Greenwood Park + BR Zoo Master Plan Report

GREENWOOD PARK & BATON ROUGE ZOO MASTER PLAN
GREENWOOD
COMMUNITY PARK
& BATON ROUGE ZOO
MASTER PLAN
ii | GREENWOOD PARK AND BR ZOO MASTER PLAN
LETTER FROM THE SUPERINTENDENT
This Master Plan is the culmination of the largest planning project in BREC’s history, a guide to the
reinvention of BREC’s most visited facility and of the largest park in its inventory. It is the result of a robust
public outreach effort, informed by the ideas and desires of residents from every area of East Baton Rouge
Parish and will create a park unlike any other in the region.
It reflects a bold vision for the future that is innovative, transformational, and celebrates our diversity. It
provides a roadmap for a much more detailed process of designing and constructing a great park and zoo
that all of East Baton Rouge will be proud of.
One key component of this plan is to create a cohesive space where the entirety of the Greenwood
property becomes one signature destination with the entrance to the Baton Rouge Zoo relocated to the
center of activity. As you read through this plan, you will see how that will be achieved and how this project
will become reality, one phase at a time.
Respecting and showcasing the rich history and vibrant natural resources abundant in south Louisiana,
this plan will create a park that will educate visitors about the preservation of wildlife, plant life and
sensitive habitats found throughout the site. While providing unique recreational experiences, the park will
also be intentionally designed to protect the area that surrounds it from natural disasters such as floods.
The ambitious plan will create a modern zoo designed to appeal to visitors of all ages, with immersive
exhibits that will create exceptional and inspirational learning experiences by connecting guests to the
natural world. The Baton Rouge Zoo has served generations of families for nearly 50 years and this plan will
ensure it remains deeply engaged in the community, delivering relevant, vibrant experiences to all.
The master plan will also create a park that is not only built to serve the residents who live in the
surrounding area but is also designed to appeal to visitors from other states and parishes through its
distinctive attractions that aren’t replicated anywhere else in the region.
The creation of this master plan is the result of months of hard work and the collective vision of our
renowned consultants, engaged community and dedicated BREC staff. I want to especially thank the BREC
planning team, Sasaki Associates and Torre Design Consortium, Ltd. and all of those who dedicated their
time and expertise to help us reimagine the Baton Rouge Zoo and Greenwood Community Park.
Corey K. Wilson, BREC Superintendent
iii
DOCUMENT
ORGANIZATION
Park {
Zoo {
iv | GREENWOOD PARK AND BR ZOO MASTER PLAN
GREENWOOD COMMUNITY PARK:
EXECUTIVE SUMMARY
GREENWOOD COMMUNITY PARK:

MASTER PLAN REPORT
BR ZOO: MASTER PLAN REPORT
BR ZOO: APPENDIX (SUPPORTING DOCUMENTS)
v
GREENWOOD
COMMUNITY PARK
MASTER PLAN
1
2| GREENWOOD PARK MASTER PLAN
GREENWOOD COMMUNITY
PARK MASTER PLAN
0 Executive Summary................ 5
1 Master Plan Process............... 5
2 Project Context.......................19
3 Master Plan Vision..................49
4 Site Systems...........................77
5 Community Program.............111
6 Implementation....................135
3
EXECUTIVE
SUMMARY
THE VISION
6
A neighborhood park for
North Baton Rouge and Baker.
A regional destination for
East Baton Rouge Parish and beyond!
7
TODAY Greenwood Park serves as a community park for
the Baker area with isolated uses and minimal
gathering spaces centered around the existing
Waterfront Building. The landscape, dominated
by 27 holes of golf, provides little-to-no access to
the rich ecology on site while an overall lack of
connectivity and program struggles to serve the
needs of the community. The Baton Rouge Zoo sits
within but does not engage the park in any way.
LAVEY LN
Dumas Memorial Golf Course
Greenwood Lake
Playground
Disc Golf
LA-19
Dog Park BATON ROUGE ZOO

Tennis Center
J.S. Clark Golf Course
Soccer Fields
Playground
THOMAS RD
8| GREENWOOD PARK MASTER PLAN

TOMORROW Designed with the very best of Louisiana’s natural
and cultural environments in mind, the new park
serves as a place to both get away and come
together. The balanced nature-based and active
program elements are stitched together by a
network of multi-modal trails that connect people
to this place. The reimagined BR Zoo, now opening
into the park, becomes part of a larger constellation
of community uses that serve people of all ages,
from all walks of life.
LAVEY LN
Community Garden
Stormwater Sediment Pond
Dog Park
Soccer Fields with Lights

Zipline
Conference/ Rental Facility
Blue Trails Equestrian Trail
Adventure Playground/ Splash Pad
Waterfront Building & Cafe
Outdoor Concert Venue
Bayou Promenade Parking

LA-19
Event Lawn/Overflow Parking
Sports Facilities: Tennis, BATON ROUGE ZOO

Pickleball, Futsol, Basketball
Disk Golf Course

Military Shed
Mini Golf Expanded J.S. Clark Golf Course
Grass Beach
THOMAS RD
9
THE PROCESS
This plan is the culmination of over
BREC
9 months of intense community and
stakeholder engagement that included
conversations about both the future of
the BR Zoo and Greenwood Park. The
Greenwood Park Baton Rouge Zoo
Master Plan Team Master Plan Team planning process built off the work
BREC had done that led to the decision
to keep the Zoo in its current location.
A series of larger public workshops,

East Baton Rouge smaller focus groups, and targeted on-
Parish Community
site and off-site engagement led to the
creation of four guiding principles that
guide the design and implementation of
the plan.
GREENWOOD COMMUNITY
PARK’S GUIDING PRINCIPLES
Celebrate Louisiana’s Nature A Park for Everyday & the Big Day
Embracing Providing a balance
the ecology of of everyday
Greenwood Park neighborhood
and creating amenities and
sustainable destination activities
opportunities that are a regional
for people to draw
experience the
landscape
10 | GREENWOOD PARK MASTER PLAN

OVER 4,000 POINTS OF ENGAGEMENT!
“A strong link to the “I think the focus needs
neighboring community “This city needs to be on enhancing and
and multi-modal access places for people celebrating the ecology
(sidewalks, bike lanes, bus) to come together” and culture that makes
are very important.” Southeast Louisiana unique”
PUBLIC OPEN HOUSE 1 PUBLIC OPEN HOUSE 2 PARTY IN THE PARK
Open Up and Reach Out Welcome and Grow
Providing physical
connectivity for
walkers, bikers, Putting community
and drivers alike at the heart of the
to make the park a park’s design and
connected heart of implementation
the parish
11
Shown Here: The Bayou Promenade connects the main entrance
of the Zoo to the Waterfront Building and Greenwood Lake along
Cypress Bayou. This linear walk provides spaces for families
to gather, meet, and rest under the shade of trees and trellis
showcasing Louisiana’s native plants. Bringing people closer to
the bayou offers moments for education about conservation.
12
GREENWOOD COMMUNITY PARK MASTER PLAN
children’s adventure playground, the
The vision for Greenwood Park is zip-line and adventure course, and the
centered around the idea of creating a community rental space are coupled
one-of-a-kind, world class destination with more intimate, neighborhood based
for East Baton Rouge and the larger programs like a new dog park, sports
region. The design puts people up-close fields, picnic areas, smaller play spaces,
and personal with the robust natural and open lawns. All of the program is
setting of the park and positions the stitched together with a robust network
BR Zoo as one of many cultural and of trails and new roadways that connect
recreational amenities within the the park and zoo with the adjacent
park. Iconic destinations such as the community and bring people access to
large-scale outdoor concert venue, the the over 600 acres of park space.
13
Additionally, the park is designed Through the entire process the
to enhance the ecological functions community will have chances to get
through native restoration of the involved and take ownership over the
bayous, forest, and the current Dumas process and the park! This park will
golf course which is repurposed to serve as a catalyst for positive change in
become a more usable part of the the North Baton Rouge and Baker area.
park. These new facilities will be
implemented over the next decade or so
utilizing a diverse set of funding sources
ranging from public to private dollars.
Shown Here: Greenwood’s Louisiana Playscape offers children
of all ages something to do. Elevated walks, large slides, larger
than life animal play features, delta themed water play features
weave in and out of landscape and built features creating an
iconic destination for all of East Baton Rouge. Picnic pavilions,
and a waterside restaurant provide places for the whole family.
NEXT Exciting times are coming to North Baton Rouge and
Baker. Greenwood Park and the Baton Rouge Zoo will
both be breaking ground in mid-to-late 2020 with the
STEPS completion of the first phase of work opening in early
2022. This will include some of the central elements of
the park that will make this a true destination. Other
exciting aspects of the park will happen over time as
funds become available and aspects of the design are
advanced.
During the design process

for Phase 1 there will be
many more opportunities
Q1 | 2020 to provides feedback on
the design of YOUR
Master Plan
Advancement Greenwood Park!
• Business Planning Study
• Governance Study
• Fundraising
• Master Infrastructure Plan Q2 | 2020
Construction Enabling Studies Greenwood

• Environmental Investigation Park
• Site Survey and Geotechnical Report
• Construction Manager Selection
Ground-
breaking Q1 | 2021
Q3 | 2020
Phase 1 Design Process
• Schematic Design-Construction Documents
• Community Engagement
• Permitting (USACE, USF&W, EPA, etc.)

PHASE 1: OPENING 2022 PHASE 2: OPENING 2024 PHASE 3: OPENING 2026 PHASE 4: OPENING 2029
PHASE 1 OF GREENWOOD PARK AIMS TO ACHIEVE ALL THE GUIDING PRINCIPLES TO

ENSURE THAT THE FIRST INVESTMENT MADE SETS UP THE PARK FOR LONG-TERM
SUCCESS.
Phase 1 advances the work completed in the master plan and begins with studying various governance options
for Greenwood Park and looking at a variety of ways to raise funds for the project. Additional studies, such as
detailed site surveys, will inform the final locations of design elements within Phase 1. The design process is
anticipated to last until Q1 of 2021 with ground breaking starting Q3 of 2020. The anticipated ribbon cutting is in
Q2 2022.
During the construction of Phase 1

Greenwood Park will be open for
business! Many ideas from the master
plan will be tested out including new
events and programs and opportunities
for you to engage with the site!
Q2 | 2022
Phase 1 Construction Process
17
HOW TO This was a large and complex planning process for
a large and complex project. As such, there is a lot
of information! While we hope you read everything,
USE THIS we understand you may just be looking for specific
information. See the outline below for where
DOCUMENT specific types of information might be found so you

can get to the things that you care about!
HOW DID WE GET HERE? TELL ME THE BIG PICTURE

Go to the Master Plan Process Go to the Greenwood Park
The Master Plan Process outlines our process of Master Plan Vision
community engagement and stakeholder meetings,
and how the findings from these meetings led our The Greenwood Park Master Plan Vision shows
design decisions. the overall master plan, and goes into detail of
all the programs that will be included in the park.
The chapter starts with an outline of our guiding
principles for the project, and how they relate to our
final design.

TELL ME ALL THE DETAILS TELL ME ABOUT THE ZOO
Go to Site Systems, Community Go to the BR Zoo Master
Program, and Implementation Plan Vision
Site Systems describes our planned programs The BR Zoo Master Plan Vision documents
and how they will fit into the existing environment describes the overall master plan for the BR Zoo
of the park, as well as our vision for the park and includes the details of the BR Zoo design.
character. Community Program explains how we
are addressing the feedback we received from
our community engagement in ways that will best
benefit the whole community. Implementation
outlines the construction phases that will take
place to take the park from today to completion in
an efficient manner, making sure that the park is
usable throughout the whole process.
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1
MASTER PLAN
PROCESS
21
MASTER PLAN PROCESS
MASTER PLAN
SCHEDULE & TIMELINE
DISCOVERY
10-12 WEEKS
PLANNING PROCESS
Listening and learning

CREATING THE VISION
12-14 WEEKS
Exploring design options
DEC JAN FEB MAR APR
2019
PUBLIC
HOLDER MEETINGS
PUBLIC & STAKE-
MEETING #1
COMMUNITY OPEN HOUSE
• Overview of planning process
• Exploration of issues and goals
• Initial program ideas
• Online survey launch

The Greenwood Community Park phase, Creating the Vision, investigated three
drastically different design options for the park.
Master Plan process took place
The final phase, Action Plan, refined the three
over nine months, from January to design concepts into one master plan, showcased
September 2019, and was divided into detailed elements of the new design, and outlined
three key phases. the phases for the future park. At the end of each
phase the team reached out to the community
The first phase, Discovery, looked at existing and stakeholders to ask for their feedback, which
conditions of the site to identify opportunities directly influenced the design of Greenwood Park.
and constraints for the project. The second
ACTION PLAN
14-16 WEEKS
Finalizing a vision for Greenwood Park & Baton Rouge Zoo
MASTER
MAY JUNE JULY AUG SEPT
PLAN
PUBLIC PUBLIC
MEETING #2 MEETING #3
COMMUNITY CHARETTE COMMUNITY PRESENTATION
• Summary of analysis • Master plan direction reveal
• Program summary • Forecast potential actions
• Overview of options
23
“This city
needs better
parks, and
needs PLACES
FOR PEOPLE
TO COME
TOGETHER.”
“I think the focus needs

to be on enhancing and
CELEBRATING THE
ECOLOGY AND CULTURE
My #1 priority for that makes southeast
Greenwood Park is Louisiana unique.”
“That it’s BETTER
INTEGRATED
INTO THE LOCAL
COMMUNITY and
accessible by foot
and by bike.”

“Our family has been
coming to the park
and zoo for years
and we are BEYOND
THRILLED TO SEE
THIS REVITALIZATION
OF THE AREA!”
I want it to be “a place
that BATON ROUGE CAN
BE PROUD OF.” I want it to be
“a place that I
would like to
incorporate
into MY DAILY/
WEEKLY LIFE.”
25
MASTER PLAN PROCESS
COMMUNITY ENGAGEMENT
Throughout the entire process, community back with a summary of the feedback results
engagement was an integral part of defining the gathered from the first public engagement, to allow
next step of the master plan. In order to invite as participants to have a shared understanding of the
many voices as possible into the process, the team broader community’s vision for Greenwood Park.
intended engagement methods to be accessible to a
range of preferences and capacity for participation. For the final engagement of the master plan
process, the team wanted to celebrate the
The open houses associated with each round of contribution of the community to the plan vision
public engagement were the primary format of and the transformative impact the plan will have on
engaging the public, since it enabled the possibility the park and surrounding neighborhood by hosting
of one-on-one conversations and direct interaction a joyful Party in the Park. The event included an
with members of the community. Throughout the unveiling of the final master plans for Greenwood
master plan process, the team selected the location Park and the Baton Rouge Zoo, and activities
of the open houses to be proximal to different that highlighted the existing natural beauty and
neighborhoods throughout the parish and scheduled recreational amenities available at Greenwood Park.
them at multiple times throughout the day.
The team also used additional avenues of

engagement to ensure as many people as possible
ORGANIZATION CHART FOR THE MASTER
could participate in the process. The educational PLAN PROCESS
materials and interactive activities for input
presented at each open house were available
through an online survey that asked questions BREC
directly comparable to those asked at the in-person
engagement sessions. During the second round of
public engagement, a time of critical importance
for community input for making decisions about the
final master plan, the team conducted a statistically Greenwood Park Baton Rouge Zoo
representative door-to-door survey across the entire Master Plan Team Master Plan Team
parish.
After each round of public engagement, the team

aggregated the anonymous input gathered across
all forms of engagement to identify trends, ensuring East Baton Rouge
the feedback was directly informing the decisions Parish Community
made about the program and design of the master
plan. At the second engagement, the team reported

4,000+
POINTS OF ENGAGEMENT
781 1,362 1,306

Public Open Houses Views on BREC’s Facebook Online Survey Responses
Door-to-door Survey (Facebook Live of Public Meeting 2
and Public Meeting Highlights Reel)
273+ 400+ 50
Face-to-face Encounters Responses to Various Stakeholder Meetings
Media Surveys
AND ONE BIG PARTY IN THE PARK!
1,000+
Attendees
MASTER PLAN ENGAGEMENT SUMMARY

27
ENGAGEMENT ROUND ONE
The first round of engagement marked 1 PROGRAM PREFERENCE

the public kick-off of the Greenwood Participants at the open house voted for their
Park and Baton Rouge Zoo Master favorite program elements for the future Greenwood
Plans. The intent of the engagement Park by placing colorful gumballs into jars around
a large game board. In order to have each person
was two-fold: to invite the public into
prioritize which programs were their top picks, each
ongoing participation through a clear participant was limited to ten gumballs. Participants
introduction of the forthcoming process, could choose to place one or multiple gumballs in
and to gather information and feedback each option, based on how they wanted to distribute
their allotted votes for program.
to inform the next steps of the master
plan.
2 CHARACTER SELECTION
The team designed the engagement, through
open-houses and online surveys, to deepen the Participants selected from an array of images
team’s understanding of the community’s use of depicting park elements in order to create their
Greenwood Park in its existing conditions and of its own Pinterest or mood board of pictures that
priorities and preferences for the future of the park. captured the type of style or feel they envisioned
The team designed the interactive elements of the for Greenwood Park. The images available showed
public engagement to gather feedback from the examples of places that included nature-, culture-,
community to inform ideas of what programs and and recreation-focused characteristics.
what character people envisioned for the future of
the park. 3 INTERACTIVE MAPPING
In addition to collecting feedback, the team saw the Through an interactive mapping website, both open
engagement as a two-way street, with materials house and online participants responded to prompts
providing analysis of the physical conditions of the to draw on a map how they use Greenwood Park
existing park in order to spark a deeper connection today, such as “draw a star on your favorite place in
to the park and its future. Using illustrative the park” and “mark where you enter the park.”
drawings and explanatory diagrams, the public
engagement materials provided information about
the park’s surrounding demographic and socio-
economic context, the physical characteristics of
the park’s edges, internal circulation and existing
programming of the park, and the park’s hydrology
and flooding risk.

1
2 3
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ENGAGEMENT ROUND TWO
Based on the emerging themes EAST BATON ROUGE (EBR) HEART

of the conversations and survey This concept centers around the creation of a core
results of the first round of public of activity radiating out from the center of the park.
engagements, the team created three A formal pedestrian promenade connects the new
entrance of the zoo located in the heart of the park
alternative concepts for Greenwood
to the existing Waterfront Building and lakeside,
Park to drive the second round of flanked by a large adventure playground and other
public engagement. cultural amenities. A new expanded lake invites
people in and hosts a range of activities around its
The team created the three alternative concepts edge, including a new amphitheater, picnic area,
to cast alternative visions for what Greenwood and nature walks. Tying the site together is a new
Park could look like, in order to illustrate the parkway and multi-purpose trail loop.
potential ways the park could be transformed.
Embedded in the three proposed concepts
were distinct approaches to major features of
the park: water systems, vehicular circulation,
pedestrian paths, and programmatic emphasis.
Rather than asking people to vote for one scheme
over another, the team designed interactive
questions to understand what approaches and
major features appealed to the community, for
incorporation into the final master plan.

BRAIDED BAYOU ECO CONSTELLATION
This concept restores the natural alignment of the This concept disperses nature-based program
site’s bayous and weaves together active recreation elements like camping, hiking, and ziplines
programming and natural amenities, creating a throughout a site that is restored to a more
distinct balance between an active sports-based ecologically driven design. A new series of blue
western edge and a passive nature-based eastern trails connect the water bodies into a network of
edge. A new loop road connects the new zoo water-based circulation. Multiple entrances around
entrance in the center of the park with the rest of the site offer access to these various program
the site’s programs, while two primary pathways elements, while an extensive pedestrian network
weave around the site, connecting people to various connects the elements together. This concept
ecosystems and activities. This concept’s sports- creates a series of distinct programmatic and
based program serves as a regional destination. ecological rooms within the larger park.
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PARTY IN THE PARK
The final round of public engagement implementation of Phase 1 of both the park and
the zoo before encouraging the crowd to go out and
culminated in a huge party!
enjoy the many free activities provided by BREC.
PARTY IN THE PARK IMMERSIVE MASTER PLAN

Public meeting three celebrated all the work and A 22-by-24-foot illustrative plan made of banner
feedback the community gave over the previous material was located right outside the Waterfront
eight months of engagement for the master plan. Building. At this station, the community was
From online surveys, to mapping exercises, to social encouraged to take a walking tour of the future
media, to door-to-door surveys, over 3,000 points Greenwood Park and Baton Rouge Zoo with people
of engagement led to the design of the Greenwood from BREC and Sasaki. The large scale of the
Park. The celebration unveiled both the new plan gave individuals a detailed understanding
Greenwood Park Master Plan and the new Baton of the park. Illustrative images surrounded the
Rouge Zoo Master Plan in a day of activities for all large master plan to give an even more detailed
ages. From 10 a.m. to 1 p.m. between 700 and 1000 experience of the future Greenwood Park. The
people were at the Party in the Park. The day was station also provided an area to leave feedback on
structured around a few key events. cards that asked people to finish the sentences,
“One thing I would add is…” and “My favorite idea
is…,” along with blank cards asking for other
GREENWOOD PARK & THE BATON ROUGE feedback.
ZOO PRESENTATION
At 10:30 a.m. Superintendent Corey Wilson OUTDOOR ACTIVITIES
addressed a crowd of around 200 people and
explained the structure of the presentation and After people gave feedback, they were encouraged
day. Next, Mayor-President Sharon Weston Broome to go have fun and participate in all the activities
spoke and gave her support of the master plans and at Greenwood Park. Live music by Sweet Southern
the new energy coming into North Baton Rouge. Heat kicked off the party at 11 a.m. The community
She was followed by Metro Councilwoman Chauna could enjoy free food such as jambalaya, snow
Banks and State Senator Regina Barrow, who gave cones, and catfish around the Waterfront Building
their support and thanks to the community for their and in Greenwood Park. BREC on the Geaux showed
involvement. Sasaki and Torre then presented the up with tons of activities including the following:
final master plan by talking about the process that
- Balloon animals - Face painting
led to the Party in the Park, then taking everyone
on a tour of the future Greenwood Park by showing - Free zoo tickets - Free kayaking
images and plan enlargements of each area. At - Photobooth - Teen foam party
the end of the presentation, Corey discussed the - Hamster balls
33
MASTER PLAN PROCESS
STAKEHOLDER ENGAGEMENT
In addition to community engagement, the team SESSION TWO
engaged in a series of focused conversations around
specific topics of the park and the surrounding area. The second series of stakeholder meetings included
The purpose of these meetings was to align project a series of targeted conversations with elected
goals with ongoing and past planning efforts and officials, community leaders, BREC employees,
other parish-wide initiatives. Additionally, the team representatives from the business communities,
used conversations with representatives of various and consultants working in and around the area.
private and public organizations to discuss potential The topics included context and background of
partnerships and garner support for the overall the project and site, site and system-wide BREC
project. programming and operations, economic and
community development, and philanthropy. These
meetings coincided with the beginning stages of
SESSION ONE the concept alternatives and the end stages of the
analysis and planning phases.
At the project kick-off meeting the team had
one-on-one meetings with each of the BREC
commissioners. These meetings focused on SESSION THREE
understanding their aspirations for Greenwood
Park, given their specific relationship with the The third series of stakeholder meetings were
community. While the team discussed specific convened to discuss the three concept alternatives
design and programming ideas, the conversations with various special interest groups that
focused on understanding high-level goals. represented both the community and governmental
stakeholders. The team met to discuss sports
Additionally, the team met with each department and programming, economic and community
within BREC to discuss current and future issues development, transportation, golf, and philanthropy.
within the park. This included conversations around In addition, representatives from the Baton Rouge,
programming, operations, conservation, golf, Baker, Central, and Zachary mayor’s offices
and maintenance. The team had conversations convened to discuss the various design alternatives.
with BREC leadership and risk management to
understand the larger implications of the project SESSION FOUR
and the process. The team also toured other major
BREC facilities, including community parks and The fourth and final stakeholder session was
special facilities, to discuss the lessons learned primarily an opportunity to give people a sneak
from each site. peak of the final master plan and to discuss future
engagement opportunities beyond the master
Finally, the entire consultant teams from both the plan phase. Mayors from Baton Rouge, Baker and
zoo and park master planning efforts gathered Zachary were all invited to preview the plan and
to discuss process and outline core objectives to give feedback. The plan was also presented to the
ensure the two sites and processes work in unison. Baton Rouge Area and the BREC Foundations. New
individuals that were engaged included school
superintendents near Greenwood Park.
35
2
PROJECT
CONTEXT
37
PROJECT CONTEXT
SITE HISTORY & TIMELINE
Unpacking the layers of social and

physical history of the park formed
the foundation of the master plan, and
enriched the vision for the future with
an understanding of the past.
Looking far into the history of the land, several
thousands of years, the Louisiana landscape was
shaped by mound building traditions found to be
associated with several cultures, ranging from 3,500
BC to the 16th century. Preserved and formerly
excavated mounds have been identified throughout VIEW FROM HARDING FIELD, 1947
the state of Louisiana, particularly along the curves At the time of this image, the current-day Baton Rouge
of the Mississippi River. While the exact meaning of Airport was known as Harding Field, with Greenwood Park
the mounds to each culture remains unknown, the serving as the Harding Field Ordnance Area. Sheds used
during the war still reamain on the site today.
surviving landforms left behind offer a view into the
unique ancient history of embracing and influencing
the landscape.
During WWII, what is now Greenwood Park was the

Harding Field Ordinance Area, and used for storing
1940 - 1945 1948 1954 1959

Land used as a Land purchased by J.S. Clark Golf Lake excavation
ammunition field Parks Commission Course opens begins at the park
1940 1950

bombs and ammunition used in aircraft. Pilots
trained at the nearby Harding Army Air Field, now
Baton Rouge Metropolitan Airport. The land for the
park was purchased by the Recreation and Parks
Commission in 1949 for $18,000. At 663 acres,
the new park was one of the largest parks in the
country! Not long after the purchase of the park,
about 100 acres of the park’s southwest corner
was segregated, with the city’s black residents
only allowed access to this portion of the park. The
remainder of the park was used for children’s day
camps (limited only to white residents), and leased
for grazing for livestock.
In more recent history, the land surrounding

Greenwood Park and the park itself has reflected
MAP OF THE MISSISSIPPI, 1895
the dynamics of the broader context, including the
history of the slave trade, racial segregation, and the The historic map above shows the “Mulatto Bend” of the
Mississippi River, which served as a stopping point during
civil rights movement. Greenwood Park is located to the slave trade and became a community for free people
the north of what is known the “Mulatto Bend” in the of color. The current location of Greenwodo Park is shown
Mississippi River, which was an important stopping overlaid in green in the right hand corner of the image.
point for the American slave trade on one side, and
a community for free people of color on the other.
In later years, the “Mulatto Bend” and North Baton
Rouge became the location of significant African-
American higher-education institutions, including
Southern University and Leland College which
were relocated from New Orleans to East Baton
Rouge Parish. Like the higher education institutions
throughout the South during this time, parks were
segregated by race, including in Baton Rouge.
1963 1964 1970

Dumas Memorial Park is officially Baton Rouge Zoo
Golf Course opens desegregated opens
1960 1970 1980
39
The existence of two golf courses at Greenwood
Park today originated in the segregation of parks,
with one course for black golfers and another
for white golfers. Catalyzed by the advocacy and
activism of black residents following an event where
6 black men were refused entry to the all white City
Park golf course, the Parks Commission began the
construction of a 9-hole golf course at Greenwood
Park in 1954. The golf course was named the J.S.
Clark Memorial Park, its name to this day, after the
founder of Southern University. J.S. Clark Memorial
Park was the first course in Baton Rouge open to
black golfers. The area was originally split into two
parks: J.S. Clark Memorial Park, for use by black
citizens, and Beechwood Park, for use exclusively
OPENING DAY OF J.S. CLARK GOLF COURSE, 1954 by white citizens. Beechwood Park was renamed
Named after the founder of Southern University, the J.S. to Greenwood Park in 1960, based on a suggestion
Clark Golf Course was the first in Baton Rouge open to black from the Baker Lions Club. Greenwood Golf
golfers. Course opened 9 holes for play in 1963. Following
the Civil Rights Act of 1964, which prohibited
racial segregation in public spaces, Greenwood
Community Park became fully integrated.
Greenwood Golf Course expanded to 18 holes in
1967 and was renamed Woody Dumas Memorial Golf
Course in 1993.
In between the Mulatto Bend and Greenwood

Park is a landscape dotted with the pattern of the
petrochemical industry, driven by the post-civil
war effort to move the Louisiana economy from
sugar to petrochemicals along the Mississippi River
from Baton Rouge to New Orleans. Oil production
industries have steadily increased, and Greenwood
Park has and continues to be an important natural
landscape to offer respite from the surrounding
BROOKS PARK SWIMMING POOL, 1940 urban area and nearby industrial land uses.
The integration of swimming pools was a major symbol in
the movement to fully desegregate parks and public spaces
in the era of the Civil Rights Movement.
2007
A master plan created
for Greenwood Park
1990 2000

In 2005, following BREC’s Imagine Your Parks
vision plan, major improvements were planned
and implemented at Greenwood Community Park.
A master plan was developed for the park in 2007,
which emphasized the development of an activity
hub by the lake. The grand re-opening of Greenwood
Park in 2011 revealed major improvements to the
park, including The Waterfront building, lakefront
boardwalk, remodeled tennis center, playground,
spray pad, dog park, and a nature trail.
The latest chapter of Greenwood Park’s story,

including this master plan, began in 2017. Through
the “Reimagined Greenwood Park” process led by
BREC, the East Baton Rouge Parish community
began to express their desires and concerns for
the future of Greenwood Community Park. Plans
to maintain the Baton Rouge Zoo and envision new
master plans for Greenwood Park and the Baton
Rouge Zoo were announced in 2018—this kicked
off the process that has arrived at this master plan
vision.
The historic movements and impact in and

around North Baton Rouge is a significant part of
Greenwood Park’s identity, and the future of the park
can play a role for the healing of the community and
landscape.
BEECHWOOD AND CLARK PARK
When the “Harding Field Ordance Area” was first turned into
a park, it was segregated by race, and formally separated
into “Beechwood Park” for white residents and “Clark Park”
for African-American residents.
2011 2017 2018

Greenwood Park Reimagine Greenwood Master plan
grand re-opening process led by BREC announced
2010
41
PROJECT CONTEXT
PARISH & URBAN

CONTEXT
Within the overall urban context of Baton Rouge, it is a mere 15-minute drive away from Downtown
Greenwood Park and the Baton Rouge Zoo sit within Baton Rouge and less than 10 minutes away from
a central location in East Baton Rouge Parish, and Southern University. The park is well connected to
are the largest public open space/special-use facility the larger urban network via its location on Highway
in the northern region of East Baton Rouge Parish. 19, as well as to the larger ecological network due
The park is situated within the neighborhoods of to its proximity to the Comite River and Mississippi
North Baton Rouge: Central, Baker, and Zachary, River corridors.
which are primarily residential neighborhoods, but
POPULATION DENSITY RACE

There are 4,500 people who live within a EBR is home to a diversity of people; the
10-minute walk (0.25 mile), and 64,600 people distribution of people by race is concentrated in
who live within a 10-minute drive (5 miles). different parts of the parish.
5 mi.
.25 mi.
Greenwood Park & Greenwood Park &
Baton Rouge Zoo Baton Rouge Zoo
Downtown Downtown
People Per Square Mile

0 - 2,000 4,001 - 6,000 10,001 - 24,000 Black White Asian/Pacific Islander Other
2,001 - 4,000 6,001 - 10,000

THE PARK IN CONTEXT
Greenwood Park and the Baton Rouge Zoo sit within a
central location in EBR, connected to Downtown Baton
Rouge and the Central, Baker, and Zachary neighborhoods
through major transportation networks. Greenwood Park
also serves as a vital ecological connection between the
Comite River and the Mississippi River corridors.
43
PROJECT CONTEXT
NEIGHBORHOOD
CONTEXT
Greenwood Park is well connected to

the larger network of roads and bus
routes, and is well located for potential BREC PARKS
pedestrian and bicycle trails throughout

CITY OF BAKER
East Baton Rouge Parish.
Greenwood Park is surrounded largely by single- INDUSTRIAL LAND USE
family residential and low-density pad retail
properties on the north and eastern sides, which 100-YEAR FLOODPLAIN
all fall within the City of Baker municipal boundary.
On the south edge, within the City of Baton Rouge,
SCHOOL
low-density residential is along Thomas Road. On
the western edge, the site is abutted by light and
medium industrial lands and a wetland mitigation RECREATION CENTER
bank. Located within a short distance from the site
are the central areas of Baker, Southern University, COMMUNITY CENTER
and the Baton Rouge Metropolitan Airport.
0 0.25 0.5 1 Mile

45
NEIGHBORHOOD EDGE CONDITIONS amenities and is designed as a major vehicular
traffic mover as opposed to a neighborhood street,
Currently, Greenwood Park is an inward-facing site. containing deep ditches, limited lighting, and no
The edges of the park are occupied almost entirely crossing points. Closer to Highway 19, Lavey Lane
by golf courses, which create a perceptual barrier hosts a series of low-density pad retail sites that
to entry, or by dense woodlands, which create a have limited to no interaction with the park. The
physical barrier to entry. Exacerbating this inward- combination of adjacent land uses and the relentless
focused park identity is the direct surrounding land expanse of golf program provides little public park
uses, which have historically done little to embrace benefit to the surrounding community.
the site as a public park. Along the edges of the
park are roads largely designed for speeds well Highway 19 forms the western edge of the site and
beyond the posted speeds, and little to no pedestrian creates an important gateway to the park but also
or bicycle infrastructure. These conditions come a detrimental industrial edge. Again, golf program
together to create a park site that has a minimal from both the south and the north dominates the
relationship with the surrounding community, which park side of Highway 19, while light industrial lands,
reduces uses. a wetland mitigation bank, and railroad tracks
dominate the other side of the road. Additionally,
EXPLORING THE EDGE CONDITIONS major power lines, zero pedestrian infrastructure,
and a lack of traffic-calming measures make
To understand how to transform the site into Highway 19 feel more like a trucking route than the
something that embraced the surrounding context edge of an important park. This first impression
we explored each of the park’s edges in detail. On offered from Highway 19, the major vehicular access
the eastern edge of the site, the current Dumas Golf point to the park, is an important consideration.
Course follows a thick forested edge which backs
up onto side and backyards of the single-family Finally, the southern edge of the park along Thomas
residential neighborhood of Parkwood Terrace. Road has many similarities to Lavey Lane in that
This existing edge condition does not provide an a large golf presence and residential properties
ideal edge for creating active uses, as privacy and face the park. However, unlike Lavey Lane, large
security are of important consideration. Currently, portions of the Thomas Road section along the park
the residents of this neighborhood have no direct are heavily forested with wetland and bottomland
access to the park either by foot or by car. However, hardwood species including several stands of
available public rights-of-way connect directly to cypress trees. This remarkable dense vegetation
the park property, providing opportunities for future currently has no pedestrian access points into
connections. Along the southern extent of the the park, and as such offers limited value to the
eastern edge, the Baton Rouge Zoo abuts the edge adjacent community. Additionally, Thomas Road
of the Greenwood Park boundary, which is heavily has no pedestrian infrastructure despite having
forested and consists of residential backyards and a clear signs of people walking along its edges.
larger vacant tract of land. Deep ditches, no lighting, and no crossing creates
a dangerous condition for pedestrians. Even the
The northern edge of the site along Lavey Lane entrance of the Baton Rouge Zoo, which currently
has the best potential neighborhood edges along sits on Thomas Road, has limited visibility and few
the entire park, with the fronts of residential inviting features. Creating a way to activate and open
units directly across the street. In its current this edge is an important consideration.
state, this edge serves only as a visual asset, with
the community looking onto open grass and the
Dumas Golf Course. Lavey Lane has no pedestrian

500’
500’
PARK NEIGHBORHOOD
Residential Neighborhoods
EASTERN EDGE No Neighborhood Program

Along Eastern Edges
within Walking Distance
HOLE
Several opportunities exist to High Maintenance Cost for
Public Right-of-Way Access
to Neighborhood
create new connections from the Little Used Landscape Space
neighborhoods into the park at key Alief Ave
moments, providing the ability to walk
#6
Ecto
and bike to the park. Additionally, new
Drr
community program and trails could be
added closer to where people live. Physical + Visual Barrier
Healthy Forest Ecosystem between Park + Neighborhood
Adjacent to Neighborhoods
500’
500’
NORTHERN EDGE
PARK
NEIGHBORHOOD Ample Room for Increased
The northern park edge has Stormwater Management No Circulation Access to Core
Greenwood Park Area
opportunities for new pedestrian
Drainage Canal
Connects to Baker
infrastructure along Lavey Lane

and connections into the adjacent
neighborhoods. Additionally, expanded Limited Land Use Relationship
between Park and Frontages
community programing, trails, and
stormwater management could take
Lavey La
place here.
ne
No Pedestrian or Bicycle
Infrastrucutre Along Road
500’
500’
WESTERN EDGE NEIGHBORHOOD

PARK Light Industiral Lands
Along Eastern Edge
Isolated Program Elements Under Utilized Rail Corridor
The main vehicular access road to

with no Pedestrian Connections
Limited to No Park Presence
the park could be more celebrated Along the Scotlandville Hwy
Scotl
as an entrance to the zoo and park.

andv
ille H
Additionally, a great park presence

ighw
Prominent Signalized
could be created along the length
ay
Intersection Access
of Highway 19 through increased

pedestrian and bike connections. No Hydrological Connection
between Ponds
Adjacent Wetland Mitigation
Bank Lands
No Pedestrian or Bicycle
Infrastrucutre Along Road
500’
SOUTHERN EDGE
500’
PARK NEIGHBORHOOD
Residential Uses Fronting
the Park
Active sports facilities could receive No Shade For Recreational
Areas
upgrades to make them more Vacant or Underutilized Lands
Near the Park
usable and comfortable. Additionally,
pedestrian improvements and No Lighting For Fields +
Limited Irrigation and Drainage
redevelopment could create a stronger No Pedestrian or Bicycle
Infrastructure along Thomas Rd
relationship between the park and the Large Tracts of Unprogrammed
adjacent neighborhood. Lawn Space
Tho
m
as R
d
Commercial Land Use with

Little Relationship to Park
Confusing Park Signage + Access to Major Road and
Contradicting Brands Intersection
OPPORTUNITIES
CHALLENGES
47
CLASSIFYING THE EDGE CONDITIONS This meant understanding future right-of-way
improvements such as sidewalks, street trees,
In looking at each edge of the park, the team traffic-calming measures, lighting, and more. In
explored the opportunities and challenges created completing this analysis, the team established 12
by each of these edges. The team examined this edge typologies around the park, and utilized those
question from the park perspective as well as a typologies to identify future design opportunities for
larger neighborhood perspective by considering the future design of the park.
how these edges could better serve the community
regardless of whether people entered the park.
GOLF COURSE OR DRIVING RANGE

Lavey Ln
500’ 500’
ZOO ENTRANCE
COMMUNITY SPORTS FIELDS

LA-19
Park Interior FOREST
EDGE WITH FENCING
NATURALIZED/PUBLIC UNDEVELOPED
LAND
Thomas Rd
UNDEVELOPED PRIVATE LAND
BACK/SIDE-YARD RESIDENTIAL
Neighborhood Edge Conditions FRONT-YARD RESIDENTIAL

Unprogrammed Forest Pay-to-Enter Program Publicly Owned/Natural Lands Undeveloped Private Land Rear/Side-yard Residential Front Yard Residential Commercial Lands Industrial Lands
COMMERCIAL LANDS
INDUSTRIAL LANDS
LAND SEPARATED BY TRAIN LINE

Natural - Golf Front Yard -Residential
Naturalized - Golf Forest
Unprogrammed Front Y
Commercial - Golf Private Undeveloped - Zoo Forest
Front Yard Residential - Golf Front Yard Residential

Rear/Side-yard - Golf- Forest Front Y
Natural - Golf Naturalized - Unprogrammed Forest Progra
Neighborhood Park Neighborhood Park Ne
EDGE OPPORTUNITIES
Rear/Side-yard - Golf Front Yard Residential - Community
Front Yard Residential - Golf Front Yard Residential - Forest Rear/Side-yard - Unprogrammed
Program Industi
Forest
Commercial - Golf Private Undeveloped

Commercial - Golf - Zoo Forest Private
Neighborhood Park Neighborhood Park Neighborhood Park
Rear/Side-yard - Golf Rear/Side-yard

Back/Side
Front - Unprogrammed
Yard—Unprogrammed
Yard Residential - Community Forest Rear/Side-yard
Industiral
Back/Side Lands - -Community
Yard—ZooZoo Forest
Forest Program Natura
Back/Side Yard—Golf
Forest
Program Neighborhood Park
• Ecological connections • Neighborhood
Greater Park connections
pedestrian
• New development along edges
• Commercial
New sidewalks and bike paths
- Golf • Commercial
TrailUndeveloped
Private access
- Golf - Zoo Forest • Community-based
Private Undeveloped - Zooprogram
Forest
Natural - Golf Natural - Golf
Naturalized - Unprogrammed Forest Natura
Neighborhood Park Neighborhood Park
Neighborhood Park
Rear/Side-yard - Zoo Forest Naturalized - Golf

Private Undeveloped - Zoo Forest
Commercial - Golf
Rear/Side-yard - Unprogrammed
Neighborhood Park Industiral Lands - Community
Neighborhood Park Program
Forest
Commercial - Golf Private Undeveloped - Zoo Forest Front Y

Natural - Golf
Commercial—Golf
Private Undeveloped - Zoo Forest Natural - Golf
Front Yard
Naturalized
Natural—Golf -Residential - Golf Forest
Unprogrammed Front Yard
Yard-Residential
FrontYard—Golf
Naturalized
Front Residential - -Golf
Unprogrammed Forest
Forest
• New pedestrian connections • Pedestrian trail connection • Ecological connections
• Conservation zones • Hydrological connections
Commercial - Golf Private Undeveloped - Zoo Forest
Rear/Side-yard - Zoo Forest Natural--Golf
Naturalized Golf Naturalized - Unprogrammed Forest
Neighborhood Park
Front Yard
Natural Residential - Golf
- Golf Front Yard
Front YardResidential
Residential- -Golf
Forest Front Yard Residential
Rear/Side-yard - Golf- Forest
Rear/Side-yard
Naturalized - Golf
- Unprogrammed Forest Front Yard Residential - Community Front Y
Naturalized - Unprogrammed Forest Program Progra
Natural
Private - Golf
Undeveloped - Zoo Forest Naturalized
Front Yard -Residential
Unprogrammed
- Golf Forest Front Yard Residential - Forest
Private Undeveloped—Zoo Forest Natural—Unprogrammed Forest Front Yard—Forest
• Redevelopment potential • Ecological connections • Greater pedestrian connections
• Front Yard Residential
Rear/Side-yard
Hydrological - Golf
- Golf
connection Front Yard
Trail
Front Residential
• Rear/Side-yard
access
Yard - Golf- Forest
Residential - Community • Community-based
Front program
Yard Residential - Community
Front Yard Residential - Forest Rear/Side-yard
Rear/Side-yard - Unprogrammed
Program Industiral Lands- -Unprogrammed
Program Community Program Industi
Forest Forest
Front Yard Residential - Golf Front Yard Residential - Forest

Naturalized - Unprogrammed Forest
Program

Rear/Side-yard
Yard Residential - Community Rear/Side-yard
Lands- -Unprogrammed
Rear/Side-yard
Industiral -Community
Zoo Forest Program Rear/Side-yard
Industiral Lands
Naturalized - -Community
- Golf Zoo Forest Program Natura
Front Yard—Community Program Program
Industrial
Forest
Program Forest Lands—Community Program Naturalized—Golf
• Greater pedestrian Connections • Redevelopment potential • Great pedestrian connections
• Rear/Side-yard - Golfprogram
Community-based • Front
Sound
Yardbuffering
Residential - Community • Sound buffering
Front Yard Residential - Forest
Program
Rear/Side-yard - Unprogrammed Industiral Lands - Community Program
Forest
Rear/Side-yard
Rear/Side-yard - Zoo Forest
- Unprogrammed Rear/Side-yard
Naturalized
Industiral Lands - -Community
- Golf Zoo Forest Program Naturalized - Golf
med Industiral Lands - Community Program
Forest
Rear/Side-yard
Yard Residential - Community Industiral Lands - -Community
Rear/Side-yard Zoo Forest Program Naturalized - Golf 49
Forest
Program
SITE ANALYSIS
PARK SYSTEMS
At the core of the design process was CATEGORIZING THE SITE

a site discovery and uncovery phase
To organize a huge amount of information into
which utilized detailed site mapping to something that could be understood and, more
reveal hidden information, site visits importantly, analyzed, the various components
to document existing conditions and of the site were organized into three overarching
special features, and topical research to categories: Ecology, Surface, and Built Environment.
begin to understand the full make-up of The Built Environment Category consists of
the site. understanding the various utility systems, the
architectural character and condition, the circulation
As part of master planning process the design team elements, and the program features of the park.
worked across scales to understand the existing The focus of this section was understanding what
conditions of the site, the context in which those aspects of the park could be utilized in the new
things existed, and the historical process resulting in designed condition.
their existence. What this means is that we studied
various sources of information to ensure that we
The Surface Category consists of understanding the
have a robust understanding of the technical,
land. We studied the historical alignments of the
historical, ecological, and social conditions of the
Bayou, the existing soil conditions, the topographic
site. This information was organized into a series
change and the slope conditions, as well as the
of categories and then overlaid on top of each
hydrologic patterns. Additionally, we sought to
other. What this began to uncover was a series of
understand the contextual relationship this park as
opportunities that the design should take advantage
with the larger geologic and hydrologic patterns of
of and a series of constraints that the design needed
East Baton Rouge Parish.
to respond to. The goal of this effort was to derive
a physical framework of site conditions that any
The Ecological Category consists of mapping the
design alternative needed to work within.
existing tree canopy and forest cover, the types
of ecosystems that exist, the location of special
ecological moments, and the location and types of
invasive species, the various animal species that call
this place home and the specific issues that each
ecosystem classification faces.

ce BUILT Ecology
Built Environment
ENVIRONMENT Surface
SURFACE Built Ecology
Environment
ECOLOGY
DDRR DR DRDR
OODD OD DD
OOOO
WWOO WO WW
FFFF FF FFFF
BBUU BU BUBU
SSMAGNOLIA DR
MAGNOLIADR S MAGNOLIA DR SS DR
MAGNOLIA
MAGNOLIA DR S MA
LAVEY LN
LAVEYLN LAVEY LN LAVEY
LAVEY LN
LN
Old Concrete Bridge Old Concrete Bridge
INFRASTRUCTURE
Old Concrete Bridge Old Concrete Bridge
EXISTING CANOPY
New Metal Bridge New Metal Bridge
FLOODPLAIN
LA-19
19
LA-19
LA-19
LA-19
LA-
Wood Bridge Wood Bridge
Wood Bridge Wood Bridge
RAFEMAYER
RAFE RD
MAYERRD RAFE MAYER RD RAFE
RAFE MAYER
MAYER RD
RD RAFE M
E ZOO BATONROUGE
BATON ROUGEZOO
ZOO BATON ROUGE ZOO BATON
BATON ROUGE
ROUGE ZOO
ZOO
SWAMP
THOMAS RD
THOMASRD THOMAS RD THOMAS
THOMAS RD
RD
GIB
GIB
GIB
GIB
GIB
IBB
B
B
BE
BE
BE
EN
EN
EN
NS
NS
NS
SR
SR
SR
RD
RD
RD
D
D
T.
CLIFFORDT.
CLIFFORD CLIFFORD T. CLIFFORD
CLIFFORD T.T.
SEYMOUR
SEYMOUR SEYMOUR SEYMOUR
SEYMOUR
SENIOR PARK
SENIORPARK SENIOR PARK SENIOR
SENIOR PARK
PARK
DDRR DR DRDR
OODD OD DD
OOOO
WWOO WO WW
FFFF FF FFFF
BBUU BU BUBU
BUILDING ASSESSMENT
SSMAGNOLIA DR
MAGNOLIA
MAGNOLIA DR S MA
LAVEY LN
LAVEY LN
LN
Golf Facility Golf Facility
SPECIAL FEATURES
19
LA-19
LA-19
LA-19
LA-19
LA-
Activity hub Activity hub

SOILS
Fishing Pier Picnic Pavilion Fishing Pier Picnic Pavilion
Waterfront Building Waterfront Building
Munition Shed Munition Shed
RAFEMAYER
RAFE RD
MAYERRD Park Maintenance Yard RAFE MAYER RD RAFE
RAFE MAYER
MAYER RD
RD Park Maintenance Yard RAFE M
Tennis Center Tennis Center
Dog Park Pavilion Dog Park Pavilion

E ZOO BATONROUGE
BATON ROUGEZOO
BATON ROUGE
ROUGE ZOO
ZOO
Golf Facility Golf Facility
THOMAS RD
THOMAS RD
RD
G
GIB
GIB
GIB
GIB
GIB
IBB
BE
BE
BE
BE
BE
EN
NS
NS
NS
NS
NS
SR
RD
RD
RD
RD
RD
D
T.
CLIFFORDT.
CLIFFORD T.T.
SEYMOUR
SEYMOUR
SENIOR PARK
SENIOR PARK
PARK
DDRR DR DRDR
OODD OD DD
OOOO
WWOO WO WW
FFFF FF FFFF
BBUU BU BUBU
DR
MAGNOLIADR S MAGNOLIA DR DRDR
CIRCULATION & PARKING
SSMAGNOLIA SS MAGNOLIA
MAGNOLIA S MA
LAVEY LN
LAVEY LN
LN
19
LA-19
LA-19
LA-19
LA-19
LA-
ELEVATION
FOREST
47 47
131 131
RAFEMAYER
RAFE RD
RAFE MAYER
MAYER RD
RD RAFE M
19 19
92 92
E ZOO BATONROUGE
BATON ROUGEZOO
BATON ROUGE
ROUGE ZOO
ZOO
76 76
47 47
THOMAS RD
THOMAS RD
RD
G
GIB
GIB
GIB
GIB
GIB
IBB
BE
BE
BE
BE
BE
EN
NS
NS
NS
NS
NS
SR
RD
RD
RD
RD
RD
D
T.
CLIFFORDT.
CLIFFORD T.T.
SEYMOUR
SEYMOUR
SENIOR PARK
SENIOR PARK
PARK
DDRR DR DRDR
OODD OD DD
OOOO
WWOO WO WW
FFFF FF FFFF
BBUU BU BUBU
SLOPE & HISTORIC BAYOU
SSMAGNOLIA DR
MAGNOLIA
MAGNOLIA DR S MA
LAVEY LN
LAVEY LN
LN
DUMAS MEMORIAL DUMAS MEMORIAL

GOLF COURSE GOLF COURSE
1 1
19
LA-19
LA-19
LA-19
LA-19
2 2
1954 1987
LA-
INVASIVES
3 3
PROGRAM
4 4
7 8 7 8
5 6 9 5 6 9
10 10
11 11
19 19
RAFEMAYER
RAFE RD
RAFE MAYER
MAYER RD
RD RAFE M
11 11
12 12
13 13
E ZOO BATONROUGE
BATON ROUGEZOO
BATON ROUGE
ROUGE ZOO
ZOO
16 16
J.S. CLARK J.S. CLARK

15 15
GOLF COURSE GOLF COURSE
14 14
17 17
18 18
THOMAS RD
THOMAS RD
RD
G
GIB
GIB
GIB
GIB
GIB
IBB
BE
BE
BE
BE
BE
EN
NS
NS
NS
NS
NS
SR
RD
RD
R
RD
RD
D
D
T.
CLIFFORDT.
CLIFFORD CLIFFORD T. T.T.
CLIFFORD
CLIFFORD
SEYMOUR
SEYMOUR
SENIOR PARK
SENIOR PARK
PARK
SITE ANALYSIS FACTORS

51
SITE ANALYSIS
BUILT ENVIRONMENT
The analysis of Greenwood Park’s increase in playground use to include child changing
areas and additional restrooms. The Waterfront
built environment centers around
Building will see an additional rental kitchen added
understanding both the physical onto the southeast corner and would be retrofitted
character and conditions of the various as golf program is removed. Additionally, there
architectural assets, infrastructural are a number of picnic pavilions at the current
central playground, the Clark playground, and
systems, circulation networks, and the dog park that could be salvaged in place or
program offerings. In addition to this, relocated depending on final design. The current
we also focused on understanding shade pavilions at J.S. Clark Golf Course should be
how people utilize these various park demolished as new facilities at the driving range are
constructed.
elements.
Greenwood Park benefits from having many There are a number of older structures that need to
existing features and infrastructure that has be demolished. The two buildings on the northern
been built in recent years. This includes road edge of the property that currently serve as
segments, underground utilities, program elements maintenance facilities should be demolished as they
and buildings. Important to this analysis is are in a state of disrepair. The maintenance building
understanding what could be salvaged for either its associated with J.S. Clark Golf Course should be
existing use or another use. rebuilt and expanded as needed for golf operations.
Adjacent to the existing zoo maintenance yard
there are several old shade structures that are
BUILDING ASSESSMENT functionally obsolete and should be demolished and
removed.
The building assessment focuses on creating
several classifications of the existing structures on
Finally, all historic munitions structures should
the Greenwood Park Property. Structures that are
remain in place. Building additions that date after
either in good condition or are new are to remain in
the original function of the building should be
place with minor improvements. This includes the
demolished and removed leaving only structural
Waterfront Building and the J.S. Clark Clubhouse
elements that are original to the structure.
and Proshop, the restroom building adjacent to the
Particular care should be taken to ensure that no
central playground, and the larger waterfront picnic
dangerous edges are left in place. These structures
pavilion directly adjacent to the lake. The restroom
can be repurposed into community art spaces,
building adjacent to the central playground could
interpretive elements, or other public uses.
be expanded or renovated in association with an

R DR
DD OD
OO WO
F FW FF
BU BU
BUILDING ASSESSMENT
S MAGNOLIA DR CIRCULATION & PARKING
S MAGNOLIA DR
LAVEY LN LAVEY LN
Golf Facility
LA-19
LA-19
Activity hub
Fishing Pier Picnic Pavilion
47
Waterfront Building
131
Munition Shed
RAFE MAYER RD Park Maintenance Yard RAFE MAYER RD
Tennis Center
19
Dog Park Pavilion 92
BATON ROUGE ZOO BATON ROUGE ZOO
Golf Facility 76
47
THOMAS RD THOMAS RD
GIB
GIB
BE
BE
NS
NS
Existing Important Structure R New Park Pavilions Roadway and parking (new) Park paths (paved)
RD
RD
D
OD
Existing Maintenance Buildings
FF
WO Old Park Pavilions Roadway and parking (old) DR Park paths (unpaved)
B U D
OO
Unused Buildings Restroom Buildings Golf paths UF
FW
CLIFFORD T. CLIFFORD T. B
SEYMOUR Historic Relics SEYMOUR
SENIOR PARK SENIOR PARK
PROGRAM
S MAGNOLIA DR INFRASTRUCTURE
LAVEY LN S MAGNOLIA DR
LAVEY LN
Old Concrete Bridge
Old Concrete Bridge
DUMAS MEMORIAL
GOLF COURSE
1
New Metal Bridge
LA-19
2
LA-19
3
4
7 8
5 6 9
10
11 Wood Bridge
19
Wood Bridge
RAFE MAYER RD
RAFE MAYER RD
11
12
13
BATON ROUGE ZOO

BATON ROUGE ZOO
16
J.S. CLARK
15
GOLF COURSE
14
17
18
THOMAS RD THOMAS RD
GIB
GIB
BE
BE
13. 18-Hole Disc Golf Course Drainage Bridge

NS
1. 18-Hole Golf Course 7. USO Amphitheater

N SR
RD
2. Lakeside Deck 8. Senior Fitness Area 14. 9-Hole Golf Course Manhole Electric Line
3. Lake Trail 9. Splashpad 15. Driving Range Open Ditch Street Light and Utility Pole
CLIFFORD T. CLIFFORD T.
4. Boat Rentals
SEYMOUR 10. Playground 16. Footgolf Dam
SEYMOUR Utility Pole
5. Fishing 11. Tennis Center 17. Soccer Fields
6. Waterfront Building 12. Dog Park 18. Playground
53
CIRCULATION & PARKING ASSESSMENT Much of the existing walkways around the central
playground should be salvaged in place with minor
Much of Greenwood Park is not currently served adjustments being made as needed to connect to
by circulation systems; however, there are key future changes. The waterfront boardwalk, bridge,
areas where much of the existing facilities can and gravel trail surrounding the current lake should
be salvaged. The existing roadway and parking be demolished and removed as new edges and
lot entrance that currently serves the zoo should walks are established.
remain in place and be repurposed to service future
maintenance needs. The existing roadway and
parking area that services J.S. Clark Golf Course PROGRAM ASSESSMENT
should remain in place to service that area in the
Nearly 40% of the Greenwood Park property
future. Given the success of the proposed mini-
(minus Zoo Lands) consist of Golf related functions.
golf facility the expansion of this parking should
The other program elements are isolated and
be studied at a later date. The main roadway
disconnected resulting in underutilization. A
surface coming off of Highway 19 and connecting
significant effort to repurpose much of this
the the Waterfront Building should be salvaged
land into more appropriate uses was key to this
and upgraded upto the existing box culvert over
master plan’s work. The largest program within
Cypress Bayou. Everything beyond that will need to
the current park is the Dumas Golf Course which
be expanded or demolished. Care should be taken
is roughly 120 acres. This golf facility requires
in the design to utilize as much of the existing as
roughly $500,000 a year in subsidies to maintain
possible. The parking area at the dog park should
and operate the course. Additionally, over the past
be demolished when the program is moved to the
several years the rounds played on the course have
north of the site. The parking associated with the
been declining. Additionally, the Dumas course
current tennis facility should be salvaged in place
has had limited upgrades over the years and
and repurposed. Finally, the roadway surface that
would require substantial investment to bring the
connects the back entrance of the Zoo to the main
course up to BREC standards. In accordance with
Greenwood Park road should be demolished and
a previous BREC Golf Report and public opinion it
removed. All cart paths and parking areas located
is the recommendation of this master plan that the
within Dumas course should be demolished and
Dumas Golf course be closed and repurposed. Other
removed. Cart paths at J.S. Clark should be reused
program elements that are to be repurposed include
to the extent possible.
the current Tennis facility, which should remain
in place but be repurposed to other court sport
activities.
EXISTING BUILT STRUCTURES—EXAMPLES

The program elements that are to be relocated the existing central core could likely be salvaged
include: the current soccer fields which lack and reused in new designs but this would need to
lighting, drainage, seating, and irrigation and as be verified by further study. The electrical, water
such can be moved to a more suitable location and sewage service for the existing tennis facility,
within the park, the dog park which is located far J.S. Clark Golf Course, and Zoo Entrance area can
away from residences and lacks any connection also be reused for new use and should remain in
to other park facilities, and the disc golf course place. Existing overhead power lines within the
which requires limited investment and is currently park, and around the parks edges, should all be
occupying a space adjacent to the future zoo placed underground as funds become available and
entrance. All other program elements should the poles should be repurposed within the park.
remain in place. The Clark playground should Further study on the condition and capacity of the
remain unchanged while the central playground and existing utility systems is recommended as the park
water feature will be significantly upgraded. is implemented.
What was found throughout the analysis was The existing dam on the southern edge of the lake
that the park’s program is disconnected from the should remain in place. The new metal bridge over
surrounding community and is isolated creating Cypress Bayou on the northern edge of the lake
limited places that are utilized. Additionally, much should remain in place. There are two larger bridges
of the program that is offered does not meet the at the north of the site that should be salvaged
expectations, needs, or desires of the surrounding and retrofitted if at all possible either in place or
community as outlined in the public engagement relocated. The box culvert that straddles cypress
chapter. Bayou along the main road should be removed and
replaced when the Bayou walk in built out. However,
if this is deemed cost prohibitive than it should be
INFRASTRUCTURAL ASSESSMENT retrofitted to create a more ceremonial entrance.
Greenwood Park has a limited infrastructural All existing drainage ditches should be reconfigured
footprint. Main utility lines coming from Highway 19 to be part of a larger stormwater strategy that
and following the main road should remain in place, encourage infiltration and absorption in addition to
assuming they have capacity to serve the proposed conveyance.
park program. These main lines give us the ability
to tie in new program along this same corridor.
Much of the electrical, water and sewage servicing
55
SITE ANALYSIS
SURFACE CONDITIONS
The analysis of Greenwood Park’s ecologies. These silt patterns largely soil the
surface conditions centered around historic alignments of Cypress Bayou.
understanding the physical and
temporal interface between water, soil, SLOPE ASSESSMENT
and slope at both the site scale as well Greenwood Park is largely flat with the exception of
as regional scale. This analysis informs one ridge which runs east west and the banks of the
bayous which run through the site. The ridge which
the arrangement of park elements as runs through the site follows the southern edge of
well as understanding the role of the the Dumas golf course and offers an interesting
park from a larger regional stormwater condition unique to the area. A closer examination
standpoint. of the historic alignments of Cypress Bayou and
the other bayous that run through the site reveal
Greenwood Park sits on the bluff landscape of a direct correlation between current low points
the Mississippi River Delta and as such resides within the landscape and the historic alignment.
at the nexus between the alluvial delta landscape These remnants of the past nature offer a unique
indicative of South Louisiana and the Mississippi opportunity to reconstruct the historic alignment of
River Delta Valley north of Baton Rouge. The the area. Additional large stretches of the bayous
Cypress Bayou, a major defining feature of the suffer from erosion with slopes greater than 10%.
site creates a unique topographic and hydrological These areas of the bayous should be critical areas of
conditions. rehabilitation to create a more natural and resilient
slope along the edges. Large program spaces like
sports fields or flexible lawns should be located
SOIL ASSESSMENT on flat portions of the site to reduce the need for
The soils at Greenwood Park are dominated by mass earth movement while steep edges and
Oprairie Silts on flatter areas and Calhoun and topographic relief should be utilized to create visual
Cascilla Silt Loams within the Bayou alignments. and experiential interest. Those areas which do have
Both of these soils tend to hold water and as such embankments can be used to create viewing points,
represent challenges when creating heavily used separate uses, and offer vertical change for exercise
program areas. Major program elements that see and fun.
heavy use and require elements like irrigation
and drainage should be placed on Oprairie Silts ELEVATION ASSESSMENT
which offer slightly better drainage properties.
Additionally, the presence of Calhoun and Cascilla There are roughly thirty feet of grade change
Silt Loam and Frost Silt Loam soles create ideal between the lowest portions of the site in the south
conditions for the establishment of native wetland east and the high portions of the site in the north

DR DR
OD OD
FWO F WO
BUF BUF
SOILS
S MAGNOLIA DR SLOPE & HISTORIC BAYOU
S MAGNOLIA DR
LAVEY LN LAVEY LN
LA-19
LA-19
1954 1987
RAFE MAYER RD RAFE MAYER RD
8 ac)
THOMAS RD THOMAS RD
GIB
GIB
BE
BE
Udorents Frost Silt Loam Oprarie Silt 0-5% 10-20%
NS
NS
Scotlandville Silt Oprarie Silt D DR Urban Land R 5-10% >20%
RD
RD
D
O OD
WO WO
Deerford-Verdun Complex Frost Silt
BU
FFLoam Calhoun Silt Loam BU
FF
Jeanerette
CLIFFORD T.Silt Loam Calhoun/Cascilla Silt Loam CLIFFORD T.
SEYMOUR SEYMOUR
ELEVATION
S MAGNOLIA DR FLOODPLAIN
S MAGNOLIA DR
LAVEY LN LAVEY LN
LA-19
LA-19
SWAMP
THOMAS RD THOMAS RD
GIB
GIB
BE
BE
80-82ft 72-74ft 64-66ft 56-58ft 48-50ft Watershed Waterbody

NS
NS
62-64ft
RD
RD
78-80ft 70-72ft 54-56ft Stormwater flow 100-year Floodplain

76-78ft 68-70ft 60-62ft 52-54ft Wetland Zone 500-year Floodplain
74-76ft
CLIFFORD T. 66-68ft 58-60ft 50-52ft CLIFFORD T.
SEYMOUR SEYMOUR
57
east. While these grades are subtle and almost At the site scale the floodplains vary widely across
unnoticeable while on site they do play a critical the site from being very narrow in the north to
role in understanding the placement of program consuming large portions of the site in the south.
elements with more active and intense program This is largely due to the channelization of the
elements being placed on higher elevations and bayou. Additionally the dam located within the
softer program elements being placed in the lower center of the site creates two distinct hydrological
areas. zones separated by roughly 10 ft of grade change.
The upper portion of the site offers the most likely
At the macro scale Greenwood Park sits at a unique location for recreational use of water that can be
place along the Mississippi River corridor where the expanded from the existing lake and bayou system
bluff lands define the stretch of the river in North connecting a series of low lying areas along the
Louisiana and Mississippi give way to the delta eastern edge of the site. In the southern portion of
environment that characterizes South Louisiana. the site the water level fluctuates more as multiple
This fact offers a unique interpretive element to the water systems come together. This more dynamic
park. floodplain offers more opportunities for bayou
restoration and expansion of flood plains where
able. While the 100-Year floodplain largely follows
HYDROLOGICAL ASSESSMENT the alignment of the bayous with a roughly 500’
Greenwood park is situated in the upper reaches of wide swath the 500-Year Flood Plain covers a much
the Redwood Creek-Comite River Watershed and as larger portion of the site including portions of the
such contributes to downstream water volumes. The J.S. Clark Golf Course and other programed areas of
park also has three separate bayou corridors that the park.
enter into the site draining large portions of Central
Baker to the north and residential neighborhoods The future design of Greenwood Park should take
to the south. During the 2016 flood this resulted advantage of the natural hydrology of the site for
in substantial portions of the site being covered both regional stormwater management and site
in standing water. Greenwood park has the ability scale design.
to serve as a model for upstream stormwater
management practices which reduce downstream
impacts by storing more stormwater on site.
EXISTING SURFACE CONDITIONS

East Baton Rouge
DARLING
CREEK -
THOMPSON AMITE
CREEK RIVER
Baton Rouge
SANDY CREEK -
AMITE RIVER
Lake Pontchartrain
BATON ROUGE BAYOU
MIDDLE REDWOOD CREEK -

MISSISSIPPI
RIVER
COMITE RIVER New Orleans
AMITE RIVER -
LAKE MAUREPAS
BAYOU MANCHAC
- AMITE RIVER
Extent of 2016 Flood
NORTH OF GREENWOOD
SOUTH OF GREENWOOD
Shown above you can see Greenwood Park Relative Location such, Greenwood park sits at the upper reaches of the cypress
along the Mississippi River Delta. The park sits at the transition bayou water shed which drains away from the Mississippi River
between alluvial delta and upper delta geomorphologies, and as towards the Comite River.
59
SITE ANALYSIS
ECOLOGY
The analysis of Greenwood Park’s in natural forest that crosses the site from east to
ecological conditions centered around west, following a slope embankment in the north of
the site and bayous in the southern side. In addition,
understanding the makeup and within both the Dumas and J.S. Clark Golf Courses,
condition of the various vegetation a large stand of intact forest is between fairways.
communities on site as well as the These woods are dense with ample understory and a
high percentage of very large mature trees such as
issues that threaten their overall health
beech, hackberry, cypress, and others.
and the types of fauna these plant
communities support. Furthermore, In addition to the dense stands of forest, many
a more parish-wide understanding large, mature existing trees are set in mowed grass
areas within the golf courses and around other
demonstrates Greenwood Park is a program elements, including the back entrance to
critical habitat link in the corridor the Baton Rouge Zoo. Species include oaks, tulip
running from the Comite to Mississippi poplar, beech, magnolia, and one stand of live oaks
River. near the J.S. Clark Golf Course. All mature trees
within the park are valuable but the design should
Greenwood Park is located in the Mississippi flyway, not prioritize water oaks (Quercus nigra) in decision
a very popular migration area for neotropical making around program and infrastructure, as they
migrant birds. Greenwood Park is also one of the are susceptible to wind damage.
few locations in the area that eastern chipmunk as
well as salamander breeding pools can be found. The design should take great care to preserve as
As a wetland ecosystem the site serves as a wildlife many existing trees as possible within all areas of
incubator for everything from bugs to amphibians the park and to keep the existing forested areas as
and reptiles to birds. Greenwood Park sits within unfragmented as possible. Within forested areas,
a Hardwood Slope Forest type that, at the macro- the design should evaluate alignments of paths and
scale, creates a dominant forest cover of oaks, placement of program elements around existing
beech, magnolia, hickory, sweetgum, and some mature trees, and utilize existing large canopy shade
pines, which is indicative of much of the region. trees within open areas to provide shade around
However, substantial site development has altered new programed elements and parking spaces. As
much of this landscape into non-natural states and each phase of work is commenced a detailed tree
the presence of subtle site topography and bayous inventory will be needed.
add a diversity to the environment.
FOREST ECOLOGY ASSESSMENT
TREE CANOPY ASSESSMENT
For the purposes of this master plan, the team has
Today, roughly 50% of Greenwood Park is covered further classified the forest species composition into

DR DR
OD OD
F WO F WO
BUF BUF
EXISTING CANOPY
S MAGNOLIA DR FOREST
S MAGNOLIA DR
LAVEY LN LAVEY LN
LA-19
LA-19
THOMAS RD THOMAS RD
GIB
GIB
BE
BE
Existing Canopy Forested Wetland
NS
NS
R R
RD
RD
O DD O D DHardwoodSlope Transition
WO WO
FF FF Hardwood Slope Forest
BU BU
SEYMOUR SEYMOUR
SPECIAL FEATURES
S MAGNOLIA DR INVASIVES
S MAGNOLIA DR
LAVEY LN LAVEY LN
LA-19
LA-19
THOMAS RD THOMAS RD
GIB
GIB
BE
BE
NS
NS
Special Features Invasive Herb Plants

RD
RD
Invasive Shrub Plants

Invasive Tree Plants
SEYMOUR SEYMOUR
61
basic categories including Bottomland Hardwood forest area generally is void of indicator species,
Forest (Forested Wetlands) and Hardwood Slope such as cypress for wetland areas or pines for drier
Forest. areas.
Forested Wetlands can be found along all waterways

SPECIAL ECOLOGIES ASSESSMENT
within the park and dominate the southwestern
corner of the site. These areas are dominated by Through an initial field inventory,the team
bald cypress, green ash, water tupelo, red maple, noted several special features. These elements
and oaks, and include understory such as hollies, include tree specimens of exceptional size or
palmetto, and a variety of herbaceous species beauty. This inventory is by no means exhaustive
indicative of bottomland hardwood forest. but demonstrates the presence of very special
ecological features on site. The design should
Hardwood Slope Forest dominates higher areas protect these elements by all means possible.
within the park and is concentrated along the slopes Additionally, the design should give greater access
of the bayous and sloughs of the site. This woodland to these elements—which are often embedded deep
type is dominated by southern magnolia, sweetgum, within the forest—through new trails and viewing
beech, sycamore, and oaks, and occasionally have areas. New access routes should be made of low
loblolly and spruce pine. A number of native vine impact materials and be designed to minimize
species, such as Virginia creeper, greenbriar, and forest fragmentation. Within every phase of work,
trumpet creeper are found here, as well as other a detailed tree inventory should be conducted to
herbaceous plants such as ferns and grasses. This identify other locations within the park.
The below cross-section demonstrates the various ecological conditions of Greenwood Park and the
benefits and issues that arise within each.
NATIVE SPECIES
Native plants are those that occur
INVASIVE SPECIES naturally in the region and offer many
Invasive species are not naturally found in the region, environmental and human benefits.
but rather have been introduced by people. Some Greenwood Park is home to several
invasive species can grow quickly and spread, causing different types of micro-ecosystems.
damage to natural ecosystems and maintenance
problems. In Greenwood Park, invasive plants include
the Chinese tallow and water hyacinth.
PROGRAMMED RIPARIAN GREENWOOD HERBACEOUS BOTTOMLAND UPLAND FOREST

PARK SPACE BAYOUS WETLANDS WETLANDS (BEECH-MAGNOLIA)
PARK LAKE HARDWOOD FOREST
• Recreation, fitness & • Habitat & • Wildlife habitat • Water recreation & fishing • Wildlife habitat • Wildlife habitat • Wildlife habitat
community recreation • Flood storage & • Flood storage • Flood storage & • Birding
• Limited ecological • Flood storage & water cleansing
function • Flooding & Water cleansing • Sedimentation water cleansing • Birding • Habitat fragmentation
• Urbanized runoff erosion • Birding • Eutrophication (less oxygen • Birding/amphibian • Invasive species • Invasive species
• Invasive species in the water, which is breeding pools
negative to water health) • Invasive species
BENEFITS ISSUES

INVASIVE SPECIES ASSESSMENT ECOLOGICAL CORRIDORS AND BIODIVERSITY
Greenwood Park is a critical link in a larger ecological corridor
While the forests at Greenwood Park are of great that connects the Comite and Mississippi Rivers. By stitching
ecological significance, they also have challenges together fragmented habitat, this corridor improves viability of
with invasive species. Dominant invasive species animal and plant species and reduces threats to biodiversity.
Greenwood Park also sits along the Mississippi Flyway, a
include Chinese tallow trees, which are found
migration corridor for birds.
throughout the forested areas. Glossy privet is also
a very dominant feature on the site and typically
occurs in the interior, shaded areas of forest. A
number of herbaceous invasive species are largely
located in wetland areas and within open water,
including parrot feather, elephant ear, water
hyacinth, and others.
Great care should be taken to manage invasive

species on a regular basis. The team suggests
creating an overall invasive species management
plan within the park as more programs and
restoration efforts take place.
GREENWOOD PARK
BATON ROUGE ZOO
Canada Goose Bald Eagle

Branta canadensis Haliaeetus leucocephalus
Hooded Merganser
Lophodytes cucullatus
Red-shouldered Hawk
Buteo lineatus
Great Blue Heron

Ardea herodias Eastern Chipmunk
Tamias striatus
Southern-most Population!
Gray Fox
Urocyon cinereoargenteus
Bobcat
Lynx rufus
Mourning Dove
Zenaida macroura White-tailed Deer American Beaver
Odocoileus virginianus Castor canadensis
Great Egret
Ardea alba
Common Slider
River Cooter Trachemys scripta
Pseudemys concinna
Virginia Opossum
Northern Cardinal Didelphis virginiana
AM
Cardinalis cardinalis
PH
IB
Nine-banded Armadillo
IA
Dasypus novemcinctus Green Tree Frog

NS
Hyla cinerea
&
To Green Anole
Mi
FIS
Killdeer Pro ssi

MAM Anolis carolinensis
H
Charadrius vociferus fi
MALS
ss
ippi Riv
t Isl nd
GRE
a
Black Billed Cuckoo EN

BATO WOOD P
er
Coccyzus erythropthalmus
N RO A
UGE RK
River Cooter
ZOO Pseudemys concinna
BIRDS
Bluegill
Lepomis macrochirus
This symbol represents

an animal sighting from
Cypress Bay
iNaturalist
To Com
63
o
ite
u
Ri
ve
r
SITE ANALYSIS
MAJOR OPPORTUNITIES &

CONSTRAINTS
To establish a series of opportunities The ecological analysis revealed several items
that became opportunities and constraints. Most
and constraints, which are born out of
notably, the critical habitat areas to preserve
the site analysis and used to inform the include existing forest, edge conditions, and
physical design of the site, the team wetland areas. Additionally, the analysis highlighted
overlaid various data layers and the special features, including specimen trees and
unique ecological conditions, in an effort to not only
decisions made with them to create preserve these areas but also bring people closer to
a diagram that begins to set forth a them.
series of ideas around what should be
preserved, avoided, or capitalized on. Overall, this diagram informs the placement
of program, the alignment of circulation, and
From the built environment standpoint, this the strategies employed from a hydrologic and
opportunities and constraints map outlines the ecological standpoint.
features to be preserved and built into the new
design for Greenwood Park. This includes pathways,
buildings, program elements, and infrastructure.
Core to this idea is the preservation of the
central area of the park, including the Waterfront
Building, the historic munitions structures, the
existing playground, and the road that services
these features. Additionally, this preserves major
components like the bridges, the dam, and newly
built-out areas or areas that are going to service a
less public-facing program.
From a surface system standpoint, the biggest

constraint was creation of a floodplain buffer where Reserved Buildings Steep Slope
critical infrastructures and programs must not be Relocated Buildings Existing Waterbody and
located. In addition to this, the team built a model Reserved Road and Parking Bayou
utilizing soils (hydric soils), floodplains (within the Reserved Structures Potential Bayou
500-year flood plain), and slopes (less than 2%) to Special Features Restoration Buffer
generate a boundary that outlines areas within the Forest Approximate Wetland
park that are most likely to include valuable wetland Forest with Rich Habitat Zone
ecosystems. The new design maintains these areas Path to Remain Program to Remain
while finding places possible for water expansions Fall line
away from these areas.

R
DD
WOO
FF
BU
S MAGNOLIA DR LAVEY LN
LA-19
RAFE MAYER RD
BATON ROUGE ZOO
GIB
BE
NS
RD
MAJOR CONSTRAINTS AND OPPORTUNITIES

65
3
MASTER PLAN
VISION
67
MASTER PLAN VISION
SETTING UP THE VISION
GUIDING PRINCIPLES The guiding principles for Greenwood Park are as

follows:
The vision for the master plan is first and foremost
inspired by the ideas and preferences voiced by • Celebrate Louisiana’s Nature
the community of East Baton Rouge Parish, and Embracing the ecology of Greenwood Park and
grounded in a firm analysis of the existing ecological creating sustainable opportunities for people to
and contextual conditions of Greenwood Park today. experience the landscape
The common themes found in the results of the
in-person and online engagement, the qualitative • A Park for Everyday and the Big Day
information gathered through conversations at Providing a balance of everyday neighborhood
open houses and stakeholder meetings, review amenities and destination activities that are a
of previous engagement and relevant planning regional draw
documents, and desktop analysis of existing
conditions form the four guiding principles for the • Open Up and Reach Out
master plan. Providing physical connectivity for walkers,
bikers, and drivers alike to make the park a
Each of the guiding principles serve as a category connected heart of the parish
that captures goals and aspirations for the master
plan, and together, they act as a framework for the • Welcome and Grow
creative process. The design concepts and final Putting community at the heart of the park’s
design are created to embody all four principles. design and implementation
To embody the guiding principles means that the
design is reflective of the community’s shared The following pages illustrate the engagement
vision, and enables Greenwood Park to meet the and analysis results that led to the definition of the
aspirations of the master plan. guiding principles.

A PARK FOR THE EVERYDAY
CELEBRATE LOUISIANA’S NATURE
AND THE BIG DAY
OPEN UP AND REACH OUT WELCOME AND GROW
69
Top preferred program pick: Greenwood Park
can help with
“CONSERVATION AREA/
NATURE TRAILS” FLOOD STORAGE &
2015 Greenwood Park survey WATER CLEANSING
for nearby communities
Top photos selected when asked and downstream
Based on hydrological analysis
“WHAT KIND OF CHARACTER DO YOU
WANT FOR GREENWOOD PARK?”
all embody a natural feel/style: OVER 132
BIRD SPECIES
call Greenwood
Park home
Based on observations
logged on eBird
“BRING THE COMMUNITY

BACK TO NATURE.”
Common Theme
2019 online survey comments
CELEBRATE LOUISIANA’S NATURE
• Highlighting the uniqueness of Greenwood Park

compared to other BREC parks
• Honoring the strong feedback of respondents’

preference for park character connected to
nature and ecology
• Addressing needs of environmental

sustainability and building resiliency into the
park’s design

TOP 5 DESIRED Paths for walking/bicycling
1
PROGRAMS 2 Kid’s adventure playground

include both 3 Water trails
everyday and
4 Aerial sports
destination uses:
2019 online survey and 5 Wildlife habitat
47.3%
open houses
of sample households
within a 3-mile radius of
Greenwood Park say it is
“IT SHOULD BE A MAJOR the park they visit the most
ATTRACTION FOR LOCALS AND A 2015 Greenwood Park survey
MUST-VISIT SITE FOR TOURISTS.”
Common Theme
2019 online survey comments 83%
of respondents visit the
park a “few times a year”
or “less frequently”
2019 online survey and open houses
A PARK FOR THE EVERYDAY AND THE BIG DAY
• Emphasizing the desired programming and

ideas voiced by respondents
• Providing amenities and programs that add

value to the existing neighborhood and BREC
system
• Putting Greenwood Park on the map by creating

a unique destination for EBR and beyond
• Creating multi-generational activities that

encourage families to come and stay at the park
71
99% Analysis of mapping survey results show
concentrations of use are isolated from each
of respondents get to other and from the surrounding neighborhood.
Greenwood Park by
driving A MAJORITY OF THE PARK
2019 online survey and open houses (~380 ACRES) HAS VERY
LOW USE LEVELS.
2019 online map survey
USE LEVELS
HIGH Very Low High Use
Use
15%
“THE PARK AND ZOO 58% 27% Some Use
SHOULD BE BETTER
CONNECTED” VERY LOW
Common Theme
“THE PARK COULD BE BETTER
SERVED IF IT WAS EASIER TO
ENTER AND BETTER CONNECTED
INTO LOCAL COMMUNITY”
Common Theme
OPEN UP AND REACH OUT
• Improving entryways and physical connectivity

into the surrounding road network and
sidewalks/trails network and providing better
access across program areas within the park
• Clarifying the physical connection and

relationship between Greenwood Park and the
Baton Rouge Zoo
• Addressing perceived boundaries of

inaccessibility and distance to Northern Baton
Rouge from other areas of the parish
• Establishing Greenwood Park as an outdoor

classroom that leverages its ecological and
programmatic resources for education

The top reasons 1 “I’VE NEVER HEARD OF IT”
respondents across
EBR and beyond 2 “I visit other parks instead”
have not visited 3 “I don’t know what activities it has”
Greenwood Park: 2019 online survey and open houses
“THIS PROJECT SHOULD

CHANGE THE PERCEPTION OF
NORTH BATON ROUGE”
Common Theme
“LET’S MAKE THIS A PLACE THAT

BATON ROUGE CAN BE PROUD OF. ”
Common Theme
WELCOME AND GROW
• Cultivating a sense of community ownership

of Greenwood Park through the master plan
process and implementation
• Promoting social connection and healing across

perceived boundaries
• Envisioning a park that serves the community

surrounding the park today
• Establishing financially sustainable revenue

sources for ongoing operations and maintenance
• Establish long-term community and economic

benefits through strategic partnerships within
EBR
73
MASTER PLAN VISION
MASTER PLAN
The final master plan for Greenwood Park is based playground, the Waterfront Building, disc golf
on the feedback from the community during phase course, soccer fields, and tennis courts. Many of
one and two of the design process, the existing the new programs at Greenwood Park enhance
conditions analysis, and the guiding principles. or improve many of these existing uses. New
design elements introduced provide amenities that
The major design moves for Greenwood Park complement these existing uses, such as an outdoor
include flipping the entrance for the Baton Rouge music venue, walking trails, additional court sports,
Zoo to the heart of the park, expanding the lake, an additional rental space, and a zipline.
restoring the Cypress Bayou, improving the J.S.
Clark Golf Course, and repurposing the Dumas Golf This master plan design is meant to be a guide on
Course. where major design elements will land within the
park. As BREC advances each phase of the design,
Greenwood Park builds on many of the successful there will be continued efforts to collect data and
programs that currently exist, including the finalize locations of the proposed elements.
1 Waterfront Building 18 Boat Ramp

2 Adventure Playground/Splash Pad 19 Zipline
3 Waterfront Cafe 20 Expanded J.S. Clark Golf Course
4 Picnic Pavilion 21 Driving Range
5 Fish Pier 22 Mini Golf and Beer Garden
6 Outdoor Concert Venue 23 Restored Bayou
7 Event Lawn/Overflow Parking 24 Park and Zoo Parking
8 Bayou Promenade 25 Pump Bike Track
9 Sports Facilities 26 Dog Park
10 Disc Golf 27 Equestrian Trail
11 Soccer Fields with Lights 28 Playground
12 Stormwater Sediment Pond 29 Cross-country Loop
13 Grass Beach 30 Picnic Core
14 Rental/Team Building/Wedding/Retreat 31 Public Art
15 Canopy Walk 32 Military Shed
16 Community Garden 33 Upland Landform
17 Bird Observation

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16 28
12
26
30
18
29
11
14
19
33
14
31 15 33
17 14
5
31
4
27
3
2
6
32
LA-19
31
8
24
RAFE MAYER RD 32
7 23
12 25 BATON ROUGE ZOO

10
20
21
22
27
13
31 28
THOMAS RD
GIB
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SENIOR PARK 0 0.05 0.1 0.2 0.3 0.4 Miles
75
CORE SITE AREAS
HEART OF THE PARK

At the core of the master plan’s vision series of spaces through the addition of new hills
and valleys that separate edge groups and levels of
is the creation of the heart of the park.
intensity, which are then connected by a main play
Critical to this concept is the relocation ribbon. Weaving in and around existing forest, new
of the Baton Rouge Zoo’s entrance to the elevated play bridges and tree houses allow children
center of Greenwood Park. This move to get up close and personal with the local ecology.
At the center of the playground is a larger than
creates a strong connection between life Louisiana black bear tower that allows kids to
park uses, features, and the zoo’s main climb and slide around this majestic Louisiana icon.
entrance. Surrounding the playground is additional parking,
picnic pavilions, seating areas, and restrooms.
The heart of the park takes advantage of the existing
improvements to the park, including the Waterfront On the western side of the park core is a new great
Building and the new park road. The zoo’s parking lawn and Greenwood Bowl—a sculpted outdoor
lot weaves into existing forest creating a unique music venue overlooking the lake that can host
first impression to the zoo by providing shade and concerts of up to 10,000 people on its sloped lawn.
views to native Louisiana landscapes. The Bayou The great lawn serves as overflow parking for
Promenade follows the Cypress Bayou and connects the zoo and offers a place to host major events
the zoo’s main entrance to the Waterfront Building, and festivals with power and water infrastructure
which has expanded to include a new rental kitchen, layered discreetly into the landscape. Additionally,
and a new 2,000-square-foot waterfront restaurant this lawn space allows for community members to
configured into the existing golf pro shop. The lounge, play sports, fly kites, and run free. A large
building itself is renovated with outdoor dining sculpted landform is created from the expansion of
overlooking the lake, better connections to the the lake and serves as a place to watch the start and
water and surrounding site, and additional indoor finish of cross-country races that can now use the
kitchen and dining space. The base of the Waterfront park’s expanded spaces.
Building is converted into a one-stop shop for water
rental equipment and kayak launching, utilizing the To the south of the park core is a new recreation
upgraded waterfront boardwalk which hosts a new facility that hosts indoor basketball courts and a
large-scale fishing pier. climbing wall, and could potentially serve as a safe
room during parish-wide disasters if approved by
On the eastern side of this core is an expanded FEMA. The existing tennis facility is converted into
adventure and nature playground, which builds off a multi-court sports destination hosting basketball,
the existing playground to create an iconic family futsal, tennis, pickleball, and handball, which is
destination for nearby residents and the whole supported by restroom facilities and nighttime
parish. A major water play area pulls inspiration lighting.Tying this space together is an improved
from the Mississippi River hydrology and industry, Greenwood Parkway which allows for parking and
with tugboat and barge-themed features that follow walking along its entire length under the shade of
a miniature river. New play features create a diverse newly planted trees.

Picnic Pavilion
Fishing Pier
Picnic Pavilion
Adventure Playground/ Splash Pad
Waterfront Building & Cafe Existing Playground
Equestrian Trail
Military Shed
Military Shed
Public Art
Bayou Promenade
Event Lawn/Overflow Parking
Parking
Military Shed
Restored Cypress Bayou
Zoo Entrance
Recreation Center
BATON ROUGE ZOO

Sports Facilities: Tennis, Pickleball, Futsol, Basketball
Disk Golf Course
77
The Bayou Promenade connects the main entrance of the Zoo to the Waterfront Building and Greenwood
Lake along Cypress Bayou. This linear walk provides spaces for families to gather, meet, and rest under the
shade of trees and trellis showcasing Louisiana’s native plants. Bringing people closer to the bayou offers
moments for education about conservation.
79
Greenwood’s Louisiana Playscape offers children of all ages something to do. Elevated walks, large slides,
larger than life animal play features, delta themed water play features weave in and out of landscape and
built features creating an iconic destination for all of East Baton Rouge. Picnic pavilions, and a waterside
restaurant provide places for the whole family.
81
Drawing on forms from
local vegetation, the
cypress swings imitate
the bald cypress cones
that visitors will see
walking along the new
Bayou Promenade.
BALD CYPRESS CONES DESIGN CONCEPT FOR SWINGS
Cypress swings provide a playful seating element along the proposed Bayou Promendade.

The design of Greenwood’s Louisiana Playscape was inspired by the future users of the playground, the
children! A child from Baker suggested having larger than life animals in Greenwood Park so a 40-foot tall
Louisiana black bear with swings and slides is one of the showpieces of the future playground.
83
CORE SITE AREAS
BAYOU SIDE
The northwest quadrant of the The zip-line course lands near a new adventure
obstacle course that is part of the larger rental
site transforms the underutilized
campus that is placed gently into the woods along
Dumas golf course into an ecological the northern edge of the Lake. Situated off the main
and community jewel which Greenwood Parkway, this 6,000-10,000 square foot
serves infrastructural, social, and facility is large enough to host corporate retreats,
training programs, community gatherings, and
environmental purposes. weddings of up to 600 people. The building will be
The expanded Greenwood Lake, and a series of designed to divide into smaller spaces that could
“blue trails” trace the historic alignment of Cypress be rented for singular events or longer stents.
Bayou providing increased opportunities for water A catering kitchen, wedding lawn, ornamental
recreation, wildlife viewing, and stormwater gardens, and the adventure activities creates a
capacity. Areas of the golf course will be reforested, unique rental destination for locals and the region
reducing maintenance cost and creating a buffer combined. This facility serves as a major source of
between the highway and the park. Cutting through ongoing revenue for the park.
these new forested areas are a series of view
corridors that allow for glimpses into the park and Weaving through this area of the site is the elevated
the activities along that edge. canopy walk which offers walkers, joggers, and
bikers, a unique perspective of the lake and grounds
A series of trails, including the main Greenwood below. This elevated path is situated along the main
Loop, the equestrian trail and a series of smaller Greenwood Loop and connects walkers, joggers and
nature trails, connect a variety of open lawns, bikers into the adventure and nature playground to
birding blinds, and picnic pavilions that allow for the south.
people to get away from the more active areas of
the park. An even more secluded bird blind and
observation tower sits on one of the two islands that
have been realized with the creation of the “blue
trails”. This island, along with another completely
inaccessible island have been created to serve as a
true wildlife sanctuary within the Greenwood Park
supporting the conservation efforts of the park and
BREC. Overhead, a new zip-line course weaves
through the existing trees and connects across the
blue-trails offering an outdoor adventure unlike
anything else in Baton Rouge.

LAVEY LANE
Equestrian Trail Stormwater Sediment Pond

Community Garden
Kayak Launch
Y 19
HIGHWA
Picnic Pavilion Team Building Course

Zipline
Blue Trails
3
5
6
Public Art
Bird Observation Tower
Picnic Pavilion
Conference/ Rental Facility
Wedding Lawn
1
4
Adventure Playground / Splash Pad
Waterfront Building & Cafe

Existing Playground
Outdoor Concert Venue
2
Upland Landform Public Art
85
1 2
RENTAL FACILITY OUTDOOR MUSIC VENUE
AERIAL ADVENTURE

4
PIER
5 6
ZIPLINE BLUE TRAILS
87
CORE SITE AREAS
SPORTS MEADOW
Situated next to the largest side of this new entrance a large community garden
plot allows nearby residents to grow their own food,
concentration of residential areas,
and participate in educational efforts about healthy
the northeast quadrant of the site foods and agriculture.
transforms the underutilized Dumas
course into a community asset which On the eastern edge of the park, there is a
concentration of passive parklands with winding
supports sports, environmental and
pathways for bikes, walkers, and horses. A new
social purposes. pedestrian-only access allows adjacent residents
to access the park from the eastern edge. At the
center of this passive space is a large landform that
The main anchor of this area is a new neighborhood
provides a unique visual experience for people and
sports complex which hosts four full-size soccer
is situated along the main Greenwood Loop. This hill
fields, which can also be used for football, lacrosse,
pulls inspiration from the native american mound
or even ultimate frisbee. The fields can be multi-
builders that once inhabited this area and is covered
striped to also support two baseball fields. The
with wildflowers and native grasses that produce
fields can be accessed either off Lavey Ln or the
habitat for pollinator species and birds.
main Greenwood Parkway and are surrounded by
a walking path that parents can use while their
The new cross country trail also utilizes this area
kids play league sports. This facility is serviced
and takes advantage of new subtle and large scale
by a new restroom facility, a seasonal concession
land forms to create a diverse running and walking
stand, picnic pavilions, and a small neighborhood
experience.
playground that sits between a new parking lot and
the ball fields. The ball fields are situated between
existing stands of trees that followed the golf fairway
edges which provide shading for a series of new
built-in seating steps along the edge of the fields. A
new dog park is also serviced by that same parking
lot which is built into existing stands of large mature
trees and is more easily accessible for neighborhood
residents by either walking or driving.
Along Lavey Ln new sidewalks and tree planting

provide a beautiful walking and park area to
adjacent residents. A new park entrance connects
Lavey Ln directly to the center of the park allowing
better access for adjacent residents. On the eastern

LAVEY LANE
5
Early Implementation Path
Playground
Dog Park
Picnic Pavilion
1
Soccer Fields with Lights
Forest Trail
Upland Landform
4
2
3
Canopy Walk Picnic Pavilion
Greenwood Parkway
Public Art
Equestrian Trail
89
1 2
SPORTS FIELDS MOUND BUILDING
CANOPY WALK

4
BOULEVARD
5 6
COMMUNITY GARDEN EQUESTRIAN TRAILS
91
CORE SITE AREAS
J.S. CLARK PARK AREA
The J.S. Clark Golf Course facilities At the very corner of the site a new land form and
signage element provide a gateway market into the
have been expanded and upgraded to
park on both Highway 19 and Thomas Rd. An open
create a unique 9-hole golf experience lawn space is situated next to the existing picnic and
that better ties into the rest of the park playground area that is maintained and enhanced to
and serve as a home to Baton Rouge’s provide neighborhood park features at the southern
edge of the park.
First Tee program.
The J.S. Clark Golf Course is the anchor of the A new vehicular entrance follows the existing
southwest quadrant of the site. The course itself, alignment of the J.S. Clark Golf course entrance
has been expanded to increase the overall length before heading north over the enhanced and
of the course with the possibility of adding several restored bayou. This bridge along with two other
Par 4 and possible a Par 5 hole to a relatively short smaller pedestrian bridges create a stronger
course. Two holes have been relocated north of the connection between the northern and southern
bayou adding variety and greater interest to the portions of the site and allow residents to the south
course. New tree planting and features add variety to access the core features of the park safely and
and difficulty to the existing course which maintains comfortably. The Greenwood Loop connects around
generally the same footprint. The driving range is the various program elements and provides access
upgraded to include shade, lighting, and seating to unique wetland ecosystems that exist in the
facilities that will increase the use of the site into southern edge of the park.
the summer and night time along with upgrades to
the existing putting and chipping area around the
maintained club house.
South of the driving range, underneath the existing

Live Oak alley a new mini-golf/putt-putt course
provides an exciting new program element to
Greenwood Park and activates that corner of the
site by creating a distinct element along Highway 19.
The course would utilize the existing shade of the
Live Oak trees and be themed with a mix of native
Louisiana and exotic animals. The facility will be
lit at night and could host food trucks or ice cream
carts along the parking lot edge.

Early Implementation Path Recreation Center
Expanded J.S. Clarke Golf Course
Sports Facilities: Tennis, Pickleball, Futsol, Basketball

Y 19
Stormwater Sediment Pond

Pump Bike Track
HIGHWA
6
Disk Golf Course
Greenwood Multi-use Loop
2
Driving Range
5
Expanded J.S. Clark Golf Course

1
Club House
Mini Golf
Playground
Public Art
4
Equestrian Trail
THOMAS ROAD 93
1 2
MINI GOLF 9-HOLE GOLF
BIKE PATH

4
PUBLIC ART
5 6
DRIVING RANGE DISC GOLF
95
4
SITE SYSTEMS
97
SITE SYSTEMS
PROGRAM
The park’s program is both diverse and The northeast corner of the park, previously the
“back nine” of the Dumas course focuses on
robust, and has a firm foundation in
community programming, including the dog park,
public feedback about desired activities. neighborhood-scale playground, community garden
At the heart of the park, program builds upon and soccer fields. Tucked into the woods and facing
already strong assets. The existing playground on the northeast corner of the lake an adventure
expands into the adventure playground, which was center will provide rentable space for corporate
the most consistently requested park element in or educational retreats, weddings and other small
public feedback both before and during the master events, and serve as a launchpoint for ziplining
plan. The Bayou Walk capitalizes on the connection and team building facilities, while connecting back
to the water seeded by the waterfront building and to the heart of the park via a unique canopy walk
its boardwalks, and extends an enhanced experience experience.
along the bayou down to the zoo entrance. Amenities
for daily use – like benches, shade, picnic areas and Greenwood Park also creates an opportunity to
trailheads – are concentrated in this area. A new host seasonal programming that can bring the
state-of-the-art spots facility grows upon on the community together to celebrate special occassions
existing infrastructure at the tennis courts, providing throughout the year. Seasonal program potential
both indoor and outdoor recreation opportunities includes: christmas lights along the parkway, food
and doubling as safe community shelter during truck rodeos in the open fields, pop-up beer gardens
storm events. in the spring, art installations along the trails, fall
farmers markets and crafts fairs, and summer
Beyond the heart, the repurposing of the 18-hole movie nights in the music venue. Programs at
Dumas golf course frees up 120 acres for enhanced Greenwood Park can become a community marker
park activities. Golfers, both seasoned experts of locally-recognized celebrations throughout the
and those learning the game through the First Tee year.
program, will enjoy a revitalized J.S. Clark Golf
Course. Complimentary activities, such as mini
golf, the driving range and a disc golf course are
clustered nearby. The former “front nine” of the
Dumas course transitions into a music venue and
open fields, which are visible from Highway 19 and
attract events from all over the parish. Expanded
waterways provide opportunities for natural
experiences: blue trails to be explored by boat,
hiking paths for birdwatching, a cross-country trail
and an adventure zipline with views of the park.

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ADVENTURE & RECREATION
ADVENTURE PLAYGROUND SPORTS FACILITIES SOCCER FIELD
ZIPLINE BLUE TRAIL CROSS COUNTRY TRAIL
EQUESTRIAN TRAIL
NATURE EXPLORATION
PASSIVE NATURE EXPLORATION BIRD WATCHING GRASS BEACH
WATER PLAY
BAYOU PROMENADE CANOPY WALK LANDSCAPE VIEWING

EVENTS & FESTIVALS
MUSIC VENUE WATERFRONT CAFE TEAM BUILDING
CONFERENCE / RENTAL FACILITIES OPEN FIELDS
GOLF
EXPANDED J.S. CLARK GOLF COURSE DISC GOLF COURSE MINI GOLF
COVERED DRIVING RANGE
COMMUNITY USE
PLAYGROUND COMMUNITY GARDEN DOG PARK
101
SITE SYSTEMS
CIRCULATION, PARKING
& TRAFFIC
An important move for the circulation patterns in speed driving, and should be avoided unless volume
and around Greenwood Park is combining the entry projections indicate that peak traffic conditions
point for the Baton Rouge Zoo with the main park necessitate greater arterial capacity.
entry on Highway 19. Flipping the zoo’s orientation
to have its front door at the heart of the park Traffic volumes and operations along the park’s
provides a more unified experience for visitors and main road were analyzed under peak normal
allows the maintenance areas, with associated conditions: a particularly busy Saturday afternoon.
service traffic, to move further away from the visitor Since the park’s trip generation will take place in
experience. the context of traffic on the adjacent public streets,
average weekday traffic counts conducted by
The master plan analyzed traffic conditions during the Louisiana Department of Transportation and
peak normal park and zoo operations. It did not Development were consulted to estimate peak-hour
attempt to model traffic generated by special volumes.
events, which may need special traffic management
measures. However it also assumes, conservatively, The following assumptions were used to estimate
that all public traffic generated by the zoo and the the volume of cars going into and out of the park
park’s multiple uses will use Rafe Mayer Rd. In later along Rafe Mayer Rd and Highway 19: a) one-third of
phases, connections to Lavey Lane and Thomas Rd. the zoo’s weekly visitation occurs on Saturday; b) the
will provide alternate access and disperse traffic traffic is 30% greater than average, to approximate
away from the Highway 19 intersection. Opening peak-volume conditions; c) each vehicle carries, on
up more vehicular access points in and out of the average, three zoo visitors; d) during the 1:00 hour,
park will also provide more flexibility for managing the zoo generates half of its total inbound traffic
traffic when either the park or the zoo is hosting a for the day, and ten percent of its total outbound
significant event. traffic; e) during the 4:00 hour, the zoo generates
fifteen percent of its total inbound traffic for the
The purpose of the traffic analysis is to evaluate day, and forty percent of its total outbound traffic.
a number of interrelated questions: the level The analysis errs on the side of projecting higher
of service at the Highway 19/Rafe Mayer Rd. volumes, for example in the assumptions that forty
intersection; the need for turning lanes, and their percent of the zoo’s daily traffic exits the park during
length; and, particularly, whether the main segment the single hour of 4:00-5:00 PM and that traffic
of the road needs to be two or four lanes wide. In volumes along Highway 19 are as high on Saturday
terms of park design and placemaking, two lanes as on weekdays. The results are shown in Table
would be greatly preferable. As a matter of traffic 1. When combined with estimated trip generation
management and transportation engineering, a for the other park uses, based on rates provided
wider road would facilitate and encourage high in the Institute of Transportation Engineers’ Trip
Generation manual, the total projected peak hourly
traffic volumes on Rafe Mayer Rd. are as shown in
Table 2.
TABLE 1: CALCULATION OF TRIPS GENERATED TO AND FROM ZOO
Annual Patronage Weekly Peak Sat. 1:00 Hour 1:00 Hour 4:00 Hour 1:00 Hour
Patronage trips (2- Inbound Outbound Inbound Outbound
way)
350,000 6731 963 481 96 144 385
To assess traffic operations under these conditions, a model was developed using Synchro software.
Synchro, the standard software used for traffic operations analysis, allows a technical evaluation of
intersection operations and signal control. A companion module, SimTraffic, estimates queue lengths and
provides a detailed, animated visualization of traffic as it materializes on the road.
FIGURE 1 TABLE 2: SATURDAY PEAK HOUR TRAFFIC VOULUMES ON RAFE MAYER RD.
Use 1:00 PM 4:00 PM

Inbound Outbound Inbound Outbound
Zoo 481 96 144 385

Public Park 55 45 11 18
Golf Course 11 11 1 4
Driving Range 5 5 1 2
Mini Golf 4 4 1 1
Fast Casual Restaurant 28 14 20 10
Waterfront Programming 25 25 25 25
Total 608 200 203 445

Since traffic will be delayed at the Highway 19 intersection, the key condition determining the lane
requirements on Rafe Mayer Rd. will be the peak outbound volumes. These will occur during the 4:00 hour.
On the basis of the trip generation projections in Table 2 and existing traffic on Highway 19, the resulting
hourly traffic volumes are shown in Figure 1. The projected level of service at the intersection is C (on a
scale of A to F), indicating acceptable traffic operations.
FIGURE 2
The analysis further demonstrates that a) at its
intersection with Highway 19, Rafe Mayer Rd. should
have two lanes, one dedicated for left turns and
one for left, thru, and right movements, as shown
in Figure 2; and b) that, east of the intersection,
a two-lane cross-section will be sufficient to
accommodate the park’s heaviest traffic. It can
therefore confidently be recommended that the Rafe
Mayer Rd. park entrance be kept to one lane in each
direction, with a left-turn lane, approximately 200
feet long, at the Highway 19 intersection.
103
VEHICULAR CIRCULATION & PARKING
LEGEND
The park’s road network builds upon the existing
assets of the access roads to the heart of the park
and the J.S. Clark Golf Course while providing NEW PARKWAY
better connectivity within the park and to the
neighborhoods along Lavey Lane. Visitors entering EXISTING ROAD IMPROVEMENT
at J.S. Clark course can now connect to the heart
of the park without exiting back to the highway.
Similarly, a new access along Lavey Lane provides NEW PARKING LOT
direct access to the heart of the park without the
need to get on Highway 19. EXISTING PARKING LOT IMPROVEMENT
The character of the park’s vehicular circulation MAINTENANCE ROAD

is a tree-lined and multi-modal parkway designed
to calm traffic, provide a scenic ride, and balance ### NUMBER OF PARKING SPOTS
the needs of vehicles, bicycles and pedestrians.
Driving lanes are supplemented in some areas with
parallel parking, and pathways on either side of the ONE-WAY DIRECTION
vehicular roadway provide room for pedestrians
and bikes to navigate, buffered from the road by INTERSECTION IMPROVEMENT
plantings. Planted areas double as bioswales,
soaking up excess storm runoff from the paved road.
Parking is concentrated at the heart of the park,

both to support the myriad park activities in that
area, and to allow ample visitor parking for the zoo’s
visitors. Satellite parking areas at the J.S. Clark
golf course, the soccer fields and the adventure
center service these unique program areas. Parallel N
parking along the parkways could be clustered
at trailheads. Flexible fields near the event venue
provide overflow parking for certain events in the
park or at the zoo.
0 0.05 0.1 0.2 0.3 0.4 Miles

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PARKING
SPACES-
PARKING 182
SPACES- 20 PARKING
SPACES-
140
TOTAL PARALLEL PARKING

SPACES- 150
PARKING
PARKING SPACES-
SPACES- 132
132
LA-19
PARKING
SPACES-
ESITMATED PARKING 560
RAFE MAYER RD SPACES- 600
PARKING
SPACES- 35
PARKING
SPACES- 62
PARKING BATON ROUGE ZOO

SPACES- 84
PARKING
SPACES-
182
PARKING
PARKING SPACES- 18
SPACES- 43
GIB
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CLIFFORD T. SEYMOUR
SENIOR PARK
105
MAIN PARKWAY SECTION
PARKWAY SECTION - J.S. CLARK GOLF COURSE CONNECTION

PARKWAY WITH PARALLEL PARKING
GREEN PARKING LOTS
107
PEDESTRIAN & BIKE CIRCULATION
Public feedback throughout the master planning
process expressed an enthusiasm for a diversity
LEGEND
of trail types and configurations. Sidewalks along
surrounding streets as well as along Greenwood’s
parkways provide safe and direct access to the
park’s network of trails. A unifying gesture through MULTI-USE PATH
the park, Greenwood’s cross-country loop provides
access to each of the park’s ecosystems for both CANOPY WALK
daily exercise and organized cross-country events.
Paved and unpaved walking paths make smaller
loops off of this main spine. At places where the PAVED WALKING PATH
trail system crosses wetlands, and other sensitive
habitats, an elevated boardwalk minimizes UNPAVED WALKING PATH
disturbance.
SIDEWALK
The canopy walk provides a signature moment in
the overall pedestrian network. Visitors to this part
ADVENTURE PLAY PATH
of the park will experience an elevated boardwalk
through one of Greenwood’s oldest forests, enjoying
old-growth live oak and cypress trees up close. EQUESTRIAN TRAIL
Equestrian riders may arrive at the park from BLUE TRAIL

continuous trails along Cypress Bayou to the
southeast, from the trail system within the wetland PIER/KAYAK LAUNCH
mitigation bank to the northwest or park trailers
at the dedicated parking lot along Thomas Road.
GOLF CART PATH
A dedicated equestrian loop provides a scenic ride
with minimal distractions from vehicles, bikes or
pedestrians. * Dashline represents boardwalk part in
each category
N
0 0.05 0.1 0.2 0.3 0.4 Miles

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109
GREENWOOD MULTI-USE LOOP
The multi-use loop has 14’ wide paved area

provides affluent expereiences for people to
jogging, biking and walking. It also has a 8’
grass path along the loop serve for cross-
country events.
CANOPY WALK
Greenwood Park has old and lush forest that

is worth to explore. Through canopy walk,
visitors can enjoy the elevated viewpoint and
experience the forest up close. Canopy walk
also provides a signiture moment to overlook
the Greenwood lake.
EQUESTRIAN TRAIL
Mainly hiding in the woods, the 10’ wide

unpaved equestrian path let horseback riders
explore the diverse wilds of louisiana.

PAVED WALKING PATH
Paved path provides opportunities to review

the undiscovered parts of Greenwood signiture
forest and wetland. Elevated boardwalk are
installed through sensitive habitats to protect
the environment.
UNPAVED WALKING PATH
Hikers and bird lovers can explore the nature

through unpaved path with less disturbance and
have a more immersive experience.
GOLF CART PATH
Golf cart path are designed associated with

expanded J.S Clark Golf Course. The existing
golf cart path will be largely reused and
improved.
111
SITE SYSTEMS
HYDROLOGY
The hydrological system in Greenwood Park will

play an important role within the the Redwood
LEGEND
Creek-Comite River Watershed. As a public open
space, the park has the unique potential to act as
a green sponge for the adjacent communities by
increasing floodplain storage capacity and reducing PROPOSED WATERBODY
the rate and volume of stormwater runoff from
proposed improvements. Laying back slopes along EXISTING WATERBODY
the eroding bayous, providing new or expanded
water bodies, and creating landscapes that are
intentionally floodable will create a measure of SEDIMENTATION POND
protection for those at low-lying points within the
watershed. PROGRAMMED SPACE
Our design includes two significant stormwater PARKWAY

forebays where stormwater enters Greenwood
Park. These will function as stormwater storage,
PARKING
will capture sediment and debris, and will provide
educational opportunities for the community to
understand performance of these best management
practices in improving the quality of downstream
waters.
All proposed improvements in the park should

be paired with stormwater practices that seek
first to utilize landscape-based systems such
as bioretention, rain gardens, and constructed
wetlands. Porous paving should be considered
where practical – especially in parking bays where
heavy vehicle traffic will be minimized. Captured
rainwater should also be considered as a potential N
source of irrigation water to reduce potable water
demands while also reducing the volume of
stormwater runoff.
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Steep slope with less
planting coverage
increases risk of erosion
Insufficient flood storage
Lack of ecological
100 Yr Flood Level transition layer between
forest and bayou due to
erosion, invasive species
and steep slope.
EXISTING BAYOU SECTION
Provide resilience to the
regional water system and
allow more flood storage.
Capture eroded or
disturbed soil that is
Dam washed off during rain
storms, and protect
the water quality of
downstream.
PROPOSED SEDIMENTATION POND SECTION
Restore the natural bayou

form and prevent steep
slope area.
Restore the native plants in

transition zone which can
live with seasonal flood.
100 Yr Flood Level
Allow more flood storage.

RESTORED BAYOU SECTION

RESTORE THE NATURAL BAYOU HABITAT
CONNECTING THROUGH WATER
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SITE SYSTEMS
UTILITIES
It is understood that the current utility systems are

meeting the demands of the existing program but
are not necessarily sized to accommodate future
program demands. New utility demand will be
introduced with the construction of the Outdoor
Concert Venue, the Sports Facilities and support
structures, the Events Building, the Mini Golf
course, and general increase in program activity
across the site. New utilities will be required in
areas that are currently without utility service. We
anticipate that existing utility services will require
upsizing to meet future demands.
We recommend that BREC perform a master utility

and drainage plan to identify necessary upgrades
and new utility routing while confirming available
capacities of the utility infrastructure within the
public right-of-ways. The utility master plan should
consider capturing rainwater as a potential offset
for potable water demands, the potential for solar
photovoltaic systems to offset energy needs, and
potential to increase efficiency within the existing
park structures which may alleviate the need for
upsizing of utilities.

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SITE SYSTEMS
SIGNAGE
A clear wayfinding and interpretive The goal of Greenwood’s interpretive system should
be to deepen understanding and appreciation for
system is essential to a regional park
Greenwood’s history and unique resources, and to
of Greenwood’s size and caliber. Great inspire visitors to ask further questions.
signage will capture Greenwood’s
character and promote a sense of place
that is both logical and unique.
Wayfinding and placemaking begins along the
roads leading to Greenwood, and is celebrated at
key gateways. Iconic pieces of public art, exploring
themes of nature in the region provide a memorable
sense of Greenwood’s character from Highway 19
LEGEND
and relate to similar iconic moments within the
heart of the park, including key sculptures and artful
moments along the Bayou Walk.
ANIMAL / NATURE THEME PUBLIC ART
Specific wayfinding signage directing visitors to key
destinations should occur in two specific varieties: MILITARY SHED
vehicular signage and pedestrian signage. Vehicular
wayfinding signs occur at park gateways and at
ART TRAIL
milestone moments along the parkway. These signs
are larger, to promote visibility from a car, and are
clearly branded in a common graphic and material EDUCATION SIGN
language to promote a unified sense of place.
Pedestrian wayfinding signs are smaller guideposts VEHICULAR WAYFINDING SIGN
with lettering appropriate for a pedestrian standing
nearby and should occur at all major trail junctions.
PEDESTRIAN / BIKE WAYFINDING SIGN
Greenwood park has a number of specific cultural

and ecological treasures to interpret, everything N
from historic structures dating to the second world
war to significant trees and animal habitats. This
“signage” typology does not necessary need to
conform to a traditional notion of “sign”. Interpretive
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SITE SYSTEMS
LIGHTING
Lighting at Greenwood Park has two

primary and complimentary purposes:
first, it must provide safe levels of light
in key areas that may be used at night,
and second, it should highlight and
celebrate unique and special features of
the park.
General safety lighting of the park will include
vehicular light poles along the parkways and within
the parking lots. This vehicular lighting scheme will
be supplemented by pedestrian light fixtures in key
areas: including the playground, the waterfront,
the Bayou Walk, the athletic center, the adventure
center, the event venue and the entry to the soccer
fields. Given that the cross-country loop is likely to
be used for meets after school and in the evenings,
its length is also lit. Pedestrian light fixtures can
be more diverse than poles, including bollards
and integrated lighting in features like benches,
seatwalls, handrails and shade trellises. The
lighting of key pedestrian zones should be carefully
considered as part of the detailed design process,
highlighting important moments in the park. Finally,
the sports fields are lit with sports fixtures in order
to enable play at night.
The master plan aims to ensure safe levels of light

where important, but to keep less developed areas
of the park dark in order to better preserve habitat,
conserve energy and minimize light pollution.
Fixtures chosen during the design process should
evaluate cutoff functionality to minimize the spill of
light into sensitive park areas or skyward.

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SITE SYSTEMS
MATERIALITY
Quality implementation of the park

master plan will rely on crafting
a materials palette and detailing
language for the park that both reflects
the unique character of the south
Louisiana Landscape, and is durable for
the long term.
Selection of a materials palette should grow out of
a robust analysis of materials that are appropriate
for this climate and cultural context. Given that the
work will be phased over time, consideration should
also be given to materials that make up the existing
park palette.
A significant amount of Greenwood Park sits within

the floodplain, and all of the site is subject to annual
rains and humidity. Accordingly, site materials
should be durable: able to withstand periodic
inundation, generally moist conditions and impacts
due to storm debris.
Finally, selecting materials for a site that aims to

showcase and protect Louisiana’s ecology means
paying careful attention to the sustainability and
toxicity of materials. Materials with a high carbon
footprint or those that contain chemicals which
could affect the health of the park’s soils, plants,
animals and human visitors should be avoided.
Highlighting sustainable choices and interpreting
these for the public helps to educate and inspire the
next generation of landscape stewards.

LIGHTING
EVENTS SCENIC PARKWAY PUBLIC ART MULTI-USE LOOP
SIGNAGE
ANIMAL / NATURE THEME MILITARY SHED ART TRAIL EDUCATION SIGN

PUBLIC ART
MATERIAL
123
SITE SYSTEMS
VEGETATION
The vision for Greenwood Park’s ecology
is to honor and restore the natural
structure of the site. The plan preserves
areas with significant ecological
value, restores areas that have been
compromised by invasive species and
sensitively interprets the natural world
for all visitors.
Understanding the natural structure of the site
was a major driver of the final plan. The team’s
assessments of tree canopy, forest ecology, special
ecological features and invasives combined to
create maps indicating areas to be preserved and
interpreted, areas to be restored and less sensitive
areas that could support development.
The park’s mature tree canopy - both in stands

of dense forest and in more open mowed areas -
will remain one of its strongest and most defining
assets. Although locating and identifying each
special tree within the park was not within the scope
of this master plan, the plan identifies areas within
the park with significant tree canopies and special
features. These areas are treated with care and
balance a desire to showcase the majesty of mature
trees with preserving the soils and hydrology that
keeps the trees healthy. At the heart of the park, the
new park and zoo parking lot is envisioned to tuck
an environmentally friendly parking spaces within
preserved stands of canopy, while northeast of the
pond, a canopy walk will perch sensitively within
the forest, providing opportunities for visitors to
appreciate the majesty of mature trees. A detailed
tree inventory, cataloging trunk and canopy size,
species and health should take place before each
phase of work to inform exact locations of site
features.

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LOUISIANA LANDSCAPE ECOLOGY
The various ecological zones of the park that define Special botanical areas should utilize native and
that types of plant communities that can be found in culturally relevant plant material that is proven to
the new design are based on the existing ecological work. These areas should be used to express color,
pattern of the site. When new plant communities are seasonality, and experience. All planting areas
established with various stages of the master plan should utilize sustainable maintenance regimes
implementation, whether with native restoration which limit the use of chemicals and motorized
areas or in more programmed horticultural equipment.
areas, the types of species and patterns should be
indicative of the ecological zone that they fall within. LEGEND
While there is a tremendous amount of variation UPLAND FOREST

within the species that can be found in Greenwood
Park there are general patterns that can be found BOTTOMLAND HARDWOOD FOREST
in the existing landscape and should be reinforced
within the new landscape. In the north eastern
WETLAND
portion of the site, the upland forest is characteristic
of the hardwood slope ecosystem which consists
of beech, magnolia, a variety of oaks, and periodic WATERBODY
pines. The bottom land hardwood forest throughout
the park is defined by the presence of oaks, maples, NATIVE MEADOW
gums, ash, elms and some magnolia. The wetland
forest areas which largely follow the bayous but can BOTANICAL LANDSCAPE
also be found at other areas are defined by cypress,
ash, and gum species.
PROGRAMMED LAWN
The native meadow areas of the park are indicative
of the Cajun prairie ecosystems found throughout LOW-MOW OPEN GRASS LAND
south Louisiana and are comprised of various
grasses and wildflowers. The are also a series of EXISTING FOREST ZONE
programmed lawn spaces that should be maintained
with regular mowing and weed removal. Outside N
of the native meadow areas and programmed
lawn spaces all other open, non-forested, areas of
the park should be maintained with less regular
mowing and should be allowed to regenerate native
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DESIGN WITH ECOLOGICAL PROCESS
Current Turf
Native Plants
Invasive Plants
STEP 0 - EXISTING FOREST WITH INVASIVE SPECIES

The forest at Greenwood Park are of great ecolofical significance but also have challenges with
invasive species. In addition, currently numerous area in the park are turf and potentially they can
be restored as forest.
Invasive Control: Digging and Hand-pulling
Invasive Control: Flooding
STEP 1 - CONTROL INVASIVE SPECIES THROUGH LANDSCAPE PROCESS, SUCH AS FLOODING

The herbaceous invasive species, including parrot Feather, Elephant Ear, Water Hyacinth and
others, are largely located in wetland areas and within open water. Controlling the invasive species
through flooding can be an efficient way, as well as provide healthy bayou and wetland landscape.

Forest Restoration Through
Clump Planting Module
New Native Plants
STEP 2 - PROPAGATE AND INSTALL NATIVE SPECIES

Installing native species including Bald Cypress, Green Ash, Water Tupelo, Red Maple, Oaks, and
understory such as Elderberry, Palmetto, and a variety of herbaceous species in the bottomland
hardwood and wetland forest area.
STEP 3 - LONG TERM FOREST RESTORATION

Restoring forest on the current turf area and invasive species control requires regular
maintenance and monitor. Building a culture that values innovation will encourage a diversity of
productive practices over the time.
129
5
COMMUNITY
PROGRAM
131
COMMUNITY PROGRAM
VISION & PURPOSE
The purpose of these community However, despite economic and environmental

challenges, there are a number of groups and
development strategies are to assist
individuals that are working tirelessly to make
BREC in forging partnerships for the North Baton Rouge a better place for those who
betterment of the North Baton Rouge call it home. Organizations like Build Baton Rouge,
and other surrounding areas that Baton Rouge North Economic Development
District (BRNEDD), Build BR (EBR Redevelopment
further solidifies Greenwood Park and Authority), and others are creating opportunities
the Baton Rouge Zoo as true catalytic and targeting issues that have long challenged
community amenity. this area, such as health, job access, and housing.
Elected officials in the Parish and the incorporated
municipalities around the park are making great
progress to help vulnerable populations and to
strengthen the area’s economic standing.
CONTEXT
North Baton Rouge and the areas around The investment in Greenwood Park, which will
Greenwood Park have long seen less investment become an identifiable, signature park for the
than other areas within East Baton Rouge Parish. Parish, is a great start. That investment, however,
This fact, along with long-term demographic shifts must be supported by other planning initiatives for
due to out-migration and loss of area institutions, the holistic context surrounding the park in order to
has left the North Baton Rouge area under- bring more people to the park, and to ensure that
performing compared to the rest of the Parish in key the surrounding neighborhoods share in the benefits
socio-economic indicators. The area surrounding of the park improvements. Ultimately, the hope is
the park has a 30% lower median income then the that the master plan serves as a catalyst for ongoing
whole Parish with roughly 21% of individuals living partnerships that align priorities and objectives of
at or below the poverty line. Additionally, there is multiple stakeholders to achieve maximum benefits
a higher unemployment rate than the rest of the for the people of North Baton Rouge and Baker.
Parish and a greater concentration of renters. These
upstream issues are exacerbated by limited access GREENWOOD & THE ZOO’S ROLE
to transportation networks, job opportunities, and
heightened exposure to environmental stressors like It is absolutely critical that this project fit into
reduced air quality. the positive steps that are being taken within the
area. As part of this master plan process a series
of stakeholders were convened to discuss how
Greenwood Park could serve a larger economic and
community development goal.

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133
GOALS & STRATEGIES
G1 Celebrate G2 Provide G3 Connect G4 Grow G5 Catalyze

the Unique Amenities + People to the Long-Term Growth by
Community Opportunities Park Economic Supporting
Strenght Others
S1 Mission-Aligned
Program Opportunities + + + +
S2 Revenue Generation
Opportunities
+ + +
S3 Infrastructure
Upgrades + + + +
S4 In-Park Catalyitic
Development + + + +
S5 Select Opportunity
Sites
+ + + +
S6 Long-Term Land Use
Changes + Challenges
+ + +
UNDERSTANDING IMPLEMENTATION
Inside the Park A Little of Both Outside the Park

Easy
S1 Mission-Aligned
Program Opportunities
Ease of Implentation
S2 Revenue Generation
Opportunities
S3 Infrastructure
Upgrades
S4 In-Park Catalyitic S5 Select Opportunity

Development Sites
S6 Long-Term Land Use

Hard
Changes + Challenges

COMMUNITY PROGRAM GOALS healthy food, fitness and wellness activities, cultural
meeting spaces, and opportunities for small and
As part of this master plan process a series of local business dealings.
stakeholders were convened to discuss how
Greenwood Park could align and amplify the larger
economic and community development vision.
CONNECT people to the park through
Based on the themes within these discussion, strategic infrastructure upgrades
analysis of the market conditions context, and
a deep understanding of the existing economic Though this area of the Parish has less than
and community challenges, the master plan average car ownership rates, compared to the
recommends the following Community Program Parish as a whole, the existing sidewalk, bicycle,
Goals in association with the plan for Greenwood and transit networks do not serve the full needs of
Park: the community in terms of both safety and comfort.
The driver experience getting to Greenwood Park
and the Baton Rouge Zoo is predominantly defined
CELEBRATE the unique community of by the visual presence of heavy industry, and can
North Baton Rouge and the surrounding negatively influence the visitor’s perceptions of the
area area.
North Baton Rouge is the epicenter of Black culture The master plan includes recommendations for
in East Baton Rouge Parish, with a community with strategic infrastructure upgrades to improve the
a long history tied to African-American history in the ability for people to walk, bike, and ride to and
region, anchored by educational institutions such as from Greenwood Park and the Baton Rouge Zoo by
Southern University. North Baton Rouge is a hub of increasing safety and comfort and reducing visual
unique cultural assets such as food, music, religion, perception of industrial land uses.
and social traditions. Greenwood Park has the
opportunity to become a central public space that GROW long-term economic strength and
celebrates and empowers the culture of the North
Baton Rouge and Baker area.
opportunity of the area through physical
and community relationships
The transformation of Greenwood Park can shine
a light on the rich culture and enable community The process of implementing the master plans for
potential that has always existed, and combat the Greenwood Park and the Baton Rouge Zoo has the
negative perceptions carried by some residents of potential to serve as an on-going platform for civic
the broader Parish. and community engagement. In order to grow a
sense of stewardship and community-ownership,
BREC can invite community members and
PROVIDE amenities and opportunities organizations to engage in the ongoing development
for surrounding neighborhoods of the park. Greenwood Park can also become the
physical space that enables ongoing community
The community surrounding Greenwood Park has efforts centered on conservation, health and
lower access to social and economic amenities and wellness, and economic prosperity. Greenwood Park
opportunities compared with other regions within should become a place that strengthens the social
the Parish. The Greenwood Park and Baton Rouge bonds of the Parish, that serves as a melting pot
Zoo Master Plans can serve as a prompt for BREC to of diverse communities coming together to share
become a critical voice in the advocacy and provision everyday life and gather for special events.
of increased opportunities, such as workforce
development and early education activities that
directly benefit members of the surrounding
community. Neighborhood amenities could also be
located within Greenwood Park to improve access to
135
CATALYZE growth by supporting broader At the core of the Community Development Program
is the understanding of the risks associated
economic development strategies for
with investing in communities with vulnerable
North Baton Rouge and beyond populations. While attracting new investment and
new attention to the area through improvements
Recognizing that BREC is a Parks and Recreation to the public space is positive progress for the
agency for the Parish, it is important that strong community, there is also the need to ensure that the
partnerships are forged to support the full spectrum benefits of the improvements are allocated to the
of economic development strategies and goals in existing community members.
North Baton Rouge. There is a shared sentiment
within the community that positive change is As BREC continues with the implementation of the
needed and possible, and existing organizations and master plan, they should continue to monitor the
planning efforts are actively engaged in ongoing impact that the development of Greenwood Park
initiatives aimed at the betterment of North Baton and the Baton Rouge Zoo have on the parish, both
Rouge. positive and negative. In doing so, BREC will be able
Investments in Greenwood Park and the Baton to correct course using the master plan’s guiding
ROuge Zoo are not solely parks and recreation principles and Community Program Goals as a
investments: they will spark benefits and progress rubric for success.
for many broader planning efforts. As such,
the development of Greenwood Park and the The strategies outlined below are forward-looking
Baton Rouge Zoo should be promoted to allied and are intended to serve as starting points for
organizations and agencies. consideration throughout the implementation of the
master plan. For each strategy, it is recommended
This project serves as a testament to the intention that additional analysis and planning be conducted
that BREC and East Baton Rouge Parish has for to identify specific metrics to ensure that the
meaningful investment in the North Baton Rouge Community Program Goals are met.
and Baker area. BREC will utilize this project as a
launching point for continued partnerships within
the area that will support continued growth and
betterment of the area.
STRATEGIES FOR CONSIDERATION

In order to achieve the Community
Program Goals, the master plan defines
six specific strategies that range in
geographic scope as well as ease of
implementation.
BREC, to push these ideas forward, will need to
engage in ongoing and robust partnerships that
support assist in the implementation of the vision
for Greenwood Park and the Baton Rouge Zoo and
other initiatives in the area.

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RECREATION
PLAN PARTY
CENTER
IN THE
BYPARK
ARTIST LIONEL MILTON
137
COMMUNITY PROGRAM
STRATEGY 1
CREATE MISSION-ALIGNED PROGRAM S1.4: Provide indoor and outdoor spaces to

OPPORTUNITIES WITHIN GREENWOOD support local artists and entrepreneurs, and support
PARK AND THE BATON ROUGE ZOO these initiatives programmatically and financially.
This strategy is focused on balancing the desire

to implement and operate Greenwood Park as a S1.5: Provide subsidies for local cost-burdened
regional destination and the need to support a entrepreneurs, artisans, cultural groups, and other
community that has historically been overlooked by organizations that are looking to use BREC facilities
public and private investment. Great care needs to at Greenwood Park
be made to ensure that Greenwood Park is first and
foremost a community park for North Baton Rouge S1.6: Partner with other educational and
and Baker. The full vision for Greenwood Park is that workforce development partners to host classes,
it becomes an outlet for larger community goals, conferences, and other programs to utilize rental
and becomes considered the heart of North Baton spaces within the park.
Rouge and a one-stop-shop for cultural experience.
These strategies focus on ensuring that all people
are able to access the parks amenities and benefit
S1.7: Target citywide and regional institutions
and organizations to provide programming that
from its development.
aligns with the master plan’s guiding principles,
addressing themes such as health and wellness,
S1.1: Set a percentage target for small and education, conservation, healthy foods, and music
minority owned business target as selection criteria and culture.
for contractors in the construction process. Maintain
focus on local North Baton Rouge businesses.
S1.2: Create selection criterion for permanent

and temporary jobs within the park that is
responsive to the economic development needs of
the local community.
S1.3: Establish user metrics and ongoing

feedback mechanisms to determine if the park is
used by local residents and if the changes being
made reflect the community desires.

STRATEGY 2
CREATE COMMUNITY SENSITIVE EARNED S2.4: Balance pay-to-access program elements

INCOME STRATEGIES FOR GREENWOOD with free elements across the entire park so that
PARK there are no “exclusive” areas.
While generating revenue and developing an

economically sustainable park is a necessary S2.5: Create facilities that specifically pull larger
objective of the master plan, the implementation regional audiences to spend money in the local
of the vision must also ensure that the earned economy, such as sports (cross-country or soccer
income initiatives do not come at the detriment of tournaments), cultural events (music concerts and
existing low-income populations. The results of festivals), and rental spaces (corporate retreats and
the stakeholder engagement show that increasing weddings).
spending and investment in the area is a shared
goal. Creating opportunities for revenue generation, S2.6: Create a spectrum of rental spaces sizes in
however, must be balanced with maintaining both indoor and outdoor facilities to provide space
full participation and access for all populations, for everyone.
especially along income lines. As opposed to
creating an entrance fee to experience the park,
revenue can be generated through alternative
activities, such as events. The following strategies
focus on balancing revenue generation with public
benefit:
S2.1: Balance supporting local businesses and

workforce development with revenue maximization
in the business planning processes for Greenwood
Park and the Baton Rouge Zoo.
S2.2: Create a “local’s pass” that provides

discount rates for residents of lower economic
means for paid aspects of the Park and Zoo
including admissions fees, rental fees, and food
services.
S2.3: Host annual or bi-annual “free days” for

paid elements within the Park and Zoo.
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STRATEGY 3
UPGRADE MOBILITY INFRASTRUCTURE S3.3: Connect Greenwood Park to a larger

AROUND GREENWOOD PARK AND THE parkway network that connects to existing parks
BATON ROUGE ZOO spaces to the north and south.
One of the main concerns that came out of the

public engagement was the desire to more S3.4: Partner with Capital Area Transit Service
easily access Greenwood Park for all modes of (CATS) to provide a transit route and stop in the
transportation. Currently, the area around the park center of the park.
is overwhelmingly dominated by car infrastructure
which often precludes the daily use of the site. S3.5: Create a parkway vision for Highway 19 that
extends from Southern University to the northern
The following strategies focus on connectivity to edge of the City of Baker that buffers industrial land
the park to its immediate context, as well as on through tree planting and creates a cohesive vision
situating Greenwood Park and the Baton Rouge Zoo for art, signage, landscape, lighting, and pedestrian
in the larger mobility network. By focusing on these and bike provisions.
elements, Greenwood Park and the Baton Rouge
Zoo can establish a better first impression for new
visitors and create a lasting impression on those
S3.6: Upgrade all intersections surrounding the
park to include lighting and pedestrian crosswalks.
who use the park more frequently.
S3.1: Create robust streetscape upgrades for

Lavey Lane, Thomas Road, and Highway 19 on
each side of Greenwood Park to provide pedestrian
and bike infrastructure. Reduce vehicular speeds
along the edge of the park through traffic calming
measures and tree planting.
S3.2: Create multi-purpose trail connections so

that everyone within a 2-mile radius of the park
can walk or bike safely and comfortably to the park.
Identify missing links in the street network and off-
street trails and sidewalk connections to improve
connections, with priority placed on access to low-
income areas and schools.

STRATEGY 4
LEVERAGE PRIVATE CAPITAL AND OTHER access into the park to avoid privatizing the park.
PARTNERSHIPS FOR PARK DEVELOPMENT Private development could utilize a long-term lease
structure that provides BREC with an annual funding
To develop certain programs within Greenwood source to support ongoing park operations.
Park, BREC has the opportunity to utilize private
capital by providing long-term land leases to
strategic partners. At the time of this master plan,
S4.3: Evaluate the feasibility of an innovation/
workforce development campus within the
it was deemed that there was insufficient demand
boundaries of the park. Any campus development
to warrant the development of private parcels
should be placed on the edge of the park and
within the park. This strategy, however, should
should maintain an urban edge and a park edge.
be considered as the real-estate market context
This development could utilize a long-term lease
changes as it is an option that could provide high
structure that provides BREC with an annual funding
returns on very little monetary investment by BREC.
source to support ongoing park operations.
Additional study would be needed to determine
the feasibility of private investment in the form
of housing or commercial uses. The following
strategies focus on attracting private investments
to the area by utilizing the park as a catalytic
opportunity for both park related and non-park
related program:
S4.1: Partner with private capital providers to

develop and operate core program elements of the
park, such as a mini-golf course, an aerial sports
adventures area, and event rental facilities.
S4.2: Evaluate the park’s success and

determine market feasibility for private residential
development within the boundaries of the park. This
strategy should be considered as the park matures
and drives new market demand for housing, and
if implemented, meet sufficient density to provide
significant return on investment. If implemented,
residential development should be located on the
edge of the park, and prioritize maintaining public
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STRATEGY 5
LOBBY FOR SYNERGISTIC LAND USE S5.3: Partner with the adjacent ASH Mitigation
CHANGES ON KEY OPPORTUNITY SITES Bank to provide additional pedestrian, bicycle, and
AROUND THE PARK equestrian trail connections.
Land uses such as higher density housing and

higher-intensity commercial uses can amplify park S5.4: Partner with the City of Baker and adjacent
usership. The land uses surrounding Greenwood property owners to create a redevelopment plan
Park today do not create the synergistic relationship for the retail parcels along Highway 19 north of
that other signature parks are afforded. The Greenwood Park.
currently vacant and underutilized sites around the
park, however, can be transformed into other uses
that are synergistic with Greenwood Park’s vision.
The following strategies focus on identifying

opportunity parcels and suggest ways Greenwood
Park and the adjacent parcels could benefit each
other. Since BREC’s jurisdiction stops at the
property line, these strategies must be done in
partnership with private property owners and city,
parish, and redevelopment agencies.
S5.1: Work with adjacent property owners of

vacant or underutilized sites to determine uses that
would benefit the park and that would benefit from
being adjacent to the park. BREC should lobby for
higher density uses that create a strong relationship
to the park.
S5.2: Identify underutilized BREC-owned land

within a 1-mile buffer of the park and explore
potential for redevelopment that can support the
development and operations success of Greenwood
Park.

STRATEGY 6
ENGAGE IN SURROUNDING LAND S6.2: Engage with industrial property owners

USE PLANNING AND MONITOR directly adjacent to the park and throughout East
REVITALIZATION EFFORTS Baton Rouge Parish to evaluate the long-term
transition of that land to uses that would be better
The investments in Greenwood Park and the Baton suited to be adjacent to the park. These uses could
Rouge Zoo represent a significant contribution to the include lighter industrial and commercial uses,
social and physical infrastructure of the area. The housing, institutional use, or retail.
hope is that this public investment spurs interest in
new private development and assist in raising the
value of the land around the park. Due to the low S6.3: Monitor economic impact of the park on
density nature of the surrounding urban context, it adjacent land prices and subsequent tax bills or
is expected that this impact will be marginal, with rental prices. Ensure any increase in land prices
potential to grow over the long run. do not cause unwanted displacement of vulnerable
populations. This can be done through property tax
assistant programs or rental assistance programs
The following strategies focus on actively
for the most vulnerable populations.
participating in long range redevelopment efforts in
the area through holistic planning and investment,
and methods for ensuring that created value S6.4: Actively participate in ongoing and future
goes back into further improvements to the area planning efforts in the area surrounding the park to
through value capture mechanisms. It is important consider mutually beneficial relationships such as
to acknowledge that there are members of this increases in housing density, better transportation
community who are of substantially lesser economic access, and greater retail activity.
means. Thus, it is critical that any adverse impacts,
such as increased cost burden or displacement, do
not come as a result of park improvements.
S6.5: Monitor economic impact of the park and
zoo improvements on housing and commercial real
estate prices. If there is a substantial increase in
S6.1: Work with the Build Baton Rouge and the land values, BREC should consider working with the
City of Baker to identify vacant and publicly owned Parish to create methods of value capture through
land and work to develop these areas as new channeling increasing tax revenue into further
housing and commercial uses that would benefit capital and operational aspects of Greenwood Park
from being near the park and the Baton Rouge Zoo.
143
COMMUNITY PROGRAM
STRATEGIC PARTNERSHIPS
desire to increase usership at Greenwood Park to

justify capital expenditures, there will need to be a
concerted marketing campaign to find and secure
these partners.
The priority projects and ideas recommended in

the following section should be utilized to convene
focus groups of potential partners. While many
of the projects can happen in early stages of the
park’s development, others may need to wait until
future aspects of the park are built out. Securing
partners at any stage, however, can help unlock
capital and operational funds that may assist in the
delivery of future phases. Therefore, BREC should
continue conversations that have been started as
part of the master plan process, and convene critical
stakeholders and community members to help
prioritize efforts. Additionally, the conversations
Achieving long term economic and
should be utilized to monitor the success and
social development in the North effectiveness of the various park improvements and
Baton Rouge area and the scale and community development strategies to ensure that
implementing the ambitious visions they are meeting the goals set forth in the master
plan.
for Greenwood Park and the Baton
Rouge Zoo will require strategic and It is recommended that BREC create a Greenwood
meaningful partnerships between BREC Park taskforce that serves as an advisory committee
and other agencies. that meets on a regular basis to discuss the
progress of ongoing initiatives and the beginning of
The following section identifies specific potential new initiatives in accordance with the strategies and
partners among existing organizations and agencies projects outlined in the Community Development
within the Baton Rouge area, and recommends Program. This taskforce could be utilized to
priority projects for each partnership along with disseminate information to the broader community,
suggested strategies for implementation. and serve as the beginnings of a “Friends of
Greenwood Park” group for programming and
With some of these projects, BREC may serve as operations organization moving forward.
the principal partner while on other initiatives
BREC may serve in a supporting role. Given the

145
COMMUNITY PROGRAM
PRIORITY PROJECTS
The intention of the following section Both of the streets along the edge of the north
and south side of the park should be upgraded to
is to identify priority projects for BREC,
be more pedestrian, bike, and vehicular friendly.
with understanding that implementation While street design is not typically part of BREC’s
will vary based on BREC’s jurisdiction, jurisdiction, it is critical for the park’s success.
availability of funds, existing BREC should engage as an equal partner in the
redesign and planning of the full cross section of the
partnerships, immediate needs, and right-of-way.
assumed short-term and long-term
benefits to the community. From Highway 19 to Plank Road along Thomas Road
and Lavey Lane, there should be bike and pedestrian
Ultimately, the implementation of these projects will provisions, functional street lighting, safe pedestrian
require additional analysis, planning, design, and intersections at regular intervals, and a robust tree
partnerships. planting strategy to assist in connecting people to
the park. The current drainage ditch profiles should
Each of the following priority projects outlines a be worked into a design of bioswales that not only
high-level vision and identifies the partnerships convey water, but also increase its capacity. Along
needed to achieve them. the park’s edges, these streetscapes should become
even more robust, with supporting pedestrian
PRIORITY PROJECT 1: lighting and enhanced landscape features. In
determining pedestrian crossings, particular
UPGRADE STREETSCAPES ON THOMAS ROAD AND attention should be paid to the connectivity of the
LAVEY LANE street network. Improvements to Thomas Road were
recently approved through MovEBR bond program
Partners: and should be considered a first phase, while Lavey
Louisiana Department of Transportation, Capitol Lane could be considered at a later phase.
Area Planning Commission, East Baton Rouge
Department of Transportation, City of Baker Public
Works, Baton Rouge Green

THOMAS ROAD
70-115’ Right-Of-Way
24’ 3’
EXISTING
Travel Ln
Travel Ln
Shoulder
10’ Varies 8’ 10’ 24’ 10’ 8’

Sidewalk
Rain Garden
Travel Ln
Travel Ln
Rain Garden
Bike Path
CONCEPT
LAVEY LANE
22’
EXISTING
Travel Ln
Travel Ln
P
8’ 8’ 22’ 9’ 8’ Varies 10’
CONCEPT
Sidewalk
Tree Lawn
Travel Ln
Travel Ln
Parking
Tree Lawn
Sidewalk
Bike Path
147
8’ 10’
8’ 10’
Bike Path Bike Path
Sidewalk Sidewalk
36’
36’
Rain Garden
Rain Garden
10’
10’
Shoulder Shoulder
Travel Ln Travel Ln Travel Ln Travel Ln
48’
48’
48’
48’
10’ 8’
10’ 8’
Rain Garden
Rain Garden
200’ Right-Of-Way
200’ Right-Of-Way
200’ Right-Of-Way
200’ Right-Of-Way
3’
24’ 10’3’
Shoulder Shoulder
10’
Shoulder Shoulder
24’
24’
24’
8’ 10’
8’ 10’
Rain Garden
Rain Garden
Sidewalk Sidewalk
Varies
Varies
HIGHWAY 19 BOULEVARD CONCEPT
20’
20’
20’
20’
Rail Road Rail Road Rail Road Rail Road
GREENWOOD PARK MASTER PLAN

10’
10’
Bike Path Bike Path
HIGHWAY 19 - CONCEPT
HIGHWAY 19 - EXISTING
Varies
Varies
Industrial Industrial
Buffer Buffer
148 |
To
Zachary
NORTHERN
PARKWAY
Strategic street tree planting and
an off-street trail connect cyclist
north towards Zachary and create
a more pleasant drive along
PRIORITY PROJECT 2:
Highway 19
Highway 19.
CREATE A BOULEVARD EXPERIENCE ALONG

HIGHWAY 19
Partners: THE BAKER

Louisiana Department of Transportation, Capitol GATEWAY
Area Planning Commission, East Baton Rouge Sidewalks and a bike lane connect
up into Baker. Street trees lighting Northern
Department of Transportation, City of Baker Public Gateway
and signage mark that you are
Works, Baton Rouge Green entering the Greenwood Parkway.
At the Groom Rd and Highway 19
Intersection a Gateway Marker
Highway 19 is the main gateway from both north and points you to the Zoo!
south to Greenwood Park and the Baton Rouge Zoo. Baker
The illustrated idea creates a cohesive vision for this
boulevard that stretches from Southern University to Ln
Lavey
the northern edge of the City of Baker. The concept
creates a cohesive visual language along the length
of the corridor, providing unique signage, art, and PARK PROMENADE
lighting that announces the park and zoo entrance, Reforested edges visually buffer
reduces the visual scale of the road, and improves the adjacent industrial lands while Greenwood
pedestrian and bicycle connectivity. The goal would
shaded sidewalks and a bike
lane meander through the park.
Park!
be to buffer industrial lands by partnering with Signage, lighting, and street trees
s hRodm
aT
create a visual motif that you are at
land owners to create land form and dense tree Greenwood Park.
plantings. Within the right-of-way, unique signage
and larger art sculptures could direct people from THE PARKWAY
the exit of I-110 to the park with new ornamental Reforested edges visually buffer
Highway 19
the adjacent industrial lands

tree plantings and pedestrian lighting creating while an off-street trail allows for
a bold visual statement. The road cross section bikers and pedestrians to connect
could be narrowed by removing the shoulder and with Greenwood Park.
replacing it with additional planted space, similar to Southern
what has been done north of the park within the City GREENWOOD Gateway
of Baker. This would slow car speeds and provide GATEWAY EBR
space for rain water gardens to increase stormwater Sidewalks and a bike lane
Airport
capacity. This project could be phased as funds connect down to Southern
University. Street trees
become available and various partners come online.
In
lighting and signage mark

te
The main objective would be to create an amazing

rs
that you are entering the

ta
te
“front door” experience to all that visit Greenwood Greenwood Parkway. At

11
0
the I-110 and Highway 19

Park. Intersection a Gateway
Marker points you to the Zoo!
To
Downtown
Sc
en
ic
Hi
gh
Southern
wa
University
y
149
PRIORITY PROJECT 3: local talent on a regular basis in either the existing
amphitheater at the playground or in the large
SEEK A PRIVATE PARTNER FOR THE DEVELOPMENT OF flexible lawn space that will eventually become the
MINI-GOLF AND MUSIC VENUE IN GREENWOOD PARK Great Lawn and Music Venue. In order to implement
this project, it is recommended that BREC engage in
Partners: an active search for a partner for both the mini-golf
Baton Rouge Area Foundation, area Chambers of and music venue facilities and programming.
Commerce
Two major investments that are slated to be part of PRIORITY PROJECT 4:

the Greenwood Park earlier phases are a mini-golf
(putt-putt) course and a large scale music venue. PARTNER ON CREATING AN ONGOING HEALTH AND
These capital projects represent a great opportunity WELLNESS AND JOB TRAINING PROGRAM THAT UTI-
to engage private capital in the construction of park LIZES SPACES WITHIN GREENWOOD PARK
elements. The mini-golf facility could be built out in Partners:
phases with an initial “test-run” done as a seasonal East Baton Rouge Mayor’s Office, Baton Rouge
project or temporary landscape set underneath the North Economic Development District, Together
existing live oak alley near J.S. Clark Golf Course. Baton Rouge, Southern University, Healthy BR, area
This effort could be run by BREC as a means to Chambers of Commerce
provide “proof-of-concept” to a private developer to
build out the full facility. Workforce development and healthy living are
the focus areas for many many large community
The outdoor music venue at Greenwood Park development strategies, including those of East
would be most successful by engaging a private Baton Rouge Mayor-President and the Baton Rouge
operator that is responsible for attracting shows North Economic Development District. Greenwood
and managing the schedule of musical and other Park has the potential to become the homebase for
performances. BREC should consider first and an ongoing program that supports these initiatives,
foremost a local partnership but should also with BREC taking the lead on organizing, with the
consider national partners, such as Live Nation or help of partners, an annual calendar of events
AEG Live. BREC could test the concept by creating
an initial music series in the park that showcases

151
that utilizes the spaces within Greenwood Park. This project proposes to position Greenwood park at
Workforce development programs could include the center of both a north and south trail network.
parks and recreation job training programs, career The southern trail loop would follow Highway 19
fairs, job placement sessions with industry partners, south connecting to the existing Scotlandville
and early education after school programs. Parkway trails before turning east at Airline
Highway where it would connect to the proposed
These efforts, in the near term, could utilize the northern extent of the Plank Road Bus Rapid Transit
existing Waterfront Building and, in the long (BRT) line.
term, could utilize the proposed event center and
rental facility that will be larger and more suited From there, the trail would follow Plank Road north
for smaller break-out sessions than the current before turning east on Ford Street through the Zion
Waterfront Building. Health initiatives could City Neighborhood. It would then turn south on
include a North Baton Rouge weekly farmer’s Mickens Road and then utilize an existing drainage
market, healthy cooking classes in the Waterfront right-of-way to connect to the Cypress Bayou
Building, a temporary and permanent community alignment near the Comite River Bike Park. The trail
garden, 5K races, and fitness summer camps. would then turn north and follow the Cypress Bayou
It is recommended that BREC actively seek out past Hooper Road Park and north all the way back
community partners and offer free and reduced-fees to Greenwood Park. The northern loop would cross
for organizations that support these focus areas. over Highway 19 from Greenwood Park and utilize
the existing ASH Wetland Mitigation property before
connecting up with the Southern University property
PRIORITY PROJECT 5: along the Baker Canal. From there the trail would
turn east following the Baker Canal before reaching
CREATE A GREENWAY LOOP THAT CONNECTS IMPORT-
ANT NODES OF NORTH BATON ROUGE TO GREENWOOD
the Cypress Bayou again where it would turn south
PARK through City of Baker land following the bayou back
to Greenwood Park.
Partners:
Louisiana Department of Transportation, Capitol The beginning efforts should start from the park
Area Planning Commission, East Baton Rouge going out where there is existing right-of-way.
Department of Transportation, Army Corp of The recommended trail network primarily follows
Engineers, Mountain Biking Community, Baton existing publicly-owned land and land that is
Rouge Redevelopment Authority, Baton Rouge North undevelopable, with minimal lengths along the trails
Economic Development District. that will require negotiation with private property
owners to provide easements.
In recent years, BREC has engaged in the Capitol
Area Pathways Program (CAPP) planning effort A robust and well-connected trail network has
which has outlined a series of trail improvements numerous health and wellness benefits to offer, in
throughout the Parish. To further solidify Greenwood addition to economic development opportunities that
Park as a regional and local destination that is link various neighborhoods to existing and future
accessible to as many people as possible, this assets allowing people greater access to Greenwood
project seeks to fast-track several outlined trails Park and other open spaces.
within that program as well as establish several new
trails within the area to create a “North Baton Rouge
Loop” that would link important park spaces and
urban areas together in a connected off-street trail
network.
On The Next Page: The North Baton Rouge Loop conceptual

alignments connects important nodes within the community to
Greenwood Park along existing and future trail and park spaces.

NORTH BATON ROUGE LOOP CONCEPT
153
6
IMPLEMENTATION
155
IMPLEMENTATION
INTRODUCTION TO PHASING
Greenwood Park is separated into four major phases Engagement does not stop after the Greenwood
for implementation over the next 10 years. In each Park Master Plan. As the project moves forward
phase, additional studies as well as detailed design, into implementation, the community will continue
from concept design to construction documentation, its involvement in the design process and decision
will be required to finalize locations, alignments, making of the project. This engagement will happen
and programs for each phase. for each phase of the project to ensure continuity of
the vision for Greenwood Park.
Types of additional studies include governance,
fundraising, master infrastructure plan, Suggestions for community engagement include,
environmental investigation, site survey, but are not limited to, developing an implementation
geotechnical report, wetland delineation, and stakeholder group for phases one through four,
permitting (USACE, USF&W, EPA, etc.). working with the schools around East Baton
Rouge Parish to test design ideas and involve the
children in the process, forming an adventure play
working group, engaging the local arts community
specifically at Southern University to help identify
opportunities within the park, and forming a golf
stakeholder group to identify needs for the improved
J.S. Clark Golf Course.
LEGEND
PHASE 1: OPENING 2022
COMMUNITY CELEBRATING THE OPENING OF PORT

OF LOS ANGELES WILMINGTON WATERFRONT PARK

PHASE 1 1E PHASE 2
2K
2A
1K
2H
2G
2J
1H
2D
1B 2F
2I
1H
2E
1A
1D
1M 1C
1L
1G
1I
1J
1F
2C
2B
1H N N
# Project Name # Dependency # Project Name # Dependency

1A Parking 1G 2A Soccer Fields and Amenities 1J
1B Adventure Play and Waterfront Parking 2B Grass Beach and Parking
1C Bayou Promenade 2C Equestrian Trail 1J
1D Road Renovation 2D Zipline 1J
1E Sediment Forebay 2E Sports Facilities 1J

1F Mini Golf 2F Lake Dredging and Lake Extension 1J
1G Disc Golf 2G Waterways Expansion 1J
1H Signage and Art 2H Greenwood Parkway Extension to Lavey Lane 1J
1I Maintenance Core 1A 2I Forest Restoration 1J
1J Improvements to J.S. Clark Golf Course 2J Trail Connections 1J
1K Trail Connections 2K Dog Park 1J
1L Interim Dog Park
1M Fairground and Temporary Nursery
PHASE 3 PHASE 4 4B
3C
3B
4A
3A
4C
4D
N N
# Project Name # Dependency # Project Name # Dependency

3A Music Venue 2F 4A Rental Facilities 1J
3B Landform, Community Garden, Road Extension 1J 4B Trail Connections

3C Trail Connections 1J 4C Pumping Track
4D Forest Restoration 1J
157
IMPLEMENTATION
PHASE 0
Phase 0 is what we like to call activation of a project • Invite community members to plant trees on
before it even breaks ground. Similar to Hurley their birthdays in the areas designated to be re-
Place in Denver’s Arts District or Lawn on D in forested in Greenwood Park.
Boston, we believe it is imperative to build on the
energy created from the master plan to keep the • Create pop-up gardens throughout the park.
community and new visitors coming to Greenwood Simple plantings of a single species of flower,
Park. These pop-up spaces are cheap, fast, and such as the ashy sunflower, can create a
easy to implement, but have a huge placemaking dynamic and memorable landscape.
potential. The phase 0 elements create a destination
in places of the park that people might not have • Establish a temporary nursery. Let the future
known existed. For Greenwood Park ideas such as trees of Greenwood grow in containers on the
the following would instill excitement and show a site so they become an amenity from day one.
commitment to the future design of Greenwood:
• Ask children to describe their favorite part of the
new park and use their stories and quotes as
part of the future art in Greenwood Park.
• Test local food. Ask local restaurants and food

trucks to hold food festivals to test out the
success of certain types of food in the area, or,
better yet, have them compete for the best po-
boys in Louisiana!
• Offer concert music series. Start working with

groups like AEG Live to host ticketed or free
events that bring large amounts of people to
Greenwood Park.

POP-UP ACTIVATION—LAWN ON D, BOSTON, MA
159
IMPLEMENTATION
PHASE 1
Phase 1 of Greenwood Park transforms how people and creates fun opportunities for wayfinding to and
experience the park and the Baton Rouge Zoo from the zoo. Hanging from the shade structure
together. The new design relocates the isolated are a series of iconic cypress cone swings that give
entrance off of Thomas Road and moves the main people a place to rest as well as provide a bit of
access to Highway 19. The existing road alignment whimsy and fun along the promenade.
stays in its place with enhancements to create a
new Park Boulevard which brings people, either Throughout the public engagement process, the
by walking, biking, or driving, to the heart of community expressed its number one desired
Greenwood Park and the new entrance for the program is an adventure playground. The first
Baton Rouge Zoo. This reconfigured entry sequence phase includes this new community amenity. The
connects the park and zoo and creates new multi- new adventure playground builds on the existing
modal infrastructure. At the zoo entrance, a new play features and splash pad in Greenwood Park.
parking lot for over 500 cars uses the latest designs By expanding the park to the north, the new play
in green infrastructure and maintains as many of the area takes advantage of the existing forest, allowing
existing trees as possible. Sensitive wetland areas for adventure and nature play to carefully integrate
and heritage trees are protected, creating a parking into the natural environment. New topography
experience that feels more like a forest than parking brings children up and down the site allowing them
lot. to explore the Louisania-themed play structures.
Elements like a giant Louisiana black bear hugging
With the new zoo entrance and parking, the disc golf a tree with a slide wrapping around, or tree houses
course is relocated south of its existing location. perched in the live oaks, bring a sense of wonder
Through the community engagement process we and awe into this fanciful playground. New water
heard how loved and well used the current disc-golf play draws design inspiration from the forms and
course is, so the new location is larger and includes functions of the Mississippi River. Tug boats and
more technical holes in the forest and along the barges serve as vessels for children to move water
Cypress Bayou. into the sandy area where they can sculpt and create
shapes in the Oxbow Lakes. New shade structures
Connecting the new zoo entrance and the existing and pavilions added along the Lake provide
Waterfront Building is the Bayou Promenade. The additional opportunities for families to host birthday
20-foot wide promenade celebrates the restored parties or crawfish boils.
Cypress Bayou and creates opportunities for
education and exploration along the quarter- Phase 1 includes J.S. Clark Golf Course
mile path. The path winds along the Bayou and is improvements to ensure that when Dumas is
constructed of local materials such as salvaged repurposed golfers will have a premiere 9-hole
wood and recycled concrete from other areas in golf course. These improvements include longer
Greenwood Park. An undulating overhead shade fairways that potentially cross over the Cypress
structure provides relief from the hot Louisiana sun Bayou and an enhanced driving range.

R
DD
WOO
FF
BU
S MAGNOLIA DR
1E LAVEY LN
1K
1H
1B
LA-19
1H
1A
RAFE MAYER RD
1D
1M 1C
1L
BATON ROUGE ZOO
1G
1I
1J
1F
# Project Name # Dependency

1A Parking 1G
1B Adventure Play and Waterfront Parking

1H 1C Bayou Promenade
1D Road Renovation
1E Sediment Forebay
1F Mini Golf
GIB
1G Disc Golf
BE
1H Signage and Art

Maintenance Core
NS
1I 1A
1J Improvements to J.S. Clark Golf Course
RD
1K Trail Connections
1L Interim Dog Park
1M Fairground and Temporary Nursery
CLIFFORD T. SEYMOUR
SENIOR PARK
161
IMPLEMENTATION
PHASE 1 NEXT STEPS
During the design process

for Phase 1 there will be
many more opportunities
Q1 | 2020 to provides feedback on
the design of YOUR
Master Plan
Advancement Greenwood Park!
- Business Planning Study
- Governance Study
- Fundraising
- Master Infrastructure Plan
Q2 | 2020
Construction Enabling Studies Greenwood

- Environmental Investigation Park
- Site Survey and Geotechnical Report
- Construction Manager Selection Ground-
breaking Q1 | 2021
Q3 | 2020
Phase 1 Design Process
- Schematic Design-Construction Documents
- Community Engagement
- Permitting (USACE, USF&W, EPA, etc.)

PHASE 1 OF GREENWOOD PARK AIMS TO ACHIEVE ALL THE GUIDING PRINCIPLES TO
ENSURE THAT THE FIRST INVESTMENT MADE SETS UP THE PARK FOR LONG-TERM
SUCCESS.
Phase 1 advances the work completed in the master plan and begins with studying various governance options
for Greenwood Park and looking at a variety of ways to raise funds for the project. Additional studies, such as
detailed site surveys, will inform the final locations of design elements within Phase 1. The design process is
anticipated to last until Q1 of 2021 with ground breaking starting Q3 of 2020. The anticipated ribbon cutting is in
Q2 2022.
During the construction of Phase 1

Greenwood Park will be open for
business! Many ideas from the master
plan will be tested out including new
events and programs and opportunities
for you to engage with the site!
Q2 | 2022
Phase 1 Construction Process
163
AERIAL RENDERING SHOWING PHASE 1 IMPLEMENTATION

165
IMPLEMENTATION
LONG-TERM FUNDING
MARKET OVERVIEW
• Contributed income for operations can take
Greenwood Park sits in a residential community that the form of operating endowments, annual
is not well served by well-programmed open space, fund or giving drives, membership program
healthy food options, and community gathering fees, program and event sponsorships, naming
places. The 1,250 people living within a 5-minute rights and outright donations, and grants from
drive of the park, and the more than 400,000 public (federal, state, or local) and non-profit
residents living within a 30-minute drive of the park, agencies.
represent a sizable and diverse pool of people who
would benefit from new uses at Greenwood Park • Value capture is a set of financial tools that can
as it transforms into a regional destination. At the capture the added value to real estate property
same time, Greenwood Park will continue to serve surrounding a park to offset capital and
as an important amenity for the community; over operating costs. Tools include payments in lieu
67% of households within a 10-minute drive of the of taxes (PILOT), special districts like business
park are household families with children, of which improvement districts (BIDs), and tax increment
over 20% are below the age of 15. The renovation of financing (TIF). Additionally, this could include
the Baton Rouge Zoo will introduce a new audience ground lease revenue from public properties.
to the park, who will be able to take advantage of a
diversity of activities at a range of price points. • Earned income to support operating costs is
directly tied to a park’s programming plan and
FUNDING PATHWAYS can be generated from a variety of sources
including user fees, space rentals, concession
New uses at Greenwood Park will require operations sales, and lease payments from long-term
funding that leverages multiple sources of revenue tenants.
to meet new cost needs. There are four major types
of revenues that can support capital and operating
costs for large public parks like Greenwood Park—
POTENTIAL FUNDING BREAKDOWN BY
public funding, contributed income, value capture, PHASE
and earned income. These funding sources fall Each of these revenue sources have potential to
within a range of public to private funding: support Greenwood Park. The applicability of each
of these funding sources, and the magnitude of
revenues that each can generate, will also vary
• Public funding from local, state, and federal at different times throughout the implementation
sources can provide a foundation of funding for of the master plan. It is estimated that over time
the park’s capital and operating needs. This Greenwood Park will reach a more diversified
include things such as general funds, bond funding stream as identified in the graph to the
measures, and other tax mechanisms. right.

REVENUE SOURCES
REVENUE
Public Funding
Earned Income
Value Capture
Contributed Income
PHASE 1 PHASE 2 PHASE 3 PHASE 4

COST TYPES
Site Prep & Earthwork
IMPLEMENTATION COST
Utilities/Infrastructure,
Parking & Road
Site Furnishings &
Special Elements
Hardscape & Landscape
Operations & Maintenance
PROJECTS BY PHASE
Park/Zoo Parking Soccer Fields and Music Venue Rental Facilities
Adventure Play and Amenities Landform, Trail Connections
Waterfront Parking Grass Beach and Community Garden, Pumping Track
Fairground and Parking Road Extension
Forest Restoration
Temporary Nursery Equestrian Trail Trail Connections
Road Renovation Zipline
Sediment Forebay Sports Facilities
Mini Golf Lake Dredging and
Disc Golf Lake Extension
Signage and Art Waterways Expansion
Maintenance Core Greenwood Parkway
Extension to Lavey Ln
Improving J.S. Clark
Golf Course Forest Restoration
Trail Connections Trail Connections
Interim Dog Park Dog Park
167
Those sources of funding can then be compared to Contributed Income
the capital cost to build, as well as the operational
requirements of the park including staff, marketing, Due to the ambitious vision of the proposed master
programming, and maintenance. Over time, the plan, contributed income will need to play an
cost of operating the park will increase. The idea is important role in supporting capital investment, as
that this is balanced by increases in other forms of well as ongoing park operations. Multiple forms
revenue. of contributed income should be explored. The
potential of this income category will depend on
Phase 1 will represent a significant investment in aggressive solicitation of donors—focusing on
the park that will kick-off the support from other elements of the master plan likely to attract outside
funding streams outside of public dollars. The goal interest. For example, outside sponsorship could
is that over time investments in the park become support the cost of program elements such as the
less reliant on public funding; however, that source music venue, the event rental space, the dog park,
will never fully disappear. the sports facilities, the adventure playground,
and the trails (particularly the equestrian trail).
Contributed incomes are likely to grow over time, as
Public Funding visitation grows and the concept is realized.
In Phase 1, public funding will provide a critical
foundation for getting preliminary operations off For private funding support, BREC should consider
the ground and demonstrating public commitment some sort of membership or friend’s of organization
to the park, and thus will represent a large share that can support certain aspects of the park.
of the funding for capital and operations. For Additionally, naming rights should be explored
future phases, we assume that public funding for as part of a targeted capital campaign for various
Greenwood Park will decrease, continuing at the elements within the park, including key elements
rate that BREC currently supports other parks, such as the music venue, Bayou Promenade, or the
supplemented by additional allocations over time children’s playground.
to meet desired standards, to maintain higher
maintenance intensities, and to support additional Targeted capital campaigns should align with core
capital investment, representing a sizable share of principles of the park design including conservation,
the park’s operating budget overall. education, health and wellness, and community
Investment. These categories can be utilized to
Currently, the future phases of the park are frame general donations from private citizens as
designed to align with BREC’s ongoing tax-cycle. well as local and regional organizations within
The goal would be to utilize the public funds that the area. Additionally, these categories should
come through the ongoing tax without having to be utilized to attract programmatic partners that
raise new taxes. Additionally, the current operating can contribute funds for ongoing activation of the
budget that is used to subsidize the Dumas Golf site such as annual events or seasonal series like
Course could be allocated annually to operations farmer’s markets, concert series, or other events.
of the new park facilities. This would represent a
reallocation of existing funds and not an increase in BREC should also consider the idea of utilizing
operational expenditures. Finally, BREC could also Greenwood Park and the ecological footprint as
seek to tap into other parish-wide bond programs part of a mitigation bank for private parties to buy
for things related to transportation and stormwater, into for the restoration of the open areas back into
such as new sidewalks, trails, and hydrological forest. To make this happen BREC would sell credits
improvements. on a private market and use those funds to reforest
pieces of the site. While this idea is relatively new it
does represent a unique possibility.

Finally, grants should play a large part in the funding Greenwood Park are unlikely to support the amount
of Greenwood Park. BREC should explore federal of new development that would be needed to
and state grants to support capital improvements. In generate a sizable amount of revenue for the park.
particular, stormwater infrastructure represents a In the long-term, as Greenwood Park matures as
great potential for funding from groups like Housing a major regional destination, BREC might consider
and Urban Development or the Environmental working with external development partners to build
Protection Agency. Additionally, federal and state residential multi-family housing on site or nearby as
grants related to transportation should be targeted, an additional source of revenue for the park.
as well as grants from both public and private
(non-profit) agencies that are looking to invest in BREC should continuously evaluate the opportunity
distressed urban communities. to lease portions of the sites edges for private
residential development. Dense multi-family
A separate operating model that would allow for housing could offer a way to both activate the
pursuit of these various avenues is something BREC park and provide substantial funds for operations
should consider. and capital. Additionally, BREC and its municipal
partners of the City of Baker and the City of Baton
Rouge could consider the sale or leasing of other
Earned Income publicly-owned or BREC-owned lands in the direct
It is expected that earned income revenues will not vicinity for development that would feed into some
be significant in the initial years as new programs sort of special district (TIF, BID, etc.) that would
first open, but will increase steadily over time feed its funds directly into Greenwood Park. Finally,
as programming develops, as additional earned BREC should work with municipal partners and
income-generating uses are constructed in later private development communities to attract private
phases, and as park visitation increases. Earned high-density development directly adjacent to the
income will likely plateau in the long-term and grow site that would also feed into these special districts.
only with inflation or major influxes of residents
to the area. In considering earned income there EXAMPLES OF FUNDING STRATEGIES
are two ways that BREC should think of this. With
FROM OTHER MAJOR PARKS
increased operational responsibility there is an
opportunity to gain more revenue; however, that In developing a sustainable business strategy
places the risk on BREC to market, staff, and for Greenwood Park, BREC can learn from the
ensure quality control. The other operation is for ways in which other parks around the country
BREC to collect ongoing lease payments from have approached fundraising and developed
private operators for elements like mini golf, rental, operating models in the past. The selected case
restaurants, adventure sports (zipline), and others. studies are from park projects that enhance an
There are tradeoffs for each model and this must be existing destination or create a new destination,
evaluated on a case-by-case basis. demonstrate a range of funding models for both
capital and operating costs, and that primarily serve
There are a number of potential revenue-generating a nearby residential population.
sources discussed at the end of this chapter.
Buffalo Bayou East Sector | Public

Value Capture Funding Base
Value capture is the least common source of funding
Buffalo Bayou’s planned expansion into Houston’s
for parks around the country, but when applied,
East Sector is an example of a project that will rely
it can provide significant amounts of revenue to
on a strong base of public funding early on in order
support park operations and capital needs. In
to build an identity for the park and demonstrate
the short term, the neighborhoods surrounding
the City of Houston’s commitment to its long-term
169
success, helping to attract philanthropic funding for Shelby Farms Park | Contributed
near-term projects. Momentum from these early
Income for Operations
investments will set the stage for future revenue
generation opportunities, including earned income Memphis’s Shelby Farms Park is an example of a
and value capture, that will grow over time as the park that relies upon a strong local philanthropic
share of public funding decreases. Following a base to support approximately half of the park’s
similarly phased approach, BREC should expect to operating costs. Philanthropic contributions
rely on public funding for upfront redevelopment come not only from large donations from local
costs as momentum picks up and opens doors to philanthropists, but also from a unique tiered
additional revenue-generation opportunities. membership program. Fundraising accounts for
about 10% of the park’s operating expenses and is
managed by the Shelby Farms Park Conservancy.
Brooklyn Bridge Park | Value Capture Memphis has a more robust local philanthropic
community than Baton Rouge does, and BREC
Brooklyn Bridge Park is an example of a park that would not be capable of devoting such a large share
is heavily dependent upon value capture as a means of its expenses to fundraising, but BREC should still
of supporting park operations. Located on the New tap into philanthropic sources for funding support,
York City waterfront, Brooklyn Bridge Park is able including the creation of a tiered membership
to take advantage of the strong real estate market, model, solicitation from local donors, and potentially
in which park-adjacent properties provide a source national or regional philanthropic organizations that
of funding for the park’s operations through ground are mission-aligned with BREC’s goals for the park.
leases and payments in lieu of taxes (PILOT). Today,
value capture generates about 90% of the park’s Forest Park | Philanthropic Endowment
total operating revenue. While the current real
estate market surrounding Greenwood Park is not Supports Operations
strong enough to support value capture, it should be St. Louis’s Forest Park benefited from a large-scale
considered as a potential source of revenue in the revitalization in the 1990s, the continued success of
future if development is to occur on a portion of the which has been made possible by a 2012 initiative to
park or on park-adjacent properties. significantly enhance the park’s endowment, which
now funds approximately two thirds of the park’s
Discovery Green | Earned Income annual operating costs. While the City of St. Louis
contributed some funds towards this endowment
Supports Heavy Programming through city bonds, the park’s conservancy was
With daily events put on throughout the year, responsible for raising the majority of endowment
Houston’s Discovery Green is an example of funds through an ambitious philanthropic campaign.
a park that has placed significant emphasis While Baton Rouge’s philanthropic community
on programming. While costs associated with is likely not significant enough to make this kind
programming make up about 60% of the park’s of operating funding strategy possible right now,
operating expenses, these costs are completely raising funds for an endowment could be considered
offset by earned income generated within the park down the road, once the newly designed park is
from things like facility rentals, programming fees, established and may receive greater attention from
and concessions. As BREC considers the types the philanthropic community.
and scales of programming that it would like to
see in Greenwood Park, it should strive to strike a
balance between programming costs and revenue-
generating potential from earned income.

SUGGESTIONS FOR MAJOR EARNED could draw visitors from the surrounding region,
INCOME REVENUE GENERATION potentially accommodating up to 10,000 attendees
and requiring up to 10 acres of land. While events
OPPORTUNITIES
of this size would require significant marketing and
Although it is premature to estimate the absolute partnership efforts that may be difficult for BREC
capacity of different types of funding mechanisms to undertake early on in the park’s redevelopment,
to meet capital and operating needs of Greenwood limiting the size of the venue now would eliminate
Park, we considered the means by which BREC the possibility of hosting larger events in the future.
may be able to tap into what can potentially be the If BREC does not have the desire or capacity to
largest sources of funds for the park. Our financial conduct marketing and programming for this venue,
analysis focused specifically on earned income BREC will need to consider hiring an outside event
funding sources resulting from new revenue promoter to manage these responsibilities.
generating program elements.
Based on precedent research, HR&A estimates
A number of key decisions will need to be made this type of venue could attract a mix of larger
for each program element before earned income and smaller events that could generate between
revenue generation potential can be realized. $90,000 and $110,000 in annual revenues from
These decisions include things like management a combination of rental event fees, ticket sales,
structures, earned revenue structures, operating merchandise sales, and food and beverage sales.
schedules, level of accessibility to the general This number would fluctuate based on frequency of
public, and level of service being provided. The events, type and price points for events, and whether
following analysis of operations funding should or not an outside event promoter/management
serve as a guide for BREC as leadership determines company is engaged. This number assumes that
a final programming plan and evaluates the there are only a few larger events a year. If BREC
economic tradeoffs involved in each decision. were to partner with an organization such as Live
Nation or AEG to create a regular concert series that
provided weekly or bi-weekly concerts, the revenue
Outdoor Music Venue could be much higher.
Greenwood Park should take advantage of the
redevelopment opportunity that the park’s master Indoor/Outdoor Event Venue
plan offers by converting a portion of the park’s
ample open space into a large outdoor music Gaps in the East Baton Rouge event venue market
venue. This venue could host year-round events of present an opportunity for Greenwood Park to serve
all types and sizes, from large ticketed concerts to the needs of regional residents while generating
smaller community uses such as free movie nights, significant revenues to support park operations.
outdoor yoga classes, and smaller community A high-level market scan and conversations with
performances. We recommend that this venue take local stakeholders revealed demand for a venue
the shape of a sloped or flat lawn, or a terraced, that can accommodate up to 500 or 600 people for
grassy, amphitheater that is built into the physical events like conferences and corporate retreats,
landscape of the park. These venue formats would requiring approximately 10,000 square feet of space
keep costs low by requiring minimal additional for a seated event (more for banquet-style seating).
maintenance costs and one-time capital costs In order to accommodate a wide range of event
to restructure the landscape and build a stage, types, it would be advisable to design the space in
if desired. A permanent stage is not necessarily such a way that would allow it to be broken up into
needed; however, it would create an iconic element smaller spaces, via movable walls or dividers, if the
and reduce programming cost. The venue should full capacity of the space is not needed. This kind
be sized to host events and performances that of flexibility, in concert with an adjacent outdoor
lawn, would allow the venue to host events such as
171
REVENUE GENERATING USES
Concessions Stand
Zipline
Team Building
Rental / Conference Sports Tournaments

Space
Boat Rental
Waterfront Cafe
Concert Venue
Picnic Pavilion
Climbing Wall
Event Lawn
Sports Tournaments
Mini Golf
PRIMARY REVENUE GENERATORS
SECONDARY REVENUE GENERATORS

weddings, health and wellness activities, community Based on precedent mini golf venues located within
meetings, lectures, workforce training, and other parks, we estimates that a mini golf operation in
networking and social activities. Greenwood Park would require only about two to
three acres of land in total and could generate
This venue is not expected to require a significant between $490,000 and $600,000 in annual revenues,
amount of administration and maintenance, if BREC were to operate the mini golf course itself.
especially when not in use. Therefore, in the initial If BREC were to bring in a private operator, which is
years of park operation, this venue would not recommended based on BREC’s limited capacity to
require significant operating attention and funding. manage a business of this sort, they would receive a
portion of gross revenues, likely no more than 20%.
Based on revenues generated for parks with
comparable venues, HR&A estimates that
Greenwood Park could expect to receive annual
Other Uses
revenues between $550,000 and $670,000 from In addition to these four major sources of revenue
rental fees. there are a number of other opportunities within the
park for revenue generation of various scales:
Waterfront Restaurant
The Waterfront Cafe and golf pro store that • Concession stands associated with sports
facilities at J.S. Clark Golf Course, multi-use
currently exist together in the Waterfront Building at fields, and the indoor recreation center
Greenwood Park are both underutilized, suggesting
an opportunity to convert the space into an improved • Equipment rentals at the multi-use court sports
waterfront restaurant that could generate revenue
for the park and attract new visitors. This new • Community garden plot rentals
venue, which would occupy approximately 2,000
square feet, should provide an affordable, locally • Kayak and boat rentals served out of the
waterfront building
themed, casual dining experience for families
and visitors to the park, including both indoor and • Rental of Waterfront Building community room
outdoor seating. and catering kitchen
There are two potential transaction structures that • Miscellaneous picnic shelter rentals
BREC could explore when projecting revenues for
• Event fees from larger community events
the space; BREC could receive a percentage of the such as cross-country meets and sports
restaurant’s gross sales, or it could receive a fixed tournaments
annual rent. We estimate that, regardless of revenue
structure, this venue could generate between • Fees from seasonal programming like
temporary beer gardens or food-truck rodeos
$40,000 and $60,000 in annual revenues to support
park operations. • Zipline and adventure obstacle course
associated with conference center
Mini Golf • Specialty features such as indoor rock climbing
within the recreation facility
Mini golf is a relatively low-cost activity for families
and would serve as an effective way to draw both • Ticketed events such as Christmas lights on the
nearby residents and regional visitors into the park boulevard
for longer visits. One approach would be to invite a
mini golf operator to establish a temporary or pop-
up mini golf operation that could be converted into Together these various streams of revenue have the
a permanent operation down the road. This model opportunity to provide a substantial part of capital
would allow BREC to introduce a new recreational and operating cost for Greenwood Park, making the
venue that is currently missing in the market to the facility a premier model for economic sustainability.
park at a low initial cost before committing to a full
build-out.
173
IMPLEMENTATION
STEWARDSHIP & GOVERNANCE

CONSIDERATIONS
With such an ambitious vision for Greenwood While the Baton Rouge Zoo can continue to operate
Park and the Baton Rouge Zoo, there is a need to in a semi-autonomous capacity, the entire boundary
evaluate the ongoing management, operations, of Greenwood Park and the Baton Rouge Zoo should
implementation and maintenance of the site. be considered as a unified area for future analysis
The benefit that BREC has is that the entire land, of governance and stewardship. This will allow for
including the Baton Rouge Zoo, is under BREC shared resources, streamlined programming and
ownership. The master plan is a long-term vision maintenance practices, joint fund-raising, and other
that will increase the operational demand for cost saving efforts. The success of Greenwood Park
the site. In other signature park projects around or the Baton Rouge Zoo is contingent on the success
the country, there are numerous models for of the other.
organizations that have been set up to serve as a
long-term steward of the plan as well as a daily
team focused on ensuring the ongoing success of
the site.
These types of organizations can be subsidiaries of

BREC or stand alone organizations and can often
place resources towards efforts, such as fundraising
and programming, that are outside of the
capabilities of BREC given the other commitments
to parish-wide efforts. It is recommended that BREC
engage a consultant to evaluate the plan, BREC’s
organizational capabilities, and general community
capacity to support the implementation of the
master plan. Based on the evaluation, BREC can
develop a thorough stewardship and governance
plan by evaluating the pros and cons of various
models, such as conservancies or friends-of
organizations. While initial capital investments can
be made to the site under the current operational
model, it will be important that this study be
conducted in early phases of plan implementation
to determine the correct path forward. A focused
stewardship organization can also ensure that the
community engagement process and partnerships
that were forged in the master planning process are
maintained for the long-term.

175
IMPLEMENTATION
MAINTENANCE & OPERATIONS
Today’s Greenwood Park has four distinct Beyond the location of facilities, the park’s
maintenance functions—park maintenance, golf maintenance teams should engage progressive
course maintenance, park district maintenance, and strategies to maximize both efficiency and
zoo maintenance—and each of these will continue sustainability of operations. Building a culture
into the future. The goal of a great maintenance that values innovation will encourage a diversity of
system is to make it relatively easy to work for staff, productive practices. For example, renting goats
and relative invisible to visitors. or conducting a carefully-controlled burn can be
effective methods for curbing invasive species.
Golf course maintenance will consolidate from two Planting slower-growing turf and educating the
facilities, serving Dumas and J. S. Clark separately, public on meadows can allow maintenance staff to
to one facility serving the J.S. Clark Golf Course. mow less, thereby saving energy and time. A well-
Given its central location relative to the course, coordinated volunteer or park-ambassador program
access to roadway for major deliveries, and the can help with park clean-up, invasive species
specialized nature of golf course maintenance removal, and annual planting programs.
equipment, it is recommended that the J.S. Clark
Golf Course maintenance facility remain in place.
The bulk of individual park, district, and zoo HIGH MAINTENANCE REQUEST
maintenance functions move to the rear of the
zoo, with access off of Thomas Road. Park and MEDIUM MAINTENANCE REQUEST
district maintenance teams share a shed and yard
separated from the zoo maintenance facility, which MEDIUM MAINTENANCE REQUEST—
must be quarantined due to Association of Zoos LAKE
and Aquariums (AZA) accreditation requirements.
A dedicated vehicular entrance for maintenance off LOW MAINTENANCE REQUEST
of Thomas Road enables deliveries of bulk items
like mulch, fertilizers, soils, and animal feeds, as
well as the routine comings and goings of district LOW MAINTENANCE REQUEST—LAKE
maintenance staff, to occur without disturbance
to park visitors. This area of the park has room for LOW MAINTENANCE REQUEST—
expansion if/when the park district maintenance MAINTAINED WOODLAND (INVASIVE
needs change. Given the size of Greenwood Park, REMOVAL)
a few satellite maintenance sheds will help ensure
smooth and efficient operation of the grounds team. THIRD PARTY VENDOR
These sheds, each just 200 to 400 square feet, would
contain daily-use items like weed whackers, small MAINTENANCE BUILDING
mowers, hand equipment, and trash bags.

R
DD
WOO
FF
BU
S MAGNOLIA DR
LAVEY LN
LA-19
RAFE MAYER RD
BATON ROUGE ZOO
GIB
BE
NS
RD
CLIFFORD T. SEYMOUR
SENIOR PARK
177
ACKNOWLEDGEMENTS
BREC COMMISSIONERS Phil Frost, Director of Baton Rouge Zoo

Cheryl Michelet, Director of Communications
Lloyd H. Benson, Jr., Commission Chairman
Mike Raby, Director of Golf
Shelton C. Dixon, Commission Vice-Chairman
Justin Smith, Director of Park Operations
Larry Selders, Commission Treasurer
Amanda Takacs, Assistant Director of Natural
Davis Rhorer, Commissioner Resource Management
Rossie Washington, Jr., Commissioner Planning and Engineering Department Staff
Sandra Davis, Commissioner
Kenneth Pointer, Commissioner BREC FOUNDATION
Jerry Jones, Jr., Commissioner BOARD OF DIRECTORS
David Tatman, Commissioner
Executive Committee
BREC SUPERINTENDENTS Scott Gaudin - President
Alvin C. Moreau, III - Vice President
Corey Wilson, BREC Superintendent
Christopher Adams - Secretary
Reed Richard, Assistant Superintendent System
Planning Bobby Varnau - Treasurer
Brandon Smith, Assistant Superintendent Mike Anderson - Immediate Past President

Recreation & Facilities Chris Ferrari - Chair of Special Projects
Hitesh Chheda - Chair of Philanthropy
PARK MASTER PLAN VISION TEAM
Reed Richard, Assistant Superintendent System Trustees

Planning
Marvin E. Borgmeyer
Brandon Smith, Assistant Superintendent
Recreation & Facilities Bryan Camerlinck
Angela Harms, Assistant Director of Planning & Will Chadwick

Engineering

Maxine Cormier MASTER PLAN CONSULTANTS
James Dutschke
SASAKI MASTER PLANNING TEAM
James Gilmore
Zachary Chrisco
John Grinton
Anna Cawrse
Melvin Hardnett
Joshua Brooks
Roy Heidelberg
Kate Tooke
Brandon Landry
Elaine Minjy Limmer
Glenn Ledet
Lanmuzhi Yang
Shane Morrison
Jill Allen Dixon
Namisha D. Patel
Gwendolyn Sands
Jenni Peters
Andy McClurg
Kimberly Robinson
Jacob Waguespack FRANKLIN ASSOCIATES
Mary-Patricia Wray Engagement
Executive Director HR&A ADVISORS

Carl Stages Economic Development
ETM ASSOCIATES
Operations and Maintenance
COMITE RESOURCES
Ecology
DEISGN JONES
Cultural and Historic landscape
179
IMAGE CITATIONS
PG. 70 • 6 (Kayak)- https://disneyparks.disney.

go.com/blog/2016/04/kayak-through-a-flori-
• 1 (Path)- https://manisteeliving. da-cypress-swamp-with-adventures-by-dis-
com/2016/06/14/walking-in-manistee-coun- ney/
ty/
• 2 (Kayak)- https://disneyparks.disney.
go.com/blog/2016/04/kayak-through-a-flori- PG.90
da-cypress-swamp-with-adventures-by-dis- • 1(Soccer)- https://www.consumerreports.
ney/ org/children-s-health/how-to-prevent-heat-
• 3 (Zipline)- https://www.projectexpedition. stroke-in-kids/
com/tour-activity/charlemont/zoar-gap- • 2(Mounds)- http://www.povertypoint.us/pov-
zipline-rafting-package-with-overnight- erty-point-trip-ideas
camping/45909/ • 3(Canopy Walk)- http://www.vanwinkleco.
• 4 (Hilltop Arboretum)- https://www.lsu.edu/ com/portfolio_category/interior-specialty/
hilltop/ • 4(Boulevard)- http://ttnotes.com/louisi-
ana-supreme-court-building.html
PG. 86 • 5(Community Garden)- Can’t find
• 6(Equestrian)- https://www.viator.com/
• 1 (Hilltop Arboretum)- https://www.lsu.edu/ tours/San-Ignacio/Horseback-riding/d5083-
hilltop/ 60459P16
• 2 (outdoor music)- https://www.parkcitymag.
com/articles/2014/6/1/tune-town-your-
guide-to-summer-concerts-in-park-city PG.94
• 3 (Rope course)- https://www.raftingcol- • 1(Mini Golf)- https://hollywoodfunpark.com/
orado.com/colorado-aerial-park/aeri- attractions/mini-golf/
al-park-photo-video-gallery/skytrekpines/ • 2(Golf)- https://www.southernhillsgolf-
• 4 (Pier)- http://www.sheherazadenyc.com/ course.com/
landscape-architecture-knoxville-tn/ • 3(Bike Path)- https://www.shutterstock.com/
• 5 (Zipline)- https://www.projectexpedition. nl/video/clip-14577553-young-attractive-af-
com/tour-activity/charlemont/zoar-gap- rican-american-indian-girls-outdoor
zipline-rafting-package-with-overnight- • 4(Public Art)- https://geyserofawesome.
camping/45909/

com/post/166051078069/japans-annu- • (Canopy Walk)- http://www.vanwinkleco.
al-wara-art-festival-previously com/portfolio_category/interior-specialty/
• 5(Driving Range)- http://www.countryfair- • (Mounds)- http://www.povertypoint.us/pov-
park.com/driving-range.html erty-point-trip-ideas
• 6(Disc Golf)- https://www.discgolfpark.
com/2018/03/22/turf-teepads-taking-over- Events and Festivals:
disc-golf/ • (Team Building) https://www.shutter-
stock.com/nl/image-photo/people-receiv-
PG.100 ing-tire-obstacle-course-training-630936845
• (Hilltop Arboretum) https://www.lsu.edu/
Adventure and Recreation: hilltop/
• (Sports Facilities) https://architectureau. • (Public Art) https://geyserofawesome.
com/articles/box-hill-gardens-multipur- com/post/166051078069/japans-annu-
pose-area/ al-wara-art-festival-previously
• (Soccer) https://www.consumerreports.org/
children-s-health/how-to-prevent-heat- Golf:
stroke-in-kids/5 (Zipline)https://www.pro- • (Golf) https://www.southernhillsgolfcourse.
jectexpedition.com/tour-activity/charlemont/ com/
zoar-gap-zipline-rafting-package-with-over- • (Disc Golf) https://www.discgolfpark.
night-camping/45909/ com/2018/03/22/turf-teepads-taking-over-
• (Kayak)https://disneyparks.disney.go.com/ disc-golf/
blog/2016/04/kayak-through-a-florida-cy- • (Mini Golf) https://hollywoodfunpark.com/
press-swamp-with-adventures-by-disney/ attractions/mini-golf/
• (Cross Country) https://www.denver- • (Driving Range) http://www.countryfairpark.
post.com/2018/11/16/ncaa-cross-coun- com/driving-range.html
try-2018-colorado/
• (Equestrian)- https://www.viator.com/tours/ Community Use:
San-Ignacio/Horseback-riding/d5083- • (Playground) https://goric.com/de-
60459P16 signer-spotlight-h-nyunny-kim-mi-
chael-van-valkenburgh-associates/
Nature Exploration: • (Community Garden) https://www.balti-
• (Hiking) https://cpw.state.co.us/placestogo/ moresun.com/maryland/baltimore-city/
parks/StateForest bs-md-ci-bliss-meadows-20190826-g27q-
• (Birding)https://www.theverge. 2o6uufh2xn7buj37ltyuia-photogallery.html
com/2019/4/3/18291212/birding-youtube-na- • (Dog Park) https://www.cityofcarrollton.com/
ture-show-documentary-topic-animals-ja- departments/departments-g-p/parks-rec-
son-ward reation/parks-trails-and-natural-areas/dog-
• (Grass Beach) https://www.rawpixel.com/ parks
image/20054/premium-photo-image-pic-
nic-family-african
181
PG.106 • (Multi Use Loop) http://www.mvvainc.
com/m/projects/1/97
• (Parkway) https://www.terragalleria.com/
america/texas/houston/houston.all.html Signage:
• (Green Parking Lot) http://www.sheherazad- • (Nature Public Art) https://mymodernmet.
enyc.com/landscape-architecture-accredita- com/morton-arboretum-trolls/
tion-council/ • (Military Shed) https://www.houston-
chronicle.com/local/gray-matters/article/
havel-ruck-open-house-sam-houston-
PG.110 park-13079722.php
• (Education Sign) http://www.heinejones.com.
• (Canopy Walk)- http://www.vanwinkleco. au/environmental/mt-stirling/
com/portfolio_category/interior-specialty/
• (Equestrian)- https://www.viator.com/tours/ Material:
San-Ignacio/Horseback-riding/d5083- • (Unpaved Walking Path) https://facultyaf-
60459P16 fairs.kennesaw.edu/docs/admin-searches/
• (Paved Walking Path) https://www.lsu.edu/ ksu-profile.pdf
hilltop/ • (Green Parking Lot) http://www.sheherazad-
• (Unpaved Walking Path) https://facultyaf- enyc.com/landscape-architecture-accredita-
fairs.kennesaw.edu/docs/admin-searches/ tion-council/
ksu-profile.pdf • (Sports Facilities) https://architectureau.
• (Golf Cart Path) https://www.agefotostock. com/articles/box-hill-gardens-multipur-
com/age/en/Stock-Images/golf-cart-on- pose-area/
pathway.html • (Hilltop Arboretum) https://www.lsu.edu/
hilltop/
PG.114 • (Play) https://designmuseumfoundation.org/
blog/2017/06/28/where-design-meets-play/
• (Bayou Habitat) https://www.lonelyplanet. • (Bike Path) https://www.shutterstock.com/
com/articles/bayou-boardwalks-best-louisi- nl/video/clip-14577553-young-attractive-af-
ana-outdoors rican-american-indian-girls-outdoor
• (Kayak)https://disneyparks.disney.go.com/
blog/2016/04/kayak-through-a-florida-cy-
press-swamp-with-adventures-by-disney/ PG. 138
• (Baton Rouge) https://brac.org/lifeinbr/
PG. 123 community-resources/housing/east-baton-
rouge-parish/
Lighting:
• (Scenic Parkway) https://forbeselectricalser-
vices.ca/services/
• (Public Art) https://monstrum.dk/play- PG. 140
ground/rivergiants

• (Bike Lane) https://www.miamicondoin-
vestments.com/bicycle-lanes/the-venetian-
causeway-upgraded-one-of-miamis-most-
used-bike-routes
• (Waterfront Building) http://tipton-associ-
ates.com/?/portfolio/brec-greenwood-park-
dumas-golf-course-the-waterfront
PG. 142
• (Lake) https://www.businessreport.com/
business/new-type-residential-envi-
ronment-baton-rouge-possible-green-
wood-park-2
PG. 151
• (Job Training) https://www.lsu.edu/adminis-
tration/ofa/procurement/supplierdiversity/
index.php
• (Farmers Market) https://www.visitfort-
wayne.com/blog/post/a-weekend-of-afford-
able-family-friendly-activities-in-fort-wayne/
183
A neighborhood park for
ANorth
neighborhood
Baton Rouge
parkand
for
North
Baker.Baton
A regional
Rougedestination
and Baker.
for East
A regional
Baton destination
Rouge Parishfor
East Baton Rouge Parishandandbeyond!
beyond!
181
BATON ROUGE ZOO MASTER PLAN
BATON ROUGE ZOO

MASTER PLAN
FINAL REPORT
September 2019
A MASTER PLAN
OF REINVENTION
Prepared by
September 18, 2019
Corey K. Wilson, Superintendent

BREC
6201 Florida Blvd.
Baton Rouge, LA 70806
Re: The Baton Rouge Zoo Master Plan
Dear Corey,
It has been an exciting adventure over the last 12 months working with you and your staff to develop a new
master plan for the Baton Rouge Zoo, and coordinating our efforts with concurrent development of a new
Greenwood Park Master Plan by Sasaki. Through workshops, public meetings, and extensive involvement
of Zoo Administration and Staff, City officials, neighborhood and interest groups, as well as a broad base
of stakeholders, we have developed a Master Plan for Baton Rouge Zoo that will serve as a comprehensive
roadmap for the next two decades.
The new Baton Rouge Zoo Master Plan is one founded on state-of-the-art design and economic logic.
Schultz & Williams has provided this plan with a realistic prospectus of future operations of the new Zoo,
both at the completion of Phase 1 and at the build-out of the Phase 3 improvements. At completion of Phase
3, Baton Rouge Zoo will be one of the top-attended attractions in the region. Schultz & Williams has been
conservative in their projections to make this plan achievable. Torre Design Consortium, Ltd. has been
conservative in our cost estimates to ensure that the new master plan is realistic and achievable. We have
coordinated our efforts, costs and phasing with the new master plan for Greenwood Park, using the Zoo’s
attraction value to become the centerpiece of the park, creating a truly regional destination.
We would further like to thank all BREC staff, Baton Rouge Zoo staff, Friends of the Zoo, Board of Directors,
all team members and stakeholders who took part in the five workshops and three public meetings. The
new Master Plan is a result of their input and ideas.
In 1921, Daniel Burnham, a famous Chicago Architect, coined the phrase “Make no little plans.” Baton
Rouge Zoo Master Plan is no little plan. It is a grand vision that will create a modern zoo capable of serving
the Baton Rouge community as never before in its 50 year history.
On behalf of TDCL, Schultz & Williams, CSRS, and CARBO, please accept our thanks and gratitude for the
opportunity to work with you on this great project. It will create the kind of dramatic change and success
that the Baton Rouge region deserves.
Sincerely,
L. Azeo Torre
LETTER FROM THE DIRECTOR
Since 1970, BREC’s Baton Rouge Zoo has been, and will continue to be,
an institution through which compassionate, professional animal care,
welfare, nutrition, and veterinary services are provided every day. As we
faithfully progress with the development of a more engaging and modern
Zoo experience, we will continue to provide a family-enriched environment
for guests to connect with animals on a genuinely enchanting level, while
concurrently promoting conservation of wildlife and wild places. Our chief
goal is to nurture awareness, inspire curiosity, and increase respect for wild
animals and their respective habitats.
This transformative plan is one that will, over time, bring about amazing
opportunities for all of the aforementioned goals and objectives to come to life.
These immersive journeys will be accessible to many, in our region, who may
never have had the opportunity to experience otherwise. Nature is proven to
be a place that brings about major benefits to our bodies, brains, feelings and
social interactions. Combine nature with animals from the wild, and you have
a ready-made scenario to bring about big dreams & visuals of this magnificent
world through a different lens – for all of our guests – ages 2 to 92!
We are thrilled to “ZOO”m our focus into the future with this amazing
master plan. The Baton Rouge community deserves a great Zoo through which
generations can enjoy, learn and make a difference. That’s really what it’s
all about – ensuring progress for our communities. A great Zoo can do that.
Our Zoo can do that. Let’s join in that vision and make the next 50 years truly
unforgettable!
Phil Frost, Director of the Baton Rouge Zoo

BATON ROUGE ZOO
MASTER PLAN
1 Why Zoos
Matter .......................... 01
2 Master Plan
Process ....................... 07
3 Analysis and
Potentials .................... 17
4 Master Plan
Vision .......................... 43
5 Implementation
and Costs .................... 85
6 Strategic
Business Plan ............. 97
7 Appendix ................... 117

1
WHY ZOOS
MATTER
ZOOS BRING NATURE
WITHIN REACH
For the first time in human history, the majority
of the world’s population lives in urban areas,
isolated from the beauty and the fragility of nature.
Most of the world’s natural habitats are shrinking,
endangering the plants and animals within them.
Humanity is most responsible for destroying the
delicate balance of these ecosystems, and much
of that destruction comes from an ignorance of the
systems that we need to live within.
Zoos accredited by the Association of Zoos and

Aquariums (AZA) can help bridge the gap that exists
between the urban reality of many people and
the natural habitat that has been left behind. The
AZA is dedicated to the advancement of zoos and
aquariums in conservation, education, science, and
recreation. It represents institutions worldwide that
draw over 183 million visitors each year in the USA
alone, exceeding the annual attendance of the NFL,
NBA, and MLB combined. These institutions meet
the highest standards in animal care and provide
safe, fun, and educational family experiences.
AZA programs have increased populations of
endangered species so much so that some species
have been reintroduced to their original habitats to
increase the wild populations.
2 | BATON ROUGE ZOO MASTER PLAN

ZOOS PROTECT WILDLIFE AND
EDUCATE THE PUBLIC
CONTEMPORARY ZOOLOGICAL PARKS species with both in-situ and ex-situ conservation
as a major direction and goals. This mandate alone
The modern zoo is designed so that animals substantiates the moral obligations and importance
are not forced to live in small, cramped mono- of zoos today.
species exhibits, but rather in natural settings and
groupings of herds and flocks that roam spacious
enclosures, simulating the animal’s natural SCIENTIFIC RESEARCH
habitat. Contemporary zoo exhibits articulate the
Zoos are rapidly becoming scientific research
space in such a way that animal holding areas are
centers. Their endeavors offer possible solutions
concealed, restraint systems are shielded from
to the potential of worldwide extinction of wildlife
view, and spaces appear large or small in response
and wild lands. This information is shared with
to the geographic setting of the exhibit. The goal
other zoos, and related institutions, through a
is to immerse the guest in a series of zoological
cooperative national and international network of
and botanical microcosms where animals live
zoos accredited by the AZA, which is a reason to be a
“normally” in a situation conducive to reproduction
member of the AZA and its global partners.
within capacity. Zoos are also arboretums which
display the vegetation that reflect the various
biomes that occur in nature. EDUCATION
Zoo admission fees, food and gift concessions,
and special events contribute to making zoos more Zoos provide their communities with a variety of
sustainable and therefore able to participate in unique and enjoyable educational opportunities. For
some of the broader conservation, ecological, and the pre-schooler, the excitement of seeing, hearing,
environmental issues of our time. Educational and touching live animals; for the teenager, the fun
programs and zoo cultural events have taken zoos of working as a volunteer; for adults, the opportunity
out of the exclusive area of recreation and into the for educational and recreational outings with the
mainstream of contemporary society with the ability entire family. Zoo programs which promote better
to serve in four critical areas: Conservation, Scientific understanding and awareness of the issues of animal
Research, Education, and Recreation. conservation and protection are available to the
public. Outreach programs and zoo cultural events
reach into the community to raise public awareness
CONSERVATION of ecological issues which affect animal life.
As worldwide development continues, humans
continue to infringe on the natural areas which RECREATION
serve as habitats for wildlife. Every month
numerous species of plants and animals disappear The zoological garden represents an ideal target
forever from the Earth due to the destruction of the for family oriented recreation. Zoos offer a variety of
natural habitat by humankind, irrevocably affecting active and passive activities, direct involvement or
the complex ecological phenomena which control distant observation of natural phenomena, special
our own survival. In response, contemporary zoos events or relaxed visitation to catch a glimpse of the
have become protectorates of those endangered natural world.
3
THE BATON ROUGE ZOO MEETS
LOCAL AND GLOBAL NEEDS
A NATURAL REFUGE
The Baton Rouge Zoo is a safe, fun, and meaningful experience for
hundreds of thousands of visitors, and for the hundreds of animals within
its care. With many of its animals threatened in the wild, the zoo becomes
a sanctuary for their continued survival.
A REGIONAL GATEWAY TO NATURE

Zoo Mobile Outreach provides 45 minute presentations for groups of 35-
125 people, helping educators teach the interconnection of life without
leaving the classroom.
Project ARK (Animals Reaching Kids) focuses on STEM education. The

program offers off-site services to schools with hands-on encounters with
education animal ambassadors and interactive programming, all of which
compliments the existing science curriculum.
Field trips allow thousands of students, teachers and parents, traveling

from as far as 250 miles, to explore and learn at the Zoo each year.
Zoo Camps are offered year-round, giving children ages 5-13

opportunities for further learning and fun at the Zoo. Educating youth is
critical in the future of conservation efforts.
The Baton Rouge Zoo partners with the veterinarian programs at LSU and
other local universities to help educate future veterinarians.
GLOBAL CONSERVATION
The Baton Rouge Zoo is a partner in global conservation efforts. Its
efforts have helped protect cheetahs, tapirs, tamarins, lions, amphibians,
elephants, rhinos, and many other threatened or endangered species.

THE ONLY ZOO IN THE BATON
ROUGE REGION
With a regional population
of 800,000, the Baton
Rouge Zoo is not only a
major regional attraction,
but the only zoo within
the metropolitan area.
Other AZA accredited
zoos adjacent to the Baton
Rouge region are located
in New Orleans, Memphis,
and Alexandria, with at
least a one and a half to two
hour drive to visit.
5
2
MASTER PLAN
PROCESS
MASTER PLAN PROCESS
WHY A MASTER PLAN? public meetings, informing the design process and
ensuring the two master plans were coordinated,
The Baton Rouge Zoo’s original plan was created logical and realistic. The vision emerged to develop
50 years ago, reflecting the thinking of that time a comprehensive set of improvements, mutually
and lacking ongoing capital investments. In order beneficial to the park and the Zoo, creating added
to create a modern zoo that meets contemporary value for the community, and transforming both
standards of animal management, attraction value facilities. The Zoo and park master plan processes
and guest experience, a comprehensive master plan ran concurrently, with weekly coordination between
is needed. This plan will be the roadmap for BREC all design team members.
and the Zoo over the next two decades to transform
the Zoo and realize its full potential.
In 2018, BREC initiated a national search for
firms experienced in the unique specialty of
zoological design to create a new master plan. A zoo
economics specialist was also sought to develop
projected attendance, revenue and operations costs
for the proposed zoo. Torre Design Consortium,
Ltd. (TDCL) of New Orleans, Louisiana and Schultz
& Williams of Philadelphia, Pennsylvania were
selected to provide these specialized services.
Concurrently, BREC undertook a search for
designers to prepare a comprehensive master plan
for the development of Greenwood Park, in which
the Zoo is located. Sasaki was selected, along with a
team of experts including HR&A, a parks economics
specialist, to evaluate the park’s potential impacts,
revenue, and operating costs.
BREC selected Franklin Associates to provide the
INITIAL KICKOFF MEETING
public outreach so critical to engaging stakeholders,
officials and interested groups that would play
an important role in bringing both projects to
fruition. The TDCL team, which included Schultz
& Williams, CARBO, and CSRS, coordinated with
the Sasaki team, BREC, Zoo staff and Franklin
Associates to engage the community in a series of

BATON ROUGE ZOO Owner to Provide any existing:
Planimetric Survey on AutoCAD R-2014
Master Plan Development Geotechnical Information
Base Maps with Existing Structures (Record
Strategic Approach Schedule
7/11/2018, Revised 11/14/18, Revised 11/28/18, Revised 2/11/19
2018 2019
TASK Nov Dec Jan Feb March April May June July Aug Sept Oct Nov
28 12 28 7 21 11 25 11 28 8 22 13 27 10 24 8 29 12 28 9 23 14 28 4
1. Study Initiation & Preliminary Definition of
Development Concepts
2. First Workshop - 2 DAYS w/S&W W
3. Site and Facility Analysis
3a. Evaluate Facility
3b. Market Context to Change
3c. Comparative Industry Outlook
4. SWOT Analysis for Facilities
5. Review on site Activity Opportunities
Eight (8), 1-hr Stakeholder Meetings
6. Preliminary Development Concept
7. Develop Outreach Program (by Zoo website)
8. Second Workshop - 1 DAY (1/14/19) W
PUBLIC MEETING NO. 1 P
9. Review Comparable Attractions
10. Preliminary Concept Master Plan
Development
11. Third Workshop - 1 DAY (2/20/19) W
12. Physical Planning Characteristics
13. Preliminary Cost Estimates, Phasing
14. Fourth Workshop - 2 DAYS (3/19-20/19) w/S&W W
15. Plan Development
Five (5), 1-2 hr Stakeholder Meetings
PUBLIC MEETING NO. 2 (w/S&W) P
16. Final Master Plan & Draft Report
17. Fifth Workshop - 1 DAY (5/3/19) W
18. Pre-Final Report
PUBLIC MEETING NO. 3 (w/S&W) P
19. Sixth Workshop - FINAL PUBLIC PRESENTATION W
20. Final Report and Presentation-BREC Commission
Participate in Workshops with Planning Team (6 trips +

TDCL's final workshop)
Client Review
Deliverables
Expenses (S&W travel and other project costs)
Draft Report (10 copies)
Final Report (10 copies)
Prepare monthly Progress report & Statements for
Services
PROJECT SCHEDULE
PROJECT SCHEDULE
TDCL developed a comprehensive project
schedule at the beginning of the master plan
process, clearly establishing dates for five design
workshops, three public meetings, stakeholder
meetings, public outreach events, and multiple
meetings with public officials and other interested
groups. The team adhered closely to the schedule
and produced a master plan as required for adoption
at the September 18, 2019 BREC Commission
meeting.
9
PARTICIPANTS AT PUBLIC MEETING TWO
STAKEHOLDERS MEETING
UNDERSTANDING PUBLIC PERCEPTION

AND PROJECT POTENTIAL
Understanding the public perception of the
Baton Rouge Zoo and Greenwood Park was an
important first step in the design process. Meetings
with officials, stakeholders, interest groups, BREC
and Zoo staff helped the TDCL team to understand
COMMUNITY FEEDBACK AT A PUBLIC MEETING the emotions that resulted from the effort to
relocate the Zoo between 2015 and 2017.
There was a lingering negativism toward the
Zoo, countered by a positive public appreciation of
the Zoo as a valuable resource enjoyed by many.
Nevertheless, the findings were positive, with a
consensus that the Zoo is a regional asset greatly
in need of upgrades to make it comparable with
other modern zoos and, in fact, with the quality of
other newer BREC recreational facilities. There was
also much excitement around the opportunities
that existed to make Greenwood Park a significant
regional destination.
Inspired and emboldened by public support, the
design teams began the master plan process to
transform the Zoo and park, enabling them both
to serve the Baton Rouge region in unprecedented
STAKEHOLDERS MEETING ways.

PUBLIC OUTREACH
Public meetings are a typical and crucial
component of projects of this scale. Community
input and involvement can greatly impact the
overall design and planning processes.
Franklin Associates managed the public
outreach program and coordinated two days of
public meetings that were facilitated by BREC and
Baton Rouge Zoo staff. The meetings were both
positive and informative for all who attended. They
were held in multiple locations, including the new
Baton Rouge Library, Greenwood Park Lakeside
Conference Center, Zachary Branch Library and PROMOTIONAL MATERIALS
Highland Road Recreation Center. Two meetings DEVELOPED BY BREC COMMUNICATIONS DEPARTMENT
were held each day to maximize opportunities for
public attendance and involvement; the morning
meetings ran from 11 am – 1 pm and the evening
meetings ran from 5 pm – 7 pm. Separate one-hour
presentations for the Zoo and Greenwood Park
took place simultaneously, allowing participants
to alternate between the two and offer feedback
on both projects. Representatives from TDCL,
CSRS, Schultz & Williams, and CARBO presented
options and opportunities for the Zoo, followed by
one-on-one interviews with meeting participants.
Attendance at both public meetings was excellent,
with substantial feedback collected from both
meetings, and follow up via an interactive website
that was maintained by BREC and Sasaki. COMMUNITY INTERACTION AT PUBLIC MEETING 1
Many participants noted that they had attended
the Zoo before, but could not identify Greenwood
Park, while others stated they had been to the Accreditation & Phasing
park, but did not know there was also a Zoo. All
recounted positive experiences at the facilities, and Masterplan Regions
PHASE 1: AZA ACCREDITATION PLAN 

Scale: 1”=300’



Scale: 1”=300’


Scale: 1”=300’
there was a positive reaction to the Zoo remaining The BR Zoo Masterplan


 
 
 
 

   
  
Entry, Orientation Plaza, & Picnic Meadow 
in Greenwood Park as North Baton Rouge has few

 



 

• The Entry occurs through Greenwood Park, integrating the two facilities




   

  
• The Orientation Plaza with water play leads to an internal “Primary” path
  
   
 

 
• The Administration, Education, & Gift Shop occupy a single dramatic space





such amenities. Many felt the Zoo was the main


 

 
  
  

 

Discovery & Carousel
anchor in the region and important to the ultimate


  
 
• Nature themed play area adjacent to the orientation plaza

 

  
 

• Ticketing for Train, Carousel, and any future rides


• Spots for exhibiting various education animals

Resolution of AZA Issues = New Work + Renovate in Place
success of Greenwood Park.



The AZA listed a number of items where the zoo In order to make room for new masterplan The masterplan uses as much existing




needs to improve its existing facilities in order construction, many facilities that require infrastructure as possible. Where the expense would


to get accredited. Above is a map of where those attention in Phase #1 will be rebuilt in a place that be too great to relocate exhibits, the masterplan
Africa improvements need to occur. corresponds with the new organizational scheme. targets individual issues for renovation in place.
The public outreach process was successful in

• Conditioned pavilion to provide visitor comfort with food and A.C.
• A realistic Safari experience through the savanna and forest edge
Project: BATON ROUGE ZOO ACCREDITATION SCHEDULE
• Charismatic animals such as Lion, Giraffe, Gorilla, Pygmy Hippo, & Zebra Date Created: 4.9.19
Proposed Project Schedule 2019 2020 2021 2022
getting responses and ideas from participants, and

J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D
Tasks
AZA Accreditation is important because Masterplan Presentation X X X X X X X X X Oct-19
it allows the zoo to coordinate with other BREC Adopts Plan X X

X
Oct-19
Oct-19
South America accredited zoos around the country to add

Hire Design Firm
Contract
Develop Construction Drawing X X X X X X Apr-20
SD X X
animals to its collection. The schedule DD X
many of these ideas were incorporated into the final

Scale: 1”=300’
CD X X X
to the right
from creates
the AZA a timeline for AZA
Bid AZA Accrditation Package X May-20
• By maintaining accreditation Construction X X X X X X X X X X X X X Jul-21
Accreditation
• By exceeding standards for modernin the spring
animal ofand
health 2022.
management facilities Accrditation Application X Aug-21
• By providing a safe environment with a secure perimeter

AZA Onsite Inspection X Dec-21
AZA Accrditation Hearing X Mar-22
master plan for the Zoo. Atchafalaya
We thank all of those who participated in the

• Conditioned pavilion to provide visitor comfort with food and A.C.
PROPOSED PHASING CONCEPT
• Expanded lagoon system emphasizes our coexistence with water
• Additional space is utilized to provide train with exclusive hoofstock exhibits PARKING & ACCESS ROAD
TO BE COORDINATED
WITH PARK MASTERPLAN #3
Phase 1: AZA Accreditation & Entry Opening Spring 2022
outreach effort and contributed their time and

#7 #2
#1
Phase 2: Africa & Atchafalaya Pavilion Opening Spring 2027 #4

Asia Phase 3: Atchafalaya Exhibit Opening Spring 2032
#5
#6
talent. Many of the ideas came to endorse the

• Located to expand the existing Asia Exhibit completed in 2006 #2
Phase
• Forms an internal exhibit 4: surrounding
with the Discoveryprimary& Carousel-
path TBD
• Adds animals such as Tapir, Langurs, & Sloth Bear to existing Tigers & Siamang
Phase 5: Asia -TBD #1 #2-#7 AS REQ’D
Phase 6: South America- TBD
mutual goals and objectives for the development Reptile Building

Phase 7: Reptile Building- TBD
of the Zoo, as developed by BREC and the Baton

• Climate controlled “Biodome” with animals from various regions
• Creates a mini- activity loop around the orientation plaza at the front of the zoo
• Animals such as Gharial, Cobra, & Python
KEY TAKEAWAY
Rouge Zoo and issued in the initial RFP for the Zoo
The new masterplan is a
complete reinvention of
the existing facility, from
its entry inside Greenwood
master plan. Those goals and objectives can be park, to the way visitors will
interact with the animals.
found later in this section.

PRESENTATION BOARDS FROM PUBLIC MEETINGS
11
DESIGN WORKSHOPS
TDCL guided Zoo staff through a series of design
charette workshops, helping the design team to
better understand the Zoo’s programming and
operational needs.
Workshop 1 focused on efforts to understand the
Zoo’s history, analyze current site conditions and
operations, and identify challenges and areas of
opportunity. Among the challenges identified were
low public visibility and vehicular access to the Zoo,
poor circulation and wayfinding within the Zoo,
and inadequate service access to animal exhibits.
Other issues related to AZA reaccreditation, such as
stormwater management, were identified and given
the highest priority. TEAM MEMBERS DISCUSSING IDEAS AT WORKSHOP 2
Having synthesized all the information gleaned
from the initial workshop, Workshop 2 began the
development of potential design solutions to the
Zoo’s most critical challenges. Among the ideas
explored were the separation of the combined
storm and sanitary systems, the relocation of the
Zoo’s public entrance from the south end to the
north end of the Zoo, and the consolidation of staff
and service facilities at the existing south entrance.
Workshop 3 focused on refining the design
solutions identified to date, with additional
discussions on the appropriate phasing of work.
The importance of regaining AZA accreditation was
the determining factor in the phasing of proposed
improvements. CARBO presented its completed
tree canopy inventory, greatly enhancing the team’s
ability to protect on-site assets throughout design.
TDCL presented its “Reaccreditation Plan” at
Workshop 4, which included a preliminary estimate DRAWING THE MASTER PLAN AFTER WORKSHOP 3
of related costs. The master plan in progress was
reviewed and revised by the team, and phasing
was refined. Schultz and Williams gave a summary
presentation of its economic report, followed by
team discussions on project budgets and costs.
Workshop 5 further refined the master plan,
incorporating design recommendations from
CARBO and CSRS, and coordinating with Schultz
and Williams’ recommendations for economic
enhancements.
ANALYZING THE EVOLVING PLAN AT WORKSHOP 4

EXISTING ZOO BOUNDARY
ZOO BOUNDARY AFTER COORDINATION

WITH THE GREENWOOD COMMUNITY
PARK MASTER PLAN
500 CAR ZOO PARKING LOT AND ACCESS,

PART OF THE GREENWOOD COMMUNITY
PARK MASTER PLAN
EVOLUTION OF ZOO BOUNDARY DURING ZOO AND PARK COORDINATION
COORDINATION WITH THE GREENWOOD facilities, exhibits or zoo animals. The Zoo perimeter
PARK MASTER PLAN is required to be “dog tight”, as invading animals can
cause hundreds of thousands of dollars in damage
From the initial kick-off meeting on November in a zoo in a very short time. All of these operational
29, 2018, the TDCL team coordinated all planning requirements were coordinated by the TDCL and
and design efforts with the Sasaki team, BREC, Sasaki teams, with particular focus on the primary
and Baton Rouge Zoo staff. Team meetings were park access road and the 500-car Zoo entry parking
productive and soon led to the critical decision to lot with adjacent overflow fields for adequate
have the Greenwood Park entry on Hwy 19 also parking during peak Zoo visitation.
serve as the entry sequence to the Zoo within the The plans for the park and the Zoo evolved,
park. Access to a myriad of proposed park facilities, striking a balance of elements that best suited each
trails, fields and other amenities were reviewed and facility and its requirements. The park itself faced
planned for, along with adequate parking. unique complexities like providing for active and
While similar in nature, the park and the Zoo passive sports, golf, and other facilities that the Zoo
master plans had very different planning criteria. did not need to accommodate.
Greenwood Park is a quality of life facility funded by The two master plans are well coordinated and
taxpayer dollars and free to the public. By contrast, strongly founded in their respective elements to
the Baton Rouge Zoo is a paid attraction, hosting create two successful facilities. Franklin Associates
a diverse array of animals and exhibits, each with made significant contributions by effectively
unique operating requirements. Security is a critical gathering public and staff feedback throughout the
element of zoo operations. Protection is required entire planning process, and informing the evolving
not only to prevent exotic animal escapes and injury, options for Zoo and park development. As such, the
but also to prevent dogs or other domestic animals final design of both facilities represents a balanced
from gaining entry and causing internal damage to and coordinated development of the highest impact.
13
GOALS AND OBJECTIVES
The initial goals and objectives of BREC’s Baton Rouge Zoo Master Plan, as delineated in the RFP, are:
• Honor the Zoo’s rich history and previous efforts, • The bulk of the Zoo’s infrastructure is antiquated
wrapping them into a new and truly innovative and will certainly need to be upgraded for future
future for the Zoo development
• Provide state-of-the-art, flexible animal exhibits • The Zoo lacks in climate-controlled space for
that encourage uncompromising care for the educational programming, special events and
current animal collection in settings that cause general visitor comfort during inclement weather
jaw-dropping guest experiences while allowing
for significant collection enhancement and • Administration Offices are poorly located to best
change in the future serve the guests
• Recognize that public programs and offerings • Service areas and behind-the-scenes spaces are
have changed to satisfy the higher expectations outdated, inefficient and detract from the team’s
of the visiting public, including interactive ability to perform day-to-day functions
exhibits, face-to-face encounters and increased • Wastewater treatment facility does not represent
public engagement opportunities best practices in zoological park operations and
• Facilitate the Zoo’s conservation efforts and place should be evaluated
them front and center in the guest experience, • There are significant capital improvements that
clearly demonstrating that the Baton Rouge Zoo have been completed in the last decade that
is much more than a place-based institution should be placed in the appropriate context of a
• Seamlessly weave education into the Zoo plan designed with a 15-20 year scope, including:
experience, resulting in guests knowing more, • Entrance Complex
feeling more positively toward, and doing more • Realm of the Tiger
for, animals with every visit • Conservation Plaza
• Offer a wide range of fun, exciting and • Work with BREC Planning & Engineering
inspirational opportunities that will not only Department to determine the best access to the
encourage future visitation, but also help Zoo entrance and parking, which may likely be
generate new earned revenue rerouting vehicles to enter off LA Highway 19
and proceed on a newly developed park drive
• Establish an appropriate infrastructure that extension through Greenwood Community Park.
goes beyond just updating the facility to today’s
standards and truly anticipates the future needs • The Baton Rouge Zoo team has worked hard to
of the institution’s staff, volunteers and guests, establish a spirit of inclusion and excitement
allowing the Zoo to stay ahead of increasingly that must be considered during the development
complex AZA and industry standards of the plan. The Zoo seeks to create a Master
Plan that will embrace the culture of “we will do
it right, or we won’t do it.”

What Makes a Modern Zoo?
ATTRIBUTES
Iconic and culturally unique facilities

• that promote fun learning experiences focused on conservation
• that accommodate a variety of uses during the day and after hours
• that appeal to the community as destination event centers
Exciting and immersive exhibits

• that display a diverse animal collection with dignity
• that are organized zoogeographically or bioclimatically, as in nature
• that contain seamlessly embedded visitor service facilities
Logical master planning and organization

• with a dramatic entry sequence that navigates visitors to the zoo
• with adequate parking for daily and high peak visitation
• with an iconic, comprehensive entry complex to welcome visitors
• with facilities that are laid out to respond to proper visitor pulsing
• with animal and visitor needs and enhancements properly balanced
• with clearly organized circulation hierarchies to assist navigation
• with multi-modal circulation such as trams, trains and other vehicles
• with service zones clearly separated from the visitor experience
Dedication to conservation and animal welfare

• by maintaining accreditation from the AZA
• by exceeding standards for modern animal health and management facilities
• by providing a safe environment with a secure perimeter
• by educating visitors about our natural world and its inhabitants
KEY TAKEAWAY
By meeting and exceeding

common industry standards
and modern trends, the
Baton Rouge Zoo will
couldbebe
comparable to some of the
nation’s best zoos.
15
3
ANALYSIS AND
POTENTIALS
ZOO HISTORY
In its 49th year, BREC’s Baton Rouge Zoo Zoo’s first elephants and their parents echoed
finds itself on the cusp of a new beginning. that support by passing a millage providing
This exciting rebirth will propel the Zoo into over three-quarters of a million dollars. The
the future, yet retain a core commitment to U.S. Department of Interior agreed to provide
connect people with animals and inspire in matching funds, and the Commission hired its
them a deep respect for nature. first Zoo Director, George Felton.
The history of the Baton Rouge Zoo Over the past 49 years, the Zoo has served
reflects an institution closely connected to the six generations of East Baton Rouge Parish
community it serves. Since 1964, when BREC residents. As the Zoo strives to best serve
began to seek funds to build a major zoo, the next six generations, it continues to fulfill
citizens of the Baton Rouge metropolitan area its mission to connect people with wildlife
have affirmed their support. and wild places, and provide a quality zoo
Baton Rouge’s historical support for a experience to the citizens who support it.
community zoo dates back even further, to the The following history of the Baton Rouge
1930s, with a collection of animals displayed Zoo shows how a foundation laid five decades
in City Park. In the early sixties, local children ago can help bring a new Zoo into fruition:
emptied their piggy banks to help purchase the

a
1970 On Easter Sunday, the Zoo opened its doors to the

public, and visitors have been streaming in ever since.
1977 The Zoo became the first in Louisiana to be

accredited by the Association of Zoos and Aquariums
(AZA). Throughout the 1970s, the Zoo continued
to add exhibits and expand its animal collection.
Implementation of an Education Program in 1978
emphasized the Zoo’s commitment to its mission of
education.
1986 The Zoo purchased a train and laid tracks for

the popular Cypress Bayou Railroad. The eighties also
saw the formation of a support organization, Friends of
the Baton Rouge Zoo (FOZ), that continues to provide
a wealth of time and talent in support of the Zoo. The
opening of the KidsZoo in 1989 provided a place for
children to experience farm animals in an interactive
environment.
1991 The nineties saw an acceleration of growth

in both the physical structure of the Zoo, and in
its commitment to conservation. In 1991, a new
Administration Building housing offices for the Zoo
Director, department heads and curators was built.
1992 The Zoo’s commitment to conservation

gained national recognition in the nineties with the
construction of a waste water treatment facility. The
unique system handles a daily load of up to 400,000
gallons of water that is processed and reused
in designated zoo areas. Also, the opening of an
Amphitheater realized the Zoo’s goal to accommodate
larger groups for its education programs. The FOZ
provided a grant to develop a Master Plan for the Zoo
which has been continually reviewed and updated.
1995 The Commission hired its second Director, Paul

Price, when George Felton retired after 25 years.
1998 The Commission hired the Zoo’s third, and

current, Director, Phil Frost. He immediately realized
the need for a department to focus on the comfort of
zoo guests. The George Felton, Jr. Veterinary Hospital
also opened on the Zoo grounds and ensured state-of-
the-art veterinary care for the animals. It enhanced the
relationship between the Zoo and the LSU Veterinary
School, which have worked closely over the years
conducting research and behavioral studies on several
species (In 2006, the Commission formalized this
relationship with a Veterinary Training Agreement).
19
1999 The Guest Services Department was created to
oversee visitor amenities. The Hibernia Pavilion, now
the Capital One Pavilion, opened and provided a venue
for the new department to host picnics, family reunions,
and special events. L’aquarium de Louisiane and Parrot
Paradise also both opened with much fanfare.
2000 The new millennium began with the renovation

of the Spectacled Bear exhibit, and continued with the
completion of the second phase of the South American
Cloud Forest and the opening of a quintessential
Louisiana exhibit, The Otter Cabin. The growth of the
Zoo’s Education Department required a move to its own
office building next to the Education Classroom.
2005 A generous grant from the Greater Baton Rouge

State Fair Association allowed the Zoo to open the
Safari Playground. The grant also funded new animal
identification signage throughout the Zoo. Flamingo
Cove and Land of the Giants, featuring Galapagos and
Aldabra tortoises, also opened.
2007 The BREC Commission authorized the Zoo to

hire a Horticulture Manager to design and oversee
the Zoo’s botanical component. The Zoo became the
first in Louisiana to hold “Dreamnight at the Zoo,” an
after-hours experience for pediatric cancer patients
and their families. This event occurs at zoos around the
world on the first Friday in June.
2008 The Zoo’s most extensive renovation to date

began with construction of Conservation Plaza,
anchored by a 4,000 lb. granite globe water feature. Also
at this time, visitor amenities were addressed including
new climate controlled restrooms, and renovations to
the admissions area, train depot, and concession areas.
Antiquated chain link fencing was removed throughout
the Zoo and replaced with natural barriers.
2010 Realm of the Tiger opened. The Zoo’s big cat

exhibit had been razed to the ground and species of its
cat collection sent to AZA facilities for housing during
construction. Realm of the Tiger is an immersion
experience in the culture of Asia and features Malayan
and Sumatran tigers, Siamang gibbons, and an open-
air aviary. In November, the Zoo ushered in a new family
holiday event with the advent of ZooLights. After-hours
visitors follow a path through the Zoo lit by larger than
life displays featuring Zoo animals and holiday themes.
Local artists enter to have paintings and drawings
displayed at Art Gone Wild during the popular event.

a
2013 The donation of a giraffe sculpture by a local

Zoo supporter became the impetus for Giraffe Circle,
an esthetically pleasing shaded area for guests to
gather. FOZ provided funding for the project which
transformed a nondescript area near the giraffe exhibit
into a tranquil park setting centered by the refurbished
sculpture and featuring a stamped walkway
surrounded by landscaping.
2014 Dedication of the Atchafalaya Basin air boat

offered visitors the opportunity to “ride” an authentic
air boat like those used on Louisiana’s many bayous.
Donated by an FOZ Board member, it was refurbished
for its permanent dock on the Atchafalaya Basin
boardwalk. In October, FOZ held its first Brew at the
Zoo fundraising event. This after-hours beer tasting
features local craft beer brewers, caterers, and musical
entertainment.
2018 The Zoo was denied accreditation by the AZA,

largely due to outdated exhibits and deteriorated
infrastructure. BREC initiated a national search for firms
specializing in zoological design to create a new master
plan for the Zoo. After awarding the project to Torre
Design Consortium, Ltd. of New Orleans, the master plan
design process began in November.
2019 The final master plan design and report were

submitted to the BREC Board of Commissioners in
September for approval.
21
60 MIN.
30 MIN.
20 MIN.
10 MIN.
ACCESS AND DRIVE TIMES TO THE BATON ROUGE ZOO AND GREENWOOD PARK
TRAVELING TO THE ZOO must turn off of the main road, onto a two lane
residential roadway to get to the current Zoo entry.
While outside the scope of this master plan, what The fact that the Zoo and adjacent Greenwood Park
it “feels like” traveling to the Zoo plays a significant have two separate entries accessed by two different
role in the perceived value of the visitor experience. roads explains why so many participants at the
Zoo traffic today is primarily from the southeast, public meetings said they had visited the Zoo but
via I-110, I-10, and I-12. Access is visually acceptable didn’t know where the park was. This touches on
until reaching Hwy19/ Scotland Ave. The roadway, a significant issue facing the Zoo today: its lack of
which is paralleled by train tracks and numerous visibility and community access. As a result, there
industrial facilities, has no armature of planting to is no real connection between the two facilities,
buffer views and create an inviting experience. It is missing potential opportunities of mutual benefit.
a recommendation of this master plan that LaDOTD The existing Zoo entry is modest, but contains
be engaged in planning streetscape improvements adequate parking with 224 spaces and an adjacent
including tree plantings. field for overflow parking, creating a total of nearly
At the Thomas Road intersection, Zoo guests 700 spaces.

IMAGE CREDIT: SASAKI
GREENWOOD PARK / ZOO CONTEXT acreage, and low-density residential. North and
east of the park is mostly low-density single family
BREC’s Baton Rouge Zoo is located within residential. The western edge of the park is bounded
Greenwood Community Park in the extreme by LA State Highway19, which is paralleled by a
northern limits of the City of Baton Rouge. The Canadian Northern rail line. To the west, across
park’s northern edge is bounded by Lavey Lane, a Hwy 19, lies a 400 acre wetland mitigation bank
two-lane highway which serves as the boundary and an industrial park. Immediately south of the
between the City of Baker to its north and the City of industrial park is an Exxon plastics plant. Cypress
Baton Rouge to its south. The park is not physically Bayou meanders through the site, as do two smaller
well integrated into either city due to its surrounding tributaries, flowing southward through the existing
land uses: heavy industrial and undeveloped 14 acre lake in the park.
23
EXISTING CONDITIONS 33. Zoo entry 66. Entry bridge at Cypress Bayou
11. Zoo entry off Thomas Road 44. Ticketing counters 77. Walkway through zoo
22. 224 space paved parking lot 55. Typical zoo exhibit 88. “Realm of the Tiger” exhibit
1 2
3 4
THE ZOO TODAY a nature center than a modern zoo where guest
services, administration, education, food and fun are
The Baton Rouge Zoo represents a site with high introduced to the guest. A zoo train can be boarded
potential. Unfortunately, it has not been able to prior to crossing the bridge over Cypress Bayou
continue to build to modern zoological standards, to finally begin the Zoo experience. One problem
nor establish a high attraction value, due to lack with the train ride, however, is that its airlocks to
of funding. Zoo staff have done an excellent job the 8 foot high AZA perimeter security fence do not
managing older facilities and have created the best function, allowing the potential for uncontrolled
conditions possible for both the animal collection access to the Zoo by people and animals.
and the guests. Unfortunately, the animal exhibits are showing
The site is blessed with a substantial tree their age and offer little modern attraction value,
canopy, predominantly lowland hardwoods, with with the exception of the newer “Realm of the Tiger”
pines, magnolia and cypress, which provide shade exhibit in Asia and the “L’aquarium de Louisiane”
and a forest-like setting for Zoo guests. The entry and “The Otter Pond” in the Atchafalaya Basin.
experience and structure are modest and more like The Zoo has done a great job with “behind the

5 6
7 8
scenes” special encounters to get guests closer to occasions, but without climate control and adequate
nature and to teach the importance of conservation. weather protection, it has had difficulty ensuring
This is a very positive way to engage the public while that the needs of those events can be dependably
building the perceived value of the Baton Rouge Zoo met. As result, the rental opportunities at the Zoo
as a major regional institution involved in education, have not been optimal.
advocacy and global conservation. The Baton Rouge Zoo is a sleeping giant. With a
A lack of climate controlled facilities within the proper Master Plan and modern new exhibits and
Zoo presents another major challenge, forcing guest facilities, the Zoo will be reinvented into one of
guests to deal with the heat of summer, frequent Baton Rouge’s most treasured assets.
rains, and cold winter days. Aside from the impact
this lack of facilities has on the guest experience,
it also directly affects the Zoo’s ability to rent out
spaces for private events. For example, the picnic
pavilion, or “Capital One Pavilion”, has had some
success as a rental venue for weddings and other
25
EXISTING CONDITIONS 33. Zoo Run Run 5k 66. Behind-the-scenes encounter
11. Typical exhibit graphic 44. Zoo Camps participants 77. Safari Playground
22. Daytime event in the pavilion 55. Gift shop in the Entry Building 88. Flamingo Cafe
1 2
3 4
GUEST EXPERIENCE impact and positive public reception but are still
featured within a zoo that, over the years, has not
Zoo staff and leadership have done a great job received capital investments comparable to zoos
making guests feel welcome in an older facility that similar in size.
lacks modern amenities such as contemporary The site layout, tree canopy, and the creation of
food and service facilities, and provides little respite new exhibits and guest facilities are all foundational
from the summer heat. Staff also provide the best to ensuring the Baton Rouge Zoo reaches its full
possible animal care and management, even with potential. New modern facilities will allow the Zoo
aging facilities that are difficult to operate. In spite staff to perform their duties more effectively and
of these challenges, the overall guest experience is efficiently than they are currently able with older,
a positive one, lacking only the excitement of new inefficient facilities. The visitor experience will
exhibits and facilities on par with other modern zoos. also be greatly enhanced by the creation of more
Programs like the Boo at the Zoo, Zippity Zoo engaging exhibits and adequate amenities for the
Fest, Zoo Run Run 5k, Brew at the Zoo, ZooLights, comfort of guests.
Zoo Camps, Safari Night and others have had great

5 6
7 8
PARKING
The existing Zoo parking is comprised of three
modules. The first is the primary paved lot, with
a capacity of 224 spaces. The second and third
modules are grass fields east and west of the
paved lot. Their capacities are 330 spaces and 175
spaces, respectively, bringing the total number of
parking spaces to 776. Zoo staff have said that for
peak events or on peak visitation days, Thomas
Road is overwhelmed by traffic to the parking
lot, creating a potentially dangerous condition for
both neighborhood residents and Zoo guests as
emergency vehicles would have difficulty accessing
the site due to traffic congestion.
27
CIRCULATION
Circulation within the existing Zoo is confusing
due to its 50 year old layout; there is no logical
hierarchy to the circulation system. Existing
walkways do not cue the guest how to get to and
through exhibits and other visitor service facilities.
The paths are substantially wide, which is normally
a positive, but they are all similar in width, creating
confusion as to where one exhibit ends and another
begins. These paths double as service roads, which
is not desirable for the guest experience. Exhibits
are not properly connected in a holistic way that tells
a comprehensive story about the continents, biomes,
animals, and impacts of humankind. The Asia and
Atchafalaya exhibits provide good beginnings of
comprehensive future exhibits.
The map to the right shows the current layout
of the zoo, which explains why so many guests get
lost and can’t find the exhibits that they want to
visit. A modern loop system with a clear hierarchy
of primary and secondary paths connecting holistic
exhibits would greatly help to create a more
intuitive and immersive experience.
By physical layout, a guest parked in the
southernmost parking spaces can walk over 1,200
linear feet before crossing the long entry bridge to
the World Plaza and Asia Exhibit, a distance which EXISTING CIRCULATION
is too far to be acceptable or convenient.
WAYFINDING AND INTERPRETIVE

GRAPHICS
The present wayfinding experience starts at the
arrival plaza and its granite globe, after crossing
the Cypress Bayou bridge. The next experience
is Asia, a newer exhibit. Thereafter, wayfinding is
difficult due to the circulation layout of the Zoo. The
lack of a clear primary path loop that brings guests
to “portals” of cohesive exhibit experiences causes
guests to often spend time trying to understand
where they are in the Zoo, many times backtracking
to exhibits they missed. The newer exhibits,
however, are of good quality, with signage featuring
the cost effective laminate systems that most
modern zoos use today.
New and modern interpretive graphics will
fully immerse guests in the exhibit experience,
and tell complete stories about ecology, biology,
history, art, culture, and their roles in conservation.
Future wayfinding and interpretive graphics should
contribute to a truly immersive zoo experience.
EXISTING SIGNAGE IS FUN BUT DOESN’T DIRECT GUESTS

N
W E
Africa
ASIA
Atchafalaya
Basin
South Activities
America Giraffe Chat
Map Key 10:30am (Daily)
Otter Chat
Food AT THE OTTER POND
11:00 & 3:00 (Daily)
Restrooms
Pelican Feeding
Beverages 1:30pm (Daily)
Drinking Fountains
Black Rhino Chat
2:30pm (Daily)
Vending Machine
Wildlife
Ice Cream Safari Theatre
AT THE AMPHITHEATRE
Fish Feeding Stations

11:30, 1:30 & 3:30
Weekends only
Automated ENTRANCE
Running
Automatic of the Ducks
Teller Machine AT THE KIDSZOO
One hour before Zoo
Train Route Please, NO SMOKING. The Baton Rouge Zoo is a smoke-free environment. grounds close (Daily)
CURRENT MAP OF THE ZOO
GRANITE GLOBE IN EXISTING WELCOME PLAZA EFFECTIVE, MODERN ZOO GRAPHICS AT ASIA’S ENTRY PORTAL
29
GROSS ZOO ACREAGE NET ZOO ACREAGE
The Zoo boundary presently includes 147 acres, The actual developed acreage of the Baton
divided by east Cypress Bayou into two portions. Rouge Zoo for exhibits and guest experience
The northern portion of roughly 103 acres lies is 59 acres. Another 13 acres is occupied by
between the east and west branches of Cypress required buffers, parking, and service facilities,
Bayou, north of their confluence. This portion all fundamental to proper zoo operations. The
contains the Zoo itself, as well as 44 acres of off remaining 75 acres, unseen by guests, contain
exhibit holding and related facilities, including 28 acres of off exhibit holding and large tracts of
animal health and hospital. undeveloped acreage.
The southern portion of 44 acres lies south and There is potential to reduce the Zoo’s net
east of Cypress Bayou and contains the existing acreage and allow BREC services to develop a
entry complex, a portion of the train ride and track, regional service facility off Thomas Road, relieving
parking, overflow parking, training areas, and a the center of Greenwood Park from service vehicle
community buffer. traffic. This would further improve circulation and
Typical to zoo planning five decades ago, zoo parking for both the Zoo and Greenwood Park.
administration is located as far from the entry In coordination with the Greenwood Park
complex as possible, which is something that plan, opportunities to connect the Zoo with other
modern zoos have radically changed. Today, proposed park improvements were explored.
administration is part of a unified entry experience Knowing that the Zoo would continue to be the
to better serve guests and disseminate the critical major source of attendance at the park, providing
conservation messaging that is needed to create adequate access and parking would be crucial to
positive change. the success of both facilities.

OPRAIRIE SILT
S
1%-3% SLOPE
SL
(SOMEWHATT LIMITED)
CALHOUN & CASCILLA

SCILLA
SCIL
SC ILLA SILT LOAM
IL
0%-2%
-2 SLOPE
0%-2
0% OPE
OP
FREQ.
FR FLOODED
FROST SILT LOAM
(VERY
(V
(VER LIMITED)
0%-1% SLOPE
OCCASIONALLY FLOODED
(VERY LIMITED)
FROST SILT LOAM

0%-1% SLOPE
(VERY LIMITED) WATER
(NOT RATED)
SCOTLANDVILLE SILT
(NOT LIMITED)
OPRAIRIE SILT
T
CALHOUN & CASCILLA SILT LOAM 0%-1% SLOPE
0%-2% SLOPE (SOMEWHAT LIMITED)
LIMI
LIMITE
MI
FREQ. FLOODED
(VER
(VERY
Y LIMITED)
(VERY LI
LIMI
MITED)
MITED)
TED)
SOIL MAP OVER NEW ZOO FOOTPRINT
SOILS Cascilla silt loam (CEA), occurring along the entire

western edge of the site, adjacent to the FEMA
The Baton Rouge Zoo is located just far enough floodplain. Flood potential and soil saturation
east to fall outside of the Southern Mississippi River may reduce the suitability of this area for building
Alluvium. The site is within the major land resource development.
area (MLRA) Southern Mississippi Valley Loess. Another 45% of the site is Frost silt loam (FoA
Soils in this MLRA are typically deep and medium and FrA), accounting for most of the central and
textured with a thermic soil temperature regime, northern portions of the Zoo project site. With
udic soil moisture regime, and mixed mineralogy occasional flood potential and the possibility of
Soils on site vary with proximity to the adjacent localized soil saturation, mitigating measures may
watercourses and historic frequency of flooding. be required in building development.
The portion of the site most suitable to building The remaining portions of the project site consist
development is comprised of Scotlandville silt (SnA), of Oprairie silt (OpA and OpB), including the existing
and occurs in a 25 acre area at the south end of entry, parking, and entry road at the south end of
the Zoo, north of the bayou. However this condition the site. Building development should account for
accounts for only 12% of the total site. potential soil saturation and shrink-swell. Buildings
Approximately 26% of the site is Calhoun and will likely be pile supported in these zones.
31
Zone X (Area of moderate flood hazard)
Zone A (High risk area - 1% annual chance of

flooding; 26% chance of flooding over 30 years)
FEMA FLOOD PLAIN
SITE HYDROLOGY impacts of the 2016 flooding in the region illustrated

the need for additional on-site storm water
The Baton Rouge Zoo lies between the east mitigation.
and west branches of Cypress Bayou, which flows The plans for Greenwood Park propose extensive
southward. These two ephemeral waterways lie on detention basins and constructed wetlands to
the western edge of the large and complex Redwood mitigate future park and Zoo flooding and create an
Creek-Comite River Watershed, which contains expansion of recreational opportunities. Currently
large swaths of residential areas and open space. within the Zoo acreage, there are four large ponds
Small portions of the site adjacent to Cypress Bayou that connect to Cypress Bayou. Those existing ponds
fall within the FEMA Flood Zone AE, indicating a 1% offer great potential for expansion and incorporation
chance of annual flooding. Although the majority into new exhibits and habitats while contributing to
of the site falls outside of the AE flood zone, the storm water management on site.

a
EXISTING WATER
TREATMENT PLANT
The Baton Rouge Zoo has an on-site water
treatment plant that was originally designed
to treat the Zoo’s 107 acres for both storm and
sanitary needs. One of the Zoo’s four ponds was
part of internal surface drainage which utilized
the combination storm and sanitary system.
This combined system is problematic. Heavy
rains can overwhelm the system and exceed the
plant’s capacity. This causes drain lines to back
up and the animal exhibit moats to function
as detention ponds until the pumps catch up,
resulting in on-site storage of contaminated
water. This critical infrastructure problem was a
factor in the Zoo’s loss of AZA accreditation.
The new master plan proposes separation
of the storm and sanitary systems, allowing the
existing system to sufficiently serve sanitary
sewer needs. Storm water from exhibits and
structures will be managed separately through
site grading and new storm water infrastructure.
ELEVATION MAP The water treatment plant, analyzed by CSRS
engineers, has sufficient operational capacity to
meet the zoo’s needs for the next 15 years, after
the storm and sanitary systems are separated.
This system will continue to save the Zoo’s
operational costs nearly $300,000 per year.
MAP OF EXISTING UTILITY SYSTEMS
33
EE SPECIES FOREST QUALITY
LIVE OAK CYPRESS BEECH AMERICAN ELM HIGH
TREE SPECIES FOREST QUALITY FOREST QUALITY
WHITE OAK BEECH MAGNOLIA
LIVE OAK AMERICAN ELMSPRUCE PINE
CYPRESS BEECH AMERICAN MEDIUM
HIGH ELM HIGH
RED OAK SPRUCE PINESWEET

WHITE GUM
OAK SYCAMORE
MAGNOLIA SPRUCE PINE LOW
MEDIUM MEDIUM
M SYCAMORERED OAK SWEET GUM SYCAMORE LOW LOW
TREE INVENTORY BY CARBO LANDSCAPE ARCHITECTS

TREE SPECIES FOREST QUALITY
LIVE OAK CYPRESS BEECH AMERICAN ELM HIGH
LANDSCAPE RESOURCES
WHITE OAK MAGNOLIA SPRUCE PINE MEDIUM
RED OAK SWEET GUM SYCAMORE LOW
CARBO Landscape Architects conducted

a thorough tree inventory of the Zoo, which
is summarized in the illustration above. The
core of the Zoo’s canopy is mostly lowland
hardwoods and pines, which today provide
critically needed shade in the summer. The
large live oaks which line the guest walkways
will continue to provide shade and elegance to
the future walkways. Wetland species parallel
Cypress Bayou and serve as a unique image
maker, as do the cypresses that surround
the existing Atchafalaya Swamp exhibit. With
the addition of succession plantings, the
existing mature tree canopy will be seamlessly
incorporated into exhibits, enhancing both the
guest experience and animal habitats.

OTHER EXISTING RESOURCES
The Zoo has existing exhibit facilities and
resources that offer excellent long term
potential to the new master plan development.
The hospital, while nearly 20 years old, will
still serve the Zoo well for many more years.
The Asia exhibit is very good, but
represents only a small part of this vast
geographic region. It could be successfully
expanded upon to tell a bigger story,
illustrating the biological and ecological
diversity of the Asian continent.
The Atchafalaya Swamp and L’aquarium de
Louisiane are a great beginning to a potential
blockbuster local biome exhibit, but require
significant expansion for new animal exhibits
and guest amenities. EXISTING SWAN LAKE
35
 

  
 
 
 
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 

 






 

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
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  

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 

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  
  
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   
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  
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 
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  
  
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 

 
   

 
 
  
ACCREDITATION SOLUTION: SPECIFIC EXHIBITS
 WILL BE DEMOLISHED AND REBUILT IN NEW LOCATIONS



AZA ACCREDITATION
 In 1977, the Baton Rouge Zoo became the first

  AZA accredited zoo in Louisiana. In 2018, the Zoo

Accreditation with the Association of Zoos and

 was denied accreditation by the AZA,
largely due to

Aquariums (AZA) has long been a hallmark of
 outdated exhibits and deteriorated infrastructure. In

credibility in the zoo world. Accreditation is important order to regain its accreditation, the Zoo must first


because it allows a zoo to coordinate
with other meet the minimum standards of a modern facility,
accredited zoos across the country. It provides access with the goal of becoming a zoo that the AZA would
to a network that coordinates animal populations be proud to have under its umbrella. This master
and helps the Baton Rouge Zoo add animals to its plan provides the roadmap to make accreditation
collection, participate in breeding programs, and possible in the spring of 2022 and create the
partner in worldwide conservation efforts. foundation for the Zoo’s future as a quality regional
destination.



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
 

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 

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

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





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
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

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

 




ACCREDITATION SOLUTION: SPECIFIC EXHIBITS WILL BE RENOVATED IN PLACE
The Zoo’s existing

AZA issues can be resolved

targets individual issues for renovation in place.
by one of two methods:
 “new construction” or
The current substandard drainage system


“renovating in place”. To make room for new master (discussed earlier) will be separated, resolving the



plan construction, existing facilities that require sewerage backup issues and relieving pressure on

immediate attention will be rebuilt in locations the water treatment plant. Concrete aprons will
corresponding to the new organizational scheme. The also be removed, preventing contaminants from
pygmy hippo, giraffe, and colobus exhibits are the seeping into cracks formed by settling concrete.
least compliant with AZA exhibitry standards, and, as
such, are prime candidates for new construction.
The master plan reuses as much of the existing
Zoo’s infrastructure as possible. Where the expense
would be too great to relocate entire exhibits, the plan
37
POTENTIAL TO RELOCATE THE ZOO ENTRY guests for both facilities would arrive via the park’s
primary entry off Hwy19, which is more aesthetically
Accessing the Zoo through Greenwood Park was pleasing and appropriately scaled than the current
an idea dating back at least to the 2006 Zoo master isolated entry off Thomas Rd. The new face of the
plan. A new Zoo access road from the park’s primary Zoo, located in the heart of Greenwood Park, would
entry was proposed. The problem was that the present a bold, modern image and create attraction
proposed road crossed the 100 year floodplain and value for the region.
adjacent wetlands, requiring costly mitigation and This relocation would also minimize the travel
multiple bridges. It was also a long drive to arrive at distance required from the furthest parking lot to
the same old entry. the entry plaza so guests would no longer have to
Evaluations on cost, site development, and public walk 1,200 linear feet to arrive at the closest exhibit.
perception led the TDCL design team to explore Education, the gift shop, and the Discovery Center
moving the entry to the north end of the Zoo site, could be located by the entry, with direct access
which is higher ground, and a previously cleared from the outside through the secure zoo perimeter
area with low quality resultant tree canopy. The new for after-hours events.
entry would contain a 500 car paved parking lot with Remarkably, the cost for the new Zoo entry would
great visual access to the park’s center, lakefront be the same as building the costly access road and
conference center and play area. bridges in the 2006 plan. The new concept was
Another benefit to relocating the Zoo entry is logical and readily accepted by the entire team as a
that it would share the park’s entry experience; central element for the new master plan.

POTENTIAL LOOP CIRCULATION SYSTEM A “best practice” in designing successful zoo
layouts is the separation of service roads into their
A proper hierarchy loop system for circulation, own independent loop system, providing proper
visitor pulsing, and exhibit experience is critical to management access to all exhibits and facilities
the success of a modern zoo. In this system, guests without zoo guests seeing or being aware of such
are moved through an entry plaza, ticketing area, operations. Access points for critical or emergency
and orientation plaza to the beginning of the primary operations are provided, with capacity for large
path. This path loops throughout the zoo, providing vehicles and fire trucks as required.
access to the various exhibit portals. Each of those The loop system is a logical way for a zoo to
portals then begins a secondary path experience achieve maximum attendance and holding capacity
throughout the associated exhibit. without gridlock or congestion. The formulas used
The primary path is typically 24 feet wide, with for the circulation design are based on “if width
good access to visitor service facilities every 2,000 is capacity, length is duration”, so the plan must
linear feet or so. The secondary paths are typically provide walkways of a sufficient width and length
12-14 feet wide, with additional width at main vistas to provide true immersive experiences, leading
and views to accommodate strollers, wheelchairs, to optimum holding times for zoo guests. The
and wagons without impeding guest flow through Baton Rouge Zoo would greatly benefit from the
the exhibit. implementation of this proven design feature.
39
, GIFT SHOP
OPERATIONS
PRELIMINARY ZOO CIRCULATION DESIGN

FROM ANALYSIS TO DESIGN tracks were relocated to be completely within the
new AZA security fence, located north of Cypress
The first two master plan workshops sought to Bayou. A service roadway loop system would
understand the Zoo and staff needs and desires, provide security and service to all of the exhibits and
and to analyze the physical and environmental facilities, entirely out of view of the guests.
realities of the site. The loose scribble of a looped Zoo staff reviewed the plans and presented
zoo circulation system that began in Workshop 2 a detailed summary of additional needs for zoo
was translated into sketch form for Workshop 3. operations and new exhibits, all of which were
The plan delineated a new entry complex at the incorporated into the subsequent master plan
north end of the existing Zoo boundary, in the heart workshop and further refined.
of Greenwood Park, accessed directly through the Coordinating the Zoo master plan with the
park road connecting to Highway 19. A primary loop Greenwood Park master plan, parking and access
system follows much of the existing path, and gives were discussed and explored, as were the Zoo’s
access to a meadow, a large African exhibit, an existing and proposed boundary lines, with BREC’s
expansion to both the Atchafalaya Swamp and Asia Greenwood District Park Operations service
exhibits, and newly created South American exhibit. facilities being proposed to move south with access
The Zoo’s existing entry buildings will be repurposed off Thomas Road.
as operations staff and service facilities. The train
41
4
MASTER
PLAN
(PARKING AND ACCESS
PART OF THE GREENWOOD
COMMUNITY PARK
MASTER PLAN)
N
0’ 50’ 100’ 200’
FIGURE TITLE
THE NEW BATON ROUGE ZOO
The new Baton Rouge Zoo will not Access to the Zoo will be from
just be a renovation of this 50 year old Highway 19, through the newly
complex, but a complete reinvention! renovated and improved Greenwood
Guided by this master plan, it will Park. A new park boulevard will
become a truly contemporary zoological provide efficient access and a greatly
facility with state-of-the-art exhibits refined entry experience as guests
and animal care facilities, and proper move through the sylvan setting of
service and security features, better Greenwood Park to the new Zoo parking
able to fulfill its mission and vision. lot north of the dramatic new entry.
Educational and multipurpose guest Through this Master Plan, the
facilities will allow the Zoo to serve foundation will be laid for the Zoo to
and entertain the community as never realize its goal of becoming a multi-
before, becoming a true destination. dimensional community institution.
Planned improvements will extend The Zoo will continue on as a regional
the facility’s capabilities in research and education and entertainment anchor
education, providing greater attraction while expanding visitation and
value and guest comfort, all while enhancing its financial operational
linking the Zoo to an ever expanding self-sustainability. With proper
network of comparable facilities that implementation of the improvements
exchange ideas and share discoveries outlined in this Master Plan, the Baton
throughout the world. Rouge Zoo will become the next great
zoo in North America.
45
ENTRY
1 (PARKING AND ACCESS

COMMUNITY PARK
MASTER PLAN)
2
SERVICE/
4 HEALTH
ATCHAFALAYA
REPTILE
3 SWAMP
COMPLEX
5
DISCOVERY ASIA
7
AFRICA
IT ALL STARTS WITH THE ZOO ENTRY!

The entry plaza, shaded by trees and plantings,
will present a new face of the Zoo to the community.
The plaza’s center will feature full size sculptures
of prominent animals in the Zoo, including giraffes,
lions and rhino. The plaza will be anchored by a
dramatic new 30,000 square foot entry building,
radiating the future technology of our world with
form, daylighting of interior spaces, and energy
efficient equipment. The first floor features
multipurpose classrooms, six ticketing stations
and a gift shop. New food service facilities and
restrooms will serve all orientation plaza activities.
The second floor includes offices for staff and
development, educational facilities, and features a
large conference room overlooking the orientation
plaza and splash pad below.
MULTIPURPOSE CLASSROOM

ENTRY
11. To better connect the Zoo with Greenwood Park,
and emphasize both as a regional attraction,
the Zoo’s entry is to be relocated to its northern
4.5 ACRES
edge within the park. To celebrate this
connection, the Greenwood Park master plan
includes a ceremonial “Bayou Promenade” to
the Zoo parking and entry complex.
22. Based on the attendance figures projected, upon

completion of the master plan a 500 space paved
parking lot with capacity for 40 buses will be
required on an average day. For a lovely spring
day during perfect weather the Greenwood
Park master plan accommodates additional
attendance with overflow fields nearby.
33. Expanding on the concept of connection

between the Zoo and the park, the first phase
of the Greenwood Park master plan includes a
“Bayou Promenade” which spills from the front
entry of the Zoo, linking to the park’s activity
hub to the north.
44. Announcing the transition from the local to the

global biome, a series of animal sculptures
build excitement upon arrival and encourage
guests to interact with proxies of the animals ENTRY COMPLEX KEY FIGURES
they will meet inside.
• 500 space parking lot with adjacent field for
55. The first story of the entry building will house overflow parking, provided in the Greenwood
multi-purpose classrooms, restrooms, ticketing Community Park master plan
stations, an information station, first aid room, • Dedicated bus drop off, with 40 bus parking
and a gift shop located on the right while exiting. spaces
• Entry Plaza
66. The new orientation plaza is a jumping off point • Animal themed sculpture in the entry plaza
for adventure. Whether choosing to travel the • 25,000sf shaded Entry Plaza that ties to the
Zoo by train, relax under an oak tree in the great park’s Bayou Promenade
meadow, splash in the interactive fountains, or • Six ticketing stations
touch the relocated granite globe, visitors have • 4,000sf Gift Shop on the right while exiting
a world of experiences in easy reach. • 7,000sf of dedicated education space
• 15,000sf of Administrative offices
77. Flanking the orientation plaza, the adjacent two • Concessions with interior and exterior seating
acre picnic meadow with performance pavilion • Relocated black marble Kugle ball from
provides sufficient space to host outdoor existing entry
demonstrations and events, both during the day • 30,000sf Orientation Plaza with 12,000sf
and night, or offers families a passive moment splash pad
to unwind during their stay. • Reinvented signage and wayfinding graphics
• Two acre Meadow with Performance Pavilion
47
RENDERING OF NEW ENTRY PLAZA AND BUILDING COMPLEX
ENTER HERE TO SEE OUR LIVING WORLD

The Zoo’s new entry complex will provide
guests with a fun and exciting portal to our living
world. Educational classrooms will flow into the
new discovery center with a multitude of activities
and programs connected. The orientation plaza
will be a centerpiece of fun, play, education and
demonstration, with the backdrop of the meadow
and performance pavilion. The train will periodically
pass through all of these activities, bringing guests
to other parts of our living world as presented
through engaging exhibits. The gift shop will be
located on the right while exiting, maximizing
visibility, visitation and revenue.
When the reptile complex is completed along
with the new food facility on the orientation plaza,
the entry complex will be an experience unto itself,
providing guests a great zoo visit without walking
any further than 400 linear feet. This blockbuster
complex will serve as the portal to the global
biomes of Africa, Asia, North America, Atchafalaya
Swamp and South America exhibits. The new
entry complex will create the foundation of a true
destination facility for the entire Baton Rouge
region.
DAY AND EVENING FUN IN THE ORIENTATION PLAZA

RENDERING OF THE ORIENTATION PLAZA
WORLD PLAZA It will provide wet and dry play during the day and
elegant events in the evening. Whether celebrating
An orientation plaza is the heart of a zoo. It is a the holiday season, Fourth of July or cultural events
place of gathering and fun, information and decision like the Chinese New Year, the World Plaza will
making, offering opportunities for demonstrations, provide the space and facilities to allow expansion of
events, and exhibit experiences. It is also the place the programs the Zoo has initiated over the last two
where guests set the direction of the day’s visit. decades as well as countless new opportunities not
World Plaza will live up to its name and be an yet imagined.
area of cultural exchange and seasonal celebrations.
CELEBRATING CULTURAL EVENTS IN THE ORIENTATION PLAZA SPLASH FUN AT A ZOO
49
TRAIN
(PARKING AND ACCESS

COMMUNITY PARK
4
MASTER PLAN)
3
SERVICE/
HEALTH
ENTRY
REPTILE
COMPLEX
ORIENTATION 2 ATCHAFALAYA
PLAZA SWAMP
1 MEADOW
DISCOVERY SOUTH
AMERICA
ASIA 5
AFRICA
6
ZOO
SERVICE
AREA
A GLOBAL TRAIN RIDE feet of views to the North America, South America,
and African Forest exhibits, as well as the Discovery
The existing train route will be modified to run Center.
completely within the perimeter security fence, no The ride past World Plaza and the meadow
longer crossing Cypress Bayou and providing better will provide an exciting and dynamic experience
security for zoo operations. The 6,200 linear foot for both riders and viewers. With this new route,
train experience begins at the orientation plaza, next the train will play a vital part in the overall exhibit
to the meadow. Guests will journey through a world experience and provide unique views exclusive to the
of experiences, as the train provides 4,800 linear passengers on board.

TRAIN
11. Accessed from the Discovery Center adjacent to
the orientation plaza, the new train station is a
prominent part of the entry experience.
5 ACRES
22. To make the train renovation more economical,
the majority of the existing line is being reused.
Of the two new segments, the area between
the meadow and the orientation plaza is the
most focal. Riders get the chance to wave and
smile at visitors on foot as the passing train
advertises the hidden exhibits which can only be
seen by buying a ticket to ride.
33. The existing train shed can be maintained as its

current location is in the service yard near the
health and service center.
44. The North America by train exhibit allows the

Zoo to showcase its abundance of land. There
are 18 acres available for the train to traverse,
showcasing animals such as buffalo, white
tailed deer, and elk.
55. More than 70% of the train route in the new

master plan offers unique views to all major
exhibit areas. This is a significant change from
the existing ride and can be enhanced by the FEATURED ANIMALS
incorporation of 4-D elements such as misters,
train-themed structures, and sound effects. Bison
White Tailed Deer
66. One of the two major exhibits accessed by Elk
train, the Africa exhibit showcases another Capybara
major resource of the Zoo, African hoofstock. Alligator
The historic Zoo was designed almost entirely Flamingos
around the introduction and display of African Waterfowl
Hoofstock, which the current collection reflects. Jaguars
Thomson Gazelle
Sable Antelope
Nyala
Greater Kudu
Yellow-Backed Duiker
Bongo
51
RENDERING OF THE NEW TRAIN RIDE THROUGH THE HOOFSTOCK EXHIBIT
SEASONAL TRAIN OFFERINGS The train route used to run into the northeast
corner of Zoo property, which becomes exhibit space
Incorporating seasonal offerings to the already for bison and deer in the master plan. Here, in the
popular train ride would expand ridership. “Polar springtime, flowers bloom along the old track bed.
Express” type experiences during the holiday season Expanding on that idea, the Zoo could incorporate
are fantastically popular with children and families a “Zoo Blooms” type of experience where the track
and an illuminated train as part of the existing side clearings explode with color, encouraging
ZooLights event would be a classic image. patrons to experience the train ride anew.
EXAMPLE OF A CONTEMPORARY ZOO TRAIN STATION

EXISTING TRAIN RIDE THROUGH THE FOREST
EXAMPLE OF INTERACTION BETWEEN A TRAIN STATION AND A DISCOVERY EXHIBIT
53
DISCOVERY CENTER
ORIENTATION
PLAZA
MEADOW
2 3
AFRICA
THE DISCOVERY CENTER

Replacing the existing barn and contact area,
the Discovery Center will become the new place
to play, learn and make contact with exotic
and domestic animals. The complex features
an endangered species carousel and includes
several small multi-purpose rooms that can
function as birthday rooms or interactive
classrooms. All designs are replete with
exhibits, displays and other play opportunities.
A train station located within the complex allows
guests to board the over one mile long ride that
will transport guests to exhibits throughout
the Zoo. Departing from the Discovery Center,
guests will travel through the North American
forest, South American rainforest, and finally
the African forest before returning to the
Discovery Center. These facilities will be active
and successful in the daytime, with great
potential as after-hours venues. INTERACTIVE EXHIBITS AND CLASSROOMS

DISCOVERY
11. A Baton Rouge Zoo favorite, the existing
Contact Yard is to be relocated adjacent to
other educational facilities near the orientation
2 ACRES
plaza and entry, creating a more integrated
experience with the play area, and making
room for the Africa expansion.
22. For frequent visitors, the nature play associated

with the contemporary Zoo becomes reason
enough to return time and time again. With
naturalistic play structures, balancing activities
and climbing areas, children always have
something new to try.
33. One of the classic pieces of nostalgia that

promotes conservation, the endangered species
carousel, will introduce sound and movement to
the Discovery Center.
44. The Discovery Center will house the new Train

Station. An improved train experience will
drive an increase in ridership and the need for
additional stations around the park.
CONTACT AREAS FOR HANDS-ON EXPERIENCES THE ENDANGERED SPECIES CAROUSEL

WITH WILDLIFE
55
AFRICA
MEADOW
1 ASIA
6
3
5
AFRICA safari in Africa! Continuing up a rocky outcrop,

guests pass through numerous small exhibits all
As a visitor favorite, the Africa experience creates cohabiting the dramatic kopje rock formations with
a major destination facility with immersive exhibit a pride of lions!
experiences, and features the great Africa pavilion Descending along the trail, zoo guests are taken
and restaurant at its center. The journey begins in into the west African forests where they will discover
an African village composed of rondavels (small numerous species including lowland gorillas and
circular mud huts endemic to Africa), housing small pygmy hippos. From here, the exit experience looks
exhibits with naked mole rats, weavers and snakes. back to the forest and savanna as the guest walks
The experience continues with mixed species with cheetahs to the exit pavilion.
exhibits of hyena and red river hog, among others. By train, guests will be able to see other African
Walking up the hill to the great Africa Pavilion, forest dwellers like bongos and waterbuck, making
fantastic views of the multi-species savanna will what was formerly a pleasant train ride into an
unfold. Zoo guests will truly feel that they’re on exciting safari experience!

AFRICA
11. One of the highlights of a contemporary zoo
experience is a direct encounter with exotic
animals through feeding. There is nothing like
12 ACRES
seeing the long purple tongue of giraffe, evolved
to reach high limbed acacia branches in the
wild, wrap around a leaf of lettuce in your hand.
22. Though a majority of the visitors to a zoo will

never get a chance to travel to Africa on safari,
the Africa Pavilion at the Baton Rouge Zoo
brings this experience to their backyard. With
climate controlled seating and food service
options, the pavilion offers the chance to sit and
let the experience of watching animals unfold at
a slower pace.
33. The paddocks and holding barns for the rhinos

and mixed African species will be designed to
provide great flexibility, allowing for the addition
of new animals to the Zoo. This will help to
better simulate a true African savanna.
44. Turning a corner and coming face to face with

a 420lb cat is an unforgettable encounter. The
Kopje habitat offers this experience with African FEATURED ANIMALS
lions. High on their perch, they overlook the Cheetah Lemur
animals in the savanna below. Recreating this De Brazza’s Guenon Nigerian Dwarf Goat
classic safari image brings to mind why lions Eastern Black and Aldabra Tortoise
were nicknamed king of the African plains. White Colobus Ball Python
Bongo Marabou Stork
55. One of the primary goals of the master plan was African Lion East African Crowned
to introduce new animals that had never resided Giraffe Crane
at the Zoo before. One of the most exciting Red River Hog Ostrich
animals to be proposed as an addition to the Pygmy Hippo Lappet-faced Vulture
collection is the lowland gorilla. Greater Kudu Saddlebill Stork
Kirk’s Dik Dik Wattled Crane
66. The Pygmy Hippo and Colobus exhibits are in Black Rhinoceros White-necked Raven
need of immediate attention and would be an White Rhinoceros Sacred Ibis
early delivery to the Africa experience. Their Zebra Lady Ross’ Turaco
locations are coordinated to work well with Nubian Ibex Hammerkop
both the existing circulation of the Zoo, and the Yellow-backed Duiker Garganey Teal
layout of the future Africa. Thomson’s Gazelle Egyptian Goose
Sable Antelope Demoiselle Crane
Nyala Meerkat
Hyena Naked Mole Rat
Gorilla Hyrax
Baboon African Waterfowl
Impala African Canine Species
57
GIRAFFE FEEDING IS A HIGHLIGHT OF ANY ZOO VISIT
JOURNEY ACROSS AFRICA BIOMES AND MICROBIOMES

The sequencing of animal species within the As the habitat distribution within the master plan
exhibit is loosely based on a trip from the East is accurate based on the storyline of the east to
Coast of Africa across the heart of the great west African journey, the biomes of the area follow
continent, to the West Coast, just south of the the same arc. From dry savanna to wet savanna to
Sahara desert. tropical rainforest, back to dry savanna and finally
The journey interprets some of the most iconic to semi-desert, the scenery unfolds with intention.
regions Africa has to offer, from the Serengeti
(location of the legendary wildebeest migration),
to the wild and adventurous Congo River. It brings
visitors the reward of distant vistas from the top of MOIST
SAVANNA
the Moru Kopjes, and the thick feelings of the mist ENTRY
(EAST COAST OF AFRICA)
shrouded tropical rainforests of the interior.
Also important in this journey is the story of EXIT
conservation. While the animal distribution is MOIST DRY SAVANNA
(WEST COAST OF AFRICA)
accurate to contemporary geographies, the historic SAVANNA

SEMI DESERT
SE
ranges of these animals was far greater, and it is
important that we do our best to make sure they
don’t dwindle even farther.
KOPJE RAINFOREST
MOIST SAVANNA

RENDERING OF THE AFRICAN SAVANNA FROM THE PRIMARY PATH WITH THE AFRICA PAVILION AND KOPJE BEYOND
THE AFRICAN SAVANNA

The Savanna is perhaps the most iconic of African nowhere else on the planet. Not surprisingly, the
landscapes. These vast tropical grasslands contain savanna is home to Africa’s most recognizable and
diverse species of flora and fauna that interact iconic species, from apex predators like lions and
to form complex ecosystems with species found leopards to scavenging hyenas and vultures.
59
MULTIPLE SPECIES DISPLAYED TOGETHER IN AN OPEN AND BELIEVABLE FORMAT
DESIGN PRECEDENTS FOR THE GREAT AFRICA PAVILION SHOWING DAYTIME AND NIGHTTIME USE

THE AFRICAN KOPJE
The Kopje will be a unique

and defining element of the
Africa exhibit, essentially
connecting the savanna and
the forest. At home in the
Kopje, a pride of lions will
reside, along with a host of
other inhabitants, providing
memorable face to face
encounters for zoo guests.
ARE ELEPHANTS IN THE ZOO’S FUTURE? Zoo, as well as zoos in Detroit, San Francisco,
Philadelphia, and Seattle no longer displaying
Unlike in 1970, when the Baton Rouge Zoo elephants. Several major zoos are also phasing
opened for business, the likelihood of elephants elephants out, such as the Bronx Zoo in New York,
being available for zoos in the future is very slim. Point Defiance Zoo in Tacoma, WA and Riverbanks
With breeding programs in human care leading to Zoo, in Columbia, SC, which is the largest zoo in the
low success rates, and with importation of elephants southeast.
from Africa or Asia nearly impossible, over time, Many zoos cite not only the lack of availability,
the species in zoos is struggling to be sustainable. but the occupational hazards, and incredibly high
This makes obtaining elephants, especially for a cost of care and maintenance, as reasons for this
larger herd as current standards demand, next to discontinuation. It is likely that this movement
impossible. will continue and this zoo will be one of that
This plight is not unique to Baton Rouge. As majority that will likely not house elephants in its
recent as 2005, of the more than 200 major zoos collection again. The Baton Rouge Zoo has, however,
in the country, only 78 had elephants. Today, that committed to continue in its role of supporting
number has been further reduced to 45, with major conservation and sustainability of these remarkable
zoos like Chicago’s Lincoln Park Zoo and Brookfield endangered animals in their native range.
61
VIEW FROM WITHIN THE GORILLA VIEWING PAVILION
THE AFRICAN FOREST

GORILLAS OF THE FOREST
A climate controlled lean-to viewing pavilion will
offer spectacular views to the gorilla troop, which
will have the ability to move as close to, or far away
from, guest views as desired, presenting actual
behavior within the sylvan exhibit. The pavilion will
host interactive and interpretive graphics that will
allow guests to compare attributes and capabilities
with gorillas, learning while playing. There will also
be exterior views to the gorilla exhibit.

HIPPOS TAKE A SWIM
The new pygmy hippo exhibit
will feature unique and immersive
underwater views of swimming
hippos, something that is very
popular in modern zoos. There
will also be views to amply sized
land areas for foraging and food
exploration. The 30,000 gallon pool
will replicate a river bank with
realistic mud bank fabrications and
furniture, while life support filtration
systems will keep the water polished
(a term used to define perfect viewing
clarity in the water). The exhibit
will include tilapia and other fish to
create a true living river environment.
WALK WITH CHEETAHS

Before exiting the Africa exhibit,
guests can catch a glimpse of the
fastest land animals in the world.
Reaching a top speed of 75 miles
per hour, it would be thrilling to
see them in action. This impressive
species is an exciting way to either
begin or end the journey through
Africa.
TRULY BEING ON SAFARI

The exit experience of the cheetah
exhibit helps the guests transition
from shaded forest with reflective
views back to the Savanna and
the African experience they just
completed. The multiple biomes
created in the beautiful exhibits suit
the collection well, replicate the
actual habitats and represent a true
safari experience, a comprehensive
visit to the great continent. This
exhibit will offer the ability to have
night safaris, parties and events that
will provide unique and engaging
experiences is for the entire Baton
Rouge region.
63
THE GREAT ATCHAFALAYA SWAMP
NORTH
AMERICA
3 BY TRAIN
2
SERVICE/
HEALTH
4 5
ASIA
6
SOUTH AMERICA
THE SWAMP OF SWAMPS An opening village of fishing camps provides the

entry portal, with black bear, raccoon and alligator
Local biomes often become zoo favorites, as exhibits viewed from a boardwalk linking the entry
they teach the importance of backyard ecology. pavilions to the Swamp House. This full service
The Atchafalaya Swamp is a really big story! This climate controlled restaurant includes an outdoor
vast basin stretches nearly one-third of Louisiana’s dining deck with views to the alligators and wetland
vertical distance; it is a profound and beautiful habitats, allowing guests to sit and enjoy the
place. The exhibit will interpret this bioregion, its immersive experiences of truly being in the swamp.
wildlife and wild lands, people and culture, as well The Swamp House structures and deck will be an
as art and archaeology. expansion to the existing aquarium. Trails will lead
The new exhibit is founded upon the existing guests through the swamp environment, passing
exhibits created by the Zoo, namely L’aquarium de exhibits of culver, whitetail deer, opossum, skunk
Louisiane and The Otter Pond, and expands those and red wolf. The otter exhibit will be expanded and
resources into a comprehensive and cohesively improved, and will also include a wide range of bird
themed exhibit complex. The central element of the species native to the region.
exhibit will be a substantial body of water, which is
presently a dry site, recreating the aquatic setting of
the largest swamp in the United States.

ATCHAFALAYA
11. Playing on the local culture and sustainable
ways of living, the Swamp House restaurant
will be one of the Zoo’s major attractions.
8 ACRES
Catfish and other local delicacies will be on the
menu, along with traditional zoo fare for the
less adventurous. The presentation of the local
culture in this way creates great pride amongst
locals, and generates interest among tourists.
22. Behind the Swamp House is a ceremonial

roundabout with native tree species and
plantings. This design feature allows access by
bus for after-hours events for those who would
prefer to skip the walk from the Zoo entry.
33. The Otter Pond and the L’aquarium de Louisiane

are two elements in the current Baton Rouge
Zoo being preserved. The design for the
Atchafalaya Swamp retains these exhibits
and incorporates them into a larger, complete
experience.
44. A trip into the swamp wouldn’t be complete

without witnessing an air boat, seeing a
congregation of alligators or meandering
through a clump of cypress trees. All these
things are dependent on water to survive, and FEATURED ANIMALS
the existing ponds will expand threefold in the
new Atchafalaya Swamp exhibit. Black Bear
Opossum
55. Providing adequate guest amenities is Racoon
fundamental to enhancing the visitor Alligator
experience. At the far end of the trail, the Otter
habitat complex provides climate control and Cougar
restrooms, and displays fish, reptiles, and White-Tailed Deer
amphibians. This integration extends the Skunk
visitor’s stay during the hot and cold months. Native Canine
Fox
66. Storm water is currently piped to the adjacent Heron
water filtration plant. Maintaining the current Spoonbill
location of the storm overflow, near the Bobcat
Louisiana swamp, will allow for utilization of as Sandhill Crane
much of the existing storm system as possible. Aquatic species habitat complex
Reptile habitat complex
65
RENDERING OF THE ATCHAFALAYA SWAMP EXHIBIT
The habitat house is a climate controlled

building exhibiting reptiles, amphibians,
and fish endemic to this biome as an
expansion to the existing reptile and aquatic
exhibits. Leaving the habitat house, guests
follow a trail with other small exhibits
before arriving at the trapper’s cabin and
passing the red wolf exhibit. The cabin will
ATCHAFALAYA
contain artifacts and interpretive elements
demonstrating humankind’s adaptation BASIN
to the swamp environment with adjacent
aviaries for spoonbill and other bird species.
The exit trail experience again allows guests
to come face to face with alligators sunning
themselves on the swamp banks and will
be perfectly located for feedings and other
demonstrations by Zoo staff.
The Atchafalaya Swamp is a beautiful but
difficult place to visit. This exhibit will make
the swamp more accessible to daytime
visitors, and will be popular as a venue for
Zoo programming and after-hours events.
These events can be served by direct bus
access via a dedicated entry portal to the
Swamp House, or by walking in directly
through control trails after hours.
THE ATCHAFALAYA BASIN

BALD CYPRESS IN THE ATCHAFALAYA SWAMP
Right and Lower Right: The aquarium and otter

exhibit will be improved and incorporated into
the new swamp exhibit. Cajun cottages will
also be used for exhibit displays on wildlife, art,
culture, and history of the swamp. Below: The
existing air boat currently on display at the Zoo
will appear to float in the newly created lagoons
of the exhibit, although still land based to allow
for access, play, and photo opportunities.
67
ASIA
SERVICE/HEALTH
ENTRY
REPTILE
COMPLEX
ORIENTATION ATCHAFALAYA
PLAZA SWAMP
DISCOVERY 2
MEADOW
3
SOUTH
AMERICA
1
AFRICA 4
A JOURNEY TO ASIA clawed otter and gibbon exhibits (a unique and

active combination), before moving on to sloth bear,
The new Asia exhibit will build on the success binturong and tapir exhibits. The habitat complex
of the existing Asia tiger exhibit, but will greatly will be climate controlled and feature komodo
expand the exhibit’s footprint to create a holistic dragons and a host of other detailed exhibits
and integrated guest experience. Although the including fish, reptiles and amphibians endemic to
primary entry portal remains as it is at present, Asia. This facility will also include a classroom and
another portal will be created on Swan Lake to an interactive play area.
facilitate entry and exit access from the secondary Exiting, zoo guests will ultimately return to the
path to the primary path. Using the classic Asian existing tiger exhibits, where adjacent exhibits
zigzag bridge, the background view to this portal that previously housed siamangs will now feature
will be of siamangs brachiating atop structures in hornbills and other birds as well as tufted deer. In
the arboreal realm, surrounded by water. Francois addition to the tiger, the exit experience will include
langurs and other gibbon species, as well as exhibits with clouded leopard, potbellied pigs, and
macaques, will appear open and free as they move Asian gardens. The unique garden design of the Asia
through the overhead structures and simulated exhibit will feature the zigzag bridge crossing the
arboreal environment. former Swan Lake, now known as the Asian Lagoon.
Moving further, guests will come to the small

ASIA
11. The most recently completed exhibit, “Realm of
the Tiger”, is expanded to become a complete
Asian exhibit. The entry portal, the tiger, and
7 ACRES
the walk-through aviary will remain as their
detailing and holding capacities meet the
standards set by the new master plan.
22. Seeking opportunities to combine multiple

species into single exhibit areas is one way in
which the contemporary zoo references the
interconnectivity of nature. Presenting small
clawed otter and gibbon together enriches and
enlivens the animals’ day to day experience. A
synergistic pairing, the playfulness of the two
animals is something visitors often remember.
33. Overhead lines which span from exhibit area to

exhibit area present the brachiating behavior
of tree dwelling primates and help reduce the
feeling of containment that is often a criticism
of obsolete zoo design. The primate area in Asia
utilizes this and other techniques to make it
appear that the animals are in the wild and free
to come and go as they please.
44. The zigzag bridge is a garden design element

unique to Asia. It is thought that evil travels in FEATURED ANIMALS
a straight line, so introducing bends and turns
into elements at the entry of a garden keeps the Siamang Mandarin Duck
area and user pure. The existing pond, already a Sulawesi Macaque Palawan Peacock
scenic and peaceful point in the Zoo, is a perfect Sloth Bear Pheasant
place for the introduction of this interesting Indian Rhinoceros White-crested
piece of cultural interpretation. Lion-tailed Macaque Laughing Thrush
Sumatran Tiger Wrinkled Hornbill
Malayan Tiger Babirusa
Indian Muntjac Warty Pig
Indian Flying Fox
Peacock
Bornean Rhinoceros
Hornbill
Victoria Crowned
Pigeon
Nicobar Pigeon
Crested Wood
Partridge
Blue Peafowl
Indian Runner Duck
UP CLOSE ENCOUNTER Javan Pond Heron
69
THE ARBOREAL WALKWAY TAKES GUESTS INTO THE CANOPY TO IMMERSIVE EXPERIENCES WITH PRIMATES
Right: The existing “Realm

of the Tiger” exhibit and
entry portal will remain and
be incorporated into the
new, expanded Asia Exhibit.
Below and Lower Right:
Siamangs utilizing the ‘O’ line,
brachiating and vocalizing in
the arboreal realm.

THE ROMANTICISM OF ASIAN ARCHITECTURE WILL BE EXPRESSED THROUGHOUT THE EXHIBIT
ASIAN GARDEN DESIGN WILL ADD BEAUTY AND SERENITY TO THE EXHIBIT
71
REPTILE COMPLEX
SERVICE/
HEALTH
ENTRY
4 3
1
ORIENTATION ASIA
PLAZA
MEADOW
REPTILE COMPLEX
This 20,000 square foot climate
controlled structure will feature exterior
exhibits as an introduction, leading into
the central vivarium which will display
the riverine, forest and desert ecologies,
finishing with a detailed gallery of dry
and wet exhibits presenting amphibians
and reptiles. The complexity of service
and habitat management and life support
systems will be extensive, and will utilize
the latest in green technology. The concept
of the Reptile Complex is to provide face to
face interaction with the beauty of the world
of reptiles and amphibians. The vivarium
will also serve as an ideal after-hours rental
facility, giving guests an opportunity for a
night in the rain forest, cocktails in a desert
arroyo, or experiencing a river’s edge with
large crocodiles inches away! ACCURATE ECOSYSTEMS ON DISPLAY IN THE VIVARIUM

REPTILE COMPLEX
11. Directly off the orientation plaza, the visitor
is met with underwater viewing for small
river dwelling reptiles and amphibians. The
2 ACRES
naturalistic exterior exhibits set the tone for the
simulated biosphere rising like a jewel behind
them.
22. One of the most striking elements of a modern

zoo, the vivarium presents ecosystems in all
their glory, from lush riverine ecologies to
dense forests and dry deserts. Full spectrum
lighting compliments other sustainable
practices to promote the health of the plants
and animals inside.
33. Life support systems and the associated HVAC

technologies are seamlessly integrated into the
building. Focusing on cutting edge sustainable
technologies allows the extensive systems to
disappear into the exhibits and operate at an
acceptable budget.
44. As the exhibit path wraps back to the exit of the

Reptile Building, the visitor passes through an
area of gallery exhibits. The aesthetic display
of glowing glass boxes reduces the concept
of the oversized vivarium to a micro-scale, FEATURED ANIMALS
impressing with clean and functioning displays
in a sophisticated setting appropriate for after- Gharial Gila Monster
hours parties and events. Ball Python Burmese Star
Leopard Gecko Tortoise
European Legless King Cobra
Lizard Mole Kingsnake
Eastern Diamondback Poison Dart Frog
Rattlesnake Jamaican Boa
Cane Toad Woma Python
Blue Tongued Skink Radiated Tortoise
Bearded Dragon Red Spitting Cobra
Millers Chameleon Northern Pine Snake
Emerald Tree Monitor Boelen’s Python
Green Anaconda Caiman Lizard
Poison Dart Frog Diamondback Terrapin
Rosy Boa Guatemalan Beaded
Smallwood’s Giant Lizard
Anole Sidewinder
Papuan Python Yellow Blotched Palm
Spiny Softshell Turtle Pitviper
MODERN REPTILE HABITATS ARE A GUEST FAVORITE Pancake Tortoise Gray Ratsnake
73
SOUTH AMERICA
ATCHAFALAYA
SWAMP
ASIA
1 2
AFRICA
A JOURNEY TO THE INCA CIVILIZATION temple structure will house a small insectarium
exhibit. Continuing down the trail, guests will
The world’s great tropical rain forests are under encounter primates including howlers, sakis and
threat. This exhibit will take zoo guests into this spider monkeys in open exhibits. The former water
fecund environment, displaying the beauty of the treatment settlement pond will be transformed into
ecology and wildlife as well as humankind, and a wetland featuring flamingos, capaybara, tapirs and
delineating the adaptations of both species. Zoo numerous waterfowl species. The trail continues
guests will enter through a great Inca temple to the rivers complex, exhibiting a diversity of fish
complex, and be transported to the ancient site of species like Piranah, Arowanna, and Arapiama. A
Ollantaytambo in southern Peru. The Temple of climate controlled building will include a classroom
the Sun provides an interactive play experience as and an interpretive play area. This exit experience
guests proceed to the jaguar exhibit and through will be themed as a village marketplace along the
the entry court to the nocturnal temple. This Ucayali River, where conservation can be presented
climate controlled structure will feature fruit bats in a positive way, promoting advocacy for conserving
on the wing, tamarins, Patagonian cavies, crested global resources, and particularly those of the
screamers and a host of other species. Another tropical rain forests.

SOUTH AMERICA
11. One half of all animals in the wild are nocturnal
and, as such, are not easily viewed by daytime
guests. By reversing the day and night cycle
5 ACRES
with a nocturnal building, the night time world
and all its fluttering, crawling, creeping life is
revealed. Bats, spiders, small cats and rodents
are all active and provide guests with an entirely
different perspective on the world than the Zoo
has previously offered.
22. Ancient temples and the mysteries they contain

are powerful memes which have inspired
countless children to dream of archeology
and adventures into the undiscovered parts
of the world. South America is rich in the
temple building tradition and the Temple of
the Sun, within which the jaguar resides, is an
interpretation of the sun trackers that ancient
peoples have used, alongside one of the
animals they revered the most.
33. Commonly misunderstood and portrayed as

gross, insects are a diverse and important
part of the earth’s ecosystem. They are a
major source of food for small mammals,
provide pollination for many plant species, and
produce many substances used by humans, FEATURED ANIMALS
such as honey, wax, and silk. The insect house
interprets all of this, and hopefully inspires Jaguar Black-necked Swan
humans to see these creatures in a new light. Capybara Andean Condor
Bairds Tapir Chilean Flamingo
44. The existing water treatment plant will need Spectacled Bear Ringed Teal
to be relocated in order to construct the South Tamarin White-faced Whistling
America exhibit. The master plan calls for a Southern Three- Duck
new plant to be constructed within this region to banded Armadillo Crested Screamer
minimize utility lengths. Maned Wolf Giant Anteater
Long-tailed Chinchilla Howler Monkey
55. Closing the South America experience is a Black-handed Spider Sloth
marketplace full of fish, food, and festivities. Monkey Multiple Fish Species
Further pushing the zoo-wide theme of Galapagos Tortoise Reptiles & Amphibians
interaction with water, the marketplace will be Chilean Rose-haired Insectarium
themed to resemble a village on the Ucayali Tarantula
River, presenting conservation in an engaging Cane Toad
and interactive way. King Vulture
Hyacinth Macaw
Scarlet Macaw
Red-fronted Macaw
Blue and Yellow Macaw
75
A TEMPLE COMPLEX WILL CREATE AN IMMERSIVE THEMATIC ENTRY EXPERIENCE
A VILLAGE THEMED EXIT COMPLEX WITH INTERACTIVES AND PLAY ELEMENTS

MASTER PLAN ANALYSIS
WATER TREATMENT PLANT BRANDING AND WAYFINDING GRAPHICS

The existing water treatment facility, an Engaging new interpretive signage and
important cost saving operation, should continue to graphics will be developed with each new exhibit,
properly function for the next 15 years, meeting that using materials and techniques that best suit
requirement of the AZA accreditation through the the character of individual exhibits. Interactive
development phases of the master plan. This will graphics, displays, and play opportunities will
be achieved in the first phase of work by separating allow guests to become physically involved in
the sanitary and storm systems. This on site water exploring and understanding the attributes of
treatment plant is a unique facility for a zoo, and animals in the environments presented. Painless
will be interpreted as an exhibit to explain its role in learning has always been the favored concept in
sustainable design and conservation. engaging guests on global conservation issues.
Interpretive programming will employ a wide
range of techniques from simple signage to three
STAFF OPERATIONAL FACILITIES dimensional elements and electronic formats.
With the completion of the new entry complex,
the old entry buildings will be repurposed as staff CONSERVATION INITIATIVES
operations facilities featuring offices, locker rooms,
showers, meeting rooms, and storage, consolidating Exhibits will include species, spaces and
a host of functions there were previously dispersed elements that will engage and educate, all while
throughout the Zoo. The new service road loop and offering a fun experience. Marketplaces, villages
heavy duty bridge over Cypress Bayou will make and environmental settings will present guests
access to all exhibits and facilities more efficient with accurate imagery of wildlife and wild places on
and effective. With new utility loops, and night our planet. The exhibits will present animals in a
houses featuring epoxy walls and floors with proper multitude of majestic ways, nurturing the emotional
slopes, drains, and ventilation, staff will be able bond which we seek to create as a foundation to
service and maintain Zoo facilities more efficiently advocacy for the global conservation agenda. The
and effectively than they could historically with the exhibits will be designed to present the regal nature
older buildings and exhibits. of our living world, and convey how the average
person can play an important role in creating
positive change to preserve ecological systems.
77
ENTRY
ENTRY
SERVICE &
ADMIN ENTRIES
SERVICE &
ADMIN ENTRIES
PRIMARY VISITOR
PRIMARY VISITOR CIRCULATION
CIRCULATION
SECONDARY
SECONDARY VISITOR
VISITOR CIRCULATION
CIRCULATION
PRIMARY
ZOO SERVICE ZOO SERVICE
PATHWAYS PRIMARYPATHWAYS
SECONDARY ZOO SERVICE

ZOO SERVICE PATHWAYS SECONDARY PATHWAYS
ZOO CIRCULATION DIAGRAM
PRIMARY VISITOR CIRCULATION

PARKING AND CIRCULATION
SECONDARY VISITOR CIRCULATION
of the primary path as a loop system will allow
clockwise or counter-clockwise movement through
From the new Greenwood
ZOO SERVICE ParkPRIMARY
PATHWAYS boulevard, Zoo the Zoo without crowding secondary exhibit paths,
guests will have
ZOO easy access
SERVICE to a SECONDARY
PATHWAYS new paved 500 car or having to backtrack to find missed exhibits.
parking lot with ample shade from the existing and The portals for each exhibit complex set the stage
newly planted tree canopy. Adjacent multi-use open for the comprehensive and immersive experience
fields for overflow parking will increase the number guests will have within the exhibit, giving a sense of
of spaces to more than 700 in total. truly being “in situ”. Secondary path loops will serve
The Zoo entry plaza will feature 20 foot tall giraffe each exhibit complex, allowing for a natural flow of
and rhino sculptures to welcome arriving guests. circulation and preventing congestion on peak days.
Ticketing will be properly located within the entry For the security of Zoo operations and the safety
building to allow guests to move efficiently through of animals and guests, service areas are invisible
the entry complex to the orientation plaza. Featuring and inaccessible to guests. Service roads are 24 feet
a splash pad, various guest amenities, and views to wide and provide ample connections to the north and
meadow beyond, the orientation plaza will provide south Zoo property for larger vehicles, fire trucks and
access to the primary visitor path. emergency vehicles. The perimeter service road is
The 24 foot wide primary path will bring guests to parallel to the AZA perimeter security fence, allowing
the village portals of the Africa, Asia, South America Zoo staff to efficiently check the Zoo’s perimeter daily
and Atchafalaya Swamp exhibits. The efficiency as a security requirement of the AZA accreditation.

EXISTING COMBINATION
EXISTING COMBO SYSTEM SYSTEM
EXISTING COMBO
TO BE REUSED ASSYSTEM
SANITARY
TO BE REUSED AS SANITARY
TO BE REUSED AS SANITARY
NEW STORM
NEW STORM SEWER
SEWER
NEW STORM SEWER
EXISTING UTILITIES
INFRASTRUCTURE systems. As the existing utility network has basically

completed its life span, these new loop systems
With the separation of the sanitary and storm will be brought online with the three phase exhibit
systems, theCOMBO
EXISTING existing treatment plant will be
SYSTEM implementation, ultimately completing a total
ableTOtoBE
properly service
REUSED AS the new Zoo master plan
SANITARY
system and providing a level of utility delivery which
improvements for the next 15 years or more. This
NEW STORM SEWER the Zoo has never seen in its 50 years of operation.
will continue to provide $300,000 in water treatment The foundation of the new infrastructure will start
savings per year, while meeting AZA accreditation with the separation of sanitary and storm sewer
criteria. In the future, the settlement pond will no systems in the initial development phases. As new
longer be required and can become part of the lagoon exhibits are completed in subsequent phases, the
system for the new proposed South America exhibit. new utility infrastructure and network systems will
The new circulation system of primary and meet the highest industry standards, allowing Zoo
secondary paths also provides for a comprehensive staff to more effectively and efficiently complete
new loop system for water, electrical and fiber optic their daily operational tasks.
79
ENTRY
SERVICE &
ADMIN ENTRIES
ZONE XX(Area
(AREA
Zone VISITOR
PRIMARY ofOF MODERATE
moderate
CIRCULATION floodFLOOD
hazard)HAZARD
SECONDARY VISITOR CIRCULATION
ZONE A (HIGH RISK AREA - 1% ANNUAL
Zone A (High riskPRIMARY
area - 1% annual chance of
CHANCE
ZOO SERVICE OF FLOODING;
PATHWAYS 26% CHANCE OF
flooding;
FLOODING
ZOO
26% chance of
OVERSECONDARY
SERVICE PATHWAYS
flooding
30 YEARS) over 30 years)
HYDROLOGY MAP OVER MASTER PLAN
HYDROLOGY RESPONSE Discovery area.

The Greenwood Park master plan proposes
The master plan will greatly alter the existing to substantially enlarge the existing lake and
grading of the Zoo, as individual older exhibits manipulate water levels, effectively mitigating
will transform into believable, immersive, and the Zoo areas that will be filled and graded and
contemporary exhibit experiences. Although protecting new exhibit facilities that cannot
basically a flat site, the Zoo has some low lying be allowed to flood. It is the direction of this
areas adjacent to the south and west along Cypress master plan that any required mitigation for Zoo
Bayou. These areas are not within the FEMA 100 development will either be realized through the
year flood zone, but did experience some flooding Greenwood Park hydrology systems or through the
in the 2016 flood of the Baton Rouge region. Low regrading of existing uplands into wetlands within
areas within Zoo boundaries are to be filled to the existing acreage at the southern end of the
higher elevations, allowing relocation of the AZA Zoo site at Cypress Bayou. A detailed evaluation of
fence, train right of way, new service road, and parts hydrologic mitigation requirements will evolve as
of Africa including the great Africa pavilion and these exhibits move into design development.

-25 CLIMATE CONTROLLED
-6 CLIMATE CONTROLLED BUILDINGS
BUILDINGS
-22 OPEN TO VISITORS
-2 OPEN TO VISITORS
-12 IN THE CORE OF
-0 IN THE CORE OF ZOO
ZOO
EXISTING CLIMATE CONTROLLED BUILDINGS PROPOSED CLIMATE CONTROLLED BUILDINGS
NEW CLIMATE CONTROLLED FACILITIES will make it available for events and programs
throughout the year.
As mentioned previously, one of the major Along with restaurants and ample restrooms,
challenges with the existing zoo has been the lack the new exhibits will also feature land forms
of climate controlled facilities. This has reduced and interpretive structures logically located to
attendance on hot summer days, which is typically offer respite to zoo guests during their visit. The
when zoo visitation can be particularly high with entry building itself will house climate controlled
children on vacation from the school. Currently, classrooms, restrooms, ticketing, and a gift shop. All
the only climate controlled guest facilities are the new service and staff operations will feature climate
education building, L’aquarium de Louisiane, and control as they are relocated into the previous entry
the gift shop, all of which are very far apart on site. complex buildings. Staff amenities will include
The new zoo master plan employs TDCL’s visitor showers, lockers and offices, creating a new
pulsing concept for guests, with three new major experience for staff that have done without these for
food and event facilities at the entry, Africa and decades.
Atchafalaya Swamp. The existing picnic pavilion will As a result, the new zoo will not only have more
be climate controlled, as historically its attempts comfort and attraction value, but will gain critical
as a special events venue has been hindered by holding capacity for the first time in its history,
lack of weather protection for weddings and other engaging zoo guests and extending stay times.
after hour events. Climate controlling this structure
81
Project: BATON ROUGE ZOO -EXISTING GUEST CAPACITY
Date Created: 08.06.19
Project Area Area Length Climate Controlled
Entry/Giftshop 1 Acres 1,000 Linear Feet  Giftshop Only

Service 7 Acres Linear Feet
Africa 8 Acres 2,400 Linear Feet
Asia 0.5 Acres 400 Linear Feet
Atchafalaya 4 Acres 1,200 Linear Feet  Aquarium Only
Discovery Barn 0.5 Acres 500 Linear Feet
South America 2 Acres 600 Linear Feet
Off Exhibit Holding 20 Acres
Animal Health 1 Acres  No Guest Access
Picnic/Event 4 Acres
Administration/Education 1 Acres  Education Only
Buffer/Parking 45 Acres
Primary Path 3 Acres 2,400 Linear Feet
Undeveloped 45 Acres
Subtotal 8,500 Linear Feet
Train 5 Acres 6,000 Linear Feet
Total 147 Acres 14,500 Linear Feet 3 Centers
Food Service Facilities Area Usable Zoo Area
Flamingo Café 1,000 Square Feet Gross Zoo Area 147 Acres
Less:
Non-viewable/undeveloped/off-holding 75 Acres
Service Areas 7 Acres
Buffer/Parking 6 Acres
Total 1,000 Square Feet Net Zoo Area 59 Acres
EXISTING GUEST CAPACITY
ZOO HOLDING CAPACITY controlled guest facilities, L’aquarium de Louisiane,

AND ATTRACTION VALUE the Education building, and the gift shop, making
summer visits a hot and uncomfortable experience.
Zoo attendance and subsequent revenue is While the Zoo presently has 8,500 linear feet of
tied directly to the physical assets of the site, the visitor paths, the lack of proper circulation hierarchy
availability of engaging and immersive exhibits of has guests walking greater distances to find
the highest modern standards, and adequate guest individual exhibits rather than being transported
amenities, all properly located throughout to meet via a primary path to an immersive exhibit portal,
“visitor pulsing” criteria. The TDCL design process leading to a holistic experience along a secondary
establishes a clear and logical circulation hierarchy, path. Another 6,000 linear feet of train ride, which
with guest services, food, gift, information, activities is an upcharge but a pleasant experience, offers
and restrooms properly pulsed throughout the zoo guests few animal encounters along its length.
experience. Climate controlled facilities are critical Applying TDCL’s formula of “if width is capacity,
to guest comfort, promoting immersion into the length is duration”, the existing pathways are of
exhibit experience and creating longer holding times sufficient length to offer longer staying times.
on site. However, uniform widths and a lack of clear hierarchy
The existing Zoo has only one food service facility create confusion, and long walks past older,
and it does not provide climate controlled space inadequate exhibits feel disconnected from the bigger
for patrons. The Zoo also has only three climate story, detracting from the overall guest experience.

Project: BATON ROUGE ZOO - MASTERPLAN GUEST CAPACITY
Project Area Area Length Climate Controlled Holding Time
Entry/Orientation 2.5 Acres 700 Linear Feet  30 minutes

Meadow 2 Acres Linear Feet Event Dependent
Service 7 Acres 800 Linear Feet  N/A
Hospital/Animal Care 6 Acres Linear Feet  N/A
Atchafalaya/Swamp House 8 Acres 2,700 Linear Feet  60 minutes
Discovery 2 Acres 1,000 Linear Feet  45 minutes
Africa/Pavilion 12 Acres 2,200 Linear Feet  60 minutes
Reptile 2 Acres 1,200 Linear Feet  45 minutes
Asia 7 Acres 1,600 Linear Feet  60 minutes
South America 5 Acres 1,400 Linear Feet  45 minutes
Off Exhibit Holding 1.5 Acres N/A
Picnic Event Center 2 Acres 1,000 Linear Feet  N/A
Primary Path 4 Acres 2,900 Linear Feet Circulation
Service Area/ Roads 24 Acres *5500 Linear Feet *Not included in total
Buffer 30.5 Acres N/A
Subtotal 15,500 Linear Feet
Train 5 Acres 6,200 Linear Feet N/A
Total 120.5 Acres 21,700 Linear Feet 9 Centers 5.75 Hours
Food Service Facilities Area
Entry/Orientation 4,000 Square Feet

Meadow 15,000 Square Feet
Service 15,000 Square Feet
Total 34,000 Square Feet
MASTER PLAN GUEST CAPACITY
The new Zoo master plan establishes a proper all the Zoo has to offer. In addition to typical daily
circulation hierarchy with a clear separation of zoo visits of three to four hours, the new climate
primary and secondary paths, immersive exhibit controlled thematic events centers will offer
portals, cohesive and engaging animal exhibits, and unprecedented event rental opportunities day and
properly pulsed climate controlled guest facilities. night, raising attendance and generating revenue for
More comfortable zoo guests will stay longer, and zoo operations.
the new master plan increases total visitor pathway
lengths to 15,500 linear feet, or nearly double the
existing pathway lengths, increasing the duration of
guest visits and adding attraction value. The master
plan also increases the train ride to 6,200 linear
feet, of which 4,800 linear feet will be seamlessly
embedded in high quality exhibits, making animal
encounters integral to the train ride experience.
The estimated holding capacity of the existing Zoo
is two to three hours maximum. The new master
plan creates a holding capacity of 5.75 hours,
making it an attraction of regional importance, and
requiring multiple visits per year to experience
83
5
IMPLEMENTATION
AND COSTS
#3
#3
#2 #3
#2
#1 #2
#1
#1
#4
#4
#4
#3 #3
#2 #2
#3
#1#2 #1
PHASE 1: #1
AZA ACCREDITATION
ENTRY
EXTENT OF 10 YEAR
EXTENT OF 10 YEAR ORIENTATION
MASTERPLAN
PLAZA
MASTERPLAN
TO BE EVALUATED 1/2EXTENT
PICNIC
TO OF MEADOW
10 YEAR
BE EVALUATED
ECONOMICALLY GIRAFFE FEEDING
MASTERPLAN
ECONOMICALLY
TO BE EVALUATED
REROUTING
ECONOMICALLYTRAIN
PHASE #1: PHASE #1:
AZA ACCREDITATION PHASE 2:
AZA ACCREDITATION PHASE 3:
ENTRY AFRICA
PHASE
PHASE #2:ENTRY #1: PHASE #3: ATCHAFALAYA
PHASE #2: EXHIBIT PHASE #3:
AZA ACCREDITATION
PLAZA ATCHAFALAYA NORTH
ORIENTATION PLAZA AFRICA
SERVICE
ORIENTATION
ENTRY BRIDGE
EXHIBIT
PHASE AMERICA
AFRICA
#2: BY TRAIN
ATCHAFALAYA EXHIBIT
PHASE #3: BY TRAIN
1/2 PICNIC MEADOW SERVICE
1/2BRIDGE
PICNIC MEADOWNORTH AMERICASERVICE
BY TRAINBRIDGE NORTH AMERICA
RIM. PATH TO THE EXIST. BABOON 1/2 1/2TO
OF PICNIC
PRIM. PATH PICNIC
ORIENTATION
MEADOW MEADOW
PLAZA
THE EXIST. 1/2#4:
BABOON PHASE
AFRICA
PHASE
OF PICNIC MEADOW 4: ATCHAFALAYA
PHASE
EXHIBIT
#4:
SERVICE BRIDGE NORTH AMERICA BY TRAIN
GIRAFFE FEEDING ATCHAFALAYA
ATCHAFALAYA
PRIM.
1/2 PICNIC
EVENT
GIRAFFE
PATH TO THE
EVENT
MEADOW
PAVILION
FEEDING
EXIST.
PAVILION
ATCHAFALAYA
DISCOVERY/CAROUSEL
BABOON DISCOVERY CENTER
EVENT PAVILION
1/2 OF PICNIC MEADOW DISCOVERY/CAROUSEL
PHASE #4:
REROUTING TRAIN DREDGING
DREDGING
LAGOONS
REROUTING TRAIN
GIRAFFE FEEDINGLAGOONS DREDGING
ATCHAFALAYA
LAGOONS
EVENTCAROUSEL
PAVILION DISCOVERY/CAROUSEL
REROUTING TRAIN DREDGING LAGOONS
OVERVIEW Through the public outreach process and

stakeholder meetings, the logic of relocating the
The new master plan for the Baton Rouge Zoo is zoo entry to the northern edge of the existing zoo
a bold vision that will take years to bring to fruition, boundary, accessed through the heart of Greenwood
as is true for all comparable and successful modern Park, prevailed as a critical part of Phase One.
zoos. The layout of the plan and the phasing of New exhibits and attractions in the initial phases,
implementation require the same kind of logic in like the creation of an exciting entry building, an
what elements are required to come first, and the orientation plaza, the great meadow for events and
corresponding economic benefits of bringing those activities, and modern new exhibits for colobus and
exciting new exhibits and facilities online. pigmy hippos with underwater viewing, plus giraffe
The first and most important phase must correct feeding opportunities, will show that the new Baton
the problems that caused the Zoo to lose its AZA Rouge Zoo is moving forward not only to restore its
accreditation. With those issues addressed, the next AZA accreditation, but to begin the creation of the
vital need is to build new elements, exhibits, and next great zoo in North America.
attractions that will enhance the perceived value
of the zoo and provide new exhibits for the Baton
Rouge region to discover.

PHASE ONE (2019-2022)
Phase One focuses on
achieving AZA accreditation by
separating sanitary and storm
systems, installing a new AZA
security fence, revising the train
route to be entirely within that
fence, and creating new exhibits PARKING & ACCESS ROAD TO BE
for pigmy hippo, colobus, red

PHASE #1 IN PARK PLAN
river hogs and new aviaries. It

also includes new nighthouses
for giraffes, bison, elk, jaguar
#1
and spectacled bear.
The giraffe exhibit will
offer guests an opportunity
to feed the animals. The new
entry building, with entry and
orientation plazas, will connect
to the new 500 car parking
lot, and present a fresh new
#1
face for the zoo to the Baton
Rouge region. For projections
of attendance resulting from
Phase One, see the following BREC SERVICE AREA
TO BE INCLUDED IN
strategic business plan. PHASE 1:
PHASE #1:
AZA ACCREDITATION
PHASE #1 IN PARK PLAN
AZA ACCREDITATION
ENTRY
ENTRYPLAZA
ORIENTATION
1/2 PICNIC MEADOW
ORIENTATION
PRIM. PLAZA
PATH TO THE EXIST. BABOON
1/2 PICNIC MEADOW
GIRAFFE FEEDING
GIRAFFE FEEDING
REROUTING TRAIN
REROUTING TRAIN
Project:
Project:
BATONBATON
ROUGE
ROUGE
ZOO ZOO
ACCREDITATION
ACCREDITATION
SCHEDULE
SCHEDULE
Date Created:
Date Created:
4.9.19 4.9.19
2019 2019 2020 2020 2021 2021 2022 2022
J F MJ AF M
M JA JM AJ SJ OA NS DO JN FD M
J A
F M
M JA JM A
J JS O
A N
S D
O J
N FD M
J AF M
M JA M
J AJ SJ O
A N
S D
O J
N FD M
J AF M
M JA M
J AJ SJ O
A N
S D
O N D
TasksTasks
Masterplan
Masterplan
Presentation
Presentation X X XX XX XX XX XX XX XX X X
Oct-19 Oct-19
BREC Adopts
BRECPlan
Adopts Plan X X X Oct-19
X Oct-19
Hire Consultants
Hire Consultants X X XX XX X Dec-19
X Dec-19
CMAR CMAR X X X X
Design Services
Design Services X X X X
DevelopDevelop
Construction
Construction
DrawingDrawing X X XX XX XX XX XX XX XX XX X XOct-20 Oct-20
SD SD X X X X
DD DD X X XX X X
CD CD X X XX XX XX X X
Construction
Construction X X XX XX XX XX XX XX XX XX XX XX X XJul-21 Jul-21
Pre-Construction
Pre-Construction X X XX XX X X
Construction
Construction X X XX XX XX XX XX XX X X
Accreditation
Accreditation
Application
Application X XAug-21 Aug-21
AZA Onsite
AZAInspection
Onsite Inspection X XDec-21 Dec-21
AZA Accreditation
AZA Accreditation
HearingHearing X Mar-22
X Mar-22
AZA ACCREDITATION SCHEDULE
87
Owners Program
Project: BATON ROUGE ZOO - AZA ACCREDITATION
Area Item Qty. Unit Cost/Unit Total Cost Description
Giraffe
GIRAFFE BARN 3250 sf $400.00 $1,300,000.00
DEMO OLD GIRAFFE BARN 1500 sf $25.00 $37,500.00
DEMO OLD GIRAFFE MOAT 6300 sf $3.00 $18,900.00
FILL, REGRADE & SOD 6300 sf $5.00 $31,500.00
EXHIBIT CONNECTIONS 1 lump $30,000.00 $30,000.00 TO EXISTING EXHIBIT
TOTAL $1,417,900.00
Elk/Bison
NEW ELK & BISON BARN 2000 sf $300.00 $600,000.00
DEMO OLD BARNS 2400 sf $15.00 $36,000.00
DEMO OLD MOATS 4650 sf $3.00 $13,950.00
SITE MODIFICATIONS 1 lump $15,000.00 $15,000.00
TOTAL $688,200.00
African Hoofstock Area

DEMO OLD MOATS 20980 sf $3.00 $62,940.00
SITE MODIFICATIONS 1 lump $10,000.00 $10,000.00
TOTAL $177,840.00
Birds of Prey
DEMO EXIST AVAIRY 9800 sf $3.00 $29,400.00
NEW SS MESH ON NEW POLE FRAME 1500 sf $60.00 $90,000.00 3" x 3" mesh
MISC. WORK 1 lump $20,000 $20,000.00
TOTAL $409,400.00
Parrot Paradise
CONVERT TO "SERVICE AREA" 1 lump $20,000.00 $20,000.00
TOTAL $20,000.00
Misc. CornCribs
REPLACEMENT HOLDING 4 ea $50,000.00 $200,000.00
DEMO OLD HOLDING 1100 sf $10.00 $11,000.00
MISC. WORK 4 lump $3,000.00 $12,000.00
TOTAL $223,000.00
Pygmy Hippo
DEMO OLD MOATS 980 sf $10.00 $9,800.00
DEMO NIGHTHOUSE 580 sf $25.00 $14,500.00
NEW NIGHTHOUSE 1100 sf $500.00 $550,000.00
NEW EXHIBIT 1 lump $1,500,000 $1,500,000.00 W/UNDERWATER VIEWING
TOTAL $2,084,100.00
Spoonbills
DEMO EXIST MESH 2800 sf $1.00 $2,800.00
NEW SS MESH ON EXIST FRAME 6760 sf $20.00 $135,200.00 2" x 2" MESH
MISC WORK 1 lump $5,000.00 $5,000.00
TOTAL $143,000.00
World Aviary
If you demo for Entry DEMO BUILDING 2000 sf $20.00 $40,000.00
DEMO MESH ENCLOSURE 5000 sf $5.00 $25,000.00

AFRICAN AVIARY EXHIBIT 1 lump $266,666.68 $266,666.68
ASIA AVIARY EXHIBIT 1 lump $266,666.66 $266,666.66
SOUTH AMERICA AVIARY EXHIBIT 1 lump $266,666.66 $266,666.66
TOTAL $865,000.00
Carnivore (Bear, Jaguar &

Wolf)
EXHIBITS no work 5900 sf $0.00 $0.00
DEMO EXIST NIGHTHOUSES 1 lump $30,000.00 $30,000.00
NIGHTHOUSE 1000 sf $400.00 $400,000.00
MISC. WORK 1 lump $15,000.00 $15,000.00
TOTAL $430,000.00
Ibex
DEMO OLD MOATS 650 sf $15.00 $9,750.00 DIFFICULT ACCESS
FILL, REGRADE & EROSION CON 650 sf $20.00 $13,000.00 GRASS WILL NOT SURVIVE
MISC. WORK 1 lump $5,000.00 $5,000.00
TOTAL $27,750.00
Sable Antelope & Zebra

DEMO OLD MOATS 8920 sf $3.00 $26,760.00
TOTAL $71,360.00
Colobus
DEMO ENCLOSURE 1600 sf $5.00 $8,000.00
NEW NIGHTHOUSE 1000 sf $500.00 $500,000.00
NEW EXHIBIT 1 lump $500,000.00 $500,000.00
TOTAL $1,008,000.00
Utilities
NEW STORM SEWER LINES 900 lf $40 $36,000.00 WATERSHED 1 (West)
NEW STORM SEWER LINES 3200 lf $40 $128,000.00 WATERSHED 2 (West Central)
NEW STORM SEWER LINES 1600 lf $40 $64,000.00 WATERSHED 3 (Central)
NEW STORM SEWER LINES 1600 lf $40 $64,000.00 WATERSHED 4 (East Central)
NEW STORM SEWER LINES 200 lf $40 $8,000.00 WATERSHED 5 (East)
NEW STORM INLETS 50 ea $5,000 $250,000.00
TOTAL $550,000.00
SUB-TOTAL $8,115,550.00
CONTINGENCY (20%) $1,623,110.00
CONST. TOTAL $9,738,660.00
A&E, INCL. REIMB. 15% $1,460,799.00
AZA ACCREDITATION TOTAL $11,199,459.00
Entry
NEW ENTRY BUILDING 30,000 sf $200.00 $6,000,000.00
ORIENTATION PLAZA 1 lump $1,500,000.00 $1,500,000.00
FIRST 1/2 OF MEADOW 1 lump $200,000.00 $200,000.00
TRAIN STATION 1 lump $100,000.00 $100,000.00
TOTAL $7,800,000.00
SUB-TOTAL $7,800,000.00
CONTINGENCY (10%) $780,000.00
CONST. TOTAL $8,580,000.00
A&E, INCL. REIMB. 15% $1,287,000.00
ENTRY TOTAL $9,867,000.00
PHASE #1 PROJECT TOTAL $21,066,459.00
89
PHASE TWO (2024-2027)
Phase Two is divided into two
parts and creates the foundation
of the Baton Rouge Zoo’s
reinvention and transformation.
It features a 12 acre Africa
exhibit with an open multi-
species savanna, a rustic kopje
outcrop with a pride of lions,
forest species including a troop
of gorillas, colobus and pigmy
hippo. It also includes the great #2
Africa pavilion, a full service
restaurant and events facility
with restrooms and expansive
views of the savanna.
Another exciting element
of Phase Two builds on
the success of the existing
L’aquarium de Louisiane
#2
and Otter Pond and lays
the foundation for the new
Atchafalaya Swamp exhibit
complex. The site will be
regraded to create a series of PHASE 2:
PHASE #2:
constructed swamp wetlands

AFRICA
SERVICE AFRICA
BRIDGE
hosting alligator exhibits and

1/2 OF PICNIC MEADOW
SERVICE
ATCHAFALAYA BRIDGE
EVENT PAVILION
1/2 PICNIC
DREDGING MEADOW
LAGOONS
enhancing the theming and ATCHAFALAYA EVENT PAVILION
immersive experience of the DREDGING LAGOONS
exhibits. The iconic Swamp
House, a full service restaurant
and event facility with broad great destination day and night for the entire Baton Rouge region.
decks and boardwalks Phase Two will bring significant improvements in attraction
surrounded by cypress tree value, and a subsequent increase in attendance and revenues as
plantings, will become another documented in the following strategic business plan.
Project: BATON ROUGE ZOO MASTERPLAN PHASING SCHEDULE
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029-2032
M J S D M J S D M J S D M J S D M J S D M J S D M J S D M J S D M J S D M J S D 29 30 31 32
Tasks
MASTERPLAN    
PH #1: ENTRY AZA ACCREDITATION           

Design   
Construction        
PH #2: AFRICA              
Design    
Construction         
PH #2: ATCHAFALAYA PAVILION              
Design    
Construction         
PH #3: ATCHAFALAYA EXHIBIT 
Design
Construction
DESIGN AND CONSTRUCTION SCHEDULE

PHASE THREE (2029-2032)
PHASE FOUR (2033-2035)
Phase Three completes the
ambitious Atchafalaya Swamp
exhibit complex, adding a myriad
of wonderful new animal exhibits
and creating a stellar local biome
exhibit. It will tell a complete and
engaging story about Louisiana’s
largest swamp basin, its people, #3
history and culture.
Another significant part of
Phase Three is North America
by Train. This exhibit will only #4
be accessible to Zoo guests by
train ride, and will also include
exclusive views of the South
America and Africa exhibits.
Phase Four delivers the #3
Discovery Center with contact
yards, classrooms, interactive
play area, and endangered
species carousel. Connecting
with the orientation plaza, splash
pad, and train station from PHASE
PHASE #3:
ATCHAFALAYA 3:
EXHIBIT
Phase One, this facility will bring ATCHAFALAYA
NORTH EXHIBIT
AMERICA BY TRAIN
NORTH AMERICA BY TRAIN
programs and unique events to PHASE #4:
PHASE 4:
DISCOVERY/CAROUSEL
the entry complex and meadow, DISCOVERY CENTER
and will be a destination unto CAROUSEL
itself within the Zoo.
Upon completion of Phase
Four, the Baton Rouge Zoo will guests per year. With modern, immersive exhibits and excellent
be the most visited regional service facilities, it will be used and enjoyed by more groups in more
attraction, hosting
Project: BATON overZOO
ROUGE 375,000 ways
MASTERPLAN than ever
PHASING before in the Zoo’s 50 year history.
SCHEDULE
2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046
Tasks
PHASE #1 ENTRY & AZA
DESIGN
CONSTRUCTION X
PHASE #2 AFRICA
DESIGN X
CONSTRUCTION X X
PHASE #3 ATCHAFALAYA
DESIGN X
CONSTRUCTION X X
PHASE #4 DISCOVERY
DESIGN X
CONSTRUCTION X
PHASE #5 ASIA
DESIGN X
CONSTRUCTION X X
PHASE #6 SOUTH AMERICA
DESIGN X
CONSTRUCTION X X
PHASE #7 REPTILE
DESIGN X
CONSTRUCTION X X
STRATEGIC PLAN
SCHULTZ & WILLIAMS X X X X X X X X X X
ATTENDANCE: 375,000 +
OVERALL MASTER PLAN PHASING SCHEDULE
91
FUTURE PHASES FIVE
THROUGH SEVEN
Phases Five through
Seven create the final level of
excellence for the Baton Rouge
Zoo. These phases appear in the
following project cost estimate
in 2019 dollars for information
#3
only, as the scope of this master
plan was not only to create a
long range road map for the #7 #2
zoo’s future, but to evaluate the #1
impact of that success in the 10
year span of 2020 through 2030. #4
Looking at other comparable
#5
major zoo renovations from #6
around the country, once the
Zoo achieves a positive and
engaging critical mass, the #3 #2
future unfolds in a positive
fashion, as it should.
#7 #2
#1
PHASE 5:
#4 ASIA #1 #2-#7 AS REQ’D
#5 COMPLETE PRIMARY PATH
#6 PHASE 6: PHASE 2-7:
SOUTH AMERICA QUARANTINE, SERVICE,
PHASE 7: COMMISSARY, RENOVATE
REPTILE BUILDING FORMER ENTRY
#2
FINAL THOUGHTS ON COSTS AND great success, increasing the annual attendance
IMPLEMENTATION from 400,000 to 1.2 million guests, and substantially
#1 #2-#7 AS REQ’D reducing their operational subsidy with increased
The Baton Rouge Zoo master plan is large and revenues. There are many comparable zoos sharing
complex, but presents an exciting future for the 50 the same success story. A famous movie once used
year old facility. It will change everything for the Zoo the phrase “if you build it, they will come”. This
and the region it is a part of. The change will not is the future of the Baton Rouge Zoo, accessed
come quickly or easily. It is a long haul endeavor from within the heart of the beautifully improved
that will take time, patience and dedication to bring Greenwood Park, reaching out to the Baton
to fruition. Rouge regional population to serve so many in
Comparable zoos like the Memphis Zoo realized unprecedented ways.
their improvements over the course of 33 years with

Baton Rouge, Louisiana
Cost Estimate
30-Jul-19
EXISTING ZOO: 147 Gross acres

103 Total acres within AZA fence
- 59 developed acres with exhibits
- 16 acres parking and service
- 28 acres off exhibit holding
44 Acres buffer and undeveloped acres
ZOO CIRCULATION, EXHIBIT LENGTHS, AND ATTRACTION VALUE

EXISTING ZOO Lengths in LF Attraction Value
Distance from parking to entry 1,000 Low
Primary Path 2,400 Low
Africa 2,400 Low
South America 600 Low
Atchafalaya Swamp 1,200 Minimal
Asia 400 Good
Farm 500 Minimal
Walking Total 8,500
Train (no exhibits) 6,000 Good
Existing Zoo Total Capacity 14,500
NEW MASTER PLAN ZOO
Distance from parking to entry 400 High
Entry/Orientation/Splash/Meadow 300 High
Primary Path 2,900 High
Discovery 1,000 High
Reptile 1,200 High
Africa and Africa Pavilion 2,200 High
South America 1,400 High
Atchafalaya Swamp and Swamp House 2,700 High
Asia 1,600
13700
Trains (includes 4800 L.F. of exhibit experience) 6,200 High
New Zoo Master Plan Capacity 19900
New Zoo gains exceptional attraction value and holding capacity with nearly one mile of additional
high quality, immersive experiences, including climate-controled exhibit and event facilities.
TOTAL CONSTRUCTION COST IN 2019 DOLLARS $ 171,000,000.00

Contingency $ 17,261,459.00
A&E and Project Costs $ 27,000,000.00
Additional Owner Costs/FF&E $ 8,000,000.00
TOTAL PROJECT COSTS IN 2019 DOLLARS $ 223,261,459.00
CONSTRUCTION COSTS
NEW MASTER PLAN ZOO Acres Construction Cost (Rounded)
Parking 500 cars, 5 acres by Sasaki by Sasaki
AZA Accreditation & Improvements Zoo wide $ 9,700,000
Entry and Orientation Plaza 30,000 s.f. entry building 1 $ 7,700,000.00
Food at Orientation Plaza 0.5 $ 500,000.00
Train Station 1.0 $ 100,000.00
Discovery 1 $ 5,000,000.00
Meadow 2 $ 1,000,000.00
Reptile Complex 1 $ 18,000,000.00
Health/Service/Holding 6 $ 3,000,000.00
Primary Path 4 $ 3,000,000.00
Africa 12 $ 29,000,000.00
Africa Pavilion 15,000 s.f. 1 $ 6,000,000.00
Atchafalaya Swamp 8 $ 24,000,000.00
Swamp House 15,000 s.f. 1 $ 6,000,000.00
North America within train loop 8 $ 3,000,000.00
Off Exhibit Holding 18 $ 2,000,000.00
Picnic/Event/Lake 3 $ 4,000,000.00
Asia 8 $ 19,000,000.00
South America 5 $ 20,000,000.00
Staff Center/Bridge/Parking 6 $ 5,000,000.00
Commissary/Training/Holding 4 $ 3,000,000.00
Service Roads and Buffer 14 $ 2,000,000.00
South of Service Buffer 11 no cost
115.5 $ 171,000,000.00
COST ESTIMATE, PAGE 1
93
Baton Rouge Zoo Master Plan Implementation - COST ESTIMATE
7/30/2019
Page 2 of 2
ZOO MASTER PLAN DEVELOPMENT COSTS BY PHASES

PHASE 1 (2019-2022)
AZA Accreditation and Improvements (see attached document dated 3/18/19) $ 8,115,550.00
A&E + Project Costs $ 1,460,799.00
$ 11,199,459.00 $ 11,199,459.00
New Entry Building 30,000 s.f. @ $200/s.f. $ 6,000,000

Orientation Plaza/Splash L.S. $ 1,500,000
Train Station L.S. $ 100,000
Clear first half of Meadow L.S. $ 200,000
$ 7,800,000.00
Contingency $ 780,000.00
A&E + Project Costs $ 1,287,000.00
$ 9,867,000.00 $ 9,867,000.00
TOTAL COSTS PHASE 1 $ 21,066,459.00
PHASE 2 (2024-2027)
AFRICA - Exhibits and Africa Pavilion $ 35,000,000.00
Atchafalaya Swamp House and Lagoon, Second Half of Meadow $ 10,000,000.00
Service Bridge, crossing Cypress Bayou $ 2,000,000.00
$ 47,000,000.00
Contingency 5,000,000.00
A&E + Costs $ 7,800,000.00
$ 59,800,000.00 $ 59,800,000.00
TOTAL COSTS PHASE 2 $ 59,800,000
PHASE 3 (2029-2032)
ATCHAFALAYA SWAMP
Exhibits and Habitat Complex $ 20,000,000.00
Health/Holding/Service Roadway $ 6,000,000.00
North America Exhibits $ 3,000,000.00
$ 29,000,000.00
A&E + Costs $ 4,800,000.00
Owner Costs/FF&E $ 2,000,000.00
$ 38,800,000.00 $ 38,800,000.00
PHASE 4 (2033-2035)
DISCOVERY, New Train Station $ 5,000,000.00
Services and Infrastructure, Carousel $ 3,000,000.00
$ 8,000,000.00
Contingency 800,000.00
A&E + Costs $ 1,200,000.00
$ 11,000,000.00 $ 11,000,000.00
PHASE 5 (2037-2048)
ASIA $ 19,000,000.00
Picnic/Event/Lake $ 4,000,000.00
Off Exhibit Holding $ 2,000,000.00
Staff Center, Commissary, Services, Multiple Facilities $ 8,000,000.00
$ 33,000,000.00
A&E + Costs $ 4,995,000.00
$ 42,295,000.00 $ 42,295,000.00
PHASE 6 (2041-2044)
SOUTH AMERICA $ 20,000,000.00
A&E + Costs $ 3,300,000.00
$ 26,300,000 $ 26,300,000.00

PHASE 7 (2044-2047)
REPTILE COMPLEX $ 18,000,000.00
A&E + Costs $ 3,000,000.00
$ 24,000,000 $ 24,000,000.00

BATON ROUGE ZOO IMPLEMENTATION 28 YEARS! MEMPHIS ZOO'S WAS 33 YEARS!
COST ESTIMATE, PAGE 2
95
6
STRATEGIC
BUSINESS
PLAN
STRATEGIC
BUSINESS PLAN
Introduction ......................... 100
Strategic Business
Plan Goals ........................... 101
The Zoo’s Historical

Performance ....................... 101
Strategic Business
Opportunities Overview ....... 102
Implementation
Schedule .............................. 103
Business
Opportunities ....................... 104
Celebrating the
New Master Plan .................. 114
Concluding Thoughts ........... 115
99
INTRODUCTION
The leadership of BREC’s Baton Rouge Zoo has a vision to transform the current Zoo
by creating zoological journey that offers the city’s residents, families, visitors and guests
a fun, unique zoo adventure. The Zoo, BREC Commission and Administration, Friends
of the Baton Rouge Zoo Board of Directors and the BREC Foundation are united and
determined to give Baton Rouge the great zoo that it deserves, establishing it as a key
cultural cornerstone of this growing and dynamic city. Baton Rouge should not settle for
anything less.
Armed with the vision to provide Baton Rouge with a great zoo, one that is especially
distinctively for Baton Rouge, the leadership team has invested in significant and
thoughtful planning to develop an absolutely transformational reinvention of the Zoo.
Visitors will be engaged through interactive, highly-personalized wildlife experiences that
are compelling and memorable.
Schultz & Williams (S&W) appreciates the opportunity to continue building on our
strong and long-standing relationship with the Baton Rouge Zoo and BREC. Having
facilitated the 2015 Feasibility Study and partnered in the development of the new vision
outlined in the 2016 Conceptual Facility and Site Planning Report for a New Baton Rouge
Zoo, we are uniquely positioned to develop this Strategic Business Plan.
Beginning in the fall of 2018 and concluding with this report in July 2019, S&W worked
on the Strategic Business Plan to support the Facility Master Plan being developed by
Torre Design Consortium, LLC (TDC). The objective of the Strategic Business Plan is to
clarify the business and operational goals that are to be achieved with the implementation
of new Facility Master Plan projects. The integrative process to help identify new
strategic, operational and funding opportunities that synthesize with the objectives of
the new Facility Master Plan also took into account the new vision and facility master
planning for BREC’s Greenwood Park.
For BREC’s Baton Rouge Zoo, the strategic business planning process had three phases
of work:
1. Industry Trends & Market Analysis
2. Identification of Business Strategies & Implementation Timing
3. Future Operating & Attendance Projections
As a final deliverable for this project, S&W has prepared the following new Strategic
Business Plan with attendance and financial projections for the Zoo, which will allow the
Zoo to achieve its mission, fulfill its vision and follow an integrated “roadmap” for the Zoo
– all within a viable and sustainable financial model and structure.
The Strategic Business Plan outlines the key financial and business strategies from
2020 through 2029 – the next 10 years – that will help to ensure the long-term success
and viability of BREC’s Baton Rouge Zoo. These strategies focus on the new facility
enhancements outlined in Phase 1 and Phase 2 of the Facility Master Plan. The details of
the industry trends and market analysis can be found in Appendix A.
It is anticipated that the capital investment for the new Facility Master Plan projects
will be funded through both public and private sources. For planning purposes, the
agreed-upon assumption is that the initial phase of the Facility Master Plan will be
funded primarily by BREC, whereas subsequent phases will be funded by an increasing
percentage of private philanthropy.
This Strategic Business Plan builds upon the successes of the Zoo as the #1 year-
round family attraction in Baton Rouge and leverages the Zoo as a community destination
where people connect with animals.

STRATEGIC BUSINESS PLAN GOALS
The goals of the Strategic Business Plan for BREC’s Baton Rouge Zoo are to:
1. Fulfill facility priorities specifically to ensure AZA accreditation by 2022.
2. Develop and maintain a sustainable financial model that leverages BREC’s
support and services and significantly increases the Zoo’s ability to generate
earned revenues.
In the end, the strategic business planning process will ensure that the Zoo is well
positioned to enact a Facility Master Plan that effectively advances its mission. The Baton
Rouge Zoo will provide far more than an opportunity to view animals. The vision for the
Zoo, which is modeled after the leading zoo trends in the nation, is to offer fun, creative,
immersive experiences that have the power to deliver a compelling message about
preserving wildlife in wild places for a public that is increasingly isolated from nature.
THE ZOO’S HISTORICAL PERFORMANCE
The total revenue for the Baton Rouge Zoo has remained relatively stable, hovering
around the $5.5MM level for the past several years. Admissions fees revenue peaked
though in 2016 due to an increase in admissions fees.
101
STRATEGIC BUSINESS
OPPORTUNITIES OVERVIEW
As BREC’s Baton Rouge Zoo developed the new Facility Master Plan, the leadership team
focused in on the following goal: The Baton Rouge Zoo will become the entertainment and
educational destination for residents and tourists in the Baton Rouge region.
To achieve this goal, the following strategic business findings and opportunities must
be addressed and maximized to ensure the future success and sustainability of the Zoo:
• The Zoo/BREC must invest in new animals and capital maintenance
improvements to gain AZA accreditation status in 2022. With AZA accreditation,
the Zoo will exhibit and maintain a diverse and engaging animal collection with
the highest standards of animal care.
• The overarching goal of creating compelling reasons to visit BREC’s Baton Rouge
Zoo must be kept top of mind. Initial facility and visitor improvements as detailed in
the new Facility Master Plan focus on:
• African animals, as well as Louisiana experiences unique to Baton Rouge
• Fun and engaging visitor experiences
• Up-close and personal animal programs and experiences
• Improvements in “way-finding”
• Creation of new events to attract new audiences/visitors to the region –
families and millennials
Operating strategies that support the Zoo’s vision and the implementation of the new
Facility Master Plan include:
• BREC/Zoo must develop a focused marketing/awareness campaign to tell the
new story of the “uniquely Baton Rouge Zoo” – highlighting its new/expanded
exhibits, experiences, events and the great value the Zoo offers.
• Sequencing is critical – the Zoo must create a sustainable “phase-in” to the
capital investments that integrates with the Zoo’s long-term Facility Master Plan
and plans for Greenwood Park.
• The Zoo’s new entry must integrate with the timing of the Greenwood Park
improvements while supporting the “must have” AZA accreditation improvements
that are priorities.
• New amenities are critical for attracting visitors, generating additional revenue
and increasing memberships.
• Food service and retail planned in Phases 1 and 2 must be priority
investments as they will support “visitor stay time” and increase the Zoo’s
financial resources. If a new partner is identified, this could provide new
capital investment dollars in the initial phase.
• Visitor “conveniences” (including resting areas, shade structures, mist
stations, water/nature play and engaging “overlooks”) are critical to creating
a repeat visit to the Zoo.
• As new capital investments are constructed and opened, the Zoo should consider
adjusting admission prices modestly to align the value offered against the
general admission fees.

• The Zoo should continue to invest in focus groups and surveys to engage their
stakeholders and learn how to best meet their needs.
• The Zoo should expand its existing inclusivity practices and outreach programs to
all under-served Parish-wide populations.
• Investing in multifunctional “conditioned” event venues that can cater to
corporate events and large social events (grow the number of weddings in
particular at the Zoo) would increase the Zoo’s financial resources and its brand
awareness while also enhancing its value as a community resource and a source
of pride.
• A continued and expanded partnerships with Louisiana State University, Southern
University and Baton Rouge Community College for education, animal health and
research initiatives should be pursued and developed.
MASTER PLAN IMPLEMENTATION

SCHEDULE
The new Facility Master Plan developed by Torre Design Consortium, LLC outlines an
innovative and exciting expansion of the guest experience at BREC’s Baton Rouge Zoo.
The most critical factor in the sequencing of the new Facility Master Plan is to position
BREC’s Baton Rouge Zoo to become accredited by the AZA once again.
The Strategic Business Plan focuses in on the implementation schedule over the next
10 years - through the build-out of Phase 1 and Phase 2 of the new Facility Master Plan.
The master plan implementation schedule below outlines the new and updated
exhibits and experiences for 2022, 2027 and beyond.
 Phase 1 (opening in 2022):

 Entry Complex AZA Accreditation Improvements

Phase 2 (opening in 2027):
Africa Atchafalaya Venue
Phase 3 (opening in 2032):

Atchafalaya Swamp
Phase 4:
Discovery Carousel
Phase 5:
Asia
Phase 6:
South America
Phase 7:
Reptile Building
This implementation
This scheduleassumes
implementation schedule assumesinvestments
investments funded
funded through
through public
public support
support
from from
BREC and and
BREC private capital
private campaigns.
capital campaigns.
Each new exhibit and experience sequenced will have a cumulative strategic impact
on itsEach
implementation year.
new exhibit and experience sequenced will have a cumulative strategic impact
on its implementation year.
103
In the shorter term – the respective openings of the new Africa exhibits and
Atchafalaya Swamp exhibits in 2027 and 2032 will make the largest business impacts
In the shorter term – the respective openings of the new Africa exhibits and Atchafalaya
Swamp exhibits in 2027 and 2032 will make the largest business impacts by significantly
increasing attendance through both new visitors, increasing stay-time, and producing
revenue. The event space associated with the Atchafalaya Swamp exhibit will increase
earned event revenue. Both will also allow the Zoo to increase its admission fees and
increase per capita spending of guests throughout the Zoo. The years that have no major
exhibit/experience opening (2020-2021, 2023-2026, 2028-2031) will experience lower
business impacts. We encourage the Zoo to look into seasonal exhibits and experiences to
help maintain attendance and per capita spending during these quieter years.
BUSINESS OPPORTUNITIES FOR

BREC’S BATON ROUGE ZOO
The goal of the Zoo experience is to take visitors through a multi-dimensional
adventure of encountering animals in naturalistic settings and feeling as if they have
traveled into the wild. Learning from the trends among zoos today, the Zoo’s new exhibits
will connect the visitor to the animals through up-close perspectives and opportunities
for personal engagement.
To achieve the goals of increasing visitor spending and stay-time, creating additional
reasons to visit the Zoo, strengthening the Zoo’s brand and awareness, and fulfilling the
Zoo’s core mission and purpose, the Facility Master Plan calls for the implementation of
the following new business opportunities:
Ambassador Animals & Keeper Chats – Increasing Animal & Education Staff
Interaction with Guests
Guest engagement with Zoo animals and staff is the underlying premise for the
Zoo’s mission and vision. Therefore, the educational experience should not be limited
to classrooms or just offered for school groups; rather, it should be highly visible and
accessible throughout the Zoo. Having keeper demonstrations creates interactive zoo
experiences for the visitors. Keeper demonstrations are also critical for communicating
key conservation messages to Zoo guests. As new exhibits are built, the Zoo should
ensure that there are training windows and stages built to allow for up-close
demonstrations for the guests to actively engage with both the keepers and the animals.
Such experiences help to increase the perceived valued of a visit, as well as
provide the potential for up-charged fees for special programming in the short-term.
Sponsorships of these programs are also an option for generating additional revenue.
These animal encounters and demonstrations should also be taken off Zoo grounds
and into schools, community centers, and even corporate events to expose new
audiences to the Zoo. As the new Facility Master Plan is implemented, there will be
additional animal holding spaces that will allow the Zoo to expand its outreach animal
collection to take into the community.
Planned Updates for BREC’s Baton Rouge Zoo: The Zoo staff is continuously looking
for opportunities to add more guest engagement with staff and animals, even before
the Facility Master Plan is completed. Currently, the Zoo offers “Keeper Chats” at the
giraffes, otters, pelicans and black rhinos, and they are actively considering ways to build
upon this successful program.


Train
Trains provide Zoo guests with opportunities to see the Zoo from new angles, including
traveling through exhibits and going behind-the-scenes to see off-exhibit animals. Train
ride experiences are often one of a zoo’s top performing revenue generators with typically
high utilization and net operating margins. Train rides can be marketed and packaged
in various ways to encourage sales, ride/experience packages and special/group event
sales. Trains are also used to offer guests a rest from the walking experience and extend
visitor stay-time, which positively impacts food and retail sales.
Planned Updates for BREC’s Baton Rouge Zoo: Currently, the train at the Zoo is very
popular with 30% utilization despite providing limited animal viewing. The Facility Master
Plan proposes a new train route, which will offer guests a much more dynamic experience.
Carousel
Endangered animal-themed carousels are another popular zoo experience for many
guests and are very strong revenue generators as well. In addition, the opportunity to
“ride” an endangered species animal provides an opening to create another connection
between humans and wildlife, furthering the conservation education goal. Carousel
rides can also be marketed and packaged in a variety of ways to encourage sales, ride/
experience packages and special/group event sales. Like the train ride, carousels, too,
can be used to offer guests a rest from the walking experience and extend visitor stay-
time, positively impacting food and retail sales.
Planned Updates for BREC’s Baton Rouge Zoo: With the new entry plaza, the new
Facility Master Plan calls for the addition of a carousel in Phase 4.
Entry Experiences/Arrival Sequence
For the visitor, the Zoo experience begins with Zoo signage and parking, culminating
in the entry plaza. The more relaxed and enjoyable the process, the more likely it is
guests will purchase larger admission packages along with food or retail upon arrival.
• Flow is key; the entrance must be able to handle large numbers of guests at once.
• The entry plaza should be welcoming and open with easily accessible amenities.
• School and large groups should have their own separate entrance.
• Having the retail shop conveniently located near the exit with spill-out displays
into the entry plaza will increase visibility and sales.
• On peak and special days, guests could be greeted by keepers and docents with
animals and/or other educational items to engage guests as they wait for tickets
and enter the Zoo.
Planned Updates for BREC’s Baton Rouge Zoo: One of the major projects in Phase 1 of
the Facility Master Plan is building a new entry that brings the guest through Greenwood
Park and leverages the assets of the Park as part of the guests’ arrival sequence. The
new entry plaza will also offer enhanced guest entry and retail shopping.
Splash Pad/Water Play
Splash pads have become increasingly popular in zoos across the country; they are
an amenity that people value and enjoy. Coupled with retail and food, a splash pad/water
105
play area creates a hub within the Zoo in which guests will typically spend 30 minutes to
over an hour, resulting in significantly increased food and retail per capita spending.
• The splash pad business model can be supported through admission fees or a
special additional fee at the gate.
• Splash pads are proven to help with admission sales, visitor loyalty and repeat
visitation.
• Splash pads can also help with rentals and group sales, especially for birthday
party crowds.
Planned Updates for BREC’s Baton Rouge Zoo: The new Facility Master Plan includes
additional water play and splash experiences throughout the Zoo experience.
Animal Encounters/Experiences
Animal encounters and experiences are great places for guests to engage with
keepers and docents and learn more about wild animals. Feeding stations for animals
like giraffes and lorikeets are very popular and can generate additional revenue for
the Zoo. Additionally, animal feeding can also be marketed and packaged in ways that
encourage sales, ride/experience packages and special/group event sales.
Planned Updates for BREC’s Baton Rouge Zoo: With the planned renovations to the
giraffe barn, the Zoo will be able to allow guests to feed the giraffes and possibly other
animals in the future, too.
Themed Playgrounds
Creating themed play areas extends the hands-on feeling of the Zoo experience. Play
areas are very attractive to young families and are helpful in increasing repeat visitation
and admission sales. Not only do themed playgrounds encourage the kind of climbing and
playing that is fun and important for children’s social, intellectual and physical development
and well-being, but they also reinforce the importance of playing in nature, which has been
shown to support the development of more vigorous, cooperative and imaginative learners.
Planned Updates for BREC’s Baton Rouge Zoo: The new Facility Master Plan
works additional themed play structures around the new exhibits throughout the Zoo
experience.
Overnight Experiences
Zoos are safe and educational spaces, ones at which parents feel good about
encouraging their children to spend time. Because of this, scouting groups, youth
groups and other clubs have made zoos a popular overnight destination. The overnight
experience is often an unforgettable one for children because they are able to experience
the animals’ night and morning routines – often when animals are most active. This is a
special experience not available to the casual guest.
Planned Updates for BREC’s Baton Rouge Zoo: The Zoo has a well-established Safari
Nights program for scouting groups and other small groups. The new spaces created
through the Zoo in the new Facility Master Plan will allow this popular offering to
continue to grow and attract new audiences.

Special Event Space
Zoos are very attractive for group outings and private events. Marketing the Zoo as a
venue for everything from corporate meetings to group picnics to weddings will generate
revenue for the Zoo and increase the range of audiences visiting the Zoo.
With the addition of more multi-purpose space in the new Facility Master Plan, the
Zoo will truly be a destination for special events and private parties.
Planned Updates for BREC’s Baton Rouge Zoo: The new Facility Master Plan has
multiple conditioned, multi-use spaces planned. These spaces will be marketed for
private outings and weddings. Planned new spaces throughout the Zoo are specifically
designed to be unique and not compete with other venues in Greenwood Park.

Conservation Stations and Experiences
The Zoo already works hard on telling its conservation story. Yet, there are ways
the Zoo’s conservation message and educational component could be highlighted to a
greater degree throughout the Zoo, utilizing special features/experiences that encourage
learning and exploration, such as:
• Conservation Coins
• Rainforest Meters
• Washed Ashore traveling exhibits
• Recycling materials and zero-plastics
• Conservation Bracelets
Special/Evening Events
With the expansive layout of the Zoo, including horticulture and trees, the addition of
a seasonal evening light show offers guests a new type of twilight experience. Themed
projections and decorative lights outside of the holiday season make for a fun evening for
a range of audiences. Light shows can be paired with a range of events including adult
functions such as wine nights and beer tastings.
107
ATTENDANCE ASSUMPTIONS
The Zoo’s nearly 20-year average baseline visitation is around 230,000 visitors. The
most recent four years (2015, 2016, 2017 and 2018) have seen a drop from that baseline,
but this recent decrease can be associated with external factors to a significant level,
which include the public debate about moving the Zoo, significant flooding throughout
the Parish, and public safety incidents in East Baton Rouge Parish.
 Themajor
The last last major facility
facility investment,Realm
investment, Realmofofthethe Tiger
Tiger in
in 2006,
2006,spiked
spikedattendance
attendance to
over 260,000
to over 260,000
 annual annual guests.
guests. Based
Based on on
thisthis
andand zoo
zoo modelsacross
models acrossthe
the country,
country, the
the
assumptionassumption
is that is
as that
the as
Zoothe Zoo
makesmakes regular
regular investments
investments (every
(every three
three toto fiveyears)
five years)

in qualityin animal
quality animal
exhibits exhibits and guest
and guest amenities
amenities while
while offering
offering highvalue
high valuefor
forthe
the guest
guest
experience,
experience, thebaseline
the Zoo’s Zoo’s baseline annual
annual attendance
attendance will will continue
continue to to grow.
grow.
The Zoo’s baseline attendance of 230,000 guests is comprised of a consistent
The Zoo’s baseline attendance of 230,000 guests is comprised of a consistent
breakdown of paid guests (about 72%), Friends of the Zoo members (about 20%), and
breakdown of paid guests (about 72%), Friends of the Zoo members (about 20%),
are children of the age one and under and event volunteers that receive free admission
and are children of the age one and under and event volunteers that receive free
(about 8%).
admission (about 8%).
FOZ
20%
Child 1 and Under
& Event
Volutneers
Paid
8%
72%
Based on the attendance assumptions below and the planned new facility
Based on the attendance assumptions on the next page and the planned new facility
improvements and investments in the guest experience in Phase 1 and Phase 2
improvements and investments in the guest experience in Phase 1 and Phase 2
developed with TDC, we have conservatively projected that the Zoo will attract
developed with TDCL, we have conservatively projected that the Zoo will attract around
around 375,000 guests in 2027 with the opening of the Africa exhibits (Phase 2).
375,000 guests in 2027 with the opening of the Africa exhibits (Phase 2).
Current 2019
108 | BATON ROUGE ZOO MASTER PLAN2020
Budget 2021 2022 2027
developed with TDC, we have conservatively projected that the Zoo will attract
around 375,000 guests in 2027 with the opening of the Africa exhibits (Phase 2).
Current 2019
Budget 2020 2021 2022 2027
Entry Complex
Opening
AZA
Seasonal Accreditation Africa Opening
General Attraction & Required
Marketing Small Exhibit Improvements Atchafalaya
Campaign Improvements Completed Venue Opening
175,000 183,750 192,938 230,000 375,000
5% 5% 19% 63%
increase over increase over increase over increase

previous year previous year previous year over 2022
WithWith
thethe additional investments planned in subsequent phases 4 through 7 of the
additional investments planned in subsequent phases 4 through 7 of the
new Facility Master Plan, the annual visitation has potential to grow well over
new Facility Master Plan, the annual visitation has potential to grow well over 400,000
visitors. In Appendix B, the full attendance projections for the next 10 years (2020-2029).
General attendance assumptions:

  
• Attendance will see 5% annual increases between 2019-2021, which will be
driven by general marketing, a focus on increasing guest interaction at the Zoo,
and positive momentum around new exhibits coming in 2022.
• With the opening of the new entry complex and addressing AZA concerns in 2022,
attendance will increase by 19%. The two biggest drivers for this increase will be
the addition of giraffe feeding and other new animal exhibits including colobus
monkeys and pygmy hippos with underwater viewing.
• When attendance rises to 375,000 in 2027, this will be due in part to a 25%
increase in repeat visitation with the compelling visitor and animal experiences.
• The projected attendance in 2027 reflects about 50% of the Baton Rouge
Metropolitan Statistical Area population. See Appendix A to see how at that BREC’s
Baton Rouge Zoo will be more aligned with benchmarked peers in that category.
FINANCIAL PLANNING ASSUMPTIONS FOR OPERATING PLAN

S&W developed the following planning assumptions to guide the first two phases
of the new Facility Master Plan with financial projections 2020 - 2022 and for 2027 for
BREC’s Baton Rouge Zoo. Detailed ten-year attendance and financial projections for 2020
through 2029 are included in Appendix B.
We believe that the planning assumptions are conservative. The Strategic Business
Plan focuses only on the Zoo’s operating impacts. Capital investment costs for
implementing the facility master plan projects are not addressed in this plan.
It is most important to note that the all the attendance and financial projections in this
report are based on implementing the new facility master plan on the timeline planned
to the full scope and scale of the exhibits designed.
109
REVENUE PLANNING ASSUMPTIONS
Admissions Revenue – Admission prices will likely remain at current rates until 2022. In 2022
with the opening of the new entry complex and completion of animal improvements associated
with AZA accreditation standards, the Zoo will increase admission prices by $2. Therefore, we
are assuming the adult admission price will go from $8.75 to $10.75, the senior admission price
will go from $7.75 to $9.75, and children 2-12 will go from $5.75 to $7.75 (all prices are plus tax).
In 2027 with the significant new animal experiences associated with the Africa exhibit
opening, we are assuming that the Zoo will implement a version of dynamic pricing, which
utilizes an algorithm to determine the price for each day based on predicted attendance,
weather, and scheduled events. There will be a low and a high price set between which the
rates will fluctuate based on the algorithm. Based on other zoos’ dynamic pricing models, the
admission revenues will increase by 20% in 2027 and continue increasing in subsequent years.
The admission prices for dynamic pricing will be determined with the assistance of the vendor
providing the algorithm.
As part of the Zoo’s community focused and inclusive practices, the Zoo will continue to offer
Wednesday afternoons at the $1.50 price for all ages between 2pm and 5pm.
Even with the price increases, BREC’s Baton Rouge Zoo will continue to have one of the
lowest admission prices among its peer AZA zoos throughout the country.
Giraffe Feeding & New Animal Experiences – In 2022, the Zoo will offer giraffe feeding
opportunities for guests. Guests will pay $2.50 to feed the giraffes. It is projected to generate
$70,000 in 2022 and increase steadily with increases in attendance. In 2027 the opening of many,
new animal exhibits associated with the African experience will allow the Zoo to implement
other feeding and animal engagement opportunities to further enhance the visitor experience.
The new experiences are projected to generate another $50,000 to $65,000 in new revenue.
Stroller & Wheeler Chair Equipment Rental Revenue – Based on the current associated
per capita revenue, the equipment rental (strollers and wheelchairs) revenue will grow with
attendance.
Amusement Rides (Train) – The train ride is beloved by guests of all ages even though
the current experience includes only a few animal viewing opportunities. The train is going
to be re-routed to enhance the experience and offer the guests more unique animal viewing
opportunities. Currently about 30% of Zoo guests ride the train. This will continue for 2020, but
in 2021, due to the re-routing and construction work, the train experience will not be available
for at least two-thirds of the year. With the opening of the upgraded train experience, we project
prices to increase from $2 per ride to $3 per ride. We are projecting utilization to remain at 30%
going forward, but the growth in revenue will come from the increased fees and the growth of
the Zoo’s total attendance.
Miscellaneous – Miscellaneous revenue is projected to remain flat in 2020 and 2021. We are
projecting a 5% increase in 2022 and a 150% increase in 2027.
Food Services – The revenue projections for food services are associated with the current per
capita of $2.63. We are projecting an increase in food per capita in 2022 by 2% and continued 2%
increases each year until 2027. In 2027, a 10% increase in food per capita spending is projected
– increasing the food per capita to $2.96 with the new food facilities and offerings.
Souvenirs/Retail – The revenue projections for souvenir retail sales are associated with the
current per capita of $1.60. We are projecting a 5% increase in souvenir/retail per capita in 2022
and a 10% increase in 2027 with new, expanded gift spaces – by 2027, the souvenir/retail per
capita is projected to be $1.85.

Facility Rental – It is assumed that until any new spaces are completed, facility rental income
will remain consistent with what is budgeted in 2019. In 2022, with the new entry complex having
multi-use space and a new plaza, facility rental income will increase by 30% and will continue
increasingly annually through 2029 as the spaces become known and utilized by private rentals
successfully. The most significant increase in facility rental income will come with the new
Atchafalaya Swamp event/multi-use space along with the new gathering spaces in the African
exhibits. We are assuming a 100% increase in rental income from 2022 to 2029.
Education Programs & Educational Day Camp Revenue – Limited by space, educational
program and day camp revenue is projected to remain consistent with the 2019 current budget
in 2020 and 2021. In 2022, the new entry complex will allow for more space for programming and
the excitement of having giraffe feeding along with other improved animal exhibits will help to
grow camp and program attendance. It is assumed that school group attendance will continue to
decline due to transportation costs, but fee-based programming for individual families and other
groups, especially day camps, will increase.
Tax Revenue – While in the last five years (2015 to 2019) BREC tax revenue has increased by
an average of 16% per year, we are conservatively projecting that BREC tax revenue will increase
by 5% in 2020 and 2021. In 2022 with the opening of Phase 1, the Zoo will have greater ability
to generate earned revenue; therefore, the Zoo will be less dependent on BREC tax revenue. In
2022, BREC tax revenue is projected to increase by 2% and at 2% annually from 2023 through
2029. By continuing to modestly increase the BREC tax revenue, BREC shows its commitment
to maintain the Zoo’s AZA accreditation and take care of the assets it will be building in the new
Facility Master Plan.
As a total percentage of the Zoo’s operating budget, tax revenue in 2019 is approximately
70%. We are projecting that by 2029, BREC’s tax revenue will comprise about 49% of the Zoo’s
total operating budget as the Zoo’s ability to earn more earned revenues will have increased.
EXPENSE PLANNING ASSUMPTIONS

Cost of Goods (Food, Souvenir & Other) –The cost of goods remains at a consistent
percentage of associated sales.
 & Benefits – In 2020 and 2021, the associated expenses with wages and
WagesWages
& Benefits – In 2020 and 2021, the associated expenses with wages and benefits will
benefits will increase by 3% annually. In 2021, the Zoo will switch from having
increase by 3% annually. In 2021, the Zoo will switch from having veterinary services by contract

veterinary services by contract only to having a full-time veterinarian on staff to better
 only to having a full-time veterinarian on staff to better meet AZA requirements. In 2022, wages
meet AZA requirements. In 2022, wages and benefits increase by 3% and have the
and benefits increase by 3% and have the additional expense of $225,000 for new positions. In
additional expense of $225,000 for new positions. In 2023-2029, wages and benefits
2023-2029, wages and benefits increase by 3% annually. In 2027, it is projected that 6 new FTE
positions increase
and 4 PTbypositions
3% annually. In 2027, it is projected that 6 new FTE positions and 4 PT
will be added for a combined wage and benefit cost of $445,000.
positions will be added for a combined wage and benefit cost of $445,000.
New Staff Positions to be Added Related to Facility Master Plan Phase 1 & Phase 2
In 2022 In 2027
Entry Opening Estimated Africa Opening Estimated
AZA Accreditation Required Wages & Atchafalaya Venue Opening Wages &
Improvements Completed Benefits Benefits
1 - Educator FT $50,000 1 - Events $65,000
1 - Camp Counselor $15,000 1 - Facility Maintenance $60,000
2 - Animal/Guest Service 1 - Area Curator
for Giraffe Feeding $100,000 $55,000
2 - Animal Technicians $60,000 2 - Animal Technicians $70,000
4 - PT F&B Associates $80,000
1 - FT Guest Services $60,000
1 - Educator $55,000
$225,000 $445,000
Giraffe Feeding & New Animal Experience Expenses – The projected expenses 111
associated with giraffe feeding and offering other animal experiences are based on
other zoos with similar annual total visitations and similar animal collections. It is
Giraffe Feeding & New Animal Experience Expenses – The projected expenses associated with
giraffe feeding and offering other animal experiences are based on other zoos with similar annual
total visitations and similar animal collections. It is projected that giraffe feeding and other animal
experience expenses will be about 70% of total revenues.
Event Expenses – The expenses associated with events are projected to remain consistent
with the 2019 budget until 2022. It is projected that event expenses will be about 25% of total
revenues.
Seasonal/Temporary Attractions – Zoos across the country have proven that by investing
in seasonal or temporary attractions such as temporary animal attractions (i.e. penguins or
stingray touch tanks) or exciting temporary displays (i.e. animatronic dinosaurs, light shows,
jack-o-lanterns), there is an increased ability to generate visitation, especially in years when
no new major permanent exhibit. These experiences are paid for out of the operating budget
and typically cost between $250,000 and $500,000 and paid for over multiple years. Budgeted
every year starting in 2023 is $250,000 to secure seasonal or temporary exhibits. Key years that
BREC’s Baton Rouge would consider having a seasonal or temporary exhibit are in 2024, 2025,
2026 and 2029 – a couple years after a major opening and while construction is actively going on
for next new permanent exhibit.
Professional/Contractual Services – It is projected that professional/contractual services

will increase by 2% in 2020, 5% in 2022 and 2023 and 2% between 2024 and 2029. In 2021,
professional/contractual services will decrease by $55,000 because the contract veterinary
services will be replaced by an on-staff full-time veterinarian as needed to better meet AZA
requirements (the expense is shown in the wages and benefit expenses section above).
Additional Investment in Marketing – The Zoo is currently under-investing in marketing – its

2019 marketing budget is about $200,000 for placed media and creative materials. The benchmark
investment is at least 5% of the operating budget – currently, the Zoo is at 3%. With the new
Facility Master Plan, it will be important to increase the investment in marketing as soon as 2020
to build momentum for the opening of Phase 1 and Phase 2. We project an additional investment
on top of the current $200,000 budget of $25,000 in 2020, $50,000 in 2021, $100,000 in 2022,
$175,000 in 2023 through 2026, and $200,000 in 2027 through 2029.
Travel and Professional Association/Trade Memberships Expenses – In 2020 and 2021,

the travel and professional association/trade membership expenses are projected to remain
consistent with the 2019 budget. It is projected they will increase by 30% in 2022 because of
once again being accredited by the AZA and therefore having more staff being involved at AZA
meetings and with other professional associations. Then, they will increase modestly by 5%
annually from 2023 to 2029.
Operational Supply Expenses – In 2020 and 2021, the operational supply expenses are
projected to increase by 3% annually. In 2022, with the new facilities, they are projected to
increase by 15%. Then from 2023 to 2027, they are projected to increase by 10% annually. In
2028 and 2029, they are projected to increase by 5% annually.
Materials/Durable Goods – In 2020 and 2021, the materials/durable goods expenses are
projected to increase by 2% annually. Then from 2023 to 2026, they are projected to increase by
10% annually. In 2027, material/durable goods are projected to increase by 30%. In 2028 and
2029, material/durable goods are projected to increase by 5% annually.
Utilities – The Zoo’s utility cost is projected to increase 5% annually.

Zoo Maintenance, Repair & Replacement – As investments are made in new exhibits, it is
critical that the Zoo is takes care of the facility maintenance of its existing structures and on its
new structures as well as makes the investment in small capex needs such as carts and vans
needed as attendance grows and outreach grows. The projected expenses fluctuate annually
based on the Zoo’s repair and replacement needs and the associated new permanent exhibits or
seasonal/temporary exhibits.

Financial Projections for Operating Plan
FINANCIAL PROJECTIONS FOR OPERATING PLAN

 The pro forma below outlines the business impacts of the new Facility Master Plan on
The pro BREC’s
forma below outlines
Baton Rouge theBased
Zoo. business
on theimpacts of the new
Zoo’s historical Facility
financial Master and
performance Plan on BREC’s
Baton Rouge Zoo.
2019 Based
budget, theon the Zoo’s
following historical
projections are financial performance
conservative, realistic andand 2019 budget, the
attainable
following projections are conservative,
taking into account realistic andtimeline
the facility implementation attainable taking
identified forinto
2022account
to 2029,the facility
implementation
which timeline identified
includes build-out for 2022
of Phases to 2029,
1 and which
2 of the includes
new Facility build-out
Master Plan. of Phases 1 and 2
of the new Facility Master Plan. The following financial projections for BREC’s Baton Rouge Zoo
The following financial projections for BREC’s Baton Rouge Zoo are based on the
are based on the attendance & financial planning assumptions outlined in this report (full 10-
attendance & financial planning assumptions outlined in this report (full 10-year
year projections are found in Appendix B):
projections are found in Appendix B):
2020 2021 2022 2027

Phase 1 Phase 2
Opening Opening
Attendance Projection 183,750 192,938 230,000 375,000
Admission & Guest Experience Revenue 992,513 959,175 1,695,429 3,249,286

Other Earned Revenue - Food, Retail & Events 836,050 874,953 1,077,053 1,939,541
Education Revenue 82,000 82,000 116,000 163,256
BREC Tax Revenue 4,325,370 4,541,639 4,632,471 5,114,623
Total Revenues $6,235,933 $6,457,766 $7,520,953 $10,466,705
Cost of Goods 322,224 338,335 424,945 751,047

Wages & Benefits 3,732,809 3,994,793 4,339,637 5,475,828
Operating Expenses & Supplies 1,273,832 1,272,526 1,478,659 2,628,397
Utilities 497,003 521,853 547,946 699,333
Zoo Maintenance, Repairs & Replacements 410,065 330,259 729,767 912,101
Total Expenditures $6,235,932 $6,457,766 $7,520,954 $10,466,706
Financial Performance Indicators
BREC Tax Revenue as % of Expenses 69% 70% 62% 49%
Wages & Benefits as % of Expenses 60% 62% 58% 52%
In the chart above, three financial performance indicators are demonstrated. Most
In the chart above, three financial performance indicators are demonstrated. Most notably
notably is how the Zoo is positioned to generate more earned revenue; therefore, the
is how the Zoo is positioned to generate more earned revenue; therefore, the BREC tax
BREC tax revenue becomes a decreasing percentage of total operating expenses.
revenue becomes a decreasing percentage of total operating expenses.
POTENTIAL ECONOMIC IMPACT

In 2022 after the completion of Phase 1 of the new Facility Master Plan, which is projected
to cost $20 million, BREC’s Baton Rouge Zoo will have an operating budget of $7,520,953. With
an $7.5 million operating budget and facility capital investment of $20 million, BREC’s Baton
Rouge Zoo will produce the following economic impacts for the East Baton Rouge region:
• Operations & Facility/Capital Investment
From Operations: Economic Impact $14.9MM
From Facility Investments: Economic Impact $47.5MM
Total Annual Economic Impact $62.4MM

  
Jobs Supported from Operations (Annual): 131 direct + 23 indirect jobs
113
CELEBRATING THE NEW FACILITY
MASTER PLAN – MARKETING PLAN
Empowered with the new Facility Master Plan for the Zoo along with a newly created vision
for the surrounding Greenwood Park, BREC’s Baton Rouge Zoo has a wonderful story to tell
and celebrate. With the challenges of the past couple years focused on the public debate
around moving the Zoo, there is much work to be done to re-engage the East Baton Rouge
Parish and surrounding parishes with the great work and future direction of the Zoo. This will
benefit both the Zoo’s attendance and the much-needed cultivation of the private sector to
support its future capital campaigns.
Not only is it important for BREC’s Baton Rouge Zoo to market fun and engaging guest
experiences, but it must also promote its core mission as a conservation and educational
institution. Sharing these key messages helps constituents understand the greater necessity
of zoos in the world, as well as the specific role and value of the Baton Rouge Zoo in this
community. It will also help substantiate the critical need to ensure that the Zoo has
the infrastructure and facilities in place to maximize its role in conservation and in the
community.
This situation is not unique to Baton Rouge: the zoological community in the United States
and beyond has recognized this need to greatly enhance the public’s understanding of the
important work being done through direct conservation efforts in zoos through exhibitions,
education and outreach. This is also why expressing the importance of being accredited by
the AZA needs to be a top priority and funded first.
The new Facility Master Plan must be celebrated publicly in the Zoo’s outreach and the
media, because doing so helps to educate the community, increases good news about the Zoo
and keeps the Zoo top of mind as a place to visit.
In conjunction with the celebration of the Facility Master Plan and complementing the
new and greater community outreach, the Zoo should undertake a tactical and sustained
communications and marketing effort that supports the Zoo’s brand and emphasizes the
Zoo’s critical importance and contributions to the wider region. We recommend the following:
• Key messaging about the importance of the Zoo to the community; the need to
continue to improve the Zoo; the importance of animal conservation and the key role
the Zoo plays in the education of the citizens of East Baton Rouge Parish and the
surrounding parishes.
• Active and well-defined roles for staff and Board leadership in advocating for the Zoo
and conducting community outreach to share the vision and story behind the Zoo’s
new Facility Master Plan.
• Additional key elements include: Internet and social media components,
advertising opportunities, on-site marketing about the master plan (signs
showing renderings of Phases 1, 2 and 3), a master plan video, public relations
and media opportunities for the Zoo Director and other key staff within the
community.
• Identification and scheduling of speaking opportunities throughout the community for
BREC leadership, Zoo Director, other key staff and Friends of the Zoo leadership. Direct
engagement with community organizations will provide the opportunity to:
• Educate constituencies about the crucial role the Zoo has in the community.
• Communicate the passion the Zoo’s leaders have for the mission and the vision.
• Build excitement for and support of the new Facility Master Plan projects.

• Engagement opportunities could include:
• Rotary Clubs, Kiwanis Clubs, Lions Clubs, etc.
• Events at leading community nonprofit/partner organizations
• Events at the Zoo
• Chambers of Commerce
• Local and regional conservation organizations
• A concerted effort to strengthen and expand existing partnerships and develop new
partnerships with other organizations.
• A clear commitment from BREC leadership, Zoo staff and Friends of the Zoo
leadership to advocate vigorously for the Zoo with community leaders about the
importance of completing the new Facility Master Plan at both Zoo events and at
other opportune times.
• A serious and active role for the Friends of the Zoo Board members in advocacy for
and awareness-building of the Zoo throughout the community. Attendance at all
major Zoo events is the minimum expected of Board members. All Board members
should avail themselves of opportunities to promote the Zoo within their own
personal networks and in the community at large. Key messaging points and a new
Facility Master Plan “elevator” speech should be developed and provided to Board
members to ensure messaging consistency.
CONCLUDING THOUGHTS
With a significant investment of time, money and careful thought, the leadership of BREC’s
Baton Rouge Zoo has clearly signaled the dawn of a new day for the Zoo. Guided by a
comprehensive Facility Master Plan and informed by the key financial and business strategies
detailed in this Strategic Business Plan, the Zoo is wonderfully positioned to achieve its
priority goal of re-gaining accreditation by the Association of Zoos and Aquariums (AZA). In
the process, the Zoo will also undertake a radical transformation with the addition of new,
thoroughly engaging and interactive animal exhibits; opportunities for up-close and personal
animal interactions; enhanced options for food, retail and recreation; and compelling
connections to the Zoo’s important role in contributing to global conservation efforts. In
addition, the Zoo will strengthen its connection to the community through the development
of special events, educational offerings and other activities made possible by the new event
venues and expanded facilities in the Zoo.
S&W is proud to have been part of this planning process for BREC’s Baton Rouge Zoo and
looks forward with great anticipation to the realization of the Zoo’s transformative vision.
115
7
APPENDIX
APPENDIX
A Industry Trends
& Market Analysis ...... 120
B Pro Forma
Projections ................. 142
C New Vision
& Experiences ............ 143
D Landscape
Narrative .................... 148
E Civil
Narrative .................... 149
F Acknowledgements ..... 153
119
APPENDIX A: INDUSTRY TRENDS &
Appendix A - Industry Trends & Market Analysis
MARKET
Appendix A - Industry ANALYSIS
Trends & Market Analysis
In the Industry Trends & Market Analysis, S&W shares a summary of the benchmarking and business
planning discussion, including an analysis of strengths, weaknesses, opportunities and threats (SWOT
analysis); industry trends; a market analysis; economic impact potential; and a conclusion of key findings
and next steps.
and next steps.
In conducting the Industry Trends & Market Analysis, activities of this phase included the following:
In conducting
• Reviewedthe Industry Trends & Market
and benchmarked currentAnalysis,
trends inactivities of this phase
the zoo industry included
and local thethat
market following:
could impact
the Zoo’s business and financial model including new visitor experiences, visitor spending,
• Reviewed and benchmarked current trends in the zoo industry and local market that could impact
funding allocations and partnerships, among others.
the Zoo’s business and financial model including new visitor experiences, visitor spending,
• funding allocations
Assessed the trendsand partnerships,
against the Zoo’samong
currentothers.
visitor amenities (food, retail, rides, and
experiences) and identify strengths, weaknesses, opportunities and threats (SWOT) to maximize
• Assessed the trends against the Zoo’s current visitor amenities (food, retail, rides, and
their potential.
experiences) and identify strengths, weaknesses, opportunities and threats (SWOT) to maximize
• their potential.
Reviewed current attendance information and financial data provided by the Zoo.
In the Reviewed
• Industry current
Trends attendance
& Market information
Analysis, and financial
S&W shares a summarydataofprovided by the Zoo.and business
the benchmarking
and next steps.
and next steps.
SWOT Analysis
SWOT Analysis
From the 2019 Zoo staff survey, and our previous planning activities and discussions with Zoo staff, S&W
has developed a summary of the business/operational impacts of a Strengths, Weaknesses,
From the 2019 Zoo staff survey, and our previous planning activities and discussions with Zoo staff, S&W
Opportunities and Threats (SWOT) analysis that will be utilized to frame the Zoo’s strategic business plan
has developed a summary of the business/operational impacts of a Strengths, Weaknesses,
discussions and approach.
Opportunities and Threats (SWOT) analysis that will be utilized to frame the Zoo’s strategic business plan
discussions and approach.
Strengths
Strengths
• BREC + Zoo = strong partnership
•• BREC + Zoo = strong partnership
Large footprint
•• Large footprint
Abundant, native species
•• Abundant, native
Airy, open feel to species
the site and Zoo
•• Airy, open feel
Dedicated, to the site
passionate and
staff Zoo
and volunteers
•• Dedicated,
Events passionate staff and volunteers
•• Events
Motivated education staff with compelling program offerings
•• Motivated
Status quoeducation staff with
is not an option; compelling programmust
change/improvement offerings
occur
•• Status quo is not an
Communications option; change/improvement must occur
((+/-)
• Communications ((+/-)
BREC’s Baton Rouge Zoo Page 1
Strategic Business Plan
July 2019
July 2019

Weaknesses
• Limited education program animal collection
• Facility-related issues that impact daily operations
• Challenging navigation for guests
• Dining experience ambiance with limited menu and indoor/outdoor seating
• Limited opportunities to avoid summer heat
• Limited conditioned event space
Opportunities
• Enhance guest experience through immerse, interactive activities, exhibits and amenities
• Better separate back- and front-of-house
• Improve signage for wayfinding
• Leverage reinvention to align with best practices
• Convey a stronger conservation message
• Expand partnerships: education, academic, sponsorships
• Communications: Story-telling
Threats
• Competing with local and regional attractions
• Reinvent a zoo with a scope and size that is not within “our” ability/resources to maintain for a city
our size
• Location
• Loss of AZA accreditation and its potential impacts on the Zoo’s animal collection
• Note: Although the Zoo lost AZA accreditation in 2018, the Zoo has not had any animals
recalled and continues to support a number of SSP programs.

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Observations of AZA Industry Business Trends
Drawing on best practices and new initiatives underway at AZA institutions across the country, the
following section details a variety of industry trends that have been successfully implemented and should
be considered for BREC’s Baton Rouge Zoo as the Facility Master Planning continues.
Industry Trends
Marketing/Combination Upsell Pricing
• At the OKC Zoo, the $29 “Zoo-It-All” option (vs the $11 general adult admission) includes all
rides, attractions, feedings and shows. An all-inclusive option such as this requires an appropriate
quantity of guest amenities and experiences to validate the extra expense.
• The Bronx Zoo’s “Total Experience Ticket” includes the following experiences and attractions: a
4-D Theater, Bug Carousel, Butterfly Garden, Children’s Zoo, Congo Gorilla Forest, Jungle
World, Wild Asia Monorail and Zoo Shuttle, each of which is typically sold separately at $6 per
person on top of the admission fees. Ninety percent of paid guests purchase this all-inclusive
ticket at $36.95 vs $22.95 for general adult admission (summer season). Prices increase in 2019
with new visitor experiences planned.
Dynamic Pricing Strategies
• The Indianapolis Zoo has been at the forefront of this approach and continues to utilize the
revenue management strategy of dynamic pricing, which allows for flexibility based on changing
circumstances such as increased demand or popularity. It helps organizations maximize
revenues while enhancing opportunities for online/pre-purchased sales, leading to fast and
convenient entry.
• The Detroit Zoo implemented dynamic pricing last spring (2018) after testing with a special event
venue (Lights). The cost of admission now ranges from $13 to $18 for adults and $10 to $15 for
children (increasing in 2019). Tickets will be cheaper on off-peak days and more expensive
during busy times such as weekends. In addition, tickets will be sold at a discounted rate online
compared with the $18 gate price.
Investment in Customer Service
• An investment in appropriate training and support for customer service is an investment towards
the highest quality visitor experience. When new mega exhibits are years away, a warm smile
and friendly visitor exchange go a long way with guests.
• Taking customer service training to the next level could include training that is linked to sharing
the “conservation story” for all staff – frontline, outsourced staff, keepers, maintenance, etc.
• Example: Louisville Zoo is having all their frontline staff spend 15 minutes per shift
visiting their favorite animal to learn more about it; therefore, they can speak to the
guests about that animal and share stories about it.

July 2019

Behind-the-Scenes & Animal Experiences
Behind-the-scenes, personal interactions with staff and animals, and special attention always equal
greater guest satisfaction and greater connection with the mission. Experiences may range from a
small upcharge for a 5-minute experience like giraffe feeding to an up-scale dining and personal tour
for over $100 per person. These special behind-the-scenes experiences translate into new revenues.
• Opportunities to add value to a guest’s experience of the zoo should be taken whenever possible,
not only when scheduled as part of a paid event, but also as spontaneous, personal interactions.
Staff must be properly trained to engage in such activities, which are particularly effective on quiet
days when guests could be treated to a free, special surprise.
• One new idea is to take guests into predator habitats and large animal habitats when no animals
are out to show how animals live. This idea has been utilized with great success at the Denver
Zoo, among others. This is a great way to help guests gain an understanding of the high-quality
care and welfare animals are receiving at the zoo.
Outsourcing
Particularly in situations where institutions have “older” contracts and larger facilities, outsourcing
continues to generate significant upsides, including:
• Doubling of operating revenues
• Significant increases in capex – with a variety of funding strategies
• Guaranteed commissions based on attendance
• New approaches to service Zoo staff
• Increased data analysis to increase visitor per capita spending
• Elimination of “overhead services”
• Potential opportunities in areas other than food, retail and catering such as admissions –
especially for smaller zoos
The Bigger, Bigger Thinking
Zoos, like all organizations, embrace change and seek new ways to remain relevant, valued and
successful. At the same time, zoos have been increasingly engaged in not only finding new ways to
provide a fun and interactive experience, but also in developing next-generation leaders and ensuring
advancement of their missions, most notably in the area of conservation.
• Nature: Connecting/Engaging and Doing
o Minnesota Zoo is leading with adventure experiences
o More regional and local focus
o New and shifting audiences

July 2019
123
• Conservation “openness” - Open space management and integration
o White Oak Conservation, Fossil Rim Wildlife Conservation, The Wilds with Columbus
Zoo, St. Louis Zoo and more are all investing in this concept
o Bigger strategies; bigger future
• Board Leadership Workshops/Retreats
o Cultivate the next generation of leaders
• Succession Planning and Organizational Capacity
• Pumpkins & more Events – what is next?
Cultivating Public Partners/Stakeholders
The landscape for funding from public sources is changing. With decreasing confidence in the
continuation of those sources, it is now critical to focus on better communicating organizational value
and nurturing strong relationships with all stakeholders to proactively maintain/secure funding.
Examples of zoos that have successfully secured public funding sources including: Birmingham Zoo
with a dedicated appropriation, Denver Zoo with sales and use tax to support arts and parks, and
Reid Park Zoo securing a voter approved dedicated sales tax.
Greater Focus on Major Gift Fundraising
Major gift fundraising from private sources – with a focus on capex, not operations –for organizations
both large and small has become a significant target.
Success in major gift fundraising requires a significant investment in relationship-building with private
stakeholders – individuals, foundations and corporations – and fundraising infrastructure to secure
those gifts, as it takes years to build the culture of philanthropy necessary to secure major capital
investments.
BRZ Market Analysis

The Zoo’s Visitor Demographics
Today, over 90 percent of the Zoo’s 200,000+ annual visitors come from within the state of Louisiana.
Note: Prior to 2018, the Zoo’s attendance from 2000 – 2017 annually exceeded 200,000 visitors.
However, in 2018, annual attendance was only 176,000 visitors due primarily to the significant public
discussions and debates about the Zoo’s future location combined with flooding and other external issues
throughout the parish.
The image below shows the Zoo’s 2015 attendance data plotted across the region, indicating how the
largest percentages of visitors are coming from south of the Zoo.

July 2019

Largest base of Zoo’s Visitors
The next two charts detail the Zoo’s visitor demographics broken down by parish – the data is provided by
the Zoo.

July 2019
125
The below chart shares the data from the Zoo’s current attendance by zip code and area (cities outside
EBR and outside states).
Rank State City Parish Zip Code (BR) Attendance

1 LA Denham Springs Livingston Parish 16,704
2 LA Zachary East Baton Rouge Parish 10,366
3 LA Baton Rouge East Baton Rouge Parish 70806 10,033
MS 6,736
8 LA Prairieville Ascension Parish 6,077
10 LA Walker Livingston Parish 5,623
11 LA Baker East Baton Rouge Parish 5,573
12 LA Gonzales Ascension Parish 5,562
14 LA Greenwell Springs East Baton Rouge Parish 3,747
TX 3,418
17 LA Saint Francisville West Feliciana Parish 2,920
18 LA Port Allen West Baton Rouge Parish 2,836
19 LA Lafayette Lafayette Parish 2,742

July 2019

Metro Area & East Baton Rouge Parish Trends
The Baton Rouge MSA, containing 9 parishes, has been growing beyond projections over the past 15
years. The East Baton Rouge Parish has lagged in comparison to growth in other parts of the MSA.
• Parishes with the highest levels of growth in the Baton Rouge MSA are Livingston and
Ascension.
• US Census Bureau projections indicate that East Baton Rouge Parish population growth will
either remain flat or continue decreasing over the next decade.
• The trends in population shifts in the parish indicate that younger families prefer the southern
areas of the parish.
• There is also some school-driven growth in areas like Zachary and Central.
Population & Demographics: Key Findings
East Baton Rouge and Surrounding Parish's Population and Demographics

Population Persons Per Persons Under Persons Under Persons 65 Years
Municipality/Parish Population 2017 Population 2010 Households
% Change Household 5 Years 18 Years and Over
East Baton Rouge Parish 446,268 440,178 1.4% 167,188 2.61 6.6% 22.7% 13.7%
Baton Rouge 225,374 229,538 -1.8% 86,241 2.54 6.6% 21.3% 13.0%
Baker 13,537 13,888 -2.5% 5,066 2.67 7.1% 22.9% 12.2%
Zachary 17,538 15,233 15.1% 5,471 3.06 6.3% 31.1% 10.3%
Central 28,984 26,867 7.9% 10,338 2.75 5.8% 23.3% 16.7%
West Felicana Parish 15,380 15,625 -1.6% 3,947 3.03 3.9% 16.2% 14.5%
East Felicana Parish 19,412 20,263 -4.2% 6,817 2.34 5.0% 18.3% 17.3%
Livingston Parish 138,228 128,040 8.0% 48,675 2.80 6.9% 25.9% 12.8%
St. Helena Parish 10,363 11,203 -7.5% 3,990 2.60 5.9% 21.5% 18.7%
West Baton Rouge Parish 26,265 23,788 10.4% 9,436 2.62 7.2% 24.4% 13.3%
Acension Parish 122,948 107,194 14.7% 41,884 2.82 7.0% 26.9% 11.4%
Pointee Coupee Parish 22,268 22,802 -2.3% 8,815 2.51 6.3% 22.5% 19.5%
Iberville Parish 33,027 33,407 -1.1% 11,142 2.65 5.7% 20.9% 15.3%
Louisiana 4,684,333 4,533,485 2.8% 1,737,645 2.61 6.7% 23.7% 14.9%
United States Census Buraru - 2010-2017 Data

July 2019
127
The East Baton Rouge Parish population has grown by 1.4% since 2010. This growth is not uniform
across the Parish, as the populations of the City of Baton Rouge and Baker have both declined, while the
populations of the more affluent cities of Zachary and Central have increased – Zachary is the highest
growth.
• Population growth in the Parish is occurring mostly in these wealthier communities.
• Regional Parishes with close proximity to Baton Rouge are the only ones to have experienced
population growth.
• Population growth of East Baton Rouge Parish lags the State average of 2.8%.
East Baton Rouge and Surrounding Parish's Population and Demographics

Population Persons Per Persons Under Persons Under Persons 65 Years
Municipality/Parish Population 2017 Population 2010 Households
% Change Household 5 Years 18 Years and Over
East Baton Rouge Parish 446,268 440,178 1.4% 167,188 2.61 6.6% 22.7% 13.7%
Baton Rouge 225,374 229,538 -1.8% 86,241 2.54 6.6% 21.3% 13.0%
Baker 13,537 13,888 -2.5% 5,066 2.67 7.1% 22.9% 12.2%
Zachary 17,538 15,233 15.1% 5,471 3.06 6.3% 31.1% 10.3%
Central 28,984 26,867 7.9% 10,338 2.75 5.8% 23.3% 16.7%
Louisiana 4,684,333 4,533,485 2.8% 1,737,645 2.61 6.7% 23.7% 14.9%
United States Census Buraru - 2010-2017 Data
Growth and investment in the Parish are shifting from the traditional population centers in the Parish and
towards the towns of Zachary and Central. Despite that growth, the City of Baton Rouge remains the
largest in the parish by a significant margin, with a total 2017 population of 225,374, which is just over half
of the Parish’s total.
• East Baton Rouge Parish size of households (2.61) is consistent with the State of Louisiana with
East Baton Rouge’s median household income higher ($51,436) than the State median of
$46,710.
• Zachary, although only 17,538 residents, has experienced high growth (15.1%); highest
household income ($79,346) and the highest household size (3.06). It proximity to Greenwood
Park is a plus as it represents a strong base, within its community, of potential zoo-goers.
• Source of all Population, Demographic and Tourism Data is US Census Data
Tourism Data: Key Findings
Louisiana State Department of Culture, Recreation and Tourism: Historic Visitors and Spending
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
New Orleans Visitors
6.7 3.7 7.1 7.6 7.6 8.3 8.7 9.0 9.3 9.5 9.7 10.3 10.6 11.2 11.2
(Millions)
New Orleans Total
$4.3 $3.1 $4.9 $5.3 $4.7 $5.5 $5.7 $6.2 $6.5 $6.9 $7.1 $7.3 $7.7 $8.3 $8.5
Spending (Billions)
Rest of Louisiana
12.9 14.5 16.7 16.8 16.4 16.8 16.8 17.3 18.3 19.2 19.2 19.4 19.8 20.0 20.3
Visitors (Millions)
Rest of Louisiana Total
$3.9 $3.5 $4.1 $4.2 $4.1 $4.0 $4.3 $4.4 $4.3 $4.3 $4.4 $4.4 $4.5 $4.7 $4.8
Spending (Billions)
Louisiana Total Visitors
19.6 18.2 23.8 24.4 24.0 25.1 25.5 26.3 27.6 28.7 28.9 29.7 30.4 31.2 31.5
(Millions)
Louisiana Total
$8.2 $6.6 $9.0 $9.5 $8.8 $9.5 $10.0 $10.6 $10.8 $11.2 $11.5 $11.7 $12.2 $13.0 $13.3
Spending (Billions)
Louisiana State Department of Culture, Recreation and Tourism: Historic Visitors and Spending: Data for 2016 - 2019 is estimated levels of visitation and spending according to the state

July 2019

Tourism and tourism spending across the entire State of Louisiana, and specifically New Orleans, has
increased over the past 14 years, experiencing only one negative growth year in 2006
• New Orleans is the largest drawer of visitors to the state and attributes for the majority of tourism
spending in the State of Louisiana – over 60% of the State’s tourism dollars have been spent in
New Orleans since 2011.
• Visitation to the rest of the State of Louisiana has increased but at a lower annual rate of growth
than New Orleans.
• Visitors to the State of Louisiana have discretionary resources to spend if put into a position to
spend!
Tourism Spending Data: Key Findings
Visitiation/Tourism Spending by MSA

Spending (Millions)
MSA
2015 2016 2017 GR
Baton Rouge $1,290 $1,364 $1,294 -5%
New Orleans-Metairie $7,051 $7,412 $7,505 1%
Houma-Thibodaux $257 $246 $241 -2%
Lafayette $696 $641 $608 -5%
Lake Charles $753 $763 $801 5%
Alexandria $157 $169 $173 2%
Shreveport-Bossier City $920 $954 $987 3%
Monroe $198 $208 $204 -2%
Hammond $129 $134 $137 2%
State Total $11,453 $11,891 $11,950 1%
Louisiana State Department of Culture, Recreation and Tourism:
Historic Visitors and Spending: Data for 2016 - 2019 is estimated
levels of visitation and spending according to the state
The Baton Rouge MSA is the second highest, behind only New Orleans with its 4.5 – 5.5 x multiplier of
other Parishes. However, Baton Rouge’s overall tourism spending is not stable as demonstrated by the -
5% in spending in 2017, while the State’s average over the same time period was 1% growth in overall
tourism spending.

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Tourism Data: Earnings and Employment
Visitation/Tourism Supported Earnings & Employment by MSA

Earnings (Millions) Employment (Thousands)
MSA
2015 2016 2017 GR 2015 2016 2017 GR
Baton Rouge $501 $522 $485 -7% 18.5 19.5 18.2 -7%
New Orleans-Metairie $2,738 $2,835 $2,811 -1% 100.9 106.2 105.7 -1%
Houma-Thibodaux $100 $94 $90 -4% 3.7 3.5 3.4 -4%
Lafayette $270 $245 $228 -7% 10.0 9.2 8.6 -7%
Lake Charles $292 $292 $300 3% 10.8 10.9 11.3 3%
Alexandria $61 $65 $65 0% 2.3 2.4 2.4 0%
Shreveport-Bossier City $357 $365 $370 1% 13.2 13.7 13.9 2%
Monroe $77 $80 $76 -4% 2.8 3.0 2.9 -3%
Hammond $50 $51 $51 0% 1.8 1.9 1.9 0%
State Total $4,447 $4,548 $4,476 -2% 163.9 170.4 168.3 -1%
Louisiana State Department of Culture, Recreation and Tourism: Historic Visitors and Spending: Data for 2016 -
2019 is estimated levels of visitation and spending according to the state
Similar to spending in the Baton Rouge MSA, earnings and employment generated from tourism is the
second largest in the State.
• In the Baton Rouge MSA, the tourism industry supporting 18.2K jobs in 2017.
• Baton Rouge saw a -7% decline in both categories in 2017 which was higher than the overall
Louisiana average which was -2% growth for total earnings and -1% for tourism supported
employment in 2017.
BREC’s Baton Rouge Zoo with new capital investment will serve to strengthen the Parish’s tourism
market in terms of jobs and dollars.
Tourism Data: Tourism Taxes Generated
Tourism State and Local Tax Revenue by Parish

State Taxes (Millions) Local Taxes (Millions)
MSA
2015 2016 2017 GR 2015 2016 2017 GR
Baton Rouge $110 $126 $121 -3.8% $44 $49 $46 -5.9%
New Orleans-Metairie $361 $441 $449 1.8% $337 $356 $360 1.2%
Houma-Thibodaux $22 $23 $23 -0.6% $9 $9 $9 -2.8%
Lafayette $59 $59 $57 -3.8% $24 $23 $22 -6.0%
Lake Charles $64 $70 $75 6.4% $26 $28 $29 4.0%
Alexandria $13 $16 $16 3.5% $5 $6 $6 1.2%
Shreveport-Bossier City $79 $88 $92 4.9% $32 $34 $35 2.6%
Monroe $17 $19 $19 -0.4% $7 $8 $7 -2.6%
Hammond $11 $12 $13 3.7% $4 $5 $5 1.3%
State Total $737 $854 $865 1.2% $487 $518 $519 0.3%
Louisiana State Department of Culture, Recreation and Tourism: Historic Visitors and Spending: Data for 2016 -
2019 is estimated levels of visitation and spending according to the state

July 2019

Tourism in Baton Rouge generates the second highest amount of public revenue for the state among
Louisiana’s MSAs and the Baton Rouge MSA has the second highest municipal/local public revenues
within the state.
• The Baton Rouge MSA experienced negative growth in both categories in 2017; but historically
has strong annual growth.
BREC’s Baton Rouge Zoo with capital investment will support an increase in the tax base as it will have a
strong appeal to residents, school groups and tourists.
Tourism Data: Spending by Parish
Tourism Spending Earnings and Employment by Parish

Spending (Millions) Earnings (Millions) Employment (Thousands)
Parish
2015 2016 2017 GR 2015 2016 2017 GR 2015 2016 2017 GR
East Baton Rouge $903.53 $957.83 $901.58 -6% $350.81 $366.37 $337.68 -8% 12.93 13.73 12.69 -8%
West Baton Rouge $45.04 $45.83 $44.52 -3% $17.49 $17.53 $16.68 -5% 0.64 0.66 0.63 -5%
West Felicana Parish $14.39 $13.72 $12.36 -10% $5.59 $5.25 $4.63 -12% 0.21 0.20 0.17 -11%
East Felicana Parish $5.46 $5.95 $5.54 -7% $2.12 $2.27 $2.08 -9% 0.08 0.09 0.08 -8%
Livingston Parish $107.00 $118.06 $107.62 -9% $41.60 $45.16 $40.31 -11% 1.53 1.69 1.52 -10%
St. Helena Parish $1.16 $1.32 $1.13 -14% $0.45 $0.50 $0.42 -16% 0.02 0.02 0.02 -16%
Acension Parish $153.73 $2.01 $161.21 2% $59.69 $60.35 $60.38 0% 2.20 2.26 2.27 0%
Pointee Coupee Parish $14.39 $13.72 $13.66 0% $5.59 $5.25 12-May -2% 0.21 0.20 0.19 -2%
Iberville Parish $23.60 $25.59 $24.58 -4% $9.16 $9.79 $9.20 -6% 0.34 0.37 0.35 -6%
New Orleans $4,268.97 $4,601.40 $4,660.53 1% $1,657.48 $1,760.04 $1,745.54 -1% 61.09 65.94 95.62 0%
Louisiana State Department of Culture, Recreation and Tourism: Historic Visitors and Spending: Data for 2016 - 2019 is estimated levels of visitation and
spending according to the state
East Baton Rouge Parish remains the largest tourist market in the Baton Rouge MSA, and the second
highest in the state.
• The parish has experienced negative growth in the sector in 2017.
• The overall trend for tourism in Baton Rouge and Louisiana is for growth, so 2017’s negative
growth can be viewed as an outlier impacted by one-time occurrences.

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131
Baton Rouge Wedding and Event Data
Top Baton Rouge Wedding & Event Venues

Venue Location Weddings Corperate Events Social Events Non-Profit
Gatehouse Baton Rouge Yes
Oak Lodge Baton Rouge Yes Yes
Shaw Center for the Arts Baton Rouge Yes Yes Yes
Old Governor's Mansion Baton Rouge Yes Yes
Lake House Reception Center Baton Rouge Yes
Stage 1 Baton Rouge Yes Yes Yes
Ashley Manor Inc. Baton Rouge Yes Yes
Boudreaux's Baton Rouge Yes
Baton Rouge Marriot Baton Rouge Yes Yes Yes
Watermark Baton Rouge, Autograph Collection Baton Rouge Yes Yes Yes
Renaissance Baton Rouge Hotel Baton Rouge Yes Yes Yes
Venue Websites and Google
Baton Rouge is home to many wedding and event venues, the top venues range from large hotels to
private companies.
• Two are nonprofits, the Shaw Center for the Arts and the Old Governor’s Mansion.
• The Old Governor’s Mansion functions as a rental venue to generate revenue to support
Preserve Louisiana, a state-wide nonprofit that protects and conserves historic Louisiana
structures.
• All benchmarked venues are within the City of Baton Rouge and the majority of them support
other events in addition to weddings.

July 2019

The Zoo’s Current Performance
Operating Budget -
2015 2016 2017 2018
Revenue
Attendance 223,957 218,183 201,488 176,669
Admission Fees $1,012,436 $1,090,000 $1,060,000 $1,060,000
Cart/Equipment Rental $31,000 $31,000 $31,000 $31,000
Facility Rental $65,000 $90,000 $72,000 $72,000
Education Programs $40,000 $44,000 $44,000 $44,000
Education Day Camp $40,000 $44,000 $44,000 $44,000
Amusement Rides $123,000 $114,500 $114,500 $114,000
Miscellaneous $16,000 $18,000 $18,000 $18,000
Food Services $540,000 $552,000 $542,000 $542,000
Souvenirs $318,000 $297,000 $315,000 $315,000
Support Organization $394,371 $388,088 $430,806 $389,224
Tax Revenue $3,573,078 $3,203,789 $3,131,450 $3,485,963
Total Revenues $6,152,885 $5,872,377 $5,802,756 $6,115,187
The total revenue for the Baton Rouge Zoo has remained relatively stable, remaining above the $5.5MM
level. Attendance and total revenue peaked in 2015. Admissions fees revenue peaked though in 2016
due to an increase in admissions fees.
The declines in visitation have been significantly influenced by outside factors such as the public debate
around the Zoo’s future, the flooding in recent years, and other public incidents throughout the East Baton
Rouge Parish.

July 2019
133
Zoo Industry Benchmarks
To provide context and parameters for our findings and recommendations, we have chosen the following
zoos as our benchmarks:
Binder Park, Brevard, Buffalo, Chattanooga Zoo at Warner Park, John Ball, Lee Richardson, Little Rock,
Memphis, Naples, Potawatomi, Sacramento and Zoo Knoxville.
Most of the zoos were selected for two main reasons:
1. MSA and attendance
2. Being a Zoo in a Park
Additionally, some of the zoos selected are aspirational in nature to show future potential. Therefore, for
the data on the following charts, we provide both averages and medians for comparison purposes.
All data was sourced from BREC’s Baton Rouge Zoo and/or the AZA 2018 Earned Revenue Survey
unless otherwise noted.
Summary Benchmark Matrix Data
The benchmark zoos were selected as a broad cross section of AZA accredited zoos with either similar
attendance ranges (200,000 – 550,000 visitors) or in close proximity/regional competition to the Baton
Rouge Zoo.
• For comparison purposes, we have provided the average and median calculations to present a
more balanced comparison with Baton Rouge Zoo.
• It is recognized that the Baton Rouge Zoo has the lowest annual attendance among the
benchmark zoos. In all of the benchmark categories, due primarily to its lower annual attendance
among the benchmark zoos, the Baton Rouge Zoo’s actual revenues are below the average and
median calculations.
• All revenues are reported as of 2017 for all zoos – per the AZA’s earned revenue reports.

July 2019

Benchmarks: Attendance Data
In a Park? Total Zoo

Zoo Attendance Memberships MSA Total Staff
Y/N Acres:
BREC Baton Rouge Zoo Yes 201,488 2,796 802,484 125

147 103
Binder Park Zoo Yes 235,301 6,339 135,616 433 162
Brevard Zoo No 426,432 13,522 550,823 72 243
Chattanooga Zoo Yes 252,629 4,077 528,000 14 131
John Ball Zoo Yes 541,895 10,350 1,005,648 103 308
Lee Richardson Zoo Yes 226,701 904 39,861 55 52
Little Rock Zoo Yes 270,947 5,795 729,135 37 193
Naples Zoo Yes 362,000 5,700 321,861 44 100
Potawatomi Zoo Yes 236,452 8,075 316,663 23 101
Zoo Knoxville Yes 495,055 13,000 868,546 92 440
Buffalo Zoo Yes 535,194 19,200 1,134,000 24 212
Memphis Zoo Yes 1,231,279 28,500 1,330,000 76 263
Sacramento Zoo Yes 532,322 10,829 2,400,000 14 144
Average Yes: 11 426,746 9,930 781,741 86 189
Median No: 1 362,000 8,075 729,135 55 162
The majority of the benchmarked zoos are located in parks, 21 of the 22 zoos in total including Baton
Rouge.
• The Baton Rouge MSA population of 802,484 is similar the benchmarked average of 781,741,
representing opportunities for engaging the local residential markets with new investments in
animal exhibits and experiences.
• The Zoo’s current annual penetration into the MSA (25%) is below the benchmark average of
55%, in part due to the lack of new “must see” animal exhibits and experiences.
Benchmarks: Earned Revenues - Dollars
2017 Total 2017 Gate 2017 2017 Food 2017 Food 2017 2017 2017 Site 2017 Educational Program
2017 Rides 2017 Gift Shops & 2017 Corporate
Facility Yearly Admissions Parking Stands & Carts Vending Machine Catering Strollers/Wagons Rental Membership Revenue
Revenue Carts Revenue Sponsorship Revenue
Attendance Revenue Revenue Revenue Revenue Revenue Rental Revenue Revenue Sales Revenue (net of sales tax)
BREC's Baton Rouge Zoo 201,488 $924,371 $406,456 $13,968 $39,826 $110,208 $25,273 $296,225 $195,695 $88,000 $55,750
Binder Park Zoo 235,301 $1,729,595 $810,080 $41,797 $139,971 $37,194 $599,628 $9,385 $425,981 $124,162 $63,842
Brevard Zoo 426,432 $2,895,917 $1,106,608 $53,456 $42,000 $516,410 $39,800 $926,000 $375,244 $1,447,810 $354,000 $250,000
Buffalo Zoo 535,000 $2,062,587 $251,067 $783,373 $11,922 $0 $96,220 $9,046 $822,452 $94,994 $1,631,265 $478,000 $195,200
Chattanooga Zoo at Warner Park 252,629 $909,186 $266,410 $7,997 $142,163 $506,117 $76,617 $245,481 $28,449
John Ball Zoo 542,354 $2,178,938 $1,040,787 $450,000 $570,296 $42,365 $965,864 $433,202 $926,543 $275,976 $70,000
Lee Richardson Zoo 226,701 $19,492 $9,205 $34,596 $4,076 $158,084 $3,850 $35,938 $28,013
Little Rock Zoo 307,263 $1,774,516 $131,703 $41,099 $407 $204,314 $62,436 $275,853 $513,600 $79,428 $36,000
Memphis Zoo 1,231,279 $5,883,812 $765,956 $325,538 $107,237 $287,333 $176,993 $2,534,917 $558,619 $2,807,986 $273,486 $562,177
Naples Zoo 326,212 $4,041,224 $660,177 $25,230 $102,550 $1,107,600 $333,498 $481,557 $108,170 $111,901
Potawatomi Zoo 236,452 $961,053 $281,785 $0 $12,000 $277,762 $12,649 $293,121 $581,872 $65,231 $7,375
Sacramento Zoo 490,424 $3,299,731 $1,283,924 $3,813 $24,659 $384,244 $29,153 $999,163 $289,487 $1,256,082 $402,365 $90,000
Zoo Knoxville 495,055 $2,927,299 $272,835 $1,203,572 $24,000 $180,031 $416,000 $65,000 $1,069,729 $433,776 $1,249,786 $168,103 $137,000
Average 423,584 $2,277,517 $355,390 $632,232 $24,756 $90,616 $252,467 $45,817 $811,904 $260,867 $907,661 $190,260 $150,925
Median 326,212 $2,062,587 $261,951 $660,177 $23,844 $39,826 $204,314 $37,194 $822,452 $311,493 $581,872 $124,162 $100,951
Due primarily to the Baton Rouge Zoo’s lower annual attendance, the Zoo’s earned revenues are below
the benchmarks and their respective averages and median. However, with future capital and program
investments in animal and visitor amenities, the Zoo is positioned for future growth.

July 2019
135
Benchmarks: Earned Revenues – Per Caps
2017 Total Average 2017 Gate 2017 Total 2017 2017 Gift Shop
2017 Gate 2017 Parking 2017 Rides Total 2017 Earned
Facility Yearly length of Admissions Food Per Stroller/Wagons & Carts Per
Per Capita Per Capita Per Capita Revenue Per Capita
Attendance Visitor Stay Revenue Capita Per Capita Capita
BREC's Baton Rouge Zoo 201,488 2 $924,371 $4.59 $2.28 $0.55 $0.13 $1.47 $9.01
Binder Park Zoo 235,301 3 $1,729,595 $7.35 $3.62 $0.59 $0.16 $2.55 $14.27
Brevard Zoo 426,432 3.75 $2,895,917 $6.79 $2.82 $1.21 $0.09 $2.17 $13.09
Buffalo Zoo 535,000 2.5 $2,062,587 $3.86 $0.47 $1.49 $0.18 $0.02 $1.54 $7.55
Chattanooga Zoo at Warner Park 252,629 1 $909,186 $3.60 $1.09 $0.56 $2.00 $7.25
John Ball Zoo 542,354 2.25 $2,178,938 $4.02 $2.75 $1.05 $0.08 $1.78 $9.68
Lee Richardson Zoo 226,701 $19,492 $0.09 $0.04 $0.15 $0.02 $0.70 $0.99
Little Rock Zoo 307,263 1.5 $1,774,516 $5.78 $0.43 $0.14 $0.66 $0.20 $0.90 $8.10
Memphis Zoo 1,231,279 3.2 $5,883,812 $4.78 $0.62 $0.35 $0.23 $0.14 $2.06 $8.19
Naples Zoo 326,212 1.5 $4,041,224 $12.39 $2.10 $0.31 $3.40 $18.20
Potawatomi Zoo 236,452 2 $961,053 $4.06 $1.24 $1.17 $0.05 $1.24 $7.77
Sacramento Zoo 490,424 2 $3,299,731 $6.73 $2.68 $0.78 $0.06 $2.04 $12.28
Zoo Knoxville 495,055 3.5 $2,927,299 $5.91 $0.55 $2.84 $0.84 $0.13 $2.16 $12.44
Average 423,584 2.35 $2,277,517 $5.38 $0.52 $1.80 $0.64 $0.10 $1.85 $9.91
Median 326,212 2.125 $2,062,587 $4.78 $0.51 $2.10 $0.59 $0.09 $2.00 $9.01
The average earned revenue per capita for the benchmarked institutions in 2017 was $9.91.
• This is $0.90 higher than the 2017 earned revenue per capita for the Baton Rouge Zoo.
• Admission/gate variance – created by the higher benchmarked institutions’ admission fee

structures – account for majority per capita variance as noted above.
• Other than admission/gate per caps, which are driven by the respective admission fee structures,
the Zoo’s per capita spending rates are within benchmark median for more of the other
visitor/earned revenue programs.
Benchmarks: Admission Revenues
2017 Total 2017 Gate

2017 Gate 2017 Adult 2017 Child 2017 Senior
Facility Yearly Admissions
Per Capita Admissions Admissions Admission
Attendance Revenue
BREC's Baton Rouge Zoo 201,488 $924,371 $4.59 $8.75 $5.75 $7.75
Binder Park Zoo 235,301 $1,729,595 $7.35 $14.00 $12.00 $13.00
Brevard Zoo 426,432 $2,895,917 $6.79 $19.95 $14.95 $18.95
Buffalo Zoo 535,000 $2,062,587 $3.86 $12.00 $9.00 $10.00
Chattanooga Zoo at Warner Park 252,629 $909,186 $3.60 $9.95 $6.95 $7.95
John Ball Zoo 542,354 $2,178,938 $4.02 $10.00 $8.00 $8.00
Lee Richardson Zoo 226,701 $19,492 $0.09 Free Free Free
Little Rock Zoo 307,263 $1,774,516 $5.78 $12.95 $9.95 $10.95
Memphis Zoo 1,231,279 $5,883,812 $4.78 $15.00 $10.00 $14.00
Naples Zoo 326,212 $4,041,224 $12.39 $22.95 $14.95 $21.95
Potawatomi Zoo 236,452 $961,053 $4.06 $10.00 $8.00 $8.00
Sacramento Zoo 490,424 $3,299,731 $6.73 $14.95 $9.95 $13.95
Zoo Knoxville 495,055 $2,927,299 $5.91 $19.95 $16.95 $16.95
Average 423,584 $2,277,517 $5.38 $14.20 $10.54 $12.62
Median 326,212 $2,062,587 $4.78 $13.48 $9.95 $11.98
Baton Rouge’s attendance and admission fees are substantially below all benchmarked zoos apart from
the Lee Richardson Zoo, which is free.

July 2019

• The price variance between the Zoo’s current admission fees for all categories is around $5
below the average for the benchmark institutions – again driven in part by the lower investment in
new animal exhibits and experiences creating a lower “value-proposition” offered.
Parking
2017 Total
Parking Car Parking Bus Parking
Facility Yearly
Fee? Spaces Spaces
Attendance
BREC's Baton Rouge Zoo 201,488 No 729

Binder Park Zoo 235,301 No 1,167 0
Brevard Zoo 426,432 No 450 20
Buffalo Zoo 535,000 Yes 307 30
Chattanooga Zoo at Warner Park 252,629 No 500 15
John Ball Zoo 542,354 No 425
Lee Richardson Zoo 226,701 Yes 472
Little Rock Zoo 307,263 Yes 800
Memphis Zoo 1,231,279 Yes 875
Naples Zoo 326,212 No 631
Potawatomi Zoo 236,452 No 290
Sacramento Zoo 490,424 No 0 0
Zoo Knoxville 495,055 Yes 941 100
Average 423,584 Yes: 5 584 28
Median 326,212 No: 7 500 18
Although the Baton Rouge Zoo does not offer paid parking today, there are opportunities to charge for
parking in the future. Although nine of the benchmarked institutions currently do not charge for parking,
this trend is quickly shifting within AZA institutions as about the “norm.”
Food Service
2017 Total 2017 Food 2017 2017 Total Number of

2017 Food Stands &
Facility Yearly Vending Machine Catering Food Per Dining Food Service operation by
Carts Revenue
Attendance Revenue Revenue Capita Venues
BREC's Baton Rouge Zoo 201,488 $406,456 $13,968 $39,826 $2.28 3 In-house
Binder Park Zoo 235,301 $810,080 $41,797 $3.62 6 Service Systems Associates
Brevard Zoo 426,432 $1,106,608 $53,456 $42,000 $2.82 4 In-house
Buffalo Zoo 535,000 $783,373 $11,922 $0 $1.49 3 In-house
Chattanooga Zoo at Warner Park 252,629 $266,410 $7,997 $1.09 Service Systems Associates
John Ball Zoo 542,354 $1,040,787 $450,000 $2.75 6 In-house
Lee Richardson Zoo 226,701 $9,205 $0.04 2 Society
Little Rock Zoo 307,263 $41,099 $407 $0.14 3 In-house
Memphis Zoo 1,231,279 $325,538 $107,237 $0.35 11 Lancer Hospitality
Naples Zoo 326,212 $660,177 $25,230 $2.10 5 Wynn's Catering
Potawatomi Zoo 236,452 $281,785 $0 $12,000 $1.24 2 In-house
Sacramento Zoo 490,424 $1,283,924 $3,813 $24,659 $2.68 3 Service Systems Associates
Zoo Knoxville 495,055 $1,203,572 $24,000 $180,031 $2.84 6 Lancer Hospitality
Average 423,584 $632,232 $24,756 $90,616 $1.80 5 In-house: 6
Median 326,212 $660,177 $11,922 $39,826 $2.10 4 Outsourced: 9

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137
Half of the benchmarked institutions have outsourced food and beverage operations to private
concessionaires or to their societies. Note: Most larger attendance AZA institutions outsource food and
retail and now it is a more common trend for small and midsize AZA institutions to outsource these
services.
• 6 institutions including the Baton Rouge Zoo operate their own in-house concessions
operations.
• Outsourced venues provide the Zoo with new capital investment dollars – from the
partner.
• Among the studied institutions the average total concessions per capita was $1.80 with a median
of $2.10. Despite its lower attendance, the Zoo’s food per capita is very competitive among the
benchmark institutions. Again, this adds confidence for success with future growth and
development.
• The average number of dining venues among benchmarked institutions was 5, with a median of
4.
Rides
2017 Total 2017 2017 Zipline/Ro

Number
Facility Yearly Rides Rides Train Tram Carousel pes Other
of Rides
Attendance Revenue Per Capita Course
BREC's Baton Rouge Zoo 201,488 $110,208 $0.55 2 $2 $5
Binder Park Zoo 235,301 $139,971 $0.59 4 $2 Free $2
Brevard Zoo 426,432 $516,410 $1.21 5 $3 $49.95
Buffalo Zoo 535,000 $96,220 $0.18 4 $2 $2

Chattanooga Zoo at Warner Park 252,629 $142,163 $0.56 3 $3 $1
John Ball Zoo 542,354 $570,296 $1.05 5 $10
Lee Richardson Zoo 226,701 $34,596 $0.15 3 $4
Little Rock Zoo 307,263 $204,314 $0.66 3 $3 $3
Memphis Zoo 1,231,279 $287,333 $0.23 6 $2 $2 $2
Naples Zoo 326,212 $102,550 $0.31 1
Potawatomi Zoo 236,452 $277,762 $1.17 3 $2 $2
Sacramento Zoo 490,424 $384,244 $0.78 4 $4 $1 $3
Zoo Knoxville 495,055 $416,000 $0.84 6 $3 Free $2 $5
Average 423,584 $252,467 $0.64 3.8 $3 $2 $2 $16 $4
Median 326,212 $204,314 $0.59 4 $3 $2 $2 $7 $4
All benchmarked institutions had at least one ride operational in 2017, according to the AZA.
• The majority of rides charged an additional fee in order for guests to use them.
• The average per capita income from rides in 2017 was $0.64, with a median of $0.59.

July 2019

Retail Operations
2017 Total 2017 Gift 2017 Gift Shop Number of 2017 2017
Retail Part Merchandise
Facility Yearly Shops & Carts & Carts Per Carts and Strollers/Wagons Stroller/Wagons
of Exit operation by
Attendance Revenue Capita Shops Rental Revenue Per Capita
BREC's Baton Rouge Zoo 201,488 $296,225 $1.47 3 Yes In-house $25,273 $0.13
Service Systems
Binder Park Zoo 235,301 $599,628 $2.55 6 Yes $37,194 $0.16
Associates
Brevard Zoo 426,432 $926,000 $2.17 4 Yes Event Network $39,800 $0.09
Service Systems
Buffalo Zoo 535,000 $822,452 $1.54 3 Yes $9,046 $0.02
Associates
Service Systems
Chattanooga Zoo at Warner Park 252,629 $506,117 $2.00 Yes
Associates
John Ball Zoo 542,354 $965,864 $1.78 7 Yes In-house $42,365 $0.08
Lee Richardson Zoo 226,701 $158,084 $0.70 2 Yes Society $4,076 $0.02
Little Rock Zoo 307,263 $275,853 $0.90 3 Yes In-house $62,436 $0.20
Memphis Zoo 1,231,279 $2,534,917 $2.06 11 Yes In-house $176,993 $0.14
Wildlife Trading
Naples Zoo 326,212 $1,107,600 $3.40 3 Yes
Company
Potawatomi Zoo 236,452 $293,121 $1.24 2 No In-house $12,649 $0.05
Service Systems
Sacramento Zoo 490,424 $999,163 $2.04 3 Yes $29,153 $0.06
Associates
Zoo Knoxville 495,055 $1,069,729 $2.16 6 Yes In-house $65,000 $0.13
Average 423,584 $811,904 $1.85 4.4 Yes: 12 In-house: 6 $45,817 $0.10
Median 326,212 $822,452 $2.00 3 No: 1 Outsourced: 7 $37,194 $0.09
A total of 6 benchmarked institutions operate retail in-house, including BREC’s Baton Rouge Zoo.
• 9 have outsourced retail operations to either private companies or their society, which is
the same ratio as in-house/outsourced concessions operations.
• The average per capita revenue of institutions that had outsourced retail operations was $2.06
while for institutions that keep retail in-house the average per capita was $1.60.
Other Revenue Generators
2017 Total Educational 2017 Corporate

Facility Yearly Program Revenue Sponsorship
Attendance (net of sales tax) Revenue
BREC's Baton Rouge Zoo 201,488 $88,000 $55,750

Binder Park Zoo 235,301 $124,162 $63,842
Brevard Zoo 426,432 $354,000 $250,000
Buffalo Zoo 535,000 $478,000 $195,200
Chattanooga Zoo at Warner Park 252,629 $28,449
John Ball Zoo 542,354 $275,976 $70,000
Lee Richardson Zoo 226,701 $28,013
Little Rock Zoo 307,263 $79,428 $36,000
Memphis Zoo 1,231,279 $273,486 $562,177
Naples Zoo 326,212 $108,170 $111,901
Potawatomi Zoo 236,452 $65,231 $7,375
Sacramento Zoo 490,424 $402,365 $90,000
Zoo Knoxville 495,055 $168,103 $137,000
Average 423,584 $190,260 $150,925
Median 326,212 $124,162 $100,951

July 2019
139
Paid educational programming is not typically significant source of net operating revenue for zoo.
Educational programming revenue should be seen as a business growth opportunity as it is often related
to increased visitation and donations.
Corporate sponsorship is linked to attendance as companies focus on spending their sponsorship dollars
where there is the most visibility. As the Baton Rouge Zoo invests in its experience and attendance
increases, there are significant opportunity to grow this revenue.
Events
2017 Total Average/typical Business Company/Group

2017 Site Rental Luncheons Weddings Other Functions Halloween Event Brew at the Zoo /
Facility Yearly event size Meetings % of Picnics Holiday Lights Price
Revenue % of Events % of Events % of Events Price Zoo Brew Price
Attendance (guests) Events % of Events
BREC's Baton Rouge Zoo 201,488 175 0% 0% 25% 0% 75% $8.75 $5.00 $45.00
Binder Park Zoo 235,301 $9,385 1000 3% 3% 87% 7% $6.00 $6.00 $45.00
Brevard Zoo 426,432 $375,244 125 35% 5% 60% 80-014
Buffalo Zoo 535,000 $94,994 100 19% 2% 18% 15% 46%
$10 Adults; $15
Chattanooga Zoo at Warner Park 252,629 $76,617 150-200 90% 10% Admission 20 adult; 10 child
Child
$8, $7 with coupon
John Ball Zoo 542,354 $433,202 140 15% 15% 10% 45% 15% and $6 for regular $20
admission
Lee Richardson Zoo 226,701 $3,850 40 40% 20% 40% $10, $5 in advance
Little Rock Zoo 307,263 100 2% 2% 10% 75% 11% $20.00 $25.00
$15 nonmember; $9 nonmember; $7
Memphis Zoo 1,231,279 $558,619 200 10% 0% 40% 40% 10%
$12 member member
included in general
Naples Zoo 326,212 $333,498 125 0% 6% 25% 6% 63%
admission
Normal cost of VIP-$60, GA-$45
Potawatomi Zoo 236,452 50 0% 0% 40% 0% 60%
admissions Member-$40
Sacramento Zoo 490,424 $289,487 60 40% 25% 5% 30% $16.00 $55.00
Zoo Knoxville 495,055 $433,776 100 30% 5% 45% 20% 0% $9.00
Average 423,584 $260,867 185 16% 16% 35% 25% 32%
Median 326,212 $311,493 112.5 13% 3% 25% 15% 23%
The average number of guests at events among benchmarked zoos was 185.
• The Baton Rouge average number of guests per event was 175.
• The majority of the events that the Baton Rouge Zoo hosts are classified by the AZA as other
events, which make up 75% of all events.
• The remaining 25% of events are company/group picnics.
Relevant Case Study Based on Similar Master Planning Process

Virginia Zoo (Norfolk, VA)
Over the past 16 years, the Virginia Zoo has made a total capital facility investment of $45MM - $48MM.
The primary funding source for the capital investment was: 70% City capital improvement bonds; 30%
private with an initial $7MM from one individual. Recent investments have been more 50%/50%. Key
projects completed include:
• Asia Trail - $20MM
• Train - $1MM
• Reptiles - $3.5MM
• Wetlands - $3.5MM

July 2019

• Public Art
• Smaller Projects: Nature Play; Gardens, Raised Boardwalks; Indian Rhino, Events Pavilion
Over those same 16 years (2002-2018), the Zoo’s attendance grew from 275,000 visitors to slightly over
505,000, capped in part due to limited parking at the Zoo. With an MSA of 1.7MM residents from 7
regional cities, separated by a body of water, the Virginia Zoo achieved ~30% penetration in the MSA
marketplace.
In that same time period, the Zoo’s operating budget grew from approximately $3.2MM - $3.5MM as
smaller operating unit in 2002 to $9.5MM with the City and Society providing approximately 50% of the
funding, mainly the City.
Some additional key points:
• Adult admission price in 2019 is $17.95.
• 25% of the MSA is below the poverty level.
The Zoo has the ability to strengthen its financial sustainability, but still receives 50% of its operating
budget from the City as a City agency.
• Lessons learned over the years:
• Embrace the media with new stories about the new Zoo.
• Develop partnerships with corporate and foundations to help underwrite core programs.
• Have future options to manage more parking to enable increased attendance and
additional/larger events in both day and night.
• The Mayor of Norfolk loves the Zoo, and it enjoys a long history of support.

July 2019
141
APPENDIX B: PRO FORMA PROJECTIONS
BRZ ‐ Appendix B ‐ Pro Forma Projections 2020 ‐ 2029 ‐ July 30 2019
BRZ ‐ Appendix B ‐ Pro Forma Projections 2020 ‐ 2029 ‐ July 30 2019
C's Baton Rouge ZooBaton Rouge Zoo

BREC's 4.63 6.03 4.63 6.03
2020 2021 2020 20222021 2023 2022 2024 2023 2025 2024 2026 2025 20272026 20282027 20292028 2029
Attendance Projection183,750
ndance Projection 192,938
183,750230,000
192,938241,500 253,575
230,000 261,182
241,500 269,018
253,575 261,182375,000
269,018 375,000
375,000 375,000
375,000 375,000
5% 19% 5% 5% 19% 5% 5% 3% 5% 3% 3% 39% 3% 0%39% 0% 0% 0%
ssion Fees Admission Fees 850,500 893,025 1,386,571

850,500 1,455,900
893,025 1,528,695
1,386,571 1,574,556
1,455,900 1,621,793
1,528,695 1,574,5562,260,714
1,621,793 2,260,714 2,260,714
2,260,714 2,260,714 2,260,714
ct of DynamicImpact
Pricingof Dynamic Pricing 452,143 497,357
452,143 565,179
497,357 565,179
e Feeding Giraffe Feeding 69,000 72,45069,00076,07372,45078,35576,07380,70578,355 112,500
80,705 168,750
112,500 168,750
168,750 168,750
Animal Experiences
New Animal Experiences 50,000 65,000
50,000 75,00065,000 75,000
er/WheelchairStroller/Wheelchair
Rental Rental 26,250 27,563
26,250 32,857
27,563 34,50032,85736,22534,50037,31236,22538,43137,312 58,929
38,431 60,000
58,929 60,00060,000 60,000
Rides Train Rides 115,763 38,588
115,763 207,000
38,588217,350 228,218
207,000 235,064
217,350 242,116
228,218 235,064 315,000
242,116 341,250
315,000 341,250
341,250 341,250
ssion & Guest Experience
Admission & Guest 992,513 Reve
Reve Experience 959,175 1,695,429
992,513 1,780,200
959,175 1,869,210
1,695,429 1,925,286
1,780,200 1,983,045
1,869,210 1,925,2863,249,286
1,983,045 3,393,071 3,470,893
3,249,286 3,393,071 3,470,893
ellaneous Miscellaneous 11,000 11,000

11,000 11,550
11,000 12,12811,55012,73412,12813,37112,73414,03913,371 21,059
14,039 22,000
21,059 22,50022,000 22,500
Services Food Services 484,050 508,253484,050 618,003
508,253648,904 681,349
618,003 701,789
648,904 722,843
681,349 701,7891,108,376
722,843 1,119,459 1,130,543
1,108,376 1,119,459 1,130,543
l Services Retail Services 294,000 308,700294,000 386,400
308,700405,720 426,006
386,400 438,786
405,720 451,950
426,006 438,786 693,000
451,950 699,930
693,000 706,860
699,930 706,860
ty Rental Facility Rental 47,000 47,000
47,000 61,100
47,000 73,32061,10087,98473,32096,78287,984
106,46196,782 117,107
106,461 128,817
117,107 141,699
128,817 141,699
r Earned Revenue - Food, Retail
Other Earned Revenue -836,050 874,953
Food, Retail 1,077,053
836,050 1,140,071
874,953 1,208,073
1,077,053 1,250,728
1,140,071 1,295,292
1,208,073 1,250,7281,939,541
1,295,292 1,970,207 2,001,602
1,939,541 1,970,207 2,001,602
ation Programs
Education Programs 35,000 35,000
35,000 45,500
35,000 50,05045,50055,05550,05060,56155,05566,61760,561 73,278
66,617 80,606
73,278 88,66780,606 88,667
ation Day Camp
Education Day Camp 47,000 47,000
47,000 70,500
47,000 74,02570,50077,72674,02581,61377,72685,69381,613 89,978
85,693 94,477
89,978 99,20194,477 99,201
ation Revenue
Education Revenue 82,000 82,000
82,000 116,000
82,000124,075 132,781
116,000 142,173
124,075 152,310
132,781 142,173 163,256
152,310 175,083
163,256 187,867
175,083 187,867
BREC Tax Revenue 4,325,370

C Tax Revenue 4,541,639 4,632,471
4,325,370 4,725,121
4,541,639 4,819,623
4,632,471 4,916,016
4,725,121 5,014,336
4,819,623 4,916,0165,114,623
5,014,336 5,216,915 5,321,253
5,114,623 5,216,915 5,321,253
5% 2% 5% 2% 2% 2% 2% 2% 2% 2% 2% 2%2% 2% 2% 2% 2% 2%
Revenues Total Revenues 6,235,933 6,457,766 7,520,953
6,235,933 7,769,467
6,457,766 8,029,687
7,520,953 8,234,203
7,769,467 8,444,983
8,029,687 10,466,705
8,234,203 8,444,98310,755,276 10,981,616
10,466,705 10,755,276 10,981,616
of Other Goods Sold

Cost of Other Goods Sold 38,724 40,660
38,724 61,800
40,660 64,89061,80068,13564,89070,17968,13572,28470,179 99,754
72,284 100,751
99,754 101,749
100,751 101,749
of Food Services
Cost of Food Services 147,000 154,350
147,000 185,401
154,350194,671 204,405
185,401 210,537
194,671 216,853
204,405 210,537 332,513
216,853 335,838
332,513 339,163
335,838 339,163
of Souvenirs Cost of Souvenirs 136,500 143,325
136,500 177,744
143,325186,631 195,963
177,744 201,842
186,631 207,897
195,963 201,842 318,780
207,897 321,968
318,780 325,156
321,968 325,156
of Goods Cost of Goods 322,224 338,335
322,224 424,945
338,335446,193 468,502
424,945 482,557
446,193 497,034
468,502 482,557 751,047
497,034 758,557
751,047 766,067
758,557 766,067
es & BenefitsWages & Benefits 3,732,809 3,994,793 4,339,637

3,732,809 4,469,826
3,994,793 4,603,920
4,339,637 4,742,038
4,469,826 4,884,299
4,603,920 4,742,0385,475,828
4,884,299 5,640,103 5,809,306
5,475,828 5,640,103 5,809,306
e Feeding Costs
Giraffe Feeding Costs 34,500 36,22534,50038,03636,22539,17738,03640,35339,177 56,250
40,353 84,375
56,250 84,37584,375 84,375
Animal Experience Costs Experience Costs
New Animal 35,000 45,500
35,000 52,50045,500 52,500
t Expenses Event Expenses 11,750 11,750
11,750 15,275
11,750 18,33015,27521,99618,33024,19621,99626,61524,196 29,277
26,615 32,204
29,277 35,42532,204 35,425
onal Attractions & Exhibits
Seasonal Attractions & Exhibits 250,000 250,000 250,000
250,000 250,000
250,000 250,000 250,000
250,000 250,000
250,000 300,000
250,000 300,000
ssional/Contractual Services
Professional/Contractual 659,765
Services 617,960
659,765 648,858
617,960661,835 675,072
648,858 688,573
661,835 702,345
675,072 688,573 716,391
702,345 730,719
716,391 745,334
730,719 745,334
onal Investment in Marketing
Additional 25,000
Investment in Marketing 50,000
25,000 100,000
50,000175,000 175,000
100,000 175,000
175,000 175,000
175,000 175,000 200,000
175,000 200,000
200,000 200,000
200,000 200,000
el & Prof. Memberships
Travel & Prof. Memberships 25,000 25,000
25,000 32,500
25,000 34,12532,50035,83134,12537,62335,83139,50437,623 41,479
39,504 43,553
41,479 45,73143,553 45,731
ational Supplies
Operational Supplies 445,218 458,574
445,218 527,360
458,574580,096 638,106
527,360 701,916
580,096 772,108
638,106 701,9161,000,000
772,108 1,050,000 1,102,500
1,000,000 1,050,000 1,102,500
rials/Durable Materials/Durable
Goods Goods 107,100 109,242
107,100 120,166
109,242132,183 145,401
120,166 159,941
132,183 175,935
145,401 159,941 300,000
175,935 330,000
300,000 363,000
330,000 363,000
ating Expenses & Supplies
Operating Expenses &1,273,832
Supplies 1,272,526 1,478,659
1,273,832 1,887,794
1,272,526 1,979,442
1,478,659 2,076,426
1,887,794 2,181,860
1,979,442 2,076,4262,628,397
2,181,860 2,766,352 2,928,864
2,628,397 2,766,352 2,928,864
es Utilities 497,003 521,853

497,003 547,946
521,853575,343 604,110
547,946 634,316
575,343 666,031
604,110 634,316 699,333
666,031 734,299
699,333 771,014
734,299 771,014
Maintenance,Zoo
Repairs & Replace
Maintenance, 410,065
Repairs 330,259
& Replace 410,065 729,767
330,259390,312 373,712
729,767 298,866
390,312 215,759
373,712 298,866 912,101
215,759 705,965
912,101 556,364
705,965 556,364
Expenditures
Total Expenditures 6,235,932 6,457,766 7,520,954
6,235,932 7,769,467
6,457,766 8,029,687
7,520,954 8,234,203
7,769,467 8,444,983
8,029,687 10,466,706
8,234,203 8,444,98310,605,276 10,831,616
10,466,706 10,605,276 10,831,616
as 7/30/19 Draft as 7/30/19 Strategic Business Plan

Stra

APPENDIX C: NEW VISION AND
EXPERIENCES
The New Vision & Experiences for a Uniquely Baton Rouge Zoo
August 2019
143
A VISION FOR THE BATON ROUGE ZOO
Uniquely Baton Rouge—A Great Zoo for our Nine- The Zoo, BREC Commission and Administration, Friends of
Parish Region and Beyond the Baton Rouge Zoo Board of Directors and the BREC
Foundation are united and determined to give Baton Rouge
The leadership of BREC’s Baton Rouge Zoo has a vision the great zoo that it deserves, establishing it as a key cultural
to completely reinvent the current Zoo through a cornerstone of this growing and dynamic city. Our city should
transformation of the visitor experience into a not settle for anything less.
zoological journey that offers our city, residents,
families, visitors and guests a fun, unique zoo Armed with the vision to provide Baton Rouge with a great
adventure. zoo, one that is uniquely special for our city, much planning
and consideration has gone into developing what hopes to be
a complete transformation of the Zoo. Visitors will be engaged
through interactive, highly-personalized wildlife experiences
that are compelling and memorable.
Only a lucky few can afford to take a safari in the native lands
of our animals, so we are bringing the experience to our
community to discover, explore and connect with wildlife right
here at the Baton Rouge Zoo.
The Baton Rouge Zoo will be the entertainment and

educational destination for residents and tourists in the
Baton Rouge region.

A Destination for All in and Around Baton Rouge
The Baton Rouge Zoo will provide far more than an As a cornerstone of the Zoo, the leadership plans to build a
opportunity to view animals. The vision for the Zoo, which is Conservation Learning Center, which will be the site for summer
modeled after the leading zoo trends in the nation, is to and holiday camps, overnight programs and school group
offer fun, creative, exceptional, immersive experiences that activities. The Baton Rouge Zoo strongly believes in the
have the power to deliver a compelling message about philosophy of the African ecologist Baba Dioum:
preserving wildlife in wild places for a public that is
increasingly isolated from nature. “In the end we will conserve what we love,
we will love only what we understand,
The Zoo will serve as a living classroom where visitors we will understand only what we are taught.”
learn about real-life conservation and research programs –
both at the Zoo and in the wild – through interactive
engagement with keepers, docents and Zoo staff.
Conservation is an ever-changing need in our society.

Educating our youth, families and elders will provide them
with the tools and/or knowledge to help increase
endangered species populations, decrease waste,
conserve energy and make our world a better and safer
place to live. The Baton Rouge Zoo will continue to expand
our role in community education and strive to serve as an
educational hub from pre-school age to school age to those
pursuing advanced degrees.
145
Our Unique Zoo – A Whole New Adventure
The goal of the Zoo experience is to take visitors through a The Uniquely Baton Rouge Zoo visitor experience will offer:
multi-dimensional adventure to visit exhibits that are
naturalistic and make visitors feel as if they have traveled • An expanded train ride to take visitors behind the
scenes;
into the wild. Learning from the trends among zoos today,
the Zoo’s new exhibit will connect the visitor to the animals
• Wildlife-themed splash pads, water rides and nature
through up-close perspectives and the opportunity to play;
engage with the animals.
• Engaging, unique animal experiences that connect
Imagine feeding a giraffe a lettuce snack, having a our visitors with our animal collection;
lemur jump next to you, or even having a bird land on

• An endangered species themed carousel; and
your shoulder.
• Other unique venues that give our visitors 360

degree views of wildlife.
Young children are curious and eager to learn about the

natural world. Climbing, building, splashing, play-acting and
daydreaming are fun and important for children’s social,
intellectual and physical well-being. When children play and
explore in nature, they become more vigorous, cooperative
and imaginative learners.

The adventure will continue at the Baton Rouge Zoo as the The Baton Rouge Zoo will no longer just be a place for day-
visitor dines and shops. As visitors dine, their tables will time visits. The Zoo could offer businesses a progressive
overlook exhibits to create the feeling of sharing a meal location for innovative corporate retreats. The Zoo could
with an animal while introducing them to the highest levels include a unique, memorable wedding venue as well as a
of eco-friendly restaurant practices. The shopping large group events venue.
adventure continues the experience, with the opportunity to
share the culture of different lands while building on the The collective leadership of the Baton Rouge Zoo feels it is
conservation message of the surrounding exhibits and critical that the Zoo be created in close partnership with our
overall mission of the Zoo. The visitor amenities have an community. Strong support for the Zoo to create synergistic
extraordinary opportunity to help teach how conservation relationships through partnerships with fellow cultural
and culture interact and affect the world we share. attractions, universities, corporations and governmental
agencies allows the Zoo to help generate a greater
Supported by strong community partnerships, the Baton educational, conservation and economic impact for our
Rouge Zoo will remain dedicated to being affordable, safe region. The real value of the Zoo will be in future synergistic
and accessible for all. As our Zoo is enhanced physically, relationships that will make it a true civic asset.
careful consideration is made to design the Zoo to allow for
easy navigation.
147
APPENDIX D: LANDSCAPE NARRATIVE
BATON ROUGE ZOO
Baton Rouge Zoo Landscape Narrative
August 29, 2019
August 29, 2019
LANDSCAPE OVERVIEW
The goal of the Baton Rouge Zoo landscape is to create a seamless experience using native and
naturalized plant species to make its users feel as though they have been transported into the native habitat of
the animals. Various components of the landscape will also utilize and highlight sustainable practices to educate
the public on ecosystem functions.
ARRIVAL SEQUENCE
The first experience visitors have with the zoo occurs on the drive in. The Scotland Avenue corridor
presents an opportunity to greet users and guide them to their destination, creating an effortless and seamless
experience from vehicle to zoo. Areas along Scotland Avenue can be enhanced using similar planting strategies
proposed for the zoo to convey a sense of arrival to visitors creating anticipation and making them feel as though
their day at the zoo has already begun. Subtle signage implemented along the route can act to communicate
directions and assure drivers that they are heading in the right direction. These landscape enhancements can also
serve to screen drivers from the industrial activity along the route and improve existing natural areas, benefitting
both guests and residents of the area who use this corridor daily. When visitors finally arrive at the zoo, the
parking lot can be used as an immersive opportunity, preparing them for their zoo experience. Landscape in the
parking lot can be used to introduce a specific character and demonstrate overarching landscape principals found
in the zoo such as sustainable use of water and incorporation of native plants. Capturing users before they enter
the zoo is key to initiating a memorable experience.
ZOO EXPERIENCE
The zoo will feature many regions of the world in its exhibits. Beyond the animals, it is the landscape of
the exhibits that transports the mind of the visitor to the animal’s native habitat. These exhibits will feature
native and naturalized vegetation that is found in Louisiana’s landscape. By using local plants that mimic the
form and texture of plants from these foreign landscapes, the zoo will achieve the feeling of being in another place
without disrupting the local and regional ecology of south Louisiana. Local plant species will be more sustainable
to source and maintain and will also be more resilient in this environment. This practice will also put a uniquely
Louisiana lens on the zoo that ties each exhibit together and grounds the zoo in its geographic location of south
Louisiana. All plants in exhibits will be cross referenced to ensure that they are not toxic to animals.
EXISTING LANDSCAPE PATTERNS
The current zoo grounds are dominated by bottomland hardwood tree species throughout. Mature Oak
trees are a keystone of the Baton Rouge Zoo’s vernacular. This is most prominent at the current entry where there
is an allee of beautiful Live Oaks welcoming visitors. As it is currently functioning, some of the property is still
undeveloped and is heavily wooded. Various areas throughout the zoo grounds have a mixture of native vegetation
mixed with exotic, invasive plant species. This creates a great opportunity to identify desirable plant communities
that can be enhanced and to design with the natural systems of the site as it is further developed. Desirable
specimen trees in these wooded areas can be preserved and integrated into designs to build upon the southern
Louisiana landscape vernacular and offer prime canopy for users. Undesirable vegetation can be removed and
replaced with high quality, long lived native plant species. The proposed zoo landscape should be designed to
serve the area for generations to come.

APPENDIX E: CIVIL NARRATIVE
Greater Baton Rouge

Greater
Greater Baton
Baton
Greater Rouge
Rouge Zoo
Baton RougeMaster Plan
ZooZoo Master
Master
ZooPlanPlanPlan
Master FOR THE BATON ROUGE AND PARK
COMMISSION (BREC)
FOR
FOR THE THEFOR
BATON BATON
THEROUGE
ROUGE AND
BATON AND
PARK
ROUGEPARK
AND PARK
COMMISSION
COMMISSION (BREC) (BREC) (BREC)
COMMISSION
Attention:
L. Ace Torre, FASLA, FAIA, FAAR, IIDA, LEED® AP
Attention:Attention:
Attention: President
L. Ace
L. Ace Torre, Torre,
FASLA, FASLA,
L.FAIA,
Ace FAIA,
Torre,
FAAR, FAAR,
FASLA,
IIDA, IIDA,FAAR,
LEED®
FAIA, LEED®
AP APLEED® AP
IIDA,
PresidentPresident President Address:
Torre Design Consortium, Ltd.
Address:Address: Address: 5005 Magazine Street
TorreConsortium,
Torre Design Design Consortium,
Torre Design Ltd.
Ltd. Consortium, Ltd. New Orleans, LA 70015
5005 Magazine
5005 Magazine Street Street
5005 Magazine Street
New LA
New Orleans, Orleans,
NewLAOrleans,
70015 70015 LA 70015 Prepared By:
CSRS, Inc.
Prepared Prepared
By: By:
Prepared By: 6767 Perkins Road, Suite 200
CSRS, Inc.CSRS, Inc.
CSRS, Inc. Baton Rouge, LA 70808
6767Road,
6767 Perkins Perkins
6767 Road,
Suite 200Suite
Perkins 200 Suite 200
Road,
BatonLARouge,
Baton Rouge, 70808
BatonLA Rouge,
70808 LA 70808
149
Contents
Data Gathering of Existing Utilities ................................................................................................................................... 3
Inventory ............................................................................................................................................................................. 3
Evaluation ........................................................................................................................................................................... 3
Recommendations ............................................................................................................................................................. 4
CSRS | 6767 Perkins Rd., Suite 200, Baton Rouge, LA 70808 | 225.769.0546 | www.csrsinc.com 2

Data Gathering of Existing Utilities

CSRS, Inc. gathered existing site data, inventory and base mapping for utilities and infrastructure, including
domestic water and shutoff valves, irrigation, electrical, lighting, drainage, sanitary sewer and onsite wastewater
treatment plant (WWTP) at the Greater Baton Rouge Zoo (Zoo).
Data gathering under the scope of this task included the following:
‐ Site visits, photos and conversations with Zoo utility, building and grounds staff members
‐ Correspondence with BREC’s Director of Park Operations
‐ Correspondence with the City of Baton Rouge Parish of East Baton Rouge Department of Environmental
Services (CP DES) regarding on site Pump Station 109 (PS 109)
‐ Existing layout maps, Engineering and/or Architectural plans provided by the Zoo
Data gathering under the scope of this task did not include the following:
‐ Conducting a full site survey of existing utilities
‐ CCTV of existing stormwater/sanitary sewer system
‐ In-depth evaluation of existing on-site PS 109 and WWTP
Inventory
Existing information was collected through the means listed above for domestic water lines, hydrants and shutoff
valves, electrical layout, drainage, sanitary sewer and the WWTP. Existing information was not found for lighting
throughout the Zoo or the irrigation system. Below is a list of available information provided by the Zoo:
‐ Existing infrastructure layout AutoCAD DWG (provided by Zoo, dated 2018)

‐ Existing Engineering and Architectural plans available in Zoo Library
o Sewer Pump Station Rehabilitation at the Greater Baton Rouge Zoo (Simmons J. Barry & Associates,
dated 05/1992)
o Artificial Marsh Wastewater Treatment Facilities at the Greater Baton Rouge Zoo (Simmons J. Barry &
Associates, dated 6/1990)
o Greater Baton Rouge Zoo Water Supply Fire Protection System (Brown & Butler, Inc., dated 8/1990)
o BREC’s Baton Rouge Zoo: Additions and Improvements (Grace Hebert Architects, dated 1/15/07)
o Greater Baton Rouge Zoo Sanitary Sewer Layout Sheet (Boudreaux – Fergus Consulting Engineers,
Inc., date not provided)
o Greater Baton Rouge Zoo Sanitary Sewer System Extension to Sanitary Sewers Layout Sheet (Paul C.
Boudreaux Consulting Engineers, Inc., date not provided)
Evaluation
Highlighted below are concerns with existing utilities raised by Zoo staff, with emphasis on the combined
stormwater/sanitary sewer system due to loss of AZA accreditation.
Domestic Water
Zoo staff has raised concerns regarding low water pressure at site facilities. An updated survey of existing waterlines
and valves will be required for further analysis in order to provide recommendations to domestic water system.
Combined Stormwater/Sanitary Sewer System

The existing stormwater drainage system is comprised of onsite runoff into Cypress Bayou laterals, onsite retention
ponds and a combined gravity stormwater/sanitary sewer system. This combination system collects and conveys
sanitary sewer along with stormwater runoff from the Zoo site and from the animal exhibits via the moat system,
through a series of 6” to 10” pipes. The gravity pipe network outfalls into to the onsite PS 109. From PS 109, the
influent is either pumped into the City of Baton Rouge-Parish of East Baton Rouge’s sewer system for treatment or
gets treated at the onsite WWTP. From the WWTP, the effluent is discharged into Cypress Bayou.
151
PS 109 is owned and operated by the CP and has 2 x 200 gallon per minute pumps. The Zoo influent discharges to
the City-Parish system while maintenance is being performed on the WWTP. Average cost for discharging and
treatment by the City-Parish sewer system average approximately $1,000 per day.
Issues with sanitary sewer backup into the moat systems within the animal exhibits contributed to the loss of AZA
accreditation. Based on the information gathered under the scope of this phase, the following assumptions and
high-level analysis has been made regarding combination system backup:
‐ Backup issues with the combined system occurs with heavy inflow of stormwater. These issues appear to
occur between the upstream end of the gravity system and PS 109. This backup may be attributed to
undersized or damaged pipes, and/or PS 109 not having the capacity to handle the inflow of stormwater
during a heavy rain event.
‐ The existing combination system experiences issues with the addition of stormwater into the system,
therefore the system appears to perform under no and low stormwater inflow conditions.
‐ The existing combination system has the capacity for sanitary sewer if stormwater is separated from the
system.
Wastewater Treatment Plant

The onsite WWTP averages a daily load of 250,000 gallons per day. The plant receives influent from PS 109 and is
treated through a system comprised of an equalization basin, artificial marsh filtration system, ultraviolet
disinfection, and effluent storage pond, then discharges the effluent into Cypress Bayou. The wastewater treatment
process was designed based on a regulation for disease control of African Hoofstock that is no longer a requirement
since the African animals are quarantined before arriving to the Baton Rouge Zoo (in accordance with current USDA
regulations). The treatment plant is setup for reuse of greywater for select processes, such as irrigation, however
due to issues with solids entering the system, this feature is no longer used.
The WWTP system is maintained and operated by the BREC’s Department of Park Operations, however pump and
motor maintenance along with effluent sampling are conducted by independent contractors. Average maintenance
costs, including cost of independent contractors, for 2016 and 2017 averaged $32,000 per year.
The WWTP is maintenance intensive. Maintenance ranges from replacing bulbs for the UV system and replacement
of rocks for the rock filtration system to reinforcing the dirt walls of the effluent pond due to breaches caused by
nutria. Overall, the WWTP appears to be in good condition and can meet the service needs for the next 10-15 years,
with proper maintenance.
Recommendations
A detailed survey of all existing utilities is recommended. In order to help the Zoo meet ADA accreditation
requirements, it is recommended to separate the combined sewer system. The existing combination pipes can be
repurposed for sanitary only and remain connected to PS 109 and continue to be treated at the onsite WWTP with
City backup. The moat systems can be separated from the sanitary system and tie into a new storm system, which
will utilize onsite retention ponds and outfall into Cypress Bayou. It is assumed the existing pipe network and PS 109
are sufficient to handle this reduction in flow. By reducing the amount of influent into the onsite WWTP, the
treatment process may be reconfigured in the future to decrease the current wastewater treatment footprint. Before
implementation of these recommendations, a sanitary sewer flow analysis, drainage study and CCTV of sewer pipes
and manholes shall be conducted for in-depth analysis.

APPENDIX F: ACKNOWLEDGEMENTS
BREC COMMISSIONERS Angela Harms, BREC’s Assistant Director Planning
and Engineering
Lloyd Benson, Jr., Commission Chairman
Cheryl Michelet, BREC’s Communications Director
Shelton C. Dixon, Commission Vice-Chair
Lee Schoen, Zoo Curator of Birds
Larry Selders, Commission Treasurer
Paige Wiggins, Zoo Curator of Primates and
Davis Rhorer, Commissioner Carnivores
Rossie Washington, Jr., Commissioner Nicole Strauss, Zoo Curator of Aquarium and
Sandra Davis, Commissioner KidsZoo
Kenneth Pointer, Commissioner John Marshall, Zoo Curator of Hoofstock
Jerry Jones, Jr., Commissioner Nancy Shepard, Zoo Building and Grounds Manager
David Tatman, Commissioner Kesei Kelly, Commissary Manager
Gilda Conrad, Guest Services Coordinator
Carroll Shirey, Guest Services Coordinator
BREC SUPERINTENDENTS Gordon Pirie, DVM, Zoo Veterinarian
Corey Wilson, BREC Superintendent
Reed Richard, Assistant Superintendent
System Planning FRIENDS OF THE BATON ROUGE ZOO
Brandon Smith, Assistant Superintendent BOARD OF DIRECTORS
Recreation & Facilities
Executive Committee
Todd Schexnayder, President
ZOO MASTER PLAN VISION TEAM Scott H. Hensgens, Vice President
Joe Simmons, Treasurer
Phil Frost, Zoo Director
Bill O’Quin, Immediate Past President
Jim Fleshman, Zoo Deputy Director
Sarah Cardwell, Zoo Catering & Events Sales Trustees
Manager Marvin Borgmeyer
Randy Haddad, Friends of the Zoo Director of Norisha Kirts Glover
Development Blaine Grimes
Vicki Jones, Zoo Guest Services Manager Ralph Ney
Jamie Kuhns, Zoo Administrative Services Manager Cheryl A. Olinde
Kim Lodrigue, Zoo Administrative Services & Mary Lou Potter
Records Manager
Gordy Rush
Robyn Lott, Friends of the Zoo Director of
Markerting and Public Relations Nadine Carter Russell
Jennifer Shields, Zoo Curator of Education Phil Frost, Executive Director (ex-officio)
153
BREC FOUNDATION TORRE DESIGN CONSORTIUM, LTD.
BOARD OF DIRECTORS Ace Torre, Principal-in-Charge
Executive Committee Matt Monahan, Project Manager
Scott Gaudin - President Jeffery Borchardt
Alvin C. Moreau, III - Vice President Daren Sadowsky
Christopher Adams - Secretary James DeRoussel
Bobby Varnau - Treasurer
Mike Anderson - Immediate Past President SCHULTZ & WILLIAMS
Chris Ferrari - Chair of Special Projects Rick Biddle
Hitesh Chheda - Chair of Philanthropy Jill Macauley
Trustees
Marvin E. Borgmeyer CARBO
Bryan Camerlinck Jeffrey Carbo
Will Chadwick Shannon Blakeman
Maxine Cormier Zach Broussard
James Dutschke
James Gilmore CSRS
John Grinton Rebecca Davesac
Melvin Hardnett Mark Goodson
Roy Heidelberg
Brandon Landry
Glenn Ledet
Shane Morrison
Namisha D. Patel
Jenni Peters
Kimberly Robinson
Jacob Waguespack
Mary-Patricia Wray
Executive Director
Carl Stages

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GREENWOOD PARK & BATON ROUGE ZOO MASTER PLAN

Corey K. Wilson, BREC Superintendent

GREENWOOD COMMUNITY PARK:

BR ZOO: MASTER PLAN REPORT

BR ZOO: APPENDIX (SUPPORTING DOCUMENTS)

1 Master Plan Process............... 5

3 Master Plan Vision..................49

Dumas Memorial Golf Course

Dog Park BATON ROUGE ZOO

J.S. Clark Golf Course

8| GREENWOOD PARK MASTER PLAN

Soccer Fields with Lights

Conference/ Rental Facility

Blue Trails Equestrian Trail

Adventure Playground/ Splash Pad

Waterfront Building & Cafe

Outdoor Concert Venue

Bayou Promenade Parking

Event Lawn/Overflow Parking

Sports Facilities: Tennis, BATON ROUGE ZOO

Disk Golf Course

Mini Golf Expanded J.S. Clark Golf Course

A series of larger public workshops,

10 | GREENWOOD PARK MASTER PLAN

PUBLIC OPEN HOUSE 1 PUBLIC OPEN HOUSE 2 PARTY IN THE PARK

Open Up and Reach Out Welcome and Grow

During the design process

Construction Enabling Studies Greenwood

16 | GREENWOOD PARK MASTER PLAN

PHASE 1 OF GREENWOOD PARK AIMS TO ACHIEVE ALL THE GUIDING PRINCIPLES TO

During the construction of Phase 1

DOCUMENT specific types of information might be found so you

HOW DID WE GET HERE? TELL ME THE BIG PICTURE

18 | GREENWOOD PARK MASTER PLAN

Listening and learning

DEC JAN FEB MAR APR

22 | GREENWOOD PARK MASTER PLAN

“I think the focus needs

24 | GREENWOOD PARK MASTER PLAN

The team also used additional avenues of

After each round of public engagement, the team

26 | GREENWOOD PARK MASTER PLAN

781 1,362 1,306

AND ONE BIG PARTY IN THE PARK!

MASTER PLAN ENGAGEMENT SUMMARY

ENGAGEMENT ROUND ONE

The first round of engagement marked 1 PROGRAM PREFERENCE

28 | GREENWOOD PARK MASTER PLAN

ENGAGEMENT ROUND TWO

Based on the emerging themes EAST BATON ROUGE (EBR) HEART

30 | GREENWOOD PARK MASTER PLAN

PARTY IN THE PARK

PARTY IN THE PARK IMMERSIVE MASTER PLAN

SITE HISTORY & TIMELINE

Unpacking the layers of social and

During WWII, what is now Greenwood Park was the

1940 - 1945 1948 1954 1959

38 | GREENWOOD PARK MASTER PLAN

In more recent history, the land surrounding

1963 1964 1970

1960 1970 1980

In between the Mulatto Bend and Greenwood

40 | GREENWOOD PARK MASTER PLAN

The latest chapter of Greenwood Park’s story,