety; medical mart; reduced dependence on sky
bridges; and better retail opportunities.
Funding
• Marketing of infrastructure, urban environment,
bioscience centers of excellence, and unique
quality of life is critical to optimize the range of
funding options for which GNOBEDD is eligible.
• A significant investment is being made in the
Biosciences District for the new VA and UMC
hospitals; expansion of university facilities
at Xavier, LSU and Tulane; state-of-the-art jail
complex; and a cutting-edge New Orleans
BioInnovation Center, among others. These
investments in facilities, jobs and education
opportunities need to be extensively leveraged for
the greatest economic development benefit.
• Operational funding for these new facilities and
the ability to attract researchers and development
companies will be a major challenge given the
current economy, state budget constraints, and
the lack of state-level venture capital incentives.
Therefore, it is critical to consolidate and
strengthen political and corporate support for the
May 2010
Biosciences District for appropriations and funding
support.
• Several stakeholders expressed the urgency of
developing proposals for GNOBEDD to utilize
one-time Community Development Block Grants
(CDBG) funds.
• There is a need to establish a Community
Benefits Agreement that would outline how the
surrounding community would benefit from the
Biosciences District. The agreement would include
the provision of key elements such as affordable
housing, employment and economic development,
and job training.
• A need was also expressed for a state loan fund
to start up and expand small businesses within
GNOBEDD. The money could be disbursed
through a local Community Development Financial
Institution (CDFI) intermediary like Citizens United
for Economic Equity.
• Overall, stakeholders are interested in relevant
benchmarking studies that show how bioscience
districts are funded for both development and
operations, in addition to how they will benefit
local communities.
Processes & Procedures
• There are numerous government agencies,
institutions, and community groups that have
the ability to impact future development of the
District, each with its own sets of information,
regulations, and procedures. The removal of these
information “silos” through enhanced interagency
coordination and collaboration is important to the
success of the Biosciences District and the City
overall.
• Permitting and site control will be challenges for
 15

the implementation of the GNOBEDD plan. The

team will work closely with the City to create
more user friendly and coordinated project review
and approval processes, which can hopefully
expedite permitting.
• While coordination and collaboration with the
City is necessary to ensure success, GNOBEDD
and the planning team need to be recognized as
the lead entities in the coordinated planning and
strategy for the Biosciences District.
• The zoning ordinance and city code implications
of GNOBEDD will need to be reconciled against
existing and proposed codes. The City has
asked that the planning team look at establishing
appropriate zoning classifications that are needed
to effectively address the multiple land uses that
may occur within the District, rather than through A stakeholder identifying key issues within the District.
the use of overlay districts. The City Planning
literacy to technical training through college
Department has stated that they may apply these
degree programs. Such programs must be
new classifications in other areas of the City if
coordinated in a comprehensive and collaborative
warranted.
manner so that local residents can be competitive
for bioscience and other industry jobs required by
Education and Workforce Development
the 21st Century.
• Workforce development is a key issue for the
• Community and technical colleges play a vital
City of New Orleans and can substantially impact
role in workforce development in New Orleans.
potential growth of bioscience industries in the
Despite this, Sidney Collier Technical College has
City. With 1,100 new jobs needed for the new VA
closed. There is currently no focused, 2-year
Hospital opening, it is imperative that the region
technical college in the City. The training gap
improve scientific education and job training for
resulting from this closure needs to be filled by
local residents. Additionally, the construction
high school programs, community colleges such
of these new facilities will require a trained
as Delgado, or through the establishment of a
workforce. Steps need to be taken now to ensure
new technical college in the area.
this need is not met through the importation of
temporary workers, but rather through the use of • There is a plan to open a charter school focused
an abundant, local, well-trained workforce. on math and science in the District. A public
school with a healthcare-focused theme is also
• Workforce development and workforce training
recommended to be developed here.
programs are needed at all levels, from remedial
16 Working Paper 1 Stakeholder Interviews
• The workforce supply for the Biosciences District
will be enhanced significantly by Delgado’s
presence in the District, especially in the fields of
nursing and related training.
• Messaging needs to be developed related to
workforce development opportunities that already
exist and those that can be created as a result
of GNOBEDD, as well as training programs that
need to be established to support the biosciences
industry
Biosciences Industry
• The significant areas of medical research existing
within the Biosciences District include: vaccines,
neuroscience, sports medicine, and clinical trials.
Tulane’s Primate Center, located outside the
GNOBEDD area, is also a significant resource for
the development of a biosciences industry in New
Orleans where primary research is conducted in
the fields of tropical and infectious diseases.
• There are significant research opportunities
existing within the Biosciences District. As an
example, LSU’s Hyperbaric Oxygen Therapy can
be used for groundbreaking new treatments in
diabetes, autism, heart disease, birth injuries,
brain injuries, dementia, and infectious diseases,
among others.
• There is a strong opportunity for the establishment
of a successful Translational Medicine program
if the institutions work together on clinical trials,
electronic records, and a central database system.
There is an opportunity for Louisiana Economic
Development to lead an incentive program to
get everyone to participate in such efforts. With
the Primate Center, Tulane’s clinical research,
LSU’s research and clinical base, the city, region
May 2010
and state have the opportunity to establish an
outstanding program.
• Currently, it appears that most of Tulane and LSU
faculty are academically oriented, focused on
medical training rather than translational research,
which is not as common. The need is to create an
environment that fosters and facilitates both.
• The combined talent, expertise, and resources
of the VA, LSU and Tulane have the potential to
create multiple centers of excellence by limiting
their redundancy and building upon their excellent
scientific research to create a strong economic
cluster. Such a collaboration is the hope of
numerous stakeholders that were interviewed.
• Through the cooperation of the academic
institutions within the Biosciences District, new
synergies can be realized with the VA and UMC
in neuroscience, orthopedic, cardiovascular, and
transplants.
• With the presence of major professional sports
teams, such as the New Orleans Saints, there
are excellent opportunities in sports medicine as
well as potential synergies in the neuroscience,
orthopedic, infectious diseases, tropical medicine,
and integrated medicine fields.
• Expanding mental health research, development,
and patient services came up during several
interviews. Many stakeholders suggested this be
one of the cornerstone centers of excellence that
GNOBEDD focus on. Given the effects of Katrina
and the potential use of the VA Hospital to study
Post Trauma Stress Disorder (PTSD), the field is a
potentially unique specialty that may not be found
in other research centers, and there may be a
significantly higher need here for mental health
services than in other cities.

• Stakeholders emphasized that GNOBEDD will only
be successful if the delivery of healthcare services
is provided to as wide an audience as possible.
• Political support should be coordinated to achieve
the designation of the Biosciences District as
the national repository for the storage of medical
records of U.S. military personnel.
• New Orleans needs to provide a full-service
entrepreneurial program with venture capital, as
well as business planning and financial advisors
to translate research into viable business
opportunities. The New Orleans BioInnovation
Center is an excellent first step. A new venture
capital fund, Argent Technology Ventures, is also
being formed to raise $125 million for seed capital
in the healthcare area.
• The Louisiana Optical Network Initiative
(“LONI”) is a state-of-the-art ultra high-speed
data transmission infrastructure system that
connects many major universities throughout the
state. However, Xavier is not one of them. It is
imperative that the plans to connect this system
throughout the entire Biosciences District are
carried out.
• The Pennington Biomedical Research Center
in Baton Rouge has developed a systematized
clinical research practice with a large institutional
database that extends across individual
researchers. Pennington would like to grow the
clinical research base though partnership with
regional scientists. As an example, they took
the lead in applying for a Clinical Translational
Science Award (CTSA) from the National
Institutes of Health in conjunction with LSU
and Tulane to replace the GCRC designation.
Similar collaboration must be encouraged within
GNOBEDD.
17
Economic Development
• The discussion regarding the benefits of the
biosciences industry and the Biosciences District
must be framed in terms of its potential impact on
the economic development of the City, region, and
state.
• The existing assets that the Biosciences District
can capitalize on include: existing and proposed
hospitals and university programs; criminal /
municipal courts and correctional complex;
proximity to downtown, City, and regional
government offices; relatively good transportation;
potential benefits of the Superdome district
redevelopment; and a multi-faceted housing stock.
• The prospects for growth include additional
hospital beds and related jobs; medical tourism
and destination healthcare; clinical trial activity;
a “showcase” mixed-use community; and
investment from institutions, private business, and
government (state and local).
• GNOBEDD does not have, nor does it desire to
have, eminent domain authority for economic
assemblage of land. GNOBEDD will work closely
with the New Orleans Redevelopment Authority
(NORA), as they are an instrumental partner
in the implementation of Biosciences District
Plan recommendations for land acquisition
consolidation and development of both public
projects and public-private partnerships.
• There is a need to coordinate and leverage the
retail and residential development that is already
occurring in and around the Biosciences District.
The planning team should make every effort
to work with the City’s Business Expansion &
Retention Department to facilitate and encourage
more of such developments within the District.
18 Working Paper 1 Stakeholder Interviews May 2010

Transportation

Themes and concerns expressed regarding

transportation can be usefully divided between
immediate and short-term items and longer-term items
that should be developed in time for the projected
openings of the LSU and VA hospitals in 2014 and
beyond.

Short term:
• Existing and proposed university shuttle services
• Tulane Avenue is considered a major transit
A stakeholder identifying key issues within the District.
• Benchmarking and evaluating the potential for
economic development opportunities beyond
those in the health sciences industry that may
result from development of the Biosciences
District, including housing, retail, office, hotel,
and other industries, must be done as part of this
planning effort.
• Providence Community Housing, as well as other
new or planned residential communities in and
around the Biosciences District, can be a valuable
resource in addressing affordable and market-rate
housing needs that will be created by the growth
of the Biosciences District. This may be particularly
important relative to workforce housing. Interim
housing needs must also be addressed through
the planning process.
between institutions and major employment
centers need to be coordinated. This could
be contracted jointly to RTA, as most current
operators have approached RTA.
corridor and has recently seen significant
investment in residential development. However,
the street needs major improvements such as
an improved neutral ground, narrow traffic lanes,
mid-size retail development, bike lanes, increased
parks and green space, and overall increased
pedestrian connectivity to serve the core of the
Biosciences District. The Tulane Avenue Study,
currently being undertaken by the Regional
Planning Commission, is meant to address this
and calls for:
a. Immediate-term coordination of landscape
and streetscape design to avoid delay of work by
LSU, VA, and the Cancer Center and to contribute
to the identity of the Biosciences District; and
b. Immediate coordination of underground utility
needs in the Biosciences District to avoid utility
upgrade following resurfacing of the roadway.
c. Other issues include (1) the lack of
construction funding; (2) sustainability concerns
(solar lighting, sidewalk materials, etc.); and (3)

the need for at least the portion between S.
Rocheblave and S. Claiborne completed before
2014 to provide access to hospitals from the
west.
• There is some question on the status of a new
lane from the westbound I-10 Cleveland exit into
the LSU site.
2014 and beyond:
• There is recognition that travel between the
institutions, especially between Tulane, LSU, and
VA will become more time consuming due to the
greater distances. Xavier University expressed
specific concerns about access to the two hospital
developments and the Xavier campus at the
western end of the District. The expanded and
coordinated existing shuttle system may respond
to this problem, at least in part, but it must be
better defined for routes and headways, and
given greater attention to maintenance. Xavier
recommends exploration of a rapid-transit system
as a possible solution.
• There will be significant additional employment
in the Biosciences District based on the existing
plans alone. This needs to be collected into a
single dataset. To accomplish this, the team is
coordinating with GCR, the local, independent
economic consultant hired to establish an
economic baseline for the Biosciences District.
Tulane Avenue between Loyola Avenue and S. Claiborne
Avenue (I-10 East):
• This segment of Tulane Avenue is not a segment
of US 61 or US 90. As a result, it is not included
in the ongoing process to select, design, and
construct a revised street cross-section for Tulane
Avenue from S. Claiborne Avenue to S. Carrollton
19
Avenue, which address the changes in land use
that are under construction or planned relative
to the new hospitals, the bioscience industry,
the criminal justice system, and associated
improvements.
• The majority of the adjacent uses include portions
Tulane University Hospital and its School of
Medicine, as well as buildings controlled by the
State of Louisiana that are currently being studied
relative to their potential future use because they
either are vacant or are planned to be vacated
within 5 years.
• A key issue to be examined are the potential
future land uses in this area and their resulting
roadway capacity requirements.
• As a city street, the Department of Public Works
(DPW) must find the funding to study and make
determinations of the future design and to
fund the improvements that result. It needs to
determined how GNOBEDD can appropriately
assist DPW in these efforts, and how can the
Department of Parks and Parkways (DPP) also be
included.
• DPW and DPP, as the responsible city agencies,
should try to include this segment into the design
and construction of the remainder of the street.
The funding for the current study is restricted to
the US highways, but future funding for future
phases may not be restricted in this manner
although informally it appears that the restriction
does apply to design.
• Stakeholders, in addition to Tulane University,
GNOBEDD, and the Downtown Development
District (DDD), need to be identified, which share
jurisdiction as a development entity over this
segment with GNOBEDD.
20 Working Paper 1 Stakeholder Interviews
• As so much of the adjacent real estate will
change ownership in the relatively near future, the
definition of the appropriate agency to work with
DPW and Tulane University is a major issue. This
may be the most important issue to resolve in the
short term relative to this segment.
Utilities
General
• In general, most of the principal utilities are pro-
active in becoming participants in the planning
stage for the Biosciences District and welcome
opportunities to share information among all
entities, which impacts their system planning and
development coordination. They welcome the
information that planning efforts bring to light and
view it as a valuable component of their ability to
service their client base.
• The biggest challenge related to utilities is that
the Biosciences District is almost completely
developed and its utility infrastructure was
primarily designed to serve residential customers
and long-established commercial clients. Now
with its changing needs, the Biosciences District
must find a way to accommodate the demands of
its intended growth and development.
• The problem with retrofitting such a developed
area is the increased costs associated with
the selective demolition needed to install new
facilities. This must be done while trying to
minimize the disruption caused by construction.
• As the Biosciences District develops, we will
see its utility requirements shift from primarily
residential to a diverse mixture of commercial,
residential, and industrial uses.
• The Biosciences District will create increased
May 2010
demands principally in the following areas: water,
wastewater, power, and telecommunications.
Storm Water
• Storm water is the only utility sector not expected
to see an increase in demand, but must be
carefully reviewed in light of any revisions in storm
water design requisites or constraints.
• Since the area is already heavily developed, there
will be very few conversions of green space to
impervious surfaces. More than likely, additional
green space will be installed as a result of urban
planning, reducing the storm water system
demand.
• A pervasive problem lies in the fact that the
existing localized drainage does not meet the
area’s current demands. Street flooding has been
a complaint of many in the area.
• There is sufficient capacity in the City’s
underground main conveyance canal systems,
but many of the feeder drain lines leading from
the catch basins to the canals are undersized
and not regularly cleaned or maintained. The
necessary capacity of these feeder lines needs to
be investigated and sufficient upgrades should be
factored into future planning.
• The Sewerage & Water Board (SWB) maintains
all drain lines 36” and greater. The Department
of Public Works (DPW) is responsible for
maintenance of lines smaller than 36”, as well as
all catch basins.
• Some flooding could be reduced if the catch
basins were properly maintained, but DPW’s
resources for this kind of work are vastly
overextended.

Water
• Potable water supply is not a limiting issue. SWB
indicates that between 115 and 135 million gallons
per day (MGD) is currently being produced, with
an in-place plant capacity of 200 MGD.
• There is an effective density of large water mains
throughout the Biosciences District, capable of
Telecommunications
meeting the needs of new entities to the area,
which have been discussed. Depending on the
required meter size, new supply lines may have
to be routed to the customer’s desired point of
delivery.
• The New Orleans Fire Department has
complained of pressure problems at many fire
hydrants throughout the Biosciences District.
SWB indicates this can be attributed to undersized
lines feeding these hydrants. System upgrades
appear to be the only remedy to this situation.
However, design criteria for fire considerations
remains to be investigated and could be a factor in
subsequent development.
Wastewater
• Wastewater conveyance availability does not
appear to pose a problem. The City has some
capacity issues in the French Quarter and the
Downtown Development District due to the fact
that the number of hotel rooms in the City has
more than tripled in the last 20 years. Since most
of the new development will be outside these
areas, capacity does not appear to be an issue.
• There is a Consent Decree for the SWB to comply
with EPA standards. At this point, it is unknown
what effect, if any, this decree will have on the
Biosciences District.
• Currently, the SWB has no planned upgrades in
21
its work queue. Its upgrades are performed in
conjunction with DPW. When a project is in the
design phase, DPW solicits SWB for its design
input and incorporates it into the project. The
work is performed through the DPW contract and
the SWB is sent a bill for its portion.
• Telecommunications, on a small scale, are
available throughout the Biosciences District.
• It will need to be determined if the existing
systems are sufficient for larger customers, such
as universities and office buildings.
• There are several plans to increase housing in the
District to correspond with a number of apartment
complexes and hotels that have recently
opened. This increase in population density will
further stress the existing telecommunications
bandwidth, slowing down the rate of information
exchange.
• Upgrades of private telecommunication capacity
involve the least invasive requisites, processes,
and lead times to adapt to changing demand.
• The potential for alternative technologies and/or
methods to fill the shortfall is usually economically
driven by private marketplace providers.
• High capacity dedicated systems are presently
in use and expansion planning is being pursued.
With the exception of Xavier, many area
universities are interconnected using the LONI
system for which there is currently a small
presence within the Biosciences District.
• Some of the universities have expressed a
desire for an expanded presence and will most
likely pursue its expansion as a needs-driven
development requirement. When the universities
 need to send information outside of the LONI being discussed do not appear to be outside the
system, they are finding it very challenging. service capacity.
• Lessons learned from Hurricane Katrina have put • In the case of natural gas, New Orleans is well
an emphasis on electronic medical records. Since positioned to meet demands. The gas system
many of these medical images are so large in size, infrastructure sustained little damage from
this further fosters the need for reliable high- Hurricane Katrina and the system had been
speed telecommunications. High-speed capacity engaged in a comprehensive upgrade, which has
is an absolute necessity for this information to be essentially been completed.
transferred effectively.
• Most of the large Competitive Local Exchange
Carriers (CLEC) only have a presence in and
around the Poydras Street corridor, which is on the
outer fringe of the District. There will have to be
a significant increase in demand to incite these
CLECs to make the necessary capital investment
to extend their systems beyond what exists.

Energy
• Energy, in the form of electricity and natural
gas, appears to be sufficiently adequate in the
Biosciences District and is provided by Entergy.
Entergy can meet all of the hospitals’ reliability
concerns, and there seem to be few issues from
other consumers in the area.
• Chilled water and steam heat are available in a
limited area of the District and are currently very
expensive unless an expanded customer base can
be developed. It is unlikely that many consumers,
apart from the hospitals, will take advantage of
this option.
• Of particular concern for the electric provider
is any unique, specialized, or high demand
application (mainly industrial needs) that must
be accommodated at service levels above what
has typically been required in the Biosciences
District. With the exception of the potential for
centralized plants, the potential development(s)
23
24 Working Paper 1 Public Participation Program May 2010

Section 03:
Public Participation
Program
25
26 Working Paper 1 Public Participation Program
Public Participation Program
EDAW | AECOM, Bright Moments, and The Ehrhardt
Group will serve GNOBEDD in the collaborative
implementation of a Public Participation Program in
the advancement of a Biosciences District Plan. This
program shall reflect an inclusive, responsive, and
communicative approach for the development of a world-
class Biosciences District and an exemplary community
serving the needs of residents, workers, and visitors to
its utmost capacity.
An essential element in the successful development of
the District and community, the Biosciences District 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 milestones in the
project schedule, as well as regular, ongoing contact with
the client, stakeholders, and governing agencies.
Given GNOBEDD’s commitment to an inclusive process
that accounts for the interests of the medical and
research community, neighborhoods, not-for-profit and
for-profit business sectors, cultural institutions, workforce
development, infrastructure investment, and government
and quasi-public agencies, the Public Participation
Program will be the means by which the interests of
these groups are identified for integration into the plan.
Moreover, the Public Participation Program shall establish
forums for review of work-in-process to receive necessary
feedback for refinement of concepts into a responsive and
realistic Biosciences District Plan. Ultimately, the Public
Participation Program shall guide the distribution and
presentation of the Biosciences District Plan before the
stakeholders across varied community interests to garner
support and identify the essential roles that stakeholders
will play in the plan’s successful execution.
May 2010
The specific recommendations for the Public Participation
Program cover the 14 tasks of Phases I, II, and III in the
Scope of Services, and account for different
requirements by the public and for the project as the
GNOBEDD plan advances through the course of the
work.
Early Image-Building Efforts for GNOBEDD
This Public Participation Program builds upon the image-
building program conducted for GNOBEDD since 2008,
targeting the biosciences economic development
community, while responding to the specific scope cited
in the agreement between GNOBEDD and the AECOM
Team for a broad-based program that accounts for the
range of constituents with real interest in the plan’s
outcome and changing conditions.
Image building program circa 2008 – Public
Participation at the Inception
The program constituted in 2008 under The Ehrhardt
Group comprised key messages to advance the
Biosciences District. These messages were presented
through several media, including PowerPoint
presentations used by GNOBEDD in public settings,
conducting a media outreach program to educate the
local and regional media about the Biosciences District
and its key components, and managing/organizing special
events to publicize milestones within the Biosciences
District. It should be noted that the messages delivered
pre-date the advent of this planning effort, and the
messages and ideas regarding the Biosciences District
moving forward may be different than those originally
presented.

Key Messages (below is an excerpt of a Times Picayune
guest opinion column by James McNamara).
The key messages below were used in 2008 and
2009 and serve as a foundation for developing key
communication points for 2010 and the completion of the
Biosciences District Plan.
• GNOBEDD was created in 2005 and is poised to
complement the VA and UMC hospitals and the
academic and research missions of LSU, Tulane,
Xavier, and Delgado.
• The Biosciences District will be mastered planned
as the hub of world-class academic training,
research, and development in state-of-the-art
medical technologies/devices and exemplary
healthcare delivery for everyone, regardless of
social or economic status. These primary and
support activities will be the catalyst required to
bring needed jobs and serve as a foundation for
many displaced New Orleans residents to return
home. Once realized, GNOBEDD will establish
New Orleans as a medical center of excellence,
second to none.
• The investment of $4-$5 billion in infrastructure
improvements, building construction, equipment
purchases, and technology will create a medical
complex focused on specialty care, research, and
technology that rivals leading institutions across
the United States.
• This nationally competitive high-tech industry
will create a minimum of 18,000 permanent,
well-paying jobs that will require education and
training provided by our local universities and other
teaching institutions.
27
• This bold initiative is designed to be the first major
development in the country that will have a zero-
carbon footprint based on sustainable design,
construction and operation. A related objective is to
drive the commercialization and adoption of these
technologies in sustainable energy, carbon
management, water utilization, and carbon
finance. Our goal is the establishment of an
entirely new economic sector of two knowledge-
based industries in New Orleans.
• PowerPoint Presentation: (See Appendix C in
Section 4 of this document.)
Special Events:
BioInnovation Center Groundbreaking – August 2008
The groundbreaking for the BioInnovation Center brought
together civic and business leadership, along with the
local health care leadership, for a ceremony announcing
the beginning of construction for a center unlike any New
Orleans had ever seen. It received significant coverage
from local media, benefitting GNOBEDD.
BIO Conference – May 2009
GNOBEDD led a delegation of Louisiana officials to
Atlanta to participate in the BIO Conference 2009.
The goals were to raise awareness of the region’s
participation in developing a thriving biosciences
industry, and to help promote New Orleans to
potential entrepreneurs, researchers, and biomedical
professionals. GNOBEDD President and CEO, James
McNamara, participated in a media outreach to local,
regional, and national outlets to promote New Orleans’
participation in this conference. In addition, the
GNOBEDD team held a high-profile networking event
for young New Orleans expatriates who were now living
in Atlanta and who might be lured back to participate in
development of the Biosciences District.
28 Working Paper 1 Public Participation Program
Speed Networking – June 2009
GNOBEDD and partners also encouraged young
entrepreneurs who reside in the New Orleans region
to attend and participate in a speed networking event
designed to help professionals who have a stake in
the development of the Biosciences District make
meaningful contacts.
BioSciences Conference – October 2009
The President and CEO of BIO International, James
Greenwood, was the featured guest and speaker at
New Orleans’ BioSciences Conference in October,
2009. GNOBEDD, along with the Horizon Initiative
and other partners, sponsored the event and attracted
several hundred civic, business, and health leaders to
the luncheon conference. As a postscript to his speech,
Greenwood penned a letter to the Times-Picayune that
applauded the City, GNOBEDD, and other leaders for
working to position the region as an emerging player in
the biosciences industry.
Public Appearances by GNOBEDD President
James McNamara
GNOBEDD President and CEO, James McNamara,
will continue to be the primary spokesperson for the
growing biosciences industry in Greater New Orleans.
Since 2008, Mr. McNamara has given presentations and
speeches and made appearances on local media (radio/
TV) to explain the significance of the industry, how it fits
into the economic development infrastructure, and how it
will use the combined hospitals and healthcare industry.
Targeting the Biosciences Economic Development
Industry and Community Support through Proactive
Management and Outreach
The initial stakeholder interviews indicate that increasing
awareness and building image for GNOBEDD remains
a critical task for the successful development of the
May 2010
Biosciences District in a manner that is supported by the
community as a whole while enticing the recruitment
and retention necessary for its success. It is apparent
from the data-gathering element of Task 1 interviews
with local community and business leaders that there
is vague awareness of the Biosciences District, its
boundaries, its history, its accomplishments and its
potential. Moving forward, the Public Participation Plan
will help establish GNOBEDD’s identity as the leader and
convener for bioscience opportunities in New Orleans
and as a vehicle for the creation of a district that is
vibrant and essential to the City’s future growth.
This Public Participation Program will guide GNOBEDD’s
stewardship of the public information for the biosciences
in Greater New Orleans by building on its identity as
the leader of institutional advancement in this arena.
It should also continue to offer innovative solutions to
questions about the biosciences raised in the media,
grassroots organizations, and within the business
community. Strategically, this Public Participation
Program shall position GNOBEDD to advance a credible
and accountable message for the Biosciences District’s
development through news articles, interviews, panels,
speeches, and at the forefront of event sponsorship for
the biosciences industry.
Media Outreach Program
The media outreach program will continue to be marked
by milestone announcements, as it has since 2008,
regarding the Biosciences District and its components.
For example, in August 2008, the District used the
groundbreaking of the BioInnovation Center on Canal
Street to invite key civic and community leaders to learn
more about GNOBEDD and its activities. GNOBEDD’s
leadership also took advantage of public meetings and
hearings about the proposed VA and UMC hospitals

to position itself with the public and media outlets.
The District took advantage of announcements and
groundbreaking activities for the Cancer Consortium
to call attention to the wide-ranging capabilities of a
biosciences district in the midst of a post-Katrina New
Orleans. The media outreach program will focus on mass
media as well as targeted niche/trade and social media to
deliver strategic messages.
Media Research Baseline
The Public Participation Program will address baseline
research through analysis of previous news coverage,
conducting focus groups with stakeholders, and
incorporating a strategic visioning session for GNOBEDD
members to refine the perceived direction of the
planning effort and align the outreach efforts with realistic
expectations. It will also include content analysis of
GNOBEDD news coverage and results to evaluate past
and current media perceptions of the organization and its
mission. (See Appendix D in Section 4 of this document
for a detailed breakdown of the results of media
coverage since 2008 for GNOBEDD.)
Content Analysis
The following represent a sample of media coverage
since 2008 that resulted in significant advancement of
GNOBEDD, either within the public arena of perception
or in affecting policy for the execution of the District.
Each example has a stated objective and impact resulting
from the media activity.
Bio Boom Program in Atlanta
Objective: Use existing professional meetings to
promote GNOBEDD.
The New Orleans BioInnovation Center today announced
it will be leading a delegation of scientists, researchers
29
and economic development leaders to the 2009 BIO
International Convention (BIO 2009) in Atlanta from May
18 to May 21 as part of an effort to lay the groundwork
for the expected “boom” in the New Orleans
biotechnology industry.
Impact: News announcements in advance of and
during this Atlanta convention were channeled back
to New Orleans to demonstrate outreach activities of
GNOBEDD and helped to build economic development
identity for the District.
“Yes! to Business” Biotech Luncheon in New Orleans
Objective: Use New Orleans as a setting for an
innovative title sponsorship event branded to
GNOBEDD.
ACG Louisiana, the Horizon Initiative, and New Orleans
CityBusiness, in association with GNOBEDD and the
New Orleans BioInnovation Center, present “YES!
to Business” Biotech. This is the next in the series
of industry-specific economic development luncheon
forums, and will focus on the opportunities for business
expansion, retention, and attraction brought on by the
biotech industry in New Orleans and the region. The
“YES! to Business” forum franchise was conceived of as
a way to increase awareness and open a dialogue within
the business community that will result in keeping key
industry sectors strong and in New Orleans.
Impact: News coverage and attendance at this event
helped brand GNOBEDD as New Orleans’ newest
and perhaps most innovative approach to economic
development.
30 Working Paper 1 Public Participation Program
Groundbreaking for LA Cancer Research Consortium
(LCRC) in New Orleans
Objective: Use GNOBEDD leadership for third-party
validation of activities, groundbreakings, etc., within
the District.
GNOBEDD president, James P. McNamara, said that
the ground-breaking for the Louisiana Cancer Research
Consortium (LCRC) facility is the first of many positive
steps to signify the importance of the emerging
biosciences industry in New Orleans.“ The New Orleans
community continues to recognize the health care and
economic benefits of this industry that is vital to our
development in critical life-saving and life-prolonging
areas,” McNamara said. LCRC in New Orleans will be
a shared 150,000-square-foot facility with state-of-the-
art cancer research equipment. LSU’s Health Sciences
Center of New Orleans and Tulane University’s Health
Sciences Center will work together to develop cancer
research, education and treatment programs for the
region that supporters believe will be internationally
recognized for excellence.
Impact: Jim McNamara’s observations were quoted
in support of the LCRC construction in local media
coverage of the event.
Support for VA Hospital Construction in New Orleans
Objective: Position the construction of the VA Hospital
as a healthcare solution and economic driver in the
development of the District.
The Greater New Orleans Biosciences Economic
Development District has supported the construction
of a state-of-the-art healthcare facility that will serve
70,000 veterans of all wars for our nation. This project is
one of the most studied and discussed developments
in the history of our city. In fact, this forum is the 17th
May 2010
for this project alone over the past three years, and my
voice today is only one that will be added to the nearly
400 residents of the city who have contributed to the
dialogue.
Impact: More than 20 public meetings/hearings have
been held to examine various issues connected to
the construction of the VA facility. GNOBEDD has
been a leading voice in support of this hospital to
satisfy post-Katrina health care needs and ignite a
bioscience-based economic development era in the
city.
Master Plan Study
Objective: Gain media and public attention to the
study and prepare stakeholders for the first phase of
engagement.
GNOBEDD announced the kickoff of a master plan study that
will become a road map for the further development of New
Orleans’ Biosciences District.
Impact: Stakeholders were prepared for
appointments based on advanced knowledge of the
study and its purposes.
The Biosciences District in New Orleans
Objective: Use steady and continuous news media
relations to lay the groundwork for branding
GNOBEDD as the leading biosciences advocate in the
region.
The investment of $4-$5 billion in infrastructure
improvements, building construction, equipment
purchases, and technology – numbers that are staggering
in both their size and potential to enhance our quality of
life -- will create a medical complex focused on specialty
care, research, and technology that rivals leading

institutions across the United States. This nationally
competitive high-tech industry will create a minimum
of 18,000 permanent, well-paying jobs that will require
education and training provided by our local universities
and other teaching institutions.
GNOBEDD was created in 2005 and is poised to
complement these two hospitals and the academic
mission of LSU, Tulane, Xavier, and Delgado. The District
will be mastered planned as the hub of world-class
academic training, research, and development in state-
of-the-art medical technologies/devices and top-notch
healthcare delivery for everyone, regardless of social or
economic status. These primary and support activities
will be the catalyst required to bring needed jobs and
serve as a foundation for New Orleans’s fellow residents
to return home. It will re-establish New Orleans as a
medical center of excellence second to none.
This is a bold initiative, designed to be the first
major development in the country that will have a
zero-carbon footprint based on sustainable design,
construction, and operation. A related objective is to
drive the commercialization and adoption of these
technologies in sustainable energy, carbon management,
water utilization, and carbon finance. Our goal is the
establishment of an entirely new economic sector of
these two knowledge-based industries in New Orleans.
If so, we can reverse the pre-storm brain drain with an
infusion of new and returning professionals to the region.
Impact: GNOBEDD has used its news media contacts
to become one of the commentators on economic
development activities in the region while promoting
its own goals and strategies.
31
Ground-breaking of BioInnovation Center in New
Orleans
Objective: Use GNOBEDD leadership for third-party
validation of activities, groundbreakings, etc., within
the District.
New Orleans BioInnovation Center Director, Aaron
Miscenich, recognized the State of Louisiana’s
Department of Economic Development for support of the
life sciences. He also recognized the U.S. Department
of Commerce. He stressed the mission of helping to
create a bioscience industry in New Orleans. The city has
not been able to make the most of research, and New
Orleans BioInnovation Center wants to help explore the
commercial value of its research to the benefit of the
City, state, and universities.
Impact: Jim McNamara’s observations were quoted
in support of the BioInnovation Center construction in
local media coverage of the event.
Message Development Plan
Key Messages to be developed for the Biosciences
District Plan Study to affirm the basis for New
Orleans’ competitive position
1. The Biosciences District’s mission is to facilitate
the creation of high paying jobs in the region
by increasing the healthcare and biosciences
infrastructure and related workforce. This study
will identify the most efficient ways to bring
these resources to fruition, where they create
competitive advantages for the city’s investment
in the biosciences industry.
2. Since this plan shall lead to the development
of a world-class biosciences industry, the
recommendations and input of local leaders
and constituents will help us produce tangible
32 Working Paper 1 Public Participation Program
and attainable results for the benefit of New
Orleanians.
3. The biosciences industry is growing steadily in
Louisiana. The state earns more than $160 million
in annual funding from the National Institutes
of Health, with 70% of this funding for areas
including infectious diseases, peptide research
and gene therapy, derived from institutions in the
Greater New Orleans area.
Overall Key Messages for the District on its Physical,
Demographic, and Administrative Structure
1. GNOBEDD is a 1,500-acre area spanning the
downtown and mid-city sections of New Orleans.
It is composed of the area bounded by Earhart
Boulevard, Carrollton Avenue, Loyola Avenue,
and Iberville Street, and is focused on the
development of a life-science industry that will
provide world-class biosciences research; local,
regional and global healthcare delivery; and stable,
high-paying jobs for professionals, managers, and
workers representing a wide range of skills.
2. The District is governed by a board of
commissioners consisting of 13 members,
including representatives from LSU, 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 also appoints four members to the board.
GNOBEDD was created by Act 487 of the 2005
Regular Session of the Louisiana State Legislature.
The Vision for the District
The Vision of the GNOBEDD District is to: “Build a
May 2010
globally competitive economy for the New Orleans
region to diversify our opportunities and build a
community through innovation that contains the
healthiest, safest, smartest, and most sustainable
neighborhoods in America by:
1. Providing the finest 21st Century healthcare
2. Teaching a new generation of medical
professionals cutting-edge techniques
3. Performing globally competitive biomedical and
clinical research in the health and bioscience
workforce
4. Growing and attracting research institutions and
life science companies
5. Expanding employment opportunities at all levels
6. Recommending projects, programs, and policies
that help the citizens of New Orleans achieve a
vibrant urban community as a successful outcome
of this project.
Advisory Group Establishment
The Public Participation Program will target business and
commercial stakeholders, neighborhood and community
groups, and institutional interests (universities, state
and federal agencies). (See Appendix E in Section 4 of
this document.) The program will also focus on creating
and directing an independent grassroots movement to
support the Biosciences District Plan.
Concept for engaging independent grassroots
movements to support the GNOBEDD Biosciences
District Plan: targeting Community, Commercial/
Economic Development, and Government/
Institutional interests
The first step in building a credible grassroots movement
 33

with community and institutional participation to support Members of the Community Subcommittee should
the development of the Biosciences District is to create include:
a series of advisory boards for the GNOBEDD planning • Mid-City Neighborhood Organization
effort.
• Broad Community Connections
One of the most significant insights from the initial • Providence Community Housing
rounds of stakeholder interviews was the fragmentation • New City Group
of information among stakeholders. The Public
• Gert Town Enterprise Economic Development (and
Participation Program shall break through information
other Gert Town groups)
silos in order to move forward with a coherent vision
for GNOBEDD. An important first step would be the • Preservation Resource Center
formation of an advisory board, with a series of sub- • Waggonner & Ball
groups organized around common interests, to advise
• Urban League
the planning team on developing the comprehensive
Biosciences District Plan. • Lower Mid-City Neighborhood Association
• Louisiana Justice Institute
The formation of sub-groups is recommended along
• Family Service of Greater New Orleans
common interests as a natural outgrowth of the
stakeholder interviews and workshops. Our stakeholders
Institutional / Government
largely fall into one of four categories: Community,
The Institutional / Government sub-group will focus
Commercial, Institutional, and Health Sciences.
on helping the AECOM Team to articulate workforce
development opportunities, transit and streetscape
A proposed structure and advisory sub-group
improvement opportunities, utility needs, and economic
composition are listed below:
development opportunities. They will work closely
with the GNOBEDD Board that is currently engaged in
Community
building career paths and jobs inventory for the District. If
The Community subcommittee will focus on residential
warranted, smaller working groups focused on education/
opportunities, concerns, and challenges with a focus on
workforce development, utilities/transportation and
housing, jobs, and sustainability within and surrounding
governance may be formed within this subcommittee.
the District. They will serve as a sounding board in
framing healthcare service needs of the population
Members of the Institutional / Government
and how those can be served by institutions within the
Subcommittee should include:
District. They will also work closely with the Commercial
/ Economic Development subcommittee to help identify • The City of New Orleans (Chief Administrative
workforce development needs among residents. This Office)
group will head the formation of a Public Benefits • The State Facilities Planning Administration
Corporation that will develop a Community Benefits
• Regional Transit Authority
Agreement.
34 Working Paper 1 Public Participation Program
• Parks and Parkways
• Entergy
• Sewerage and Water Board
• Cox Cable
• Delgado Community College (Workforce sub-
group)
• Job 1 (Workforce sub-group)
• The Technology Council (Workforce sub-group)
Commercial / Economic Development
A primary function of this group will be to serve as
an advisory board as the AECOM Team develops a
comprehensive marketing plan to attract commercial
interest to the Biosciences District. They should
also serve in a similar nature in the development of
an investment prospectus to attract potential local
investors to the opportunities created by the District’s
development.
The Commercial subcommittee will begin an inventory
of businesses that will provide ancillary services to the
district including local, small, and DBE businesses. They
can also advise the planning team on creating a statutory
requirement for local hiring within the District. They will
work closely with the Community subcommittee to
highlight workforce development among residents.
Members of the Commercial / Economic Development
Subcommittee should include:
• New Orleans Business Council
• New Orleans Chamber of Commerce
• Citizens United for Economic Equity
• Minority Business Opportunities Center
• Black Chamber of Commerce
• Black Economic Development Council
May 2010
• Horizon Initiative
• Downtown Development District
• GNO, Inc.
• Louisiana Economic Development (LED)
Health Sciences
The Health Sciences subcommittee will bring together
the primary institutions developing research and
biomedical commercial development in the District. This
group will also articulate the healthcare needs of the local
population to influence the quality and type of patient
care services offered within the District in addition to the
research opportunities for the District.
Members of the Health Services Sub-group should
include:
• LSU (Health Services, Hospitals, and Planning)
• Tulane University (Health Services, Hospitals, and
Planning)
• Xavier University (Health Services and Planning)
• Veterans Administration (Hospital)
• Pennington Biomedical Research Foundation
• New Orleans BioInnovation Center
• Louisiana Cancer Research Consortium
• Louisiana Vaccine Center
• Children’s Hospital
The sub-groups should be created at the onset of Task 2
under this scope and extend through both the planning
and implementation phase of GNOBEDD. Initially the
sub-groups can help frame the issues that our larger
public visioning workshops can address. Each sub-
group can bring relevant issues to the fore and offer
recommendations to the planning team.

Bright Moments and The Ehrhardt Group will staff the
sub-group formations and provide administrative support
services for meetings and follow-up activities. While the
sub-groups will concentrate on issues to be addressed
based on their common interest, their cumulative work
will be shared and coordination between the sub-groups
allows for the development of a comprehensive vision for
the District to emerge.
Further into the planning process, the advisory sub-
groups should be brought together to help advise the
AECOM Team as implementation steps are developed for
the Biosciences District Plan.
Focus Groups
The Ehrhardt Group will conduct focus group
research of external audiences to help create
direction for stakeholder meetings and workshops.
Description of Focus Group Research Design: The
Ehrhardt Group will conduct three focus groups
comprised of the following stakeholders:
1. One group of 6-8 participants drawn from a
sample of university researchers and/or medical
instructors from the major New Orleans
universities participating in GNOBEDD.
2. One group of 6-8 participants drawn from
a sample of local members of the business
community.
3. One group of 6-8 participants drawn from a
sample of local neighborhood/civic associations
and organizations who will be impacted by
GNOBEDD.
The focus groups will be conducted by Ehrhardt
35
Group professionals who will elicit attitudes and
opinions of participants about a range of issues
including awareness of the District, impressions of the
advantages/disadvantages of the District, challenges
and opportunities posed by GNOBEDD. The results
of the focus groups will be analyzed by The Ehrhardt
Group professionals and used to develop direction and
strategies for future stakeholder meetings.
The focus groups will be scheduled in The Ehrhardt
Group/Focus Group testing facilities in Canal Place during
the last week in April, 2010. (See Appendix F for the
proposed questioning route for the sessions.)
Bright Moments and The Ehrhardt Group will conduct
a strategic visioning session for internal and external
audiences to help ensure the team has consistent goals,
objectives and strategies.
To help create direction for stakeholder meetings
and help ensure the team has consistent goals,
objectives, and strategies
The internal and external visioning for GNOBEDD will
be an iterative process over Phases II and III. The most
critical element is developing a vision that evolves from
the insights gained through stakeholder interviews and
focus group sessions.
Phase I: Debrief all stakeholder interviews and focus
group sessions
1. Distill common and critical themes, both positive
and negative. Build support for the positive
feedback and identify synergies among groups
who express similar feedback across issues. Allay
the fears from negative feedback and create a true
picture of the possibilities and limitations of the
District.
36 Working Paper 1 Public Participation Program
2. Identify silos of information. Describe key sources
of information, data, funding, and propaganda.
Identify where there are possible synergies for
breaking and exposing these silos of information
to create better access to information and data,
increased and coordinated pools of funding,
and a controlled and more honest message of
propaganda about the District.
3. Create opportunities to leverage collaboration
among stakeholders. Offer roles for community,
institutional, and business leaders to participate
in shaping the vision of the District with their
constituencies. Meet with elected officials
who have the ability to mandate institutional
collaborations where it is necessary.
Phase 2: Develop a common message
1. Meet with the GNOBEDD Board of
Commissioners and relay stakeholder interview
themes. Enable the board to understand both the
positive and negative feedback from interviews
and focus groups and the potential consequences
for both addressing and neglecting them. Provide
a forum for the board to respond to this feedback
internally and gather a commitment from them to
play a role in addressing these issues with their
institutional power.
2. Develop a coordinated set of principles and
policies and a unified message with the
GNOBEDD Board of Commissioners. Task the
board with developing the political relationships
necessary to create a District that addresses the
internally agreed up on vision.
3. Distribute the common message in public spaces
beginning with an interactive GNOBEDD website
that captures feedback. Activate grassroots
networks to distribute the common message and
May 2010
gain continuous feedback about the image of the
District.
Public Outreach Activities During the
Planning Process
The following series of tasks identify key public outreach
milestones across the phases of the project allocated by
tasks. In most cases, regular contact with the media will
occur throughout all tasks although much of the public
outreach program will depend on specific media content
to invite public attendance at milestone workshops,
presentations, hearings, and reviews.
Outreach will also include periodic reviews with officials
who have jurisdiction and enforcement responsibilities
for development and land-use regulations within
GNOBEDD. The public outreach program shall coordinate
these contacts to optimize the timely review of and
response to submittals by the team.
PHASE I
Task 1: Project Initiation
• Stakeholder Interviews
• Public Participation Program Preparation
Task 2: Data Gathering
• Focus Groups
• Workshop Preparation
• Advisory Group Convened
Task 3: Analysis
• Baseline Media Review and Content Analysis for
Messaging
• Meeting with Advisory Groups

• Media Releases
Task 4: GNOBEDD Programming
• Advisory Group Meeting
• Media Releases
PHASE II
Task 5: Visioning the Future
• Four workshops to be held across study area
• Workshops to be organized along affinity
groups: Community, Government/Institutional,
Commercial/Economic Development, Health
Sciences
Task 6: Alternative Plan Exploration
• Arrange venues and attendance accommodations
for charrettes for concept exploration
• Media Releases focusing on charrette preparation
and outcomes
Task 7: Alternative Plan Assessments
• Advisory Group Meeting
• Arrange outreach to appropriate agencies and
offices for preliminary reviews of alternative plans
Task 8: Preferred Concept
• Workshops to be held across study area
• Workshops to be organized along affinity
groups: Community, Government/Institutional,
Commercial/Economic Development, Health
Sciences (may change based on the plan
recommendations and better response by
blending affinities into single sessions)
• Advisory Group Meeting
37
PHASE III
Task 9: Concept Refinement
• Arrange outreach to appropriate agencies and
offices for preliminary reviews of alternative plans
Task 10: District Plan Stakeholder Review
• Four workshops to be held across study area
• Workshops to be organized along affinity
groups: Community, Government/Institutional,
Commercial/Economic Development, Health
Sciences
• Media releases focusing on workshop preparation
and outcomes
Task 11: GNOBEDD Plan Draft Report
• Media releases focusing on upcoming public
announcements and presentations
Task 12: GNOBEDD Plan Review
• Advisory Group Meeting
• Arrange outreach to appropriate agencies and
offices for technical reviews of plan
• Two workshops to be held across study area
• Workshops to be organized along blended affinity
groups to assess community input in “real time”
in an open setting
Task 13: GNOBEDD Plan
• Media releases focusing on public presentations
and hearings
Task 14: Presentations
• Media releases focusing on public presentations
and hearings
38 Working Paper 1 Appendices May 2010

Section 04:
Appendices
39
Appendix A:
Completed Stakeholder
Interviews to Date
 
       


  
  



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Appendix B:
Completed Stakeholder
Sign-In Sheets
Appendix C:
GNOBEDD Presentation:
Meeting of City-wide
Stakeholders
 Meeting of
Citywide Stakeholders

GNOBEDD
Greater New Orleans Bioscience Economic Development District

G t New
Greater N Orleans
Ol Bioscience
Bi i Economic
E i
Development District

1st millennium AD - Establishment of societyy

2nd millennium AD - Basic science to advancing technology

3rd millennium AD – Interdisciplinary technology for the benefit of

p p
people
 B k
Background
d
• Created by Legislature in 2005
• A
Amended
d d in
i 2008
• 13 Member Board
• 4 - University Members (Tulane, LSU, Xavier
and Delgado
g
• 4 - Governor
• 4 - Mayor
• 1 - LA Economic Development

Prior Life Science Economic

Development Activities
• Health Education Alliance of Louisiana (HEAL)
• New Orleans Regional Medical Complex
• State created the New Orleans Biomedical
Complex Commission
• Bring New Orleans Back Commission
• NORMC\RPC Strategic Plan - 2006-2007
2006 2007
D li
Delineation
ti off Responsibilities
R ibiliti

The Bioscience District

and the challenges it faces
Xavier
Larger Impacted Area
Acting together for the
greater good
LSU Tulane
Charity
Delgado

2003 NIH Funding for Louisiana:

$157.8 million
2008 NIH Funding for Louisiana:
$131.37 million

NIH in New Orleans

(in millions)

Down 34.46%
 Challenges
• Development
e e op e t o
of co
cornerstone
e sto e facilities
ac t es
• Development of an bioscience industry
i f t t
infrastructure
• Attract, maintain and grow new
bioscience businesses
• R
Recruiting
iti andd retention
t ti off
bioscience\healthcare students, faculty &
professionals
f i l
• Workforce: development,
development recruitment
recruitment,
training, and housing

Key Drivers for

Bi
Bioscience i iindustry
d t
• Biotechnologysuccess
research - University and
Private
• Market Opportunity
• Clinical trial population base
• Cuttingg Edgeg Facilities
• Using the New Orleans Lifestyle to recruit
24/365 lifestyle
 Administration Review

Master Plan Activity

VA Design Review
 Challenges Facing
Biotechnology Start-
Start-Ups
Biotechnology Company Attrition
GNOBEDD playing key role--Charter schools to manufacturing and distribution

LifeScience Park

University BioInnovation Center Teaching

Research Southern Research Hospital
Source: Biotechnology Report, 2006 Burrill
Potential employment by activity

GNOBEDD = 18,000 jobs for New Orleanians

LifeScience Park
6,000 1,500 6,000 - 7,000 3,500 ++

University BioInnovation Center Teaching

Research Southern Research Hospital
Source: Biotechnology Report, 2006 Burrill

Building Partnerships
• S h l (U
Schools (Universities,
i ii college,
ll charter)
h )
• Clinical and Research Facilities
• Government Agencies
• Business Support Organizations
• Business Community
• Neighborhood Organizations
Organizations, ii.e.,
e Mid City
City,
Lafitte/Treme
 Qatar Pharmacy Pavilion
Xavier University

University
Education

New Orleans
BioInnovation Center

Business Incubation
and
Research
LCRC C
Cancer C
Center
t

Cutting Edge
Research
 Interdisciplinary Research

Researchers have begun to come up against the limitations of their own

particular scientific disciplines and are searching for opportunities for cross
cross-
pollination through collaboration with colleagues in other fields. An
interdisciplinary approach to scientific research encourages collaboration
among researchers with various backgrounds and points of view to focus on a
specific area of intellectual pursuit.
GNOBEDD will assist in the location design and construction of research
facilities to support this evolving methodology. By celebrating the points
where disciplines intersect, through strategies for sharing support spaces,
services and amenities, interdisciplinary facilities will provide benefits in
efficiency and long-term functionality, as well as minimize costly and
unnecessary duplication. Grouping researchers by common interest
intentionally eradicates traditional disciplinary boundaries. The GNOBEDD
university partners\institutions will be at the forefront of developing a flexible
and open-ended model that will serve to further interdisciplinary research for
years to come.

Yong Loo Lin School of Medicine | Singapore

Work Force Training
g
Must include:
• Labor - Service Workers
• H
Hospitals
it l - Metropolitan
M t lit H Hospital
it l A
Association
i ti
• Schools - Charter through four year colleges
• Public Agencies - State\Federal Labor
departments and economic development
• Private and non- profit - Urban League
 Livable Community

• S i
Services
• Lawyers, accounts, wellness
• Neighborhood retail
• C f
Cafes
• Dry cleaners
• Card shoppes
• Cl thi
Clothing
• Flowers

Work Force Housing

7/24/365 day business
 Bioscience District
2 000 new residential
2,000 id ti l units
it underway
d
New Workforce Housing
The Preserve

New City

The Meridian The Crescent

Business Community and
Neighborhood Organizations
Falstaff

Blue Plate Lofts

Th M
The Marquis
i
1201 Canal

1201 Canal Street

Workforce Housing
 The Crescent Club

Domain Properties

The Meridian The Preserve

The Preserve, opening Jan. 1, will have 183 one- and two-bedroom units; The Meridian will have 72 apartments; and the Crescent Club, 228.
 Former Blue Plate Fine Foods building
to be converted into loft apartments

40 one-bedroom
b d apartments,
t t 30 two-bedroom
t b d units
it and
d ttwo th
three-bedroom
b d units,
it
with a total of 104 off-street parking spaces.

• The comprehensive approach into the life sciences industry

will result in thousands of high paying, recession resilient
knowledge base jobs.

• 1 life sciences job = 2.5 jobs produced indirectly within the

local economy.

• Healthcare used in America stays in America

• Healthcare is America’s #1 industry

 Vision Statement
Provide the collaborative leadership to organize and
build a globally competitive life science-based
economy within the fabric of an existing historic
neighborhood which becomes the healthiest,
smartest and most sustainable neighborhood.

Mi i St
Mission Statement
t t

Create a sustainable harmonious environment where there is the

finest 21st century healthcare; where a new generation of medical
professionals
f i l will
ill be
b taught
t ht cutting
tti edge
d techniques;
t h i where
h globally
l b ll
competitive biomedical research is performed; where we attract,
grow and maintain entrepreneurial bioscience companies; where
there is expanded employment and business opportunities for
everyone; all anchored by a vibrant urban community in the region’s
core area.
 3 Months
M th
1) Seat full Board and adopt Bylaws

2) Get working capital and hire part time staff

3) A
Apply
l for
f an EDF Grant
G t from
f th City
the Cit in
i the
th amountt off $500,000
$500 000
2 year commitment

4)) Create Brand for District and Neighborhood

g

5) Forge neighborhood partnerships

6) Better understanding of institutional partners and external relationships

7) Continue participation in Citywide Master Plan/CZO process

8) Begin financing study and Master Plan Request For Qualifications process

9) Begin Economic Development District local/state tax review of Baseline economic

conditions Study with UNO

6 Months

1) Hire part time staff and set up office

2) Continue GNOBEDD Master Plan

3) Finish sustainable revenue and capital financing study

5)) Identification of p
preliminaryy funding/granting
gg g sources

6) Begin fundraising for Land Banking effort

7) Begin lobbying and process for getting vote on ballot

8) Continue cultivating tenants for district

9) Continue developing relationships with other agencies

10)) Ensure significant

g properties
p p are off-market
 12 Months

1) Complete sustainable revenue package

2) Hire a full time Executive Director\Staff

3) Complete Master Plan for GNOBEDD

4) Complete participation in citywide Master Plan/CZO

5) GNOBEDD BID/financing on ballot (if need be)

6) Site acquisition of key parcels

7) Begin development process

8) Development Agreements with partners or lessees

Greater New Orleans Bioscience

Economic Development District

If everyone is moving forward together,

then success takes care of itself
itself.
Henry Ford
Appendix D:
Media Outreach
Media Outlet Format APPENDIX B MEDIA COVERAGE
Audience
Media Outlet Format Coverage Date Coverage Notes
Estimate


 


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Completed

LSU/VA HOSPITAL 2010

WWL-TV (CBS-4) Television 3/31 Interview re: National Trust Injunction (Bill D) Live interview with Rob Nelson
WVUE-TV (FOX-8) Television 3/31 Story on National Trust Injunction (Jim McNamara) Replay of VOSOT from previous evening
WVUE-TV (FOX-8) Television 3/30 Story on National Trust Injunction (Jim McNamara) VOSOT on 9 p.m. and 10 p.m. news
WVUE-TV (FOX-8) Television 3/12 VA Acquires Pan Am Building (Rob Goza) Coverage on 5:30, 9 and 10 p.m shows
WWL-TV (CBS-4) Television 3/8 Voelker named to Medical Center Board Live interview on Morning Show
WWL-TV (CBS-4) Television 3/3 Jindal names Medical Center Board members Jindal interviews on 9:00 and 10:00 p.m
WWL-TV (CBS-4) Television 2/24 City Planning Commission Vote (Jim McNamara) Taped interview for 9:00 p.m. show
WVUE-TV (FOX-8) Television 2/24 City Planning Commission Vote (Mary Howell) Taped interview for 10:00 p.m. show
WWL-TV (CBS-4) Television 2/23 City Planning Commission Vote Taped interviews (Jindal & Jonah Evans)
Times Picayune Print 2/22 Business Council calls for end of lawsuits Story
City Business Print 2/22 Business Council calls for end of lawsuits Story
WVUE-TV (FOX-8) Television 2/22 Business Council calls for end of lawsuits VOSOT for early evening news
WWL-TV (CBS-4) Television 2/22 Business Council calls for end of lawsuits (Jim) Taped interview for news story
WWL-TV (CBS-4) Television 2/11 Interview re: National Trust Lawsuit (Jim & Jack D) Live interview on Morning Show
WWL-TV (CBS-4) Television 1/27 FEMA arbitration panel ruling (Jim McNamara) Live Interview on Midday Show
WVUE-TV (FOX-8) Television 1/27 FEMA arbitration panel ruling (Jim McNamara) Taped interview
WGNO-TV (FOX-8) Television 1/27 FEMA arbitration panel ruling (Jim McNamara) Taped interview

Master Plan Hearing: 2010

WDSU-TV (NBC-6) Television 3/24 Story on Master Plan Hearing (Jim McNamara) Taped Interview with Rachel Wulfe
LSU/VA HOSPITAL: 2009
WWL-TV (CBS-4) Television 11/24 Governor Jindal on new hospitals Live morning show interview
WWL-TV (CBS-4) Television 11/22 Jack Davis on new hospitals Taped interview for Sunday show
WWL-TV (CBS-4) Television 11/21 Mid City Residents react to hospital Plan 10:00 p.m news story
WDSU-TV (NBC-6) Television 11/18 Lawmakers tour site of Cancer Center/VA Voice Over for early evening news
WWL-TV (CBS-4) Television 11/17 Streamling Commission (Sandra Stokes) VOSOT for 5:00 p.m. Show
WVUE-TV (FOX-8) Television 11/17 Streamling Commission (Cerise, Howell, etc) Taped interviews for 5:00, 9:00/10:00
WDSU-TV (NBC-6) Television 11/13 1st homeowner sells home in VA footprint Taped story for 6:00 p.m news
WVUE-TV (FOX-8) Television 11/13 Streamlining Commission (John Kennedy) Live morning show interview
WDSU-TV (NBC-6) Television 11/6 Fielkow questions project management Taped 5:00 p.m news story
WDSU-TV (NBC-6) Television 11/5 FEMA urges arbitration panel to deny LSU bid Voice Over for early evening news
WVUE-TV (FOX-8) Television 11/5 Fielkow questions project management Taped 5:30 p.m news story
WGNO-TV (ABC-26) Television 11/4 FEMA urges arbitration panel to deny LSU bid Voice over for midday news
WWL-TV (CBS-4) Television 11/4 FEMA urges arbitration panel to deny LSU bid Voice over for morning news
WVUE-TV (FOX-8) Television 11/2 Plans for new academic hospital (Cathi Fontenot) Taped story for 5:30 p.m and 9:00 p.m.
WDSU-TV (NBC-6) Television 10/27 Charity as City Hall idea floated Voice over for 5:00/10:00 p.m. news
WVUE-TV (FOX-8) Television 10/27 Charity as City Hall idea floated Voice over for 5:00 p.m. news
WWL-TV (CBS-4) Television 10/20 Hospital lawsuit moves to Baton Rouge Voice Over for early evening news
WDSU-TV (NBC-6) Television 10/20 Hospital lawsuit moves to Baton Rouge Voice Over for early evening news
WVUE-TV (FOX-8) Television 10/20 Hospital lawsuit moves to Baton Rouge Voice Over for early evening news
WWL-TV (CBS-4) Television 10/15 President Visits/Mentions hospitals 6:00, 9:00, 10:00 p.m. news
WDSU-TV (NBC-6) Television 10/15 President Visits/Mentions hospitals 6:00, 10:00 p.m news
WVUE-TV (FOX-8) Television 10/15 President Visits/Mentions hospitals 9:00 p.m. news
WDSU-TV (NBC-6) Television 10/14 Charity Hospital protest Voice Over for early evening news
WGNO-TV (ABC-26) Television 10/14 Charity Hospital protest Voice Over for early evening news
WVUE-TV (FOX-8) Television 10/7 Community meeting on hosptials Voice Over for early evening/late news
WDSU-TV (NBC-6) Television 10/7 Community meeting on hosptials Voice Over for early evening/late news
WDSU-TV (NBC-6) Television 10/2 FEMA and LSU head to arbitration Voice over for early evening news
WVUE-TV (FOX-8) Television 10/2 FEMA and LSU head to arbitration (Paul Rainwater) Taped 9:00 p.m. news story
WWL-TV (CBS-4) Television 10/2 Fema and lsu head to arbitration Voice Over for early evening news
WVUE-TV (FOX-8) Television 10/1 Response to John Kennedy study (Jim McNamara) Taped interview for 9:00 p.m. Show
WWL-TV (CBS-4) Television 10/1 Interview with John Kennedy-Streamlining Live morning show interview
WGNO-TV (ABC-26) Television 9/30 John Kennedy favors reuse of Charity Voice Over for early evening news
WDSU-TV (NBC-6) Television 9/30 John Kennedy favors reuse of Charity Voice Over for early evening news
WWL-TV (CBS-4) Television 9/30 John Kennedy favors reuse of Charity Voice Over for early evening news
WVUE-TV (FOX-8) Television 9/30 John Kennedy favors reuse of Charity Interview for late evening news
WWL-TV (CBS-4) Television 9/28 Last Oktoberfest in hospital footpring Taped story for late evening news
WGNO-TV (ABC-26) Television 9/28 Last Oktoberfest in hospital footpring Voice over for early/late evening news
BIOSCIENCES CONFER: 2009
WWL-TV (CBS-4) Television 10/22 Interview re: Bio Conference (Jim & Greenwood) Live interview on Morning Show
Times Picayune Print 11/1 Letter to Editor from James Greenwood

GUEST EDITORIAL: 2009

Times Picayune Print 9/2 Letter to the Editor re:Biosciences
City Business Print 7/20 Guest Column on Hospital Progess

Page 1 of 2
BIO BOOM: 2009
WWL-TV (CBS-4) Television 5/23 Interview re: Bio Boom/Healthcare Live interview with Lee Zurik
WWL-TV (CBS-4) Television 5/20 Satellite interview re: Bio Boom Morning Show
WVUE-TV (FOX-8) Television 5/20 Satellite interview re: Bio Boom Morning Show
WWL-TV (CBS-4) Television 5/14 Interview re: Bio Boom/Healthcare Interview on morning show
WWL AM/FM Radio 5/14 Interview re: Bio Boom/Healthcare Live intervied with Spud
Associated press Print 5/13 Mention of Bio Boom Interview with Becky Bohrer
WWL/AM/FM Radio 5/18 Story on Bio Boom WWL First News
Bayou Buzz Online 5/18 Story on Bio Boom
One Med Place Online 5/15 Story on Bio Boom
Times Picayune Print 5/14 Mention of Bio Boom Story written by Staff Writers
City Business Print 5/11 Interview re: Bio Boom/Healthcare Story written by Stephen Maloney

SPEED NETWORKING: 2009

WWL-TV (CBS-4) Television 6/25 Interview re: Speed Networking Live interview on morning show
WVUE-TV (FOX-8) Television 6/25 Interview re: Speed Networking Live interview on morning show

LSU HOSPITAL DEBATE: 2009

WWL-TV (CBS-4) Television 2/28 5:00 p.m Intvw re; VA (Bill D) 2:30 taped interview
WBOK AM Radio 2/27 Interview re: LSU Hospital 1 hour live interview with host
WWL-TV (CBS-4) Television 2/19 Interview re: LSU Hospital 4:00 Taped Interview with Eric Paulsen
CW-38 Television 2/18 Interview re: LSU Hospital 5:00 Taped Interview with Glynn Boyd
WWL AM/FM Radio 2/18 Interview re: LSU Hospital 1 hour live interview with Spud

VA HEARING: 2008
New York Times Print 11/26 Interview re: VA/LSU Hospitals Interview with Adam Nossiter
WWL-TV (CBS-4) Television 11/25 5:00 News Interview re: VA/LSU Hospitals Taped Interview with Meg Farris
WWL-TV (CBS-4) Television 11/25 9:00 News Interview re: VA/LSU Hospitals Taped Interview with Meg Farris
WDSU-TV (NBC-6) Television 11/25 9:00 News Interview re: VA/LSU Hospitals Taped Interview with Reporter
WVUE-TV (FOX-8) Television 11/25 5:00 News Interview re: VA/LSU Hospitals Taped Interview with Reporter
WVUE-TV (FOX-8) Television 11/25 6:30 News Interview re: VA/LSU Hospitals Taped Interview with Reporter
WVUE-TV (FOX-8) Television 11/25 9:00 News Interview re: VA/LSU Hospitals Taped Interview with Reporter

KAISER STUDY/VA: 2008

WIST AM Radio 8/12 Kaare Johnson's Show re: Kaiser Study/VA TBA Live Interview with Kaare Johnson
WWL-TV (CBS-4) Television 8/12 Morning Show Intvw re: Kaiser Study/VA 3:54 Live Segment with Sally Ann Roberts
WWL-TV (CBS-4) Television 8/11 9:00 p.m. News Intvw: re: Kaiser Study/VA :53 Taped Interview
WWL-TV (CBS-4) Television 8/11 10:00 p.m News Intvw re: Kaiser Study/VA :53 Taped Interview
WGNO-TV (ABC-26) Television 8/11 9:00 p.m News Intvw: re: VA Hearing (Bill D) 1:05 Taped Interview
WGNO-TV (ABC-26) Television 8/11 10:00 p.m News Intvw re: VA Hearing (Bill D) 1:05 Taped Interview
WVUE-TV (FOX-8) Television 8/11 9:00 p.m. News Intvw: re: Kaiser Study/VA 2:22 Taped Interview with Natasha Robins
WWL AM/FM Radio 8/11 Spud McConnell Show re: Kaiser Study/VA 1 HR Live interview with Spud McConnell
WWL-TV (CBS-4) Television 8/9 6:00 p.m. News Intvw re: VA Hearing Live Interview with Angela Hill
WWL-TV (CBS-4) Television 7/1 6:00 p.m News Intvw re: Jindal Veto (Karl C) Taped interview with Paul Murphy

LSU HOSPITAL: 2008

WWL-TV (CBS-4) Television 6/26 6:00 p.m News Intvw re: VA Hearing Taped Interview with Meg Farris
WWL AM/FM Radio 6/23 Spud McConnell Show re: LSU Hospital Live Interview with Spud McConnell
WWL-TV (CBS-4) Television 6/19 Dennis Woltering's Sunday Show re: LSU Hospital Taped Interview with Dennis Woltering
WDSU-TV (NBC-6) Television 6/18 6:00 p.m. News Intvw re: LSU Hospital Taped Interview with Camille Whitworth
WNOL-TV (CW-38) Television 6/18 Glynn Boyd's Public Affairs Show re LSU Hospital Taped Interview with Glynn Boyd
WVUE-TV (FOX-8) Television 6/12 Interview for story re: LSU Hospital
City Business Print 6/11 Editorial Board Meeting re: LSU Hopsital
Times-Picayune Print 6/11 Letter to the Editor from Jim Singleton
WWL-TV (CBS-4) Television 6/7 6:00 p.m. News interview re: LSU Hospital Live Interview with Lee Zurik
WIST-AM Radio 6/3 Kaare Johnson's Show re: LSU Hospital

Page 2 of 2
Appendix E:
Complete Stakeholder
List To Date
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2. What do you consider to be the most important issues facing New Orleans?

Public safety

Health care

Schools

Streets

Transportation

Economic development/jobs

Recreation/parks

Historic Preservation

1
 3. Are you aware of economic development activities in biosciences and health care in the
city?

Yes

No

If yes, then ask: Can you tell me briefly what you know about these activities and
where they might be focused?


4. The District runs from Carrollton Avenue (West) to Bienville Street (North) to Loyola
(East) to Earhart (South). Are you familiar with this area? What parts of this area have
changed the most post Katrina? For better or for worse?

How changed?

Why?

Personal observations/anecdotes?

Quantitative ways to document?

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5. What image does the area project to residents and visitors? Is this the image you feel
the area should project? What do you feel the Greater New Orleans Biosciences
Economic Development District has to offer that is unique? (What can we capitalize
on?)

Words (negative): negative, ugly, decayed, off-putting, faceless

Words (positive): positive, beautiful, neighborly, exciting, special,
welcoming, unique

Words (other): iconic, authentic, urban, academic, communal

6. What would you consider the most valuable aspect of living in a BioSciences Economic
District? Why or why not?

Safety

Rent/ Realty Prices

Schools

Convenience

Transportation

Recreation/parks

Availability of entertainment/retail

Access to health care

Jobs/Employment

7. In thinking about a Biosciences District, what do you feel could be opportunities to build
upon?

Economic

Social

2

Redevelopment

Historic preservation

Public Realm (e.g. sidewalks, streetscapes, etc.)

Transportation

Utilities

Parks

Sustainable Living (e.g. air & water quality, energy generation &
conservation, storm water management, etc.)

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8. What services or amenities would you like to see most in the study area (retail,
recreation, parks, supplemental street cleaning, others)?

Be specific.

Rate the need for these services or amenities.

Would these services or amenities impact other areas of concern?

9. What groups or organizations should direct or play a role in shaping Greater New
Orleans Biosciences Economic Development District?

Just the study area or the entire city?

What kind of involvement would the group have?

Long term / short term?

Why is this group the right group?

Groups that are NOT the right groups (biased agendas, etc)?

10. What would you expect to see as a result of this plan to feel that your interests and
needs - or those of your stakeholders - have been met?

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12. Is there anything else you would like to add beyond the issues covered in the proceeding
questions?