Section Five: Section Five - brla.gov

Section Five: Section Five:

Contents

Strategic Action Plan…………………………………………………………………….5-3

How Does This Plan Affect Me…………………………………………………………5-4

Action Plan Implementation Matrix…………………………………………………...5-4

Monitoring Plan…………………………………………………………………………..5-17

Next Steps…………………………………………………………………………………5-23

Implementation StrategiesImplementation Strategies

Overview

Rebuilding Scotlandville will take time, but

with a concerted effort of the community,

great progress can be achieved. Though

this plan will be incorporated into the East

Baton Rouge Parish Comprehensive Plan,

the residents, businesses and community

based organizations will be key to this re-

development process. Scotlandville has a

rich history of economic development and

there is potential to bring this back to the

forefront with the likes of Southern Univer-

sity, ExxonMobil, Howell Place and the Ba-

ton Rouge Metropolitan Airport. Scotland-

ville has the people and amenities neces-

sary to ensure that in the year 2030, it will

be a safe, healthy, and economically viable

community, offering a high quality of life.

This section of the plan explains some of

the policies, funding strategies, and agen-

cies necessary to implement portions of the

SCCDP.

5-3 Strategic Action Plan

SCCDP - Section Five

Introduction This section addresses the process for monitoring, amending, and updating the

Scotlandville Comprehensive Community Development Plan (SCCDP). It outlines the amend-

ment process and recommended timeframe for amendment cycles, as well as for the more

extensive periodic update of the SCCDP every three to five years. This section is divided into

three areas, which are:

Strategic Action Plan

Action Plan Implementation Matrix

Monitoring Plan

Strategic Action Plan

The Strategic Action Plan gives an overview of the implementation process and

describes how the policies and actions in the SCCDP should be carried out. It provides

recommendations for administering the planning process, and enhancing linkages between the

East Baton Rouge Parish Comprehensive Plan (FUTUREBR) and the East Baton Rouge

Redevelopment Authority‟s Community Improvement Plan (CIP); along with identifying actions

to be considered during the update of the City‟s (Baton Rouge) development regulations. It

recommends steps to be taken to monitor, evaluate, and update the Plan on a regular basis. In

the Action Plan section and the Action Plan Implementation Matrix (APIM), each of the Plan‟s

action items is assigned to an agency, and given a timeframe and priority ranking. All of the

actions listed in the Action Plan Implementation Matrix are excerpted from the elements of the

Plan, and the reader is advised to consult the relevant element for more information and

context.

The SCCDP is used to guide private and public development. The City-Parish uses the

Plan to assess the appropriateness of proposed development cases including zoning actions,

and special exceptions. All the elements of the SCCDP are used to assess development

applications, including both the narrative policies and applicable maps. The Plan is also used to

assess the appropriateness of public development actions, proposed development items, and

the sitting of public facilities, through monitoring. Monitoring is an important aspect of ensuring

the plans effectiveness and success. As projects are completed, these developments must

always be checked against the Plan and the community vision statement developed in the

community engagement process along with the five strategies created to realize the vision.

Implementing the SCCDP will require partnerships in the public and private sector, along with

constant management of the projects listed in the Plan. The creation of a non-profit agency is


Strategic Action Plan 5-4

Implementation Strategies

SCCDP Strategies

1. Create a dynamic economy that taps into Scotlandville‟s great

economic potential and capitalizes on its assets (Southern

University, Baton Rouge Metropolitan Airport, Howell Place, etc.).

2. Promote clean and attractive neighborhoods, rich in character

and diversity; each with its own identity, yet well integrated into

a cohesive unit.

3. Develop a diverse and vibrant University District and Commercial

Core offering family oriented restaurants, shopping, and retail for

all generations, with around-the-clock activity.

4. Build an active and accessible waterfront, that is linked to the

University District, Commercial Core, and Neighborhoods — that

promotes Scotlandville as a unique Baton Rouge community.

5. Provide an efficient transportation system that serves the needs of

all its citizens, promotes walk-ability, is multi-modal in design and

creates vital connections to other parts of the city; and through the

Baton Rouge Metropolitan Airport, establishes a transportation

hub for the state and region.

discussed later in this section as the project manager of the SCCDP, along with the develop-

ment of a community based board (i.e. Scotlandville Review Board) to monitor the agencies

progress. Both entities are discussed in further detail later in this section.

How Does This Plan Affect Me?

The Scotlandville Comprehensive Community Development Plan (SCCDP) is relevant to most

people‟s daily lives and interests, since it directs how and where change and development will

occur. As the SCCDP is successfully implemented, it will have many far reaching effects on

everyone who lives, works, shops or plays in Scotlandville. It will affect where development

occurs; where green space, recreation facilities and parks are improved; and how neighbor-

hoods are preserved and enhanced as desirable places to live. The SCCDP affects everyone,

not just public employees, developers and property owners.

Action Plan Implementation Matrix Introduction

The Action Plan Implementation Matrix (APIM), summarizes all actions in the

Scotlandville Comprehensive Community Development Plan (SCCDP). All actions listed in

the Matrix are taken from the earlier portions of the SCCDP, and the reader is advised to

consult the relevant plan element in

Section Four for more information,

and additional context for each

action listed. The Matrix is divided

into ten (10) plan elements, which

are: community image, economic

development, education, environ-

mental concerns, housing, infra-

structure, recreation and entertain-

ment, safety and crime, social poli-

cies and community awareness, and

transportation. On the following

pages is the Action Plan Implemen-

tation Matrix (APIM). The ten plan

elements were used to develop pol-

icy statements and action steps to

accomplish the five strategies, and

realize the community vision. In the

Action Plan Implementation Matrix, the numbers immediately following each of the ten plan ele-

ments represent the SCCDP strategy addressed.

The Action Plan Implementation Matrix (APIM) includes the agency resource, the time-

frame for implementation, priority level, estimated cost of actions, funding options, and the

entity responsible for monitoring the action. Responsibilities are assigned at the agency level.

Most actions may involve multiple agencies, in order to utilize expertise across different organi-

zations to ensure the most achievable outcome for all actions undertaken. The priority level

was determined in consultation with the community as high, medium or low.

The Action Plan Implementation Matrix is presented as a spreadsheet document for

ease of reading and maintenance. This portion of the Plan can be downloaded as a PDF at the

U+R CDRC website at www.urcdrc.org.

The following tables contain the key terms and acronyms used in the APIM, the remain-

ing acronyms can be found on the following page

5-5 Action Plan Implementation Matrix


Table 5.1: Timeframe and Cost Estimate

Timeframe

Term Description

Short-Term 1 to 5 years

Mid-Term 5 to 10 years

Long-Term 10 to 20 years

On-going No predetermined end time

Estimated Cost

Cost Designation

$0 - $10,000 A

$10,000 - $25,000 B

$25,000 - $50,000 C

$50,000 - $100,000 D

$100,000 - $250,000 E

$250,000 - $500,000 F

$500,000 - $750,000 G

$750,000 - $1 million H

$1 million + J

No Cost N

Unknown Cost U


Action Plan Implementation Matrix 5-6


Table 5.2: Agency Acronyms

Agency Acronyms

Internal Agencies Acronym Internal Agencies Acronym

Southern University, Baton Rouge Main Campus SUBR SU Law Center SULC

SU Agricultural Center SUAG SU Office for Research and Strategic Initiatives ORSI

SU Alumni Foundation SUAF SU School of Architecture SUSA

SU Center for Energy and Environmental Studies CEES SU School of Nursing SUSN

SU Center for Social Research CSR SU School of Public Policy SUPP

SU College of Arts and Humanities SUAH SU Service Learning SUSL

SU College of Business SUCB SU Systems Foundation SUSF

SU College of Education SUCE SU SUSA ·Urban + Rural Community Design Research Center

U+R CDRC

SU Criminal Justice Department SUPP-CJ

External Agencies/Possible Funding Agencies Acronym External Agencies/Possible Funding Agencies Acronym

100 Black Men 100 BM Liberty Bank LB

A6 Collation A6 Local Churches LC

AARP AARP Local Schools LS

Army-Corps of Engineers ACE LA Board of Elementary & Secondary Education BESE

Bayard Group BG Louisiana Department of Transportation LADOTD

Baton Rouge Metropolitan Airport BTR Louisiana Disaster Recovery Foundation LDRF

Baton Rouge Area Chamber of Commerce BRAC Louisiana Historic Preservation LHP

Baton Rouge Area Foundation BRAF Louisiana House of Representatives (House and Senate)

LHOR

Baton Rouge Animal Control Center BRACC Louisiana Housing Finance Agency LHFA

Baton Rouge Black Chamber of Commerce BRBCC Louisiana Main Street Program LMSP

Baton Rouge Early Risers Kiwanis BRERK Marmillion Gray MG

Baton Rouge Green BRG Mayor-President‟s Office MO

Baton Rouge Pet Adoption YELPBR Merrill Lynch ML

Baton Rouge Police Department BRPD National Endowment for the Arts NEA

Brown Danos Land Design BDLD New Orleans Resources of Independent Living NORIL

Business Associations of Scotlandville BAsS Office of Community Development OCD

Capital Area Transit System CATS Office of State Planning OSP

Capital Area United Way CAUW Research Park Corporation RPC

Capital Regional Planning Commission CRPC Recreation & Park Commission of EBRP BREC

Center for Planning Excellence CPEX Sable International SI

Community Against Drugs and Violence CADAV Scotlandville Community SC

Center Council on Aging COA Scotlandville Community Development Corp. SCDC

Deep South Center for Environmental Justice DSCEJ Scotlandville Community Development Partnership SCDP

Department of Public Works DPW Scotlandville Community Flower Guild SCFG

Downtown Development District DDD Scotlandville Neighborhood Associations SNA

East Baton Rouge Metro Council EBRMC Scotlandville Review Board SRB

East Baton Rouge City Parish Planning Commission CPPC Small Business Administration SBA

East Baton Rouge Redevelopment Authority RDA State Government SG

East Baton Rouge Parish EBRP Third Capital Partners TCP

East Baton Rouge Parish Libraries EBRPL Tillman Consulting Group TCG

East Baton Rouge Parish School Board EBRPSB Together Baton Rouge TBR

Entergy EN U.S. Department of Agriculture USDA

Environmental Protection Agency EPA U.S. Department of Education USDE

Exxon Mobile Company EX U.S. Department of Housing & Urban Development HUD

Federal Highway Administration FHWA Urban Restoration Enhancement Corporation UREC

Federal Transit Administration FTA University of Texas at Austin, Department of Planning UT

Franklin Industries FI Youth Engagement Zone YEZ

Home Builders Association HBO

Howell Place Development HPD

Keep Baton Rouge Beautiful KBRB



SCCDP ACTION PLAN IMPLEMENTATION MATRIX SCCDP ACTION PLAN IMPLEMENTATION MATRIX

Goals and Objectives Action/Policy (Possible Project) Agencies

Resource Time

Frame Priority Level

Estimated Cost

Funding Options

Monitored By

Community Image (CI): Strategies Addressed - 1, 2, 3, 4, 5 Community Image (CI): Strategies Addressed - 1, 2, 3, 4, 5

1. Develop activities under the Interstate that better connect the community

Work w/ local community organizations, city agencies & BREC to create activities that connect, not divide the community at inter-state I-110 (i.e. skate park, farmers markets, etc.) Note: See Recreation and Entertainment for related concerns

BREC, SC Mid-Term to Long-Term

Low U USDOT, BREC,

EBRP U+R CDRC, SC (SNA-CADAV)

2. Enhance community upkeep, city Fare Way cleanup Work with Keep Baton Rouge Beautiful, and other local organiza-tions and city agencies to maintain the communities' appearance (Love Your Block Program)

EBRP, SNA (CADAV)

Short-Term, On-going

Medium U EBRP KBRB

3. Create and/or enhance community identity and landmarks/ gateways (defined entrances into Scotlandville and Southern University), etc. that add historical relevance to the area and build pride among the residents

Develop design guidelines to enhance the community‟s image, by creating a unique neighborhood identity through street signs, gateways, architectural character, material usage, pavement patterns, visible signage on residences and businesses, etc. (Main Street Program, City Beautiful programs)

Create gateways into the community, to help define entry into Scotlandville at several locations (i.e. Airline/Scenic, Harding/Plank, Thomas/Scenic, Thomas/Scotland, exit of I-110, etc.)

Expand/enhance Southern University entrances at Harding/Scenic, Swan Avenue and Mills Avenue

(Pride Campaign)

SC (SNA-CADAV), SCFG, DPW, BRG

SUAG, SUBR, EBRP


Medium J SUSF, SUAF, SUAG,

SUBR, SULC, HUD, LMSP

SC (SNA), U+R CDRC, LMSP,

U+R CDRC, ORSI

4. Beautification (i.e. Harding Blvd., Scenic Highway): Vacant lots (up keep), Blighted properties, Tall Grass, Façade Improvements (business and residential), Swan Street sidewalk repair & beauti-fication, street lighting, etc.

Work w/ BREC, local community organizations and city agencies to beautify major thoroughfares, commercial areas, and entrances into the community (Main Street Program, City Beautiful pro-grams). Work w/ RDA on façade grant programs

DPW, BREC, SNA (CADAV)

Mid-Term to Long-Term

High J HUD, RDA, DPW,

LMSP BRG, KBRB,

LMSP

5. Work with large businesses located in Scotlandville to enhance the community (i.e. Baton Rouge Metropolitan Airport, Exxon Mobil, Liberty Bank, etc.)

Work with the Baton Rouge Metropolitan Airport executives on their Aviation Business Park to incorporate ideas that enhance the community

BTR, SC, SUBR Mid-Term to Long-Term

Medium J BTR BTR Board, BRAC,

Table 5.3: SCCDP Action Plan Implementation Matrix





Goals and Objectives Action/Policy (Possible Project) Agencies

Resource Time


Estimated Cost

Funding Options

Monitored By

Community Image (CI): Strategies Addressed - 1, 2, 3, 4, 5 Community Image (CI): Strategies Addressed - 1, 2, 3, 4, 5

1. Develop activities under the Interstate that better connect the community

Work w/ local community organizations, city agencies & BREC to create activities that connect, not divide the community at inter-state I-110 (i.e. skate park, farmers markets, etc.) Note: See Recreation and Entertainment for related concerns

BREC, SC Mid-Term to Long-Term

Low U USDOT, BREC,

EBRP U+R CDRC, SC (SNA-CADAV)

2. Enhance community upkeep, city Fare Way cleanup Work with Keep Baton Rouge Beautiful, and other local organiza-tions and city agencies to maintain the communities' appearance (Love Your Block Program)

EBRP, SNA (CADAV)


Medium U EBRP KBRB

3. Create and/or enhance community identity and landmarks/ gateways (defined entrances into Scotlandville and Southern University), etc. that add historical relevance to the area and build pride among the residents

Develop design guidelines to enhance the community‟s image, by creating a unique neighborhood identity through street signs, gateways, architectural character, material usage, pavement patterns, visible signage on residences and businesses, etc. (Main Street Program, City Beautiful programs)

Create gateways into the community, to help define entry into Scotlandville at several locations (i.e. Airline/Scenic, Harding/Plank, Thomas/Scenic, Thomas/Scotland, exit of I-110, etc.)

Expand/enhance Southern University entrances at Harding/Scenic, Swan Avenue and Mills Avenue

(Pride Campaign)

SC (SNA-CADAV), SCFG, DPW, BRG

SUAG, SUBR, EBRP


Medium J SUSF, SUAF, SUAG,

SUBR, SULC, HUD, LMSP

SC (SNA), U+R CDRC, LMSP,

U+R CDRC, ORSI

4. Beautification (i.e. Harding Blvd., Scenic Highway): Vacant lots (up keep), Blighted properties, Tall Grass, Façade Improvements (business and residential), Swan Street sidewalk repair & beauti-fication, street lighting, etc.

Work w/ BREC, local community organizations and city agencies to beautify major thoroughfares, commercial areas, and entrances into the community (Main Street Program, City Beautiful pro-grams). Work w/ RDA on façade grant programs

DPW, BREC, SNA (CADAV)


High J HUD, RDA, DPW,

LMSP BRG, KBRB,

LMSP

5. Work with large businesses located in Scotlandville to enhance the community (i.e. Baton Rouge Metropolitan Airport, Exxon Mobil, Liberty Bank, etc.)

Work with the Baton Rouge Metropolitan Airport executives on their Aviation Business Park to incorporate ideas that enhance the community

BTR, SC, SUBR Mid-Term to Long-Term

Medium J BTR BTR Board, BRAC,




Goals and Objectives Action/Policy (Possible Project) Agency

Resource Time


Estimated Cost

Funding Options

Monitored By

Economic Development (ED): Strategies Addressed - 1, 2, 3, 4, 5 Economic Development (ED): Strategies Addressed - 1, 2, 3, 4, 5

1. Enhance and improve the connections between Southern University and the Scotlandville community “CommUniversity”

Establish programs and create opportunities to connect the community and Southern University. Create the Scotlandville University District (SUD) also known as “CommUniversity”

SUBR, SC,

BRAC Short-term, On-going

High J HUD, SBA SUSF, BRBCC

2. Promote development within Scotlandville (residential, business, recreation, commercial, etc.)

Work with agencies to enhance development in the community (TIF, Commercial GAP Financing Program, and Community Improvement Grants)

Work with the RDA and the local banking community on New Markets Tax Credits for business development

RDA, OCD, BRAC, SUBR, BRBCC

Short-term, On-going

High U HUD, RDA, SBA U+R CDRC,

CPEX, RDA, MO

3. Promote marketable businesses (competing gas stations, grocery store, family style restaurants, theater, boutiques, coffee shops, banks, strip mall, farmers market)

Work with agencies to establish public-private partnerships to bring more businesses to the community (TIF, Commercial GAP Financing Program)

RDA, OCD, BRAC,

BRBCC, SUBR Short-term, On-going

High J HUD, RDA, SBA ORSI, BAsS

4. Promote and encourage the use of the Small Business Incubator Program

Work w/ agencies and the University to enhance and increase the participation in the existing Small Business Incubator Program

SUBR, RDA, OCD, BRsS, BRAC, BRBCC,

RPC


High U SUCB, SBA, BRBCC, BAsS

5. Enhance businesses in the Scotlandville University District (SUD)

Work w/ agencies to establish public-private partnerships to bring more businesses (including student-oriented businesses) to the community (TIF, Commercial GAP Financing Program, also look at International Town Gown Association)

RDA, OCD, BRAC, BRBCC, SUBR


High J HUD, RDA, SBA ORSI, BAsS,

SUSF, BRBCC, MO

6. Promote and develop capacity building for existing business in the Scotlandville community

Work with agencies to build capacity among businesses and organizations in the community

OCD, SCDC, BRAC,

BRBCC, SUBR Mid-term Medium U HUD, SBA

ORSI, BRAC, BAsS

7. Develop and enhance guidelines for businesses seeking to maintain or open their business in the community

Develop design guidelines for business development in the community, also will address the look (style) of businesses within the community

BRBCC, SBsS, SNA, BRAC, BRBCC, SUBR,

CPPC, U+R CDRC, RDA

Short-Term High U HUD, SBA BRBCC, SBsS,

SNA, U+R CDRC

8. Promote safe and healthy environments for friendly businesses Work to education citizens and businesses to employ CPTED principles in building/community design

AARP, SUBR, BRAC, BRBCC, SUCB, DPW

Short-Term High U HUD, DPW, RDA, SBA

BRBCC, BAsS

Education (E): Strategies Addressed - 2, 4 Education (E): Strategies Addressed - 2, 4

1. Enhance educational programs at the local schools, available to the youth in the community

Create partnership between parents and schools to encourage parents to participate in expanded educational activities within the schools;

Work with local community organizations, schools, libraries, BREC and city agencies to develop and enhance educational and recreational programs in local schools for the youth (i.e. chil-dren‟s museums, children‟s and youth after school programs, etc.); Develop SUCE/Local Schools partnership

Note: See Recreation and Entertainment for related concerns

SUCE, LS, VIPS, SNA (CADAV), EBRPSB


High U USDE, BRAF SUPP, BESE,

EBRPSB

2. Enlarge the physical facility and improve the educational resources available at the Scotlandville Branch Library to provide a learning environment for citizens of Scotlandville

Work with the East Baton Rouge Parish Libraries to develop a plan to address the upgrades of the physical facilities and educa-tional resources of the Scotlandville Branch Library, including both printed and electronic collections

EBRPL, SUCE, VIPS, CADAV


Medium U EBRPL MO

3. Decrease high school dropout rate/truancy rate and enhance student performance

Establish mentoring programs for local schools to decrease drop out rates/truancy and improve student performance (SUCE/Local Schools partnership)

VIPS, LS, SUCE, SNA

(CADAV), 100 BM Short-Term,

On-going High U

USDE, Jump-Start

SUCE, BESE, EBRPSB

4. Support and enhance early childhood development programs and activities

Establish partnership with SU-College of Education to assist with early childhood development in local schools

VIPS, SUCE, CADAV


High U Jump-Start SUCE, BESE

5. Promote the development of neighborhood schools across the Scotlandville community

Work with the EBR Parish School Board to provide appropriate programs and staffing to repurpose Banks Elementary

EBRPSB, CADAV, SUCE

Short-Term to Mid-Term

High U USDE SUCE, BESE

Table 5.3: SCCDP Action Plan Implementation Matrix, Continued






Resource Time


Estimated Cost

Funding Options

Monitored By

Economic Development (ED): Strategies Addressed - 1, 2, 3, 4, 5 Economic Development (ED): Strategies Addressed - 1, 2, 3, 4, 5

1. Enhance and improve the connections between Southern University and the Scotlandville community “CommUniversity”

Establish programs and create opportunities to connect the community and Southern University. Create the Scotlandville University District (SUD) also known as “CommUniversity”

SUBR, SC,

BRAC Short-term, On-going

High J HUD, SBA SUSF, BRBCC

2. Promote development within Scotlandville (residential, business, recreation, commercial, etc.)

Work with agencies to enhance development in the community (TIF, Commercial GAP Financing Program, and Community Improvement Grants)

Work with the RDA and the local banking community on New Markets Tax Credits for business development

RDA, OCD, BRAC, SUBR, BRBCC


High U HUD, RDA, SBA U+R CDRC,

CPEX, RDA, MO

3. Promote marketable businesses (competing gas stations, grocery store, family style restaurants, theater, boutiques, coffee shops, banks, strip mall, farmers market)

Work with agencies to establish public-private partnerships to bring more businesses to the community (TIF, Commercial GAP Financing Program)

RDA, OCD, BRAC,

BRBCC, SUBR Short-term, On-going

High J HUD, RDA, SBA ORSI, BAsS

4. Promote and encourage the use of the Small Business Incubator Program

Work w/ agencies and the University to enhance and increase the participation in the existing Small Business Incubator Program

SUBR, RDA, OCD, BRsS, BRAC, BRBCC,

RPC


High U SUCB, SBA, BRBCC, BAsS

5. Enhance businesses in the Scotlandville University District (SUD)

Work w/ agencies to establish public-private partnerships to bring more businesses (including student-oriented businesses) to the community (TIF, Commercial GAP Financing Program, also look at International Town Gown Association)

RDA, OCD, BRAC, BRBCC, SUBR


High J HUD, RDA, SBA ORSI, BAsS,

SUSF, BRBCC, MO

6. Promote and develop capacity building for existing business in the Scotlandville community

Work with agencies to build capacity among businesses and organizations in the community

OCD, SCDC, BRAC,

BRBCC, SUBR Mid-term Medium U HUD, SBA

ORSI, BRAC, BAsS

7. Develop and enhance guidelines for businesses seeking to maintain or open their business in the community

Develop design guidelines for business development in the community, also will address the look (style) of businesses within the community

BRBCC, SBsS, SNA, BRAC, BRBCC, SUBR,

CPPC, U+R CDRC, RDA

Short-Term High U HUD, SBA BRBCC, SBsS,

SNA, U+R CDRC

8. Promote safe and healthy environments for friendly businesses Work to education citizens and businesses to employ CPTED principles in building/community design

AARP, SUBR, BRAC, BRBCC, SUCB, DPW

Short-Term High U HUD, DPW, RDA, SBA

BRBCC, BAsS

Education (E): Strategies Addressed - 2, 4 Education (E): Strategies Addressed - 2, 4

1. Enhance educational programs at the local schools, available to the youth in the community

Create partnership between parents and schools to encourage parents to participate in expanded educational activities within the schools;

Work with local community organizations, schools, libraries, BREC and city agencies to develop and enhance educational and recreational programs in local schools for the youth (i.e. chil-dren‟s museums, children‟s and youth after school programs, etc.); Develop SUCE/Local Schools partnership


SUCE, LS, VIPS, SNA (CADAV), EBRPSB


High U USDE, BRAF SUPP, BESE,

EBRPSB

2. Enlarge the physical facility and improve the educational resources available at the Scotlandville Branch Library to provide a learning environment for citizens of Scotlandville

Work with the East Baton Rouge Parish Libraries to develop a plan to address the upgrades of the physical facilities and educa-tional resources of the Scotlandville Branch Library, including both printed and electronic collections

EBRPL, SUCE, VIPS, CADAV


Medium U EBRPL MO

3. Decrease high school dropout rate/truancy rate and enhance student performance

Establish mentoring programs for local schools to decrease drop out rates/truancy and improve student performance (SUCE/Local Schools partnership)

VIPS, LS, SUCE, SNA

(CADAV), 100 BM Short-Term,

On-going High U

USDE, Jump-Start

SUCE, BESE, EBRPSB

4. Support and enhance early childhood development programs and activities

Establish partnership with SU-College of Education to assist with early childhood development in local schools

VIPS, SUCE, CADAV


High U Jump-Start SUCE, BESE

5. Promote the development of neighborhood schools across the Scotlandville community

Work with the EBR Parish School Board to provide appropriate programs and staffing to repurpose Banks Elementary

EBRPSB, CADAV, SUCE

Short-Term to Mid-Term

High U USDE SUCE, BESE





Resource Time


Estimated Cost

Funding Options

Monitored By

Environmental Concerns (EC): Strategies Addressed - 2, 4 Environmental Concerns (EC): Strategies Addressed - 2, 4

1. Promote an environment that is free of stray animals Work with the Baton Rouge Animal Control Center and YELPBR to reduce stray animals roaming in the community

BRACC, YELPBR Short-term, On-going

Low U YELPBR BRACC, YELPBR

2. Improve drainage and storm water run-off by removing trash and debris, and cleaning canals and other waterways

Work with local agencies to clean and maintain drainage systems DPW, EBRP,

LG, SG Mid-Term to Long-Term

Medium J ACE, EPA, EBRP KBRB, SC, DPW

3. Improve conditions of the Bluff along the Mississippi River by introducing activities and overlooks

Work w/ Southern University, local & state agencies to develop activities along the Bluff to encourage community and University interaction “CommUniversity”


SUBR, LG, SC Mid-Term to Long-Term

Low J ACE U+R CDRC, SUBR, ACE,

DSCEJ

4. Develop renewable energy projects Establish a partnership with ExxonMobil, Entergy, Southern University and the community to develop a solar farm (on the old Tank Farm site) that will generate funds, which a share will be used to revitalize the community

Develop a partnership between Army-Corp of Engineers, Exxon Mobil, and the Southern University Center for Environmental Studies (CEES) to develop a plan for installation of a hydro-electric plant in the Mississippi River

EX, EN, SC, SUSF, SUBR


Medium J EPA U+R CDRC, DEQ, EPA, MO, DSCEJ

5. Develop an innovative solution to control unpleasant odors coming from the North Baton Rouge Sewage Treatment Plant, located in the University Place neighborhood of Scotlandville

Buffer the Sewage Treatment Plant & install an air filtration sys-tem on the aeration basin to eliminate the orders from the plant, that violate the Scotlandville community on a daily basis

Organize community to take action to reduce releases of toxic pollutants and minimize exposure (look at the CARE program — Community Action for a Renewed Environment)

LCG EBRP Short-term to

Mid-Term High J EPA SC, MO

Housing (H): Strategies Addressed - 2, 3, 5 Housing (H): Strategies Addressed - 2, 3, 5

1. Improve the quality of the housing stock and other structures in the community

Assess the condition of houses and other buildings and remove or rehabilitate as required

OCD, LHFA, UREC, SCDC


High J HUD, HBO SRB, SCDC

2. Improve the number of affordable housing units for persons needing assistance

Work with SCDC, UREC, OCD, and LHFA to develop a plan to increase the availability of affordable housing in the community

SCDC, UREC, OCD, LHFA,


Medium J HUD, HBO SRB, SCDC

3. Address the issue of absentee landlords and the physical appearance and living conditions of the properties (multifamily and select single family homes)

Work with SCDC, SNAs, UREC to encourage the ownership by the residents of the community, and encourage upgrade of the physical conditions and livability of identified properties by the landlords

SCDC, UREC, OCD, SUBR


High J HUD, HBO, RDA SRB, SCDC

4. Educate residents on the availability of home ownership programs, and the benefits of home ownership

Work with CSR, SCDC UREC, LHFA, and OCD to assist residents to become home owners

CSR, SCDC, UREC, LHFA, OCD


Medium U HUD, HBO SCDC

5. Assist elderly residents to improve their owner occupied residences

Conduct a survey of home owners who are elderly and assess the physical conditions of these homeowner occupied properties. Assist the homeowners to work with UREC, OCD, SCDC, LHFA, and/or CSR, respectively, to update, modernize, weatherize & improve energy efficiency of the residences

UREC, OCD, SCDC, LHFA, CSR


Medium J HUD, HBO SCDC, CEES

6. Increase availability of housing stock and housing options Develop & conduct a housing needs survey to further understand the need and location of additional housing in the community Develop additional housing types (i.e. apartments, duplexes, townhouse) for tenants relative to choice and age diversity

OCD, UREC, SCDC, LHFA


Medium J HUD, HBO U+R CDRC, SRB,

CPEX






Resource Time


Estimated Cost

Funding Options

Monitored By

Infrastructure (I): Strategies Addressed - 2, 3, 4, 5 Infrastructure (I): Strategies Addressed - 2, 3, 4, 5

1. Improve local streets and roadways throughout the community

Work with DPW and DOT to identify, schedule and implement repairs for highways, streets and roads throughout the community that require repairs, maintenance and upgrades

DPW, LDOT Mid-Term to Long-Term

Medium J LADOTD EBRMC, LHOR,

ACE

2. Reduce the level of flooding throughout the community Work with EBRP to develop and implement strategies to address drainage issues within the community (i.e. extend existing drain-age pipes, create retention ponds for increased natural drainage, and use Best Management Practices )

DPW, BREC, SUBR, EBRP, LDOT



ACE

3. Improve existing utility infrastructure (sewer, lighting, etc.), sidewalks, public transportation access, etc.

Work with EBRP (DPW, BREC, State and Local Agencies) to identify and strategically address existing infrastructure concerns

DPW, BREC, LDOT,

CATS Mid-Term to Long-Term

High J LADOTD EBRMC, CPEX,

LHOR

Recreation and Entertainment (RE): Strategies Addressed - 2, 3, 4, 5 Recreation and Entertainment (RE): Strategies Addressed - 2, 3, 4, 5

1. Improve and enhance Community Centers and Recreational facilities

Work with BREC and other agencies to improve and enhance activities within the facilities for all age groups, including walking, skating, cycling, swimming, child play activities, etc.

BREC, SUBR, SC Mid-Term to Long-Term

Medium J EBRP EBRMC, SC

2. Develop and enhance bike routes in the community Work with BREC to create new bike routes that connect with and enhance existing routes throughout the community, that also connect with bike routes in other communities in East Baton Rouge Parish


Medium J CRPC EBRMC, DDD,

CPEX

3. Plan, design, designate and develop open spaces and natural areas throughout the community

Strategically designate and create Pocket Parks throughout the community that add additional green space for activities

Work with BREC to develop the existing marsh lands north of Southern University‟s campus creating an Eco-Park that provides a place for educational and recreational activities, offering enjoy-ment of the natural environment (similar to Bluebonnet Swamp Nature Center)


Medium J NEA EBRMC, CPEX

4. Create a community entity to regularly meet with the Howell Place Development to discuss recreational and business activities and use of green space

Work with Howell Place Developer to discuss opportunities that will attract people from different parts of the city to activate in the Development

BREC, HPD,

SUBR, RDA, SC Mid-Term to Long-Term

Medium J SRB EBRMC, HPD,SC

5. Provide opportunities for activities at the riverfront of the Mississippi River (The Bluff) and develop community access

Work with Southern University, BREC, and other agencies to create activity options and access to The Bluff, for University family and friends and the community at large

SUBR, BREC, EBRP,

SC, ACE Mid-Term to Long-Term

Medium J ACE EBRMC, LHOR,

CPEX

6. Provide gathering areas throughout the community Work with developers, local businesses and city agencies to locate and create activity nodes for the community, within existing and proposed developments

RDA, CPEX, SUBR, BREC


Medium J EBRP KBRB, BRMC

Safety and Crime (SC): Strategies Addressed - 2, 3, 5 Safety and Crime (SC): Strategies Addressed - 2, 3, 5

1. High crime rates and drugs Work with local police to address high crime rates and drugs, adopt CPTED principles

BRPD, SC (SNA-CADAV), AARP,

SUPP-CJ

Short-term to Mid-Term

High U EBRP BRPD, SNA

(CADAV), U+R CDRC

2. Police-community relations

Establish a police-community program (establish Neighborhood Watch Program through East Baton Rouge Police Department Community Services Division) — A Community Policing Program, which can also assist in limiting the amount of loud music in the community. Establish ordinances to control music level through-out the community

BRPD, SC (SNA-CADAV), SUPP-CJ,

AARP


High U EBRP SNA (CADAV),

U+R CDRC

3. Police visibility Work w/ local police & EBRP to increase police visibility w/n the community (develop a plan to add police substation)

BRPD, SC (SNA-CADAV), EBRP



(CADAV)







Resource Time


Estimated Cost

Funding Options

Monitored By

Infrastructure (I): Strategies Addressed - 2, 3, 4, 5 Infrastructure (I): Strategies Addressed - 2, 3, 4, 5

1. Improve local streets and roadways throughout the community

Work with DPW and DOT to identify, schedule and implement repairs for highways, streets and roads throughout the community that require repairs, maintenance and upgrades

DPW, LDOT Mid-Term to Long-Term


ACE

2. Reduce the level of flooding throughout the community Work with EBRP to develop and implement strategies to address drainage issues within the community (i.e. extend existing drain-age pipes, create retention ponds for increased natural drainage, and use Best Management Practices )

DPW, BREC, SUBR, EBRP, LDOT



ACE

3. Improve existing utility infrastructure (sewer, lighting, etc.), sidewalks, public transportation access, etc.

Work with EBRP (DPW, BREC, State and Local Agencies) to identify and strategically address existing infrastructure concerns

DPW, BREC, LDOT,

CATS Mid-Term to Long-Term

High J LADOTD EBRMC, CPEX,

LHOR

Recreation and Entertainment (RE): Strategies Addressed - 2, 3, 4, 5 Recreation and Entertainment (RE): Strategies Addressed - 2, 3, 4, 5

1. Improve and enhance Community Centers and Recreational facilities

Work with BREC and other agencies to improve and enhance activities within the facilities for all age groups, including walking, skating, cycling, swimming, child play activities, etc.


Medium J EBRP EBRMC, SC

2. Develop and enhance bike routes in the community Work with BREC to create new bike routes that connect with and enhance existing routes throughout the community, that also connect with bike routes in other communities in East Baton Rouge Parish


Medium J CRPC EBRMC, DDD,

CPEX

3. Plan, design, designate and develop open spaces and natural areas throughout the community

Strategically designate and create Pocket Parks throughout the community that add additional green space for activities

Work with BREC to develop the existing marsh lands north of Southern University‟s campus creating an Eco-Park that provides a place for educational and recreational activities, offering enjoy-ment of the natural environment (similar to Bluebonnet Swamp Nature Center)


Medium J NEA EBRMC, CPEX

4. Create a community entity to regularly meet with the Howell Place Development to discuss recreational and business activities and use of green space

Work with Howell Place Developer to discuss opportunities that will attract people from different parts of the city to activate in the Development

BREC, HPD,

SUBR, RDA, SC Mid-Term to Long-Term

Medium J SRB EBRMC, HPD,SC

5. Provide opportunities for activities at the riverfront of the Mississippi River (The Bluff) and develop community access

Work with Southern University, BREC, and other agencies to create activity options and access to The Bluff, for University family and friends and the community at large

SUBR, BREC, EBRP,

SC, ACE Mid-Term to Long-Term

Medium J ACE EBRMC, LHOR,

CPEX

6. Provide gathering areas throughout the community Work with developers, local businesses and city agencies to locate and create activity nodes for the community, within existing and proposed developments

RDA, CPEX, SUBR, BREC


Medium J EBRP KBRB, BRMC

Safety and Crime (SC): Strategies Addressed - 2, 3, 5 Safety and Crime (SC): Strategies Addressed - 2, 3, 5

1. High crime rates and drugs Work with local police to address high crime rates and drugs, adopt CPTED principles

BRPD, SC (SNA-CADAV), AARP,

SUPP-CJ



(CADAV), U+R CDRC

2. Police-community relations

Establish a police-community program (establish Neighborhood Watch Program through East Baton Rouge Police Department Community Services Division) — A Community Policing Program, which can also assist in limiting the amount of loud music in the community. Establish ordinances to control music level through-out the community

BRPD, SC (SNA-CADAV), SUPP-CJ,

AARP


High U EBRP SNA (CADAV),

U+R CDRC

3. Police visibility Work w/ local police & EBRP to increase police visibility w/n the community (develop a plan to add police substation)

BRPD, SC (SNA-CADAV), EBRP



(CADAV)





Resource Time


Estimated Cost

Funding Options

Monitored By

Social Policies and Community Awareness (SP): Strategies Addressed - 2 Social Policies and Community Awareness (SP): Strategies Addressed - 2

1. Enhance Community awareness of Social, Public, and Com-munity services and events that can be provided to residents of all age groups

Establish avenues to inform the community about services avail-able to them (i.e. community website & newsletters)

CSR, SNA (CADAV), SCDC, COA, NORIL, AARP, U+R CDRC


Medium C AARP, COA, HUD U+R CDRC, NORIL, SNA

2. Build better Church and Community partnerships Increase opportunities to develop partnerships between local churches and the community to improve the quality of life for its citizens

LC, SCDC, BRT Short-term, On-going

Medium U LC, SC U+R CDRC,

3. Increase Community capacity to compete for grants Train Scotlandville Community Development Corporation (SCDC), local non-profits organizations, small businesses, community organizations, and other interested parties in grant writing

BAsS, SUPP, U+R CDRC


High C HUD, SBA U+R CDRC,

ORSI

4. Increase activities between East Baton Rouge Parish public safety agencies and the Community

Identify the programs that the EBRP public safety agencies can participate in and increase their visibility in the community (Community Education Programs in Fire Safety, First Aid Training, Community Policing, etc.)

Note: See Safety for related concerns

EBRP Short-term, On-going

Low U EBRP EBRP

5. Develop Self Enrichment Courses Establish community training courses in personal finance, entre-preneurship and business development/startups , social policies, parenting, basic life skills, wellness, etc. (Community Improve-ment Courses)

SUBR, BRBCC, CSR, UREC, CPEX


Medium D SUBR, BRAC,

BRBCC U+R CDRC,

ORSI

6. Work with the Mayor-President and other elected officials Encourage the Initiation of a working relationship with Mayor-President‟s Office, and continue to work with the East Baton Rouge Metro Council

MO , EBRMC,

LHOR, A6 Short-term, On-going

High U MO, SC SNA (CADAV)

7. Get Community Leaders (non-elected officials) involved in the implementation process of the SCCDP

Establish workshops and seminars for community leaders to become involved with, and aware of SCCDP implementation (i.e. AARP Livable Communities Academy)

CADAV, SCDC,

U+R CDRC Short-term, On-going

Medium B AARP, HUD AARP, CPEX,

SRB

8. Increase SUBR students‟ willingness to give of their resources to the Scotlandville Community

Enhance partnerships between SUBR and SUBR Service Learn-ing Program, and the Scotlandville Community to elevate the its awareness of “CommUniversity”

SUBR, CADAV Short-term, On-going

Medium U SUBR SNA (CADAV),

SUPP

9. Establish and enhance K-12 students participation in community volunteerism activities

Promote systemic volunteerism programs in East Baton Rouge Parish School System

SUSL, LS, EBRPSB


Medium U YEZ CADAV, SUCE

10. Strengthen and enhance the capacity of active community organizations (including for-profit, not-for-profit and volunteer organizations), community advocates and concerned citizens

Develop partnerships between local community organizations to improve capacity & community effectiveness through training programs and implementation strategies

SUBR, CADAV, SCDC,

UREC, BRT Short-term, On-going

High U HUD ORSI, BRBCC

11. Replicate successful neighborhood associations within the Scotlandville Community

Identify successful local neighborhood associations to service as precedents and models that can be replicated and adapted throughout the community

SUBR, SNA (CADAV), SCDC, UREC, TBR,

AARP, CSR


Medium U AARP, HUD CSR

Transportation (T): Strategies Addressed - 2, 3, 5 Transportation (T): Strategies Addressed - 2, 3, 5

1. Improve public transportation conditions: covered bus stops, railroad crossing, sidewalks, bike routes, bus routes and schedule frequency

Work with EBRP to plan, create, enhance, and maintain the public transportation system

Note: See Infrastructure element for related concerns

CATS, DPW, LDOT,

LG Mid-Term to Long-Term

High J USDOT, HUD CEES, MO

2. Create pedestrian access across major roads and access points in the community (i.e. Scenic Hwy to the Scotlandville Branch Library, Parking at the F.G. Clark Activity Center to the Scotlandville University District, etc.)

Develop and implement a plan to create safe passage across Scenic Hwy (i.e. footbridge, pedestrian stop lights, yield sign, etc.)

CATS, DPW, LDOT, LG


Medium J USDOT, HUD CEES, MO

3. Improve public transportation options

Establish public and private partnership to create Transit-Oriented Development (TOD) and/or PRT

CATS, LDOT, DPW, RDA, OCD,


High J USDOT, HUD CEES, CPEX, MO


5-17 Monitoring Plan


Monitoring Plan This section addresses the process for monitoring, amending, and updating the Scot-

landville Comprehensive Community Development Plan (SCCDP); and outlines the amend-

ment process and recommended timeframe for amendment cycles, with an extensive periodic

update of the SCCDP every three to five years.

The Scotlandville community wants to have the ability to measure successes and chal-

lenges in implementation of the SCCDP. In order to accomplish this, the creation of a non-

profit entity will be necessary to manage and implement the Plan called the Scotlandville Com-

munity Development Partnership (SCDP). In addition, a board made up of community mem-

bers, business owners, and stakeholders, should be created to monitor the progress of the

SCDP and its implementation of the SCCDP. This board will be called the Scotlandville Re-

view Board (SRB). Additionally, a 12 member Advisory Committee, formally part of the SRB

(with professionals representing each of the ten plan elements) will be created to advise the

SCDP and SRB on development and implementation strategies listed in the SCCDP. The non-

profits‟, boards‟ and committees' makeup is further described below. The SCDP should pre-

pare an annual report (with annual assessment) to assess the progress of the SCCDP‟s imple-

mentation; providing recommendations, and setting priorities (with action items) for the upcom-

ing year. This annual assessment should be used to guide programs, capital improvement

budgeting, and policy development to better achieve the goals of the Plan. The report for the

annual assessment should be submitted and presented to the SRB, and the Scotlandville Com-

munity (all interested stakeholders), City-Parish Planning Commission, City Manager, City

Metro Council, and the public. The SCDP through the SRB annual board meeting should make

the progress report a highly publicized effort to demonstrate the important role the Community

Plan plays in decisions that affect Scotlandville‟s growth, and to continue the excellent public

involvement process that helped develop the SCCDP.

To keep the Plan current, the SCDP should undertake a major re-evaluation and update

of the SCCDP every three to five years. Such re-evaluation should include an update and

revision of the Community Inventory report. The systematic update will allow the SCDP to keep

its data, policies and actions relevant to changing times. However, this is not to infer that Plan

amendments should not take place otherwise. Additionally, the SCDP should establish a yearly

cycle for minor Plan amendments to maintain its relevancy to the public and city-parish govern-

ment. This cycle should be timed to follow the annual progress assessment, so that lagging

implementation items can be revisited. This cycle should coincide with the East Baton Rouge

Parish Comprehensive Plan (FUTUREBR), and any updates made to the East Baton Rouge

Redevelopment Authority‟s Community Improvement Plan (CIP). This yearly minor Plan


Monitoring Plan 5-18


amendment process should provide an opportunity for individuals, groups, or city-parish agen-

cies to propose minor amendments to the SCCDP to address changing social and market con-

ditions or reflect new facility plans and work programs. Minor amendments may include

changes to the text or maps of the SCCDP. Each proposed amendment will require the appli-

cant to provide the burden of proof to justify the change or addition. This amendment process

should be developed by the SCDP and voted on for approval by the SRB in consultation with

the Advisory Committee.

Scotlandville Community Development Partnership (SCDP) The SCDP will have the charge of managing and implementing the SCCDP to ensure

that any new developments coincide with the SCCDPs‟ Vision and five strategies. This Part-

nership will be in charge of updating the Plan and working with local, city-parish and state

agencies to bring positive change to this community; and as a non-profit (501c3) entity, it will

take a different organizational form than current non-profit community organizations in exis-

tence within East Baton Rouge Parish. This entity will be an independent self sustaining out-

reach arm of Southern University and A&M College in collaboration with the Scotlandville com-

munity. One Executive Director will be appointed to manage all SCDP activities. The Execu-

tive Director will develop a SCDP Business Plan with action items that coincide with the Action

Plan Implementation Matrix. This business plan will be updated yearly, and progress will be

presented to the Scotlandville Review Board (SRB - explained in further detail in the following

information below), for approval at a yearly board meeting. Faculty at the University will assist

the SCDP with projects in the community in their respective areas of expertise. Deans in the

respective colleges and schools at the University will identify faculty that will assist in SCCDP

projects.

The Executive Director will identify yearly projects (through the action items determined

in the SCDP Business Plan) to pursue based on priority, and work with the faculty in each re-

spective discipline on the particular action item. Faculty will work with the SCDP grant writer to

identify grants in their respective area that relate to an action item. The grant writer will re-

search and assist in writing the grant application, and the faculty member in charge will act as

the Principal Investigator (P.I.) over the respective grant application and direct all activity for the

duration of the respective grant. Student interns will assist in grant activities where applicable.

Students at Southern University have to complete sixty (60) hours of community service before

graduation, and they must take the course, Service Learning (SVLR 100/200/300/400). This

course will provide 5-10 students (each semester) to the SCDP to assist with community devel-

opment projects in Scotlandville. The SCDP grant writer will assist the respective P.I., and Ex-

ecutive Director in writing yearly reports on all grant/project activity within the Scotlandville com-

munity. At the completion of an awarded grant, the grant

writer will assist the respective P.I. in closing out all grant ac-

tivity reports for records for the SCDP, and copies will be pro-

vided to the Office of Sponsored Programs for their records.

Where applicable the SCDP will work with local non-profit or-

ganizations on large projects within the Scotlandville commu-

nity. The Executive Director and respective P.I. will consult

with the East Baton Rouge Redevelopment Authority (RDA)

for all projects that take place within the RDA‟s Community

Improvement Plan area.

The following organizational chart will govern the Partnership

makeup:

1 Executive Director

Directs all SCDP activity

Reports to the Scotlandville Review Board on all SCCDP pro-ject updates

Develops partnerships with local, city-parish, state and re-gional organizations

1 Community Liaison Person

Regularly meets with community member, business owners and stakeholders on the SCCDP development projects

1 Grant Writer

Assist all faculty of each discipline in gathering information and writing grant applications

1 Executive Assistant

Works directly with the Executive Director

Runs day to day activities of the SCDP

1 Paid Intern provided by the Urban + Rural Community Design

Research Center (U+R CDRC)

5-10 Volunteers

Provided each semester by the Service Learning course - Volunteers will be chosen based on their major correspond-ing to the particular activity/project in progress at the time (i.e. if the current project in the SCDP is the development of the pocket parks, volunteers from the College of Agriculture will be chosen based on their major and interest)

*While the SCDP is being formed, the U+R CDRC will handle the project

management duties for the SCCDP and make preparations and forge

relationships for the SCDP into existence.



Case Study: Community Benefits

Agreement

Economic development projects that have been promoted as boons for an entire city or community have often left low- and moderate-income neighborhoods missing out on the touted gains. When the time came to tally up the rewards that such projects can bring, it appeared that attrac-tive opportunities like jobs, housing and new businesses had bypassed many of these neighborhoods. A type of contract known as a community benefits agree-ment (CBA) has emerged in the past dec-ade to help participants achieve advance agreement on how some of the benefits of development will be shared. Residents and community leaders in low- and mod-erate-income neighborhoods have ex-pressed excitement about the tool's po-tential to help them gain from economic development projects. However, CBAs are an evolving tool and the evidence regard-ing their efficacy is still accumulating. How to accomplish: A CBA is a contract created by the key partners involved in community development projects. The list usually includes a private developer, com-munity-based organizations, public offi-cials, and local government agencies. A typical contract defines specific benefits the developer guarantees to residents of the affected neighborhoods. The benefits can include well-paying jobs, affordable housing, childcare centers, health and recreational facilities, and educational improvements. CBAs can also involve the redress of harm. For example, a CBA could include the construction of a playground as remediation for a loss of green space. Project availability: For more information on CBAs visit www.minneapolisfed.org/publications_papers/pub_display.cfm?id=1881


Proposed Board Makeup for the Scotlandville Review Board (SRB)

The 15 seat Board of Directors for the SRB will in-

clude, 7 community seats and 7 stakeholders seats, plus 1

additional Board-appointed resident (see below for break-

down). The purpose of the SRB is to oversee the implemen-

tation of the SCCDP, and ensure that any development

strategies undertaken in the SCCDP benefit the Scotlandville

community's economic growth, along with addressing human

development and environmental issues. The SRB will have

public meetings monthly at a location within the community,

and also have an annual public board meeting to review

progress on ongoing projects within the community. At this

annual board meeting, the SRB will approve the next year‟s

business plan with action items.

B O A R D O F D I R E C T O R S M A K E U P

The Scotlandville Review Board (SRB) is governed by a 15-member Board of Directors, with a 12-member Advisory Committee. Community-wide board elections are held every two years (staggered) at the SRB Annual Meeting.

Equal representation is provided for the Scotlandville commu-nity. The overall structure of the board is composed as follows:

7 Community seats from the entire Scotlandville community

2 Scotlandville residents

1 from local religious organizations

1 from the Scotlandville Community Development Corporation

1 from the Urban Restoration Enhancement Corporation

1 from local neighborhood associations (i.e.. Community Against Drugs and Violence)

1 Youth from Scotlandville Magnet High School (ages 15-18)

2 from Scotlandville area businesses

1 from the Baton Rouge Metropolitan Airport

4 Southern University seats

1 from the President‟s or Chancellor's Office

1 from a College or School on Southern University‟s Baton Rouge campus

2 from the School of Architecture

1 Resident appointed by the elected board



Example Project: Dudley Street

Neighborhood Initiative, MA.

The Dudley Street Neighborhood Initiative (DSNI) is a nonprofit community-based planning and organizing entity rooted in the Roxbury/North Dorchester neighbor-hoods of Boston. DSNI's approach to neighborhood revitalization is compre-hensive including economic, human, physical, and environmental growth. DSNI works to implement resident-driven plans partnering with nonprofit organizations, community development corporations (CDCs), businesses and religious institu-tions serving the neighborhood, as well as banks, government agencies, corporations and foundations. The Dudley Street Neighborhood Initiative has grown into a collaborative effort of over 3,000 residents, businesses, non-profits and religious institutions members committed to revitalizing this culturally diverse neighborhood of 24,000 people and main-taining its character and affordability. DSNI is the only community-based non-profit in the country which has been granted eminent domain authority over abandoned properties in its boundaries.

How it was accomplished: It was formed in 1984 when residents of the Dudley Street area came together out of fear and anger to revive their neighborhood that was devastated by arson, disinvestment, neglect and redlining practices, and to protect it from outside speculators. Project availability: For more information on the DSNI, contact John F. Barros, Executive Director, at 617.422.9670 or email them at [email protected] Above Images: www.dsni.org

http://www.dsni.org/board.shtml



A D V I S O R Y C O M M I T T E E M A K E U P

The Advisory Committee to the Scotlandville Review Board (SRB) is a 12-member Committee

made up of local and state professionals. This committee (a 2-year term), will advise the SRB

on matters concerning economic development, education, the environment, housing, infrastruc-

ture, recreation, safety, social services and transportation. Each member agency will elect its

own members to the Committee. Where agencies are unable to fill positions, Schools and/or

Colleges at Southern University and A&M College (Baton Rouge campus), will serve on the

committee (in their respective disciplines). Meetings will take place once a quarter, or when

there are significant development projects to be presented to the SRB.

The overall structure of the committee entails one (1) member from each following entity:

Mayor‟s Office and/or City-Parish Planning Commission

East Baton Rouge Redevelopment Authority (RDA)

East Baton Rouge School Board representing District 3

Louisiana Department of Environmental Quality (DEQ)

Housing Agency (i.e. Louisiana Housing Finance Agency)

Department of Power and Water (DPW)

Recreation & Park Commission of East Baton Rouge Parish (BREC)

Baton Rouge Police Department

Louisiana Department of Social Services

Transportation agency (i.e. Capital Area Transit System or Louisiana Department of Transportation)

ExxonMobil

AARP (representing livable communities)

The creation of the Scotlandville Review Board (SRB) is based on the successful Dudley

Street Neighborhood Initiative, in Roxbury, Massachusetts (visit www.dsni.org).

In addition to the Scotlandville Review Board (SRB), and its Advisory Committee, the

SCCDP's primary monitoring components; a Community Benefits Agreements (CBA) should be

executed for all development projects that are to be implemented according to the SCCDP. A

CBA is a legally binding contract between two private-sector parties — a developer and a non-

profit community organization — to ensure that an economic development project benefits lo-

cal community residents.




Priority Projects The first priority is creating the Scotlandville Community Development Partnership

(SCDP) and the Scotlandville Review Board (SRB) to manage and oversee the development of

the SCCDP. While this is the first priority, below are priority projects by plan element that

should happen in the short term, and begin immediately. While the SCDP and SRB is being

formulated, the U+R CDRC will act as the project manager over the SCCDP. The U+R CDRC

has already begun developing partnerships to begin several of the priority projects along with

other projects listed in the Action Plan Implementation Matrix (APIM).

Community Image

CI-2: Work with Keep Baton Rouge Beautiful, and other local organizations, and city agencies to maintain the communities' appearance

Economic Development

ED-1: Establish programs and create opportunities to connect the community and Southern University. Create the University District — Scotlandville University District (SUD)

Education

E-5: Work with the EBR Parish School Board to provide appropriate programs and staffing to repurpose Banks Elementary School

Environmental Concerns

EC-4: Establish a partnership with ExxonMobil, Entergy, Southern University and the Community to develop a solar farm that will generate funds, of which a share will be used to revitalize the community

Housing

H-1: Assess the condition of houses and other buildings, and remove or rehabilitate as required

Infrastructure I-1: Work with DPW and DOT to identify, schedule and implement repairs for highways, streets and roads through-out the community that require repairs, maintenance and upgrades

Recreation and Entertainment

RE-2: Work with BREC to create new bike routes that connect with and enhance existing routes throughout the community, and also connect with bike routes in other communities in East Baton Rouge Parish

Safety and Crime

SC-2: Establish a police-community program (establish Neighborhood Watch Program through East Baton Rouge

Police Department Community Services Division)

Social Policies & Community Awareness SP-7: Conduct workshops and seminars for community leaders to become involved with, and aware of SCCDP implementation (i.e. AARP Livable Communities Academy)

Transportation T-1: Establish public and private partnership to create Transit-Oriented Development (TOD)

5-23 Next Steps


Design Guidelines

Design guidelines constitute a set of principles that guide the review of private develop-

ment in the Scotlandville commercial and mixed-use districts. The general purpose of the

guidelines is to create a high quality, engaging and dynamic, pedestrian friendly built environ-

ment. Design guidelines should not hamper design expression, but help to give direction

regarding building form, ground floor design, location and screening of parking, service and

mechanical functions, and the design and location of signage. These guidelines serve as the

principles for reviewing and approving façade grant applications. The Scotlandville Community

Development Partnership (SCDP) should begin developing the design guidelines after doing a

complete community inventory of current architectural styles, building types, building forms,

fenestrations, etc. A community engagement process should be used to involve citizens of the

community and their opinions for the look of their community. These guidelines should be cre-

ated in consultation with the East Baton Rouge Redevelopment Authority (RDA) and Southern

University School of Architecture (SUSA). Additionally, the City Parish Planning Commission

(CPPC), Louisiana Speaks Regional Planning Document and the Louisiana Main Street Pro-

gram, amongst others, should be consulted throughout the development of these guidelines,

because these agencies and documents already have adopted design guidelines that may be

of use in this process.

Next Steps

The adoption of this Community Plan, within the East Baton Rouge Comprehensive

Plan, FUTUREBR, is the first step in the implementation process. It is the product of consider-

able effort on the part of the U+R CDRC, local and state agencies, business owners, commu-

nity leaders, and concerned citizens. Continuing action will be necessary to implement the

Plan. Working with a range of implementation partners and the City-Parish Planning Commis-

sion, the Scotlandville Community Development Partnership (SCDP) will be the lead facilitator

to implement the Plan, and coordinate periodic reviews among municipal departments.

Ongoing

Developing the Scotlandville Community Development Partnership (SCDP) to manage the

implementation of the SCCDP

Developing the Scotlandville Review Board (SRB) to monitor the implementation of the

SCCDP

Work with Scotlandville business and resident leaders, members of the Metro - Council,

and other interested groups to build consensus, and develop advocates that will embrace

the Plan and follow it through the process of implementation


Conclusion 5-24


Update SCCDP every five to ten years to reflect changing conditions

Conclusion

As discussed in Section Three, community participation will be key for implementing this

Plan. Numerous city, state and local agencies will need to be involved in making the SCCDP a

success, but at the heart of the implementation must be community participation, support and

advocacy to make sure this community driven Plan is implemented in the manor the community

intends.

Figure 5.1: Mayor-President „Kip‟ Holden, Councilwoman Edwards and Councilman Addison, posing with Dean Wilkinson and the U+R CDRC students, after receiving their Certificates of Recognition.

Section Five: Section Five - brla.gov

Documents

Transcript of Section Five: Section Five - brla.gov