Professional Documents
Culture Documents
December 3, 2009
Prepared by
Morgan Hill Sutton & Mitchell Architects, LLC
and Purdue Center for Regional Development
19
1.0 Purpose
Following the implementation of the Energy Efficiency and Conservation Strategy (EECS),
the City of Shreveport will conduct a Comprehensive Energy Efficiency and Conservation Plan
(CEECP) to guide long term decision-making and investment. To position ourselves as a front
runner in achieving the objectives outlined in the Energy Efficiency Community Block Grant
(EECBG), the City of Shreveport must go beyond minimum requirements to pursue innovation
and transformation. Reaching higher will allow the City to maximize long term benefits and
develop a competitive advantage when applying for future funding. The CEECP will build upon
the initial investments identified EECS, chart the course for future investments, and develop a
long term strategy for Shreveport to become more energy efficient.
The CEECP will implement a process that empowers citizens, enabling many people to make
meaningful contributions toward addressing complex community issues. The process used will
generate new ideas and align existing resources around innovation. The outcomes of such a
process will be new businesses, increased job opportunities, and improved quality of life.
• job creation
• energy savings
• reduction of greenhouse gas emissions
• provident use of local resources
• renewable energy production
• maximized leveraging of funds
In addition to fulfilling these initial goals as outlined by the Department of Energy and the
City of Shreveport for the EECS, the CEECP will:
• serve as a means for the City to pursue future funding from state and federal sources
• provide a framework for regional collaboration among municipal and parish governments
• cultivate local capacity, leadership, advocacy, and innovation
As our community works to improve its energy efficiency, it will be important to evaluate
our opportunities, not only from an environmental and economic point of view, but also
from a social and cultural perspective. We have the ability to make decisions that can save
money, generate income, improve environmental quality, conserve local resources, support
and enhance cultural and heritage resources, and positively impact all citizens in the greater
Shreveport region. Ultimately, the CEECP will aim to maximize benefits according to a
quadruple bottom line (Fig. 1):
• environmental quality
• economic prosperity
• social equity1
• cultural vitality2
Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 21
These multiple bottom lines should guide the indicators/metrics that will be used to
determine preferred initiatives and evaluate progress during the implementation. A
sustainable plan will successfully balance the indicators on this quadruple bottom line,
offering a suite of solutions to serve all aspects of our community.
Unbalanced
Indicators
Balanced
Quadruple
Bottom Line
The CEECP will identify and support local assets that can help the City of Shreveport become
more energy efficient. The plan will cultivate open networks to link and leverage these local
assets through a process called ‘strategic doing.’ This innovative approach represents a shift
from the slow process of traditional strategic planning to fast cycles of strategic doing. John
McCann discusses the need for this shift in his essay on “Leadership as Creativity:”
Henry Mintzburg, author of The Rise and Fall of Strategic Planning and the insightful article
“Crafting Strategy” says, “The future is an abstraction...it never arrives.” It is always “out
yonder.” Planning, according to Mintzburg, can only accomplish two objectives: it gives
us an image of the future, and; allows us to make decisions about actions we take now
that will impact that future when it arrives. Thinking (planning) and acting (doing) are
inseparable. Formal planning -- especially that type typically labeled “strategic” (a word
widely used yet seldom defined) -- can put too much distance between these two.
22 City of Shreveport, Louisiana MHSM Architects Purdue Center for Regional Development
activity. The process is often controlled by a handful of people, and if the process is weak, the
commitment to implementation withers quickly. On the contrary, with strategic doing, plans
and action synchronize, allowing for frequent feedback, learning, and realignment throughout
the process. (Fig. 2)
Linear Cyclical
Expensive Inexpensive
Hierarchies Networks
Transactions Relationships
Strategic doing uses an open network model. Open networks offer unique advantages and
will provide the structure for progress and innovation in our modern economy. Networked
processes are more fluid, adaptable, and flexible. They combine open participation and
leadership direction. And, we find that as our network of partners grows, our opportunities
multiply and we generate new assets and unforeseen innovation.
In order for strategic doing to work, we must create trusted civic spaces, develop new leadership
characteristics, and promote civility. All partners decide to exhibit characteristics and behaviors
that enable productive dialogue: genuine curiosity, appreciative inquiry, transparency, joint
accountability, transformative thinking, commitment to engage, participation to contribute,
active listening and learning, collaboration, and mutual respect. (Fig. 3)
Public
Sector Neighborhoods
Transportation/
Health Advocates
Business/
Higher Collaborative Industry
Education Initiatives
Energy Efficiency/
Conservation Advocates
Community Based
Organizations
Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 23
Trusted relationships create resiliency. Trust emerges when we behave in ways that build
trust and mutual respect. As we work together in a trusted space, we accomplish more. We
attract new partners and assets. As the number of trusted relationships increases, the value
of the network goes up. More opportunities arise with stronger networks. (Fig. 4)
Leaders in the Strategic Doing process guide positive conversations and develop others’
capacity to lead. Ultimately, leadership and work are shared responsibilities, distributed
within the group.
Competitive communities are those that break down silos, link, and leverage their assets
quickly. Strategic doing will enable the City of Shreveport to accomplish these goals and meet
the complex challenges to create deep transformation within our community. Collaboration
leads to innovation. Innovation improves our productivity and our prosperity. (Fig. 4)
Prosperity
Opportunity
Productivity Zone
Information
& Leadership
Innovation
Information
& Leadership
Collaboration
24 City of Shreveport, Louisiana MHSM Architects Purdue Center for Regional Development
This cycle of conversations is frequent, ongoing, and supports transparent accountability. Groups
come together every 30-60 days. The goal is to articulate a clear direction and define initiatives
that align with this direction. Leadership keeps people focused and the process open. Thick
and trusted networks evolve that help us learn, make decisions, and act more quickly.
Learn/Adjust
Focus/Align
Commit/Act
Notes:
1
Rose, Kalima and Julie Silas. 2001. Achieving Equity through Borrup, Tom. 2006. The Creative Community Builder’s
Smart Growth: Perspectives from Philanthropy. PolicyLink and The Handbook: How to Transform Communities Using Local Assets,
Funders’ Network for Smart Growth and Livable Communities. Art, and Culture. St. Paul, Minnesota: Fieldstone Alliance.
Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 25
2.0 Plan Participants
Working Groups
Citizens of Shreveport
Building Energy Efficiency
Energy Education/Outreach
2.1 Public
The CEECP should be shaped around the vision of the Citizens of Shreveport, and build on
the values identified by the Shreveport Caddo Master Plan, local advocacy groups, and other
public forums.1 All citizens in Shreveport will be encouraged to play an active part as our
community strives to become more energy independent.
Roles:
Seek information, education, and training
Voice opinions that will guide other participants
Conserve energy within our own sphere
Live providently
Explore opportunities for new business creation
2.2 Government
Elected officials and department heads provide leadership, shaping the process to ensure
the completion and implementation of the CEECP.
Roles:
Define the timeframe and jurisdictional area of the plan
Manage the project team
Adopt the plan
Allocate and spend the funds needed to implement the plan
Evaluate progress
Report on evaluations
Amend the plan over time as needed
The steering committee formed in Phase I of the EECS will be invited to extend their involvement
as stewards over the plan process and serve on each of the working groups. As jurisdictional
boundaries are determined and partnerships are formed, others may be invited to join the
steering committee. 2
26 City of Shreveport, Louisiana MHSM Architects Purdue Center for Regional Development
Roles:
Oversee the plan process
Guide and direct the project team
Provide leadership and advocacy in working groups
Recommend the plan and its initiatives to government leaders for adoption/implementation
The project team, led by Gulf Geoexchange and Consulting Services, Inc. (GGCS), is currently
comprised of Morgan Hill Sutton & Mitchell Architects, LLC (MHSM), Consortium for Education
Research and Technology of North Louisiana (CERT), Purdue Center for Regional Development,
and Chronicles of Numbers, LLC.
Roles:
Inventory potential working group members/stakeholders
Teach ‘strategic doing’ and provide technical assistance to the working groups
Provide a web 2.0 workspace for working groups and a public interface
Provide expertise and analysis of best practices and case studies within the six focus areas
Convene and facilitate working groups every 30-60 days
Formalize the ideas generated by the working groups into a plan document
Set metrics for baseline, produce target projections and provide evaluation for initiatives
Structure GIS database and procedures for monitoring trends
Provide a format and procedures for regular evaluation and reporting
A series of working groups will be organized around focus areas, described in section 3.0 of this
report. Each working group will engage an open network of public and private sector stakeholders. 3
Roles:
Determine goals and principles
Set targets
Publicize and promote the plan
Generate potential initiatives
Select preferred initiatives
Develop prioritized/phased implementation strategy
Identify obstacles to implementation and describe strategies to remove obstacles
Review the plan
Advise the project team
Oversee implementation
Evaluate and report progress on initiatives
1
Shreveport Caddo 2030 Vision Report: www.communicationsmgr.com/projects/1409/docs/VisionPoster-FINAL-LO.pdf
2
See Appendix D
3
See Appendix E
Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 27
3.0 Plan Focus Areas
The CEECP will be structured around seven major focus areas that cover all of the eligible
activities outlined for the EECBG. (Fig. 7) While each of these focus areas are strongly
interrelated, they also serve as major categories for our work during the planning process.
Working groups will be formed around each of these focus areas and, from these working
group discussions, specific initiatives will emerge.
Eligible activities within the Building Energy Efficiency focus area include energy audits
for commercial, residential, industrial, governmental, and non-profit buildings, financial
incentive programs, revised building codes/inspections, and energy efficiency retrofits.
Eligible activities within the Clean and Renewable Energy Sources focus area include on-site
renewable energy generation, energy distribution technology, and the reduction/capture of
methane and other greenhouse gases.
Eligible activities within the Clean and Renewable Energy Sources focus area include recycling
programs, activities that reduce greenhouse gas emissions, and watershed management.
The Transportation and Land Use Alternatives focus area covers activities related to energy
conservation in transportation and patterns of land use. It will explore the application of
Smart Growth principles in our community and look for opportunities to expand urban
agriculture and urban forestry within the city.
The Green Workforce/Business Incentives focus area explores economic and workforce
development opportunities related to all other focus areas to find opportunities for the
“greening” of occupations, project increased demand, enhance skills, and identify new and
emerging occupations.
The Energy Education/Outreach focus area explores methods for transforming the way
our community thinks about energy efficiency and conservation, sharing information and
promoting any of the projects above. It will emphasize the engagement of K-12 and higher
education in collaborative efforts around green workforce training and curricula.
3.7 Other
This focus area is for any innovations that do not fit in the other six categories. The Department
of Energy has included ‘other’ as an eligible activity and encourages the innovation of energy
efficiency and conservation strategies not included in the listed eligible activities.
28 City of Shreveport, Louisiana MHSM Architects Purdue Center for Regional Development
Fig. 7: EECBG Eligible Activities
Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 29
4.0 Plan Process
1. Plan Initiation
2. Baseline Working Groups
3. Target
4. Opportunities/Options
5. Preferred Action Plan
6. Implementation and Evaluation Core Group
7. Plan Review and Adoption
This cycle of conversations will be frequent, ongoing, and will support transparent
accountability. Participants will leave each conversation with commitments, break off to
accomplish tasks, and reconvene to report and then determine the next set of tasks. Progress
on individual initiatives will be regularly reported to their respective working group, and
working groups will come together every 30-60 days. (Fig. 9) Web 2.0 tools will provide a
trusted space for participants to continue conversations, share ideas, and to report on their
work, allowing for greater collaboration, transparency and accountability.
Work
Meet Meet
Meet Meet
Work
30 City of Shreveport, Louisiana MHSM Architects Purdue Center for Regional Development
Stage 1. Plan Initiation
During the first stage, the groundwork will be laid for the plan. Stakeholders will be engaged
and organized. The process will be prepared and initiated.
Activities
Cultivate partnerships with institutions of higher education, state and neighboring local
governments, private sector industry, and community based organizations
Reengage steering committee established during the EECS
Define timeframe and jurisdictional area covered by plan
Assemble working groups around each focus area to include members of the steering committee
Teach strategic doing
Initiate Web 2.0 tools to create a collaborative space for working groups
Establish consensus on goals and principles
Deliverables
Map of jurisdictional area covered by plan
Timeline for plan process
Training materials for strategic doing workshop
Web 2.0 site with public interface and work space for focus area groups
Presentation/report describing goals and principles
Stage 2. Baseline
To produce a baseline, data will be gathered and analyzed to provide a picture of our
community’s current energy use and carbon footprint. Projections will be made to describe
where we will be in the future if we follow a “business as usual” scenario.
Activities
Establish indicators and metrics linked to goals/principles
Collect and analyze data
Establish baseline report of the analysis
Produce forecasts and projections
Deliverables
GIS layers and analysis mapping for spatially relevant indicators
Published presentation/report describing current indicator values, forecasts, and projections
Stage 3. Target
The target will provide a description of where we want to be, in terms of energy efficiency
and conservation, by our target date. It will define our broader desired outcomes, and allow
us to understand our end goal.
Activities
Determine targets
Seek consensus and approval for targets
Deliverables
Published presentation/report identifying the targets
Promotional materials, public service announcements
Formally adopted resolution
Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 31
Fig. 10: The CEECP Process
1.0
Stage 4. Opportunities/Options
During Stage 4, we will address the following questions: What could we do to improve our
energy efficiency and conservation? What plans are already underway? What are other
communities doing? How could we be innovative?
Activities
Compile best practices
Generate potential projects/initiatives
Deliverables
Published presentation/report identifying best practices for each focus area (case studies)
Published presentation/report describing and analyzing initiatives
Activities
Evaluate initiatives based on metrics, sustainability, and feasibility
Select and prioritize preferred initiatives
Identify funding strategies
Deliverables
Published presentation/report outlining the preferred initiatives with funding strategies
32 City of Shreveport, Louisiana MHSM Architects Purdue Center for Regional Development
1.1 1.2 Target
How will we evaluate our progress? During this stage, we will create a reporting system to
evaluate and update the plan as needed. Who will gather data and prepare reports? Who will
receive those reports? How will the plan be adjusted over time to achieve results?
Activities
Develop a prioritized/phased implementation strategy for each initiative
Identify policies and/or administrative actions adopted or needed to support plan implementation
Identify obstacles to implementation and describe strategies to remove obstacles
Establish commitments for implementation
Establish mechanisms for ongoing evaluation, accountability, and adaptation (reporting system)
Deliverables
Published implementation guidebook: the guidebook will include information about the
resources and partnerships required to achieve the plan’s goals; it will detail the prioritized
steps to take; it will describe who will do what, when, and how much it will cost.
During this stage, the initial version of the plan would be adopted, subject to change over time
as needed. Ultimately, progress evaluated on each initiative will be monitored and adjusted to
allow us to achieve or surpass our target goal. (Fig. 12)
Activities
Review preliminary and final drafts of the Comprehensive Energy Efficiency & Conservation Plan
Deliverables
Preliminary and final draft of the Comprehensive Energy Efficiency & Conservation Plan
Target
Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 33