4 2014 draft br health district framework final lowres

BATON ROUGEHEALTH DISTRICT

Vision framework

HEALTH / a state of complete physical, mental and

social well-being and not merely the absence of disease or infirmity.

HEALTH DISTRICT /

a place where a community comes together to achieve their unique public health goals.

BATON ROUGE HEALTH DISTRICT /

The place where Baton rouge comes together to achieve health goals and collaborate for greater

successes in the new future of healthcare.

why do we plan? a plan is an attempt to model the future and

establish a tangible link between a desired future and our actions

in the present. Planning is necessary, at some level, in all decision

making. for Baton rouge, planning is key to improving the health of

its people and its economy.

in 2011, futureBr, east Baton rouge Parish’s comprehensive

master plan, identified the south Baton rouge medical District as

one of city’s most essential growth areas. in 2013, The Baton rouge

area foundation hired Perkins+will, a pioneering design firm in the

emerging field of health districts, to develop a plan to enhance and

harness that growth for the good of the community.

This document, a Vision Framework, is the first step towards an action plan. it outlines a vision for the Baton rouge Health

District—a place-based health collaborative that will support the

vitality of its members and deliver health and economic development

benefits to Baton rouge and beyond. at the heart of this vision is a

robust analysis of emerging trends in the U.s. health industry, and a

high-level assessment of existing opportunities that will serve as the

foundation for future planning.

with this guiding vision and the implementation that follows, we

believe the Baton rouge Health District will be positioned to thrive

as a durable asset to the community and a model for the future of

healthcare.

ABOUT THIS DOCUMENT /

04

HEALTH DISTRICT

BATON ROUGE


what is it and why do we need one?

where are we today and how will we measure progress?

How do we create a place that supports overall health?

Health, Healthcare and Communities

Five Scales1. District Core

One Vision: HEALTH

A Mechanism

A State of Mind The Way Forward

Collaboration andHealth Districts

2. District Network3. City

A Place

A Brand

4. The Super-Region5. The State

AT A GLANCE /

1

2

3

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HEALTH DISTRICTwhat is it and why do we need one?

THE DEfINITION Of HEALTH IS CHANGING.obesity-related chronic conditions now account for more than 75% of all healthcare expenditure in the United states. But the tide is turning for our nation’s health outlook. People and institutions around the nation are making gains to improve health by addressing environmental factors that are increasingly linked to better health outcomes.

Behavioral factors such as diet and physical activity, and the environmental factors that impact those behaviors account for as much as 70 percent in overall health impact.*

*Bipartisan Policy Center, June 2012.

What makes us healthy? It’s more than healthcare.

ENVIRONMENT

HEALTHY BEHAVIORS

CLINICAL CARE

GENETICS

50%

20%

20%

10%

08

iCUeD

inPaTienT

sPeCialisT

reHaB Care

Primary Care

menTal HealTH

HealTHy BeHaViors

soCial ConneCTeDness

ProDUCTiViTy + saTisfaCTion

meDiTaTion + faiTH

liGHT, laUGHTer, frienDsHiP, fresH air

HEALTHCARE IS ALSO CHANGING: IT’S MOVING INTO THE COMMUNITY.The high-cost of treating chronic diseases is also transforming the business of healthcare. Healthcare providers are looking “outside of the box” for ways to prevent and manage disease in lower cost, community-based settings.

The Continuum of Care Model

The Expanded Quality of Life Model

GREATEST $$$NARROW IMPACT

INSTITUTIONAL fOCUS

PREVENTATIVE CARE

QUALITY Of LIfE

ACUTE CARE

LOWEST $$$BROAD IMPACT

COMMUNITY fOCUS

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HosPiTals

DeVeloPers

BUsinesses

neiGHBorHooD orGaniZaTions

insUranCe ComPanies

GoVernmenT

UniVersiTies

ColleGesPriVaTe CliniCs

CommUniTy CenTers

sCHools foUnDaTions

soCial serViCe orGaniZaTions

reliGioUs orGaniZaTions

researCH CenTers

reCreaTion CenTers

Parks DeParTmenT

PoliCe

WE’RE GOING TO HAVE TO WORk TOGETHER TO SOLVE THESE PROBLEMS.no one entity alone can improve the health of a population. all resources must be harnessed: everybody has a role to play and benefits to gain.

Where are the opportunities to collaborate?

The Mayor’s Healthy City Initiative, now in its sixth year of existence, has brought together over 40 health organizations under its umbrella to improve the health of Baton Rouge citizens. The Initiative has a strong focus on obesity-prevention, supported by projects promoting healthy eating and active lifestyles. The Baton Rouge Health District builds on this movement and the city’s rich history of civic stewardship.

BATON ROUGE IS UNITED TO ADDRESS COMMUNITY HEALTH CHALLENGES.

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in the future, medical districts will be more than destinations for healthcare. They will be healthy places to heal, work and live where new ideas on improving healthcare and population health can be developed, tested and distributed.

Specialty HealthcareClinical Research

Residency Programs

Specialty HealthcareClinical ResearchResidency Programs+ Streamlined Support Services+ Health Data Warehouse+ Translational Medicine+ Health-Supporting Environments+ Community-Focused Health Education+ Health Policy Leadership

20302014

Vision

Healthcare Delivery Model

Shared Resources

MEDICAL DISTRICTHealthcare Destination

HEALTH DISTRICTsupport for overall Health

Focus on Healthcare Excellence

High Acuity Care

Volume-BasedFee-for-Service

Focus on Health Excellence+ Holistic Healthcare Delivery+ A Balanced Mix of Health-Supporting Uses and Programs

Continuum of Care+ Public HealthValue-BasedOutcomes Rewarded

WE NEED A PLACE TO COLLABORATE.WE NEED A DISTRICT.

What does the future look like?

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BATON ROUGEwhere are we today and

how do we measure progress?

1.THE

DISTRICTCORE

2.THE

DISTRICTNETWORk

3.THE

BATON ROUGEMETRO AREA

4.THE

SOUTHEASTSUPER-REGION

5.THE

STATE OfLOUISIANA

WELCOME TO BATON ROUGE, 2014.WHAT HAPPENS HERE MATTERS.Baton rouge is a microcosm of the health issues facing cities across the nation. The Baton rouge Health District can be a living lab for change, with a ripple effect far beyond its core. with the right partnerships and collaboration, small gains can be replicated and amplified. But in order to create a platform for change, we must understand where we are today, identify the needs and opportunities, and set high expectations for the future.

The Baton Rouge Health District is defined by the needs and opportunities at 5 scales:

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9 INTERSECTIONSare located within a 1/4 mile in the district core.

25-30 INTERSECTIONSare typically located within a 1/4 mile.

6.4 ACRESof park land are available per 1,000 residents in Baton Rouge.

13.8 ACRESis the median amount of park land per 1,000 residents in similar metropolitan areas.

INTERSECTION DENSITY

PRELIMINARY INDICATORS HOW WE’LL MEASURE PROGRESS

ACRES Of PARk LAND

INTERSECTION DENSITY SIDEWALk COVERAGE PEDESTRIAN / BIkE ACCIDENTS ACRES Of PUBLIC OPEN SPACE % Of fAST fOOD RESTAURANTS % TRANSIT COVERAGE PARkING DEMAND DIVERSITY Of LAND USES DIVERSITY Of BUSINESS TYPES HOUSING UNITS

THE DISTRICT CORE /The District core has an insufficient transportation network with few access points. Its car-oriented built environment is unsafe for pedestrians. There is limited access to the remarkable green space amenities located within walking distance.

The need to create a healthy built environment.

1

2

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56

7

8

9

LSU BURDEN CENTER,440 ACRES

MAJOR DESTINATIONS1. Pennington Biomedical

Research Center2. Baton Rouge Clinic3. LSU Medical Education and

Innovation Center4. Our Lady of the Lake

College5. Our Lady of the Lake

Regional Medical Center6. Mary Bird Perkins Cancer

Center7. Baton Rouge General

Medical Center —Bluebonnet Campus

8. Ochsner Medical Center — Baton Rouge

9. Future Children’s Hospital

PERkINS ROADCOMMUNITY PARk,52.2 ACRES

PENNINGTON BIOMEDICALRESEARCH CENTER,234 ACRES

fUTURE CREEk TRAILfUTURE RAIL STATION

ESSE

N LN

PERkINS RD

The district core has a large concentration of pillar healthcare institutions, as well as many private practices, physicians’ groups and other businesses.

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15%of Baton Rouge hospitals have adopted EHRS.

37%is the national average for EHR adoption.

89%adoption rate achieved in St. Paul, Minnesota.

OUR LADY Of THE LAkEREGIONAL MEDICAL CENTER

LSU RESIDENCY PROGRAMS

TULANE RESIDENCY PROGRAM

WOMAN’S HOSPITAL

BATON ROUGE GENERAL MEDICAL CENTER — BLUEBONNET

BATON ROUGE GENERAL MEDICAL CENTER — MID-CITY

THE NEUROMEDICAL CENTER

PENNINGTON BIOMEDICALRESEARCH CENTER

THE DISTRICT NETWORk /

The core District, and the broader area surrounding it, are home to a large number of competing healthcare providers that operate independently. Information exchange and transportation connectivity is key to increased collaboration and coordination of patient care across systems.

The need to connect strong institutions.

ELECTRONIC HEALTH RECORDS (EHR) ADOPTION


AVERAGE DAILY TRAffIC (ADT)

% EHR ADOPTION % DATA SHARED % RESOURCES SHARED COST PER PATIENT TRANSPORTATION fUNDING TRANSIT RIDERSHIP STREET LEVEL Of SERVICE AVERAGE DAILY TRAffIC % ARRIVING BY CAR TRAVEL TIME

BLUE CROSS BLUE SHIELD Of LA

OCHSNER MEDICAL CENTER

42,690cars per day travel on Essen Lane.

21,800cars per day travel on Brookline Ave, the main arterial serving the medical district in Boston, Massachusetts.

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Community Need Index (CNI) measures economic and structural barriers to overall health by zip code. A high CNI score indicates severe socio-economic barriers and has also been correlated with high hospital and emergency-room use.

Cni: 4-5 Cni: 3-4

Cni: 2-3 Cni: 1.6-2

29%of Medicare patients in Baton Rouge have diabetes.

749visit Baton Rouge ERs each year.

646is the national average for ER utilization rates.

431is the lowest rate seen in the U.S.

28%of Medicare patients in Louisiana have diabetes.

16%is the lowest rate of diabetes seen among states.

BATON ROUGE METRO AREA

EAST BATON ROUGE PARISH

BATON ROUGE METRO AREA

AREAS WITH HIGHEST SOCIO-ECONOMIC BARRIERS TO HEALTH

THE BATON ROUGE METRO AREA /

Residents in the Baton Rouge Metro Area and East Baton Rouge Parish suffer from high rates of preventable diseases and have unequal access to care. As providers of healthcare, health education, and employment in the community, healthcare institutions are critical partners for change.

The need to improve thehealth of citizens.

MEDICARE BENEfICIARIES WITH DIABETES


EMERGENCY ROOM UTILIzATION (per 1000 beneficiaries)

OBESITY RATE PREVALENCE Of CHRONIC DISEASES HIV RATE MORTALITY RATES PRIMARY CARE ACCESS COMMUNITY NEEDS INDICES INPATIENT UTILIzATION RATE EMERGENCY ROOM UTILIzATION READMISSION RATES

BATON ROUGE HEALTH DISTRICT

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384number of clinical trials held in Baton Rouge

725number of clinical trials held in New Orleans

1,224number of clinical trials held in Birmingham, Alabama

200,000RESIDENTS

200%SURGE INPOPULATION

came to Baton Rouge in the immediate aftermath of Hurricane katrina


PROPOSED PASSENGER RAIL

STATE GOVERNMENT

NEW ORLEANS BIODISTRICT

1. louisiana state University

2. our lady of the lake College

3. Pennington Biomedical research Center

4. Baton rouge Community College

5. Baton rouge General school of nursing

6. southern University

1. lsU Health

2. Tulane University

3. Delgado Community College

4. Dillard University



THE SOUTHEAST SUPER-REGION /

Healthcare and educational institutions in Baton Rouge and New Orleans are moving towards greater collaboration, which is key to a high-performing health education that meets population health needs. Regional collaboration is also essential for disaster preparedness.

The need to support regional resiliency and collaborative health education.

DISASTER RESPONSE


CLINICAL TRIALS (2009-2014)

CLINICAL TRIALS RESEARCH GRANTS INTER-INSTITUTIONAL PROGRAMS CROSS-DISTRICT PARTNERSHIPS ALLIED HEALTH EDUCATION INTER-CITY TRAVEL TIME

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UAB MEDICAL CENTER

BATON ROUGE / NEW ORLEANS

TExAS MEDICAL CENTERBATON ROUGE HEALTH DISTRICT


SOUTHWESTERN MEDICAL CENTER

BIRMINGHAM

HOUSTON

DALLAS

14% of the US population is now served by an Accountable Care Organization.

2number of ACOs located in the state of Louisiana.

$77 MILLIONcould be saved every year by reducing hospital readmissions to the level of the best performing state.

2x MOREhospital stays in Louisiana are preventable as compared to the national average.

ACCOUNTABLE CARE ORGANIzATIONS (ACOs)


PREVENTABLE HEALTHCARE COSTS

HEALTHCARE COST SAVINGS ACOS NEW BUSINESS INVESTMENT JOBS CREATED HEALTH IT JOBS CREATED

THE STATE Of LOUISIANA /

Louisiana lags behind the nation in efficient healthcare delivery which threatens its ability to adapt to the future of healthcare. The super-region, and Baton Rouge in particular, need to adopt new modes of healthcare delivery and attract health-related businesses to gain a competitive edge.

The need to diversify the health economy and create jobs.

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How do we create a place that supports overall health?

MANY NEEDS, ONE VISION:IT’S ALL ABOUT HEALTH.Baton rouge is ready to leverage its healthcare assets for the benefit of overall health—healthy people, healthy communities, and a healthy economy. working together, we have a tremendous opportunity to improve lives and chart a new future for Baton rouge.

A PLACE / for connecting the dots.

A MECHANISM / for getting things done.

A BRAND / for shifting perceptions.

A STATE Of MIND / for shifting culture.

THE BATON ROUGE HEALTH DISTRICT WILL BE:

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HEALTH

23

The District is, above all else, a physical place. it has a defined boundary and a broader area of influence.

The Baton Rouge Health District is

A PLACE /for connecting the dots.

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WORkING TOGETHER WE CANTRANSfORM THE DISTRICT CORE INTO A HEALTHY PLACEthat supports the health needs of all its users, from healing to walking for daily exercise.

BUILD A VIBRANT PUBLIC REALMthat serves and unites District community students, researchers, employees, patients, visitors, medical staff and residents.

BUILD PHYSICAL CONNECTIONSthat improve access to care and facilitate collaboration between district institutions.

PROMOTE SUSTAINABLE GROWTHthat adds value to the District, improving the safety and efficiency of daily operations.

fACILITATE MOVEMENT + Transportation demand management + enhanced transit access + multi-use urban river trail (CaPP medical District loop)

+ District shuttle expansion + Pedestrian and bike friendly streets + Bike/car share and carpool programs + accessibility improvements + improved signage and wayfinding

IMPLEMENT QUALITY Of LIfE ENHANCEMENTS

+ walking-distance amenities + increased density and diversity of uses + District housing options + District magnet school + Passenger rail and transit-oriented development

PROVIDE ACCESS TO NATURE

+ Connected network of parks, ecological reserves and trails

+ Healing landscapes + open space and trail programming (“walk with a doc”, fun runs)

+ outdoor fitness facilities BUILD RESILIENT INfRASTRUCTURE

+ Connected street network + District-wide energy + Underground utility tunnels + wetland and stream restoration + Green streets

SUGGESTED STRATEGIES

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The District will be a partnership of organizations with well-defined processes for shared visioning, planning and decision-making.


A MECHANISM /for getting things done.

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WORkING TOGETHER WE CANfIND A COMMON VOICEthat highlights shared goals.

BUILD A CULTURE Of COLLABORATIONthat encourages competitors to make shared business decisions that save resources and build capacity.

BUILD AN OUTREACH PLATfORMthat engages the community in health promotion and disease prevention and builds public support for health-promoting projects located within the District.

IMPLEMENT POSITIVE CHANGEthat furthers our shared goals, improves the health of the community and generates economic development.

DEVELOP SHARED VISION AND GOALS + District land use, open space and transportation plans

+ District zoning and development guidelines

CREATE SHARED AUTHORITY + Health District organization + Clinical Trials Consortium + District Design review Committee + regional Health information organization

RAISE fUNDS fOR IMPLEMENTATION + Health improvement District + Tax-increment finance District + Public-private partnerships + state and federal grants (medifund, leD grants)

SHARE RESOURCES + Patient data warehouse (health information exchanges, data analytics)

+ shared support services (1-800-nUrseline, linen services, medical transport)

+ shared procurement + shared facilities (Post-acute treatment, flexible research / educational spaces)

+ shared emergency response

COMBINE OUTREACH EffORTS + District website + Participatory planning processes + Patient and caregiver training programs + Health education programs + workforce training programs


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The District will have a strong identity that is recognizable in all its communications, and is reflectedin its physical environment.


A BRAND /for shifting perceptions.

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WORkING TOGETHER WE CANBECOME RECOGNIzABLEto gain a competitive edge in attracting new talent to Baton rouge.

GROW THE MARkETto treat more Baton rouge patients at home and to attract patients from beyond Baton rouge.

ATTRACT NEW PARTNERSwho can bring ideas, energy and investment into the District and its organization.

BRING POSITIVE ATTENTION TO BATON ROUGE AND LOUISIANAby generating and distributing valuable knowledge and success stories about health that emerge out of Baton rouge.

DEVELOP BRAND STANDARDS + District name and logo + District identity standards + District website

CREATE A UNIQUE SENSE Of PLACE + Branded signage and wayfinding + Public health amenities (signature trails, outdoor fitness stations)

+ Health programs (charity/fun runs, yoga in the park)

+ Health-themed public arts

BUILD ON BATON ROUGE CULTURE + Downtown connections + lsU connections + Healthy Cajun and Creole cuisine + Health hospitality

LEVERAGE REGIONAL ASSETS + Joint advocacy with new orleans BioDistrict

+ local food / farm Partnerships


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The District will become a cultural milieu that fosters innovation in teaching, research, and practice.


A STATE Of MIND /for shifting culture.

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WORkING TOGETHER WE CANEDUCATE ENLIGHTENED CHANGE AGENTSwho can catalyze transformation of the healthcare community through clinical research and practices that support disease management and prevention.

BUILD A CULTURE Of ExCELLENCEthat cultivates and promotes best practices across the District.

ADVANCE NEW TECHNOLOGY AND PRODUCTSthat lead to successes in population health management and generate economic development.

BECOME A LIVING LABORATORYwhere pilot projects are implemented and evaluated to build the knowledge-base of health-promoting strategies.

BUILD HIGH-PERfORMING HEALTH EDUCATION PROGRAMS

+ interdisciplinary health-related degrees + Clinical-based learning environments + Clinical scholars program

SUPPORT CLINICAL RESEARCH + Clinical research Consortium + Clinician-scientist recruitment + Clinical scholars program + industry partnerships

MEASURE PROGRESS + employee health census + District performance indicators and metrics

+ District annual report

SUPPORT HEALTH-RELATED BUSINESS DEVELOPMENT

+ organizational partnerships (BraC, lsU innovation Park, louisiana economic Development)

+ angel funding for start-ups + Healthcare iT incubator + Business and networking events

PROMOTE BEST PRACTICES + District magazine / blog + social media + annual conference / symposia + Grants, awards and scholarships


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WE HAVE GREAT ASPIRATIONS.IT’S TIME TO TAkE ACTION.we have a great community, great opportunities and great aspirations. we also have significant challenges which, if unaddressed, will threaten our ability to meet our individual and collective goals in the future. in more ways than one, our success depends on the strength of our collaboration.

These are the next steps we take together: + identify strong leadership + Build a decision-making platform + identify sources of funding for shared infrastructure

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ConVene DisTriCT sPonsorsTHe BiG iDea

assess oPPorTUniTy

Talk To sTakeHolDers

laUnCH DisTriCT PlanninG ProCess

Define Vision and Goals

iDenTify PrioriTies

iDenTify moDels

esTaBlisH PlanninG framework

iDenTify Task forCe anD resoUrCes

iDenTify DeCision makinG ProCess

DISTRICT TIMELINE

HEALTH DISTRICTVision framework

fUTUREBR HEALTH DISTRICTmedical District idea Vision and roadmap

THIS IS WHERE WE ARE. THIS IS WHERE WE’RE GOING.

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ACkNOWLEDGEMENTS

Andy Allen, Mayor’s Healthy City Initiative

Mike Bruce, STANTEC

Sister Kathleen Cain, Franciscan Missionaries of Our Lady Health System

Dr. William Cefalu, Pennington Biomedical Research Center

Donald Daigle, Our Lady of the Lake Regional Medical Center

John J. Finan, Jr., Franciscan Missionaries of Our Lady Health System

Teri Fontenot, Woman’s Hospital

David Guillory, City-Parish Department of Public Works

Dr. Lee Hamm, Tulane School of Medicine

Ryan Holcomb, City-Parish Planning Commission

Dr. Larry Hollier, LSU Health

Dr. George Karam, LSU Health

Nancy M. Kelly, The Neuromedical Center

Adam Knapp, Baton Rouge Area Chamber

Jeff Kuehny, LSU Burden Center

Carolyn McKnight-Bray, BREC

Eric McMillen, Ochsner Medical Center, Baton Rouge

Mayor Melvin L. “Kip” Holden, City of Baton Rouge / East Baton Rouge Parish

Kathy Kliebert, Louisiana Health and Human Services Department

Camille Manning-Broome, Center for Planning Excellence

Bob Mirabito, Capital Area Transit System

Walter Monsour, East Baton Rouge Redevelopment Authority

Stephen Moret, Louisiana Economic Development

Dr. Steve Nelson, LSU Health

Dr. Frank Opelka, LSU System

Mike Reitz, Blue Cross Blue Shield LA

Jamie Setze, Capital Region Planning Commission

Stanley F. Shelton, Woman’s Hospital

Edgar Silvey, Baton Rouge Clinic

Mark Slyter, Baton Rouge General / General Health System

Todd Stevens, Mary Bird Perkins Cancer Center

Elizabeth “Boo” Thomas, Center for Planning Excellence

Scott Wester, Our Lady of the Lake Regional Medical Center

This study has been initiated and funded by the Baton Rouge Area Foundation. BRAF would like to thank the following individuals who provided information to the planning team:

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fURTHER READINGHEALTH AND HEALTHCARE

Accelerating Clinical Trials in Baton Rouge. Baton Rouge Area Chamber, 2012.

CONNECT Medical District Policy Forum: Key Findings Report. CPEX. 2013.

Frenk J, Chen L, et al. Health Professionals For A New Century: Transforming Education To Strengthen Health Systems In An Interdependent World. The Lancet. 2010.

Gregory, Don and Alison Neustrom. New Safety Net: The Risk And Reward Of Louisiana’s Charity Hospital Privatizations. The Public Affairs Research Council of Louisiana. 2013.

Lots to Lose: How America’s Health and Obesity Crisis Threatens our Economic Future. Bipartisan Policy Center. 2012.

Louisiana Report Card on Physical Activity and Health for Children and Youth. Pennington Biomedical Research Center, 2012.

Mayor’s Healthy City Initiative. Annual Report. 2013.

National Healthcare Quality Report. Agency for Healthcare Research and Quality. 2012.

Partnership for Sustainable Health Care: Strengthening Affordability and Quality in America’s Health Care System. Robert Wood Johnson Foundation. 2013.

Report on Louisiana Healthcare Delivery and Financing System. Price WaterHouse Coopers, 2006.

Richardson, James A. Hospitals and the Louisiana Economy. Louisiana Hospital Association. 2011.

Richardson, James A. The Potential for Medically-Related Research as an Economic Driver in The Greater Baton Rouge Area. Baton Rouge Area Foundation, 2008.

The Greater Baton Rouge Community Health Needs Assessment. Mayor’s Healthy City Initiative. 2012.

The State of US Health: Innovations, Insights and Recommendations from the Global Burden of Disease Study. Institute of Health Metrics and Evaluation: University of Washington. 2013.

Zuckerman, David. Hospitals Building Healthier Communities: Embracing The Anchor Mission. The Democracy Collaborative at the University of Maryland. 2013.

BUILT ENVIRONMENT AND

TRANspORTATION

Baton Rouge – New Orleans Intercity Rail Feasibility Study: Strategic Business Plan. Regional Planning Commission. 2014.

Baton Rouge MTP: 2037 Metropolitan Transportation Plan. Capital Region Planning Commission, 2013.

Capital Area Pathways Project: Wards Creek Trail Conceptual Plan. BREC. 2012.

Complete Streets Work Group: Final Report. Louisiana Department of Transportation and Development. 2010.

Danger Zones: A Summary Of Pedestrian Fatality Trends In Louisiana. CPEX. 2014.

FuturEBR: A Vision for East Baton Rouge Parish. City Parish Planning Commission, 2011.

Imagine Your Parks 2: BREC Strategic Plan. Forthcoming. 2014.

Jackson, Richard J. Design ing Healthy Com mu ni ties. Wiley, John & Sons, Inc. 2011.

Louisiana Speaks Regional Plan: Vision and Strategies for Recovery and Growth in South Louisiana. Louisiana Recovery Authority. 2007.

The Burden Center Master Plan. LSU. 2009.

The Built Environment and Health: 11 Profiles of Neighborhood Transformation. Prevention Institute. 2004.

Walk and Ride: A Resource Guide to Funding Pedestrian, Bicyle + Complete Streets Projects in Louisiana. Center for Planning Excellence. 2013.

ECONOMY

BRAC’s 2014 Strategic Plan: Opening Doors. Baton Rouge Area Chamber. 2014.

Comprehensive Economic Development Strategy. Capital Region Planning Commission. 2012.

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Elaine Ortiz and Allison Plyer. Economic Synergies Across Southeast Louisiana. Greater New Orleans Community Data Center, 2013.

Louisiana’s Southeast Super-Region: Unprecedented Partnership, Unprecedented Success. Baton Rouge Area Chamber / Greater New Orleans Inc. 2012.

DIsAsTER-pREpAREDNEss AND

REsILIENCE

Annual Report FY 2012-2013. Louisiana Emergency Response Network.

Carbonell, Armando, and Douglas Meffert. Climate Change and the Resilience of New Orleans: The Adaptation of Deltaic Urban Form. Lincoln Institute of Land Policy. 2009.

Hollier, Larry. The Impact of Hurricane Katrina on Louisiana State University Health Sciences Center New Orleans. Testimony for the United States Senate. 2006.

Hurricane Katrina in the Gulf Coast: Mitigation Assessment Team Report. FEMA. 2009.

Guin, Cecile C et al. Health Care and Disaster Planning: Understanding the Impact of Disasters on the Medical Community. Office of Social Service Research and Development, Louisiana State University. 2008.

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Documents

4 2014 draft br health district framework final lowres