Full Eecs Report Draft 11 05 2009

Energy Efficiency & Conservation StrategyCity of Shreveport, Louisiana

Version 1.3November 4, 2009

Gulf Geoexchange and Consulting Services, Inc.in collaboration with

Morgan Hill Sutton & Mitchell Architects, LLCPurdue Center for Regional Development

Consortium for Education Research & Technologyand Chronicle of Numbers

Table of ContentsEnergy Efficiency & Conservation Strategy

# Executive Summary

# Phase I Report: Energy Efficiency & Conservation Strategy

OverviewGoals and Objectives Alignment with EECBG Program Purposes Alignment with EECBG Program Principles Alignment with EECBG Program Desired OutcomesProposed Implementation Plan Plan Overview EECS Actions and Strategies EECS Enabling Activities Evaluation, Monitoring, and VerificationUse of Funds by Adjacent Units of Local GovernmentCommunication with the StateSustaining Program BenefitsAccountability

# Framework Document for Phase II: Comprehensive Energy Efficiency & Conservation Plan

PurposeGoals and Objectives Achieving Balanced Sustainability Building Local Capacity Through Strategic DoingPlan Focus AreasPlan ProcessPlan Participants

# AppendicesAppendix A – EECBG Activity SheetsAppendix B – CERT ReportAppendix C – Steering Committee MembersAppendix D – List of Potential/Proposed Working Group MembersAppendix E – Meeting Minutes

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Executive SummaryThe City of Shreveport currently has a number of opportunities and faces significant challenges with regard to energy efficiency and conservation. (examples with footnotes) local capacity in energy, natural gas industry and its unknown environmental impacts, local innovation & entrepreneurship, saving money, shifting the use of our money to achieve more positive impacts, sewer and stormwater concerns from the EPA, the potential for non-attainment status in terms of air quality following the update of EPA standards.

Through the current process of completing the Shreveport Caddo Master Plan, the City has been reminded of the citizens’ desires to improve quality of life, becoming a “greener,” healthier, more sustainable community. (See the Shreveport Caddo 2030 Vision Report: www.communicationsmgr.com/projects/1409/docs/VisionPoster-FINAL-LO.pdf )

To date, the City has pursued a series of independent initiatives to address these issues and take advantage of these assets. (footnote potential appendix) With the funds provided by the US Department of Energy’s Energy Efficiency Community Block Grant (EECBG), the City has a new opportunity to advance these efforts and invest in new energy efficient innovations.

Being awarded a grant for $1,977,900 from the Department of Energy, the City of Shreveport initiated a contract for the completion of an Energy Efficiency and Conservation Strategy (EECS) intended to maximize the leverage of new investments and coordinate with existing energy efficiency endeavors.

The City’s energy efficiency consultant, Gulf Geoexchange and Consulting Services, Inc. (GGCS) has assembled a project team with expertise to provide the full range of services needed to be successful in advancing Shreveport’s goals for energy efficiency and conservation. Tasks have been divided among and led by project team members according to their area of expertise, and each element has been coordinated and developed with the support and advisement of the collective team.

The City charged the project team with completing two primary tasks: 1) an Energy Efficiency and Conservation Strategy report (EECS: Phase I) 2) a Framework Document for the future completion of a Comprehensive Energy

Efficiency and Conservation Plan. (CEECP: Phase II)

The first task, the EECS report, involved the selection of projects to be funded by the City’s EECBG, requiring the integral involvement and direction of a diverse citizen-based steering committee. Through interviews with city government, and the input of the EECS Steering Committee, the project team assembled a full range of potential projects and programs eligible for the City to consider. Then the project team prepared a detailed report listing, explaining, and providing a cost/benefit analysis of each potential project/program, so that each could be fairly compared and evaluated by the EECS Steering Committee. Benefits considered during this analysis include:

• energy savings• greenhouse gas emissions reductions• additional funding to be leveraged• costs saved• jobs created/retained• long vs. short term impact (i.e. sustainability)• coordination among other EECBG funding recipients• any other tangible and intangible benefits

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The second piece of work is the preparation of a CEECP Framework Document details the goals and inclusive process for the development and implementation of a CEECP. The EECS Steering Committee was also called upon to advise and assist in the preparation of this Framework Document, which is included in Phase II of this report. Committee members were introduced to ‘Strategic Doing’ and participated in a small scale version of the process proposed for the CEECP. The committee provided feedback and guidance regarding the proposed process, they identified an initial list of stakeholders to be invited to work on the CEECP, and they selected the CEECP as one of the projects/activities to be funded by the EECBG.

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Phase I ReportEnergy Efficiency & Conservation StrategyCity of Shreveport, Louisiana

Prepared byGulf Geoexchange and Consulting Services, Inc.

Phase I Report8

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Energy Efficiency & Conservation Strategy - City of Shreveport, Louisiana 9

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1.0 EECS Overview

Located in Northwest Louisiana, Shreveport is a city of 205,000 residences in 120 sq. miles of the 4th district in Caddo Parish. The metropolitan area has a population in excess of 375,000. The Median income is $ 31,000 and per capita is$ 17,800. There are roughly 97,000 housing units in the city. We have constructed a program that we feel will give us an average reduction in energy use by our citizens of 20% and at the same time create well over 500 new and permanent jobs and as many as an additional 1000 temporary jobs over the next 3 years. We have a very ambitious schedule with critical milestones of 1,000 residential and commercial building audits in the first year and doubling each year to total 7,000 within the 36 month program. To accomplish these goals, we feel that the Best Practice is to employ the “STRATEGIC DOING” method (See Appendix __). By Strategic Doing we can accomplish more task with less people monitoring ________---(add a very short synopsis).A steering committee was set up by Shreveport’s city administrator and they met on a weekly basis with the consultant team to discuss and decide what specific activities were of most interest to the community.

2.0 Goals and Objectives

Shreveport’s overall goal is to reduce total energy consumption in the city by 20% per capita, to create at least 500 permanent jobs and to have sustainable projects past the 36 month initial period. The city will incorporate audits recently performed by Johnson Controls. The results will be reviewed to determine what if any measures to take next. Cost estimates for repairs and upgrades, measurement and verification will be determined. The government audits and reviews can be completed within the first quarter 2010, and remaining actions items to be initiated no later than the second quarter of 2010. Once we have the audit program in full motion we will be in a position to evaluate the best strategy for completing more low and moderate income retrofits. We will be able to work with the State’s Weatherization Assistance Program where the average amount per unit is now $ 6,500.

Shreveport will aid the city’s largest energy users in achieving their 20% reduction through best practices in energy reduction programs. These large users will be contacted to determine how the city can assist them is achieving the goals. Bring these users up to date on the current financial incentives that are available, including tax credits, low interest loans and Performance Based Energy Efficiency Contract services.

A program coordinator will be responsible for audits, marketing, customer service, scheduling, permitting, inspections and integration with other recovery efforts and activities. It is presumed that the coordinator position evolves into the city’s head of a new Environment/Energy Management Office once the EECBG program is completed. With the city operating under an EPA mandate regarding CO2 reduction this is the perfect time to create such a position.

Start the campaign to advise businesses and residents as to the benefits of energy audits, the resources currently available to get the audits, and the aid that the city is putting into place to help achieve those goals. This will happen within the first quarter of 2010. Implementing the results of the audits will begin after completion of the audits, and the retrofits will continue throughout the program period and beyond with the intention of continuing this until all businesses and residents are reached. The campaign will have the following elements:

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• City will cost share the first $100 of an energy audit for any business or homeowners that do not already qualify for free audits.

• Creating buying pools where businesses and homeowners may include audit recommendations any of the EEC measures recommended by the audits as part of the larger bid the city is assembling for its EEC measures. Businesses’ and homeowners pay for the equipment but can take advantage of any volume discounts for the equipment (only equipment will be included, each home or business will have to arrange for installation). The City will collect a fee on any equipment provided to homes or businesses in order to pay for the cost of providing service. By including the homes and businesses we will quickly create the largest possible market and generate lower prices for all measures. The result is maximizing the number of EEC projects and greater / swifter job creation.

• City will rebate permit costs associated any EEC completed and inspected project. City will cost share 10% or $ 400, whichever is smaller, of any EEC measure undertaken as part of the Recovery Act. We will leverage USDA grants for small business. For any EEC measures or renewable energy systems installed and rebate the permit fees upon final inspection.

• Businesses that have audits and completed measures that will result in savings of at least 10% of their annual energy will receive a window sticker/wall plaque indicating that they have participated in the city’s “Recovery Act - Energy Efficiency and Conservation Program”. We will develop a marketing plan that encourages participation by every business in the city. Special attention will be paid to measures that promote the reliability of the energy supply such as solar electric, solar air conditioning, geoexchange, solar hot water and wind.

• Every resident of the city will receive an information package that will include such items as details of the city’s efforts associated with the Recovery Act, the incentives offered by the City, the tax benefits of various RE systems and coupons for their audits. People that have audits done in a certain time period will be entered into a drawing to receive a credit of $ 5,000 on any measures taken as a result of the audit.

• City will try to coordinate our efforts with other cities that are also undertaking similar work and determine if combining our purchasing efforts will result in even lower costs, further market penetration and greater job creation.

The City has to adopt the energy efficiency building codes enacted by the State. This may prove to be a hurdle to accomplishing some of the audit and implementation of goals outlined. A timetable for the City to adopt the codes has not yet been determined.

Additionally, advanced training for Inspectors will be required. The training will entail the most up to date EE codes and practices. We will leverage training grant from DO Labor. The training will be designed so that all inspectors will be able to participate in the Louisiana HERO program. We will begin by establishing a program to train one new employee (contractor) to become the primary EE Code inspector for existing structures. This will create a minimum of one new job for a period of at least 2 years. Projected timeframe is first or second quarter of 2010.

To support this program, updated energy codes and enforcement tools and software are required for permitting for Energy Efficiency Code Enforcement. The city will need to upgrade code books, forms and other necessary improvements to incorporate the most up to date EE codes and inspections. Projected timeframe is first or second quarter of 2010.

The City has opportunities to install renewable energy equipment. Once these opportunities


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are determined as economically feasible, renewables will be incorporated into the retrofit programs. This will be addressed with the audits performed. Projected timeframe is first or second quarter of 2010.

One goal that was proposed by the steering committee was to create an energy efficiency/sustainable incubator program. This program will create a buying cooperative and associated financing for the businesses and residences of the city and surrounding parishes to obtain conservation, efficiency measures, renewable energy equipment and systems at the lowest possible prices. It will also help in business growth and job creation. This incubator program will be further defined and put in place before the second quarter of 2010.

Areas of the city do not have access to broadband, or the access is not affordable to lower income households. The city will be aggressive in implementing easy access to broadband for all of its citizens and residents. Some of this will be leveraged with the USDA broadband program. The city has numerous levels of GIS systems fragmented throughout. The goal for the GIS program is to have a central location and accessible by all systems to reduce the number of “server centers” currently functioning. This will aid in the overall reduction of energy use. The broadband process will begin in the first quarter and continue until the goal is reached, hopefully by the last quarter of 2010. Some barriers that may be encountered is the silos currently running “their” GIS programs that allow limited access to the community to get them to understand that more access to information is better for all. A Revolving Loan Fund will be established to take advantage of the ARRA funding designed to establish such a fund to promote energy efficiency and renewable energy. This fund will be coordinated with the State Energy Plan. Also, all possible methods to create financing products which allow access to conservation and renewable energy for city’s residences and businesses will be explored. Projected timeframe is first or second quarter of 2010.

Transportation improvements will be addressed through the development of a Master Bike and Pedestrian plan. This plan will lead the way in producing alternative methods of transportation for our citizens. Projected timeframe is first or second quarter of 2010.

Finally, we will explore reduction of GHG through an Urban Forestry Plan, Urban Agriculture Plan, and Outreach Education. Projected timeframe is first or second quarter of 2010.

2.1 Alignment with the EECBG Program Purposes

We believe that all of our goals and proposed projects meet all of the standards of the EECBG Program Purposes. A target of 25% energy reduction will generate the desired reduction in emissions. More importantly it will set the stage for continued economic stability and growth for our city. If the entire city is able to save 25% on their energy costs that savings could be as high as $ 300/yr per person. That is $ 300 that is available for other needs and there is a high probability that money will be spent within the city, thus continuing to fuel our economy.

Achieving these goals will also provide many new jobs in the city. All of these jobs should be permanent because they are designed to pay for themselves or are part of the private sector once they are established.

2.2 Alignment with EECBG Program Principles

Our program is designed to satisfy all of the principles of the program. By using a portion of the grants monies to subsidize and perform as many energy audits as possible we will

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be aggressively attacking conservation and efficiency first, thus setting the stage for the renewable energy equipment that will be installed to be able to handle a higher percentage of the remaining energy needs. The commitment to put RE systems into all city buildings and create a buyers co-op for the residences and businesses of the city will create a market that will have lasting jobs and energy impacts.

Completing the weatherization of all available low income housing will provide a continuing benefit through lower costs for operation and hopefully lower rents for the residences.

2.3 Alignment with EECBG Program Desired OutcomesThe designation of a reachable goal of a net 20% reduction in energy consumption will insure that we have the desired outcome

There will be a minimum of 10 jobs created within 30 days of grant funding and as many as 25 more in the private sector within the first year.

3.0 Proposed Implementation Plan

3.1 Plan OverviewThe area covered is all of Shreveport, LA., operated by it city government and it districts. (need to find out what entity will be the applicant etc and legal authorities etc.)The EECS plan will be jointly implemented by Shreveport and its various agencies in conjunction with GGCS.

3.2 EECS Actions and StrategiesThe first action will be to seek to leverage a large portion of any grant monies to assemble the necessary finance packages and partners to accomplish all of our goals. We believe that it is critical to take advantage of this opportunity to vault the community completely into the 21st century. In order to get our energy usage under control we need to have tools to measure, identify and act. We will work in concert with the local utilities and other interested parties to assemble a financial package that will allow every resident and business of the city to take advantage of a full range of conservation, energy efficiency and renewable energy systems.

Shreveport will take the results from the energy audits on each of its buildings, which includes 22 fire stations, 3 police stations, a bus garage, more than 10 public assembly areas and sports facilities and other studies such as the ones that will be done for transportation, flex time, recycling etc and develop a matrix that will rank each suggested measure in terms of:

1. Cost effectiveness2. Urgency3. Job creation4. Success Probability5. Permanency 6. Multiplier effect

We will then develop an implementation plan that will incorporate the following attributes.

In addition to the measures that the city will take on its own behalf we will offer to all business and home owners of the city the following opportunities.


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1. We will cost share the first $ 100 of an energy audit for any business or homeowners that do not already qualify for free audits

2. They will be allowed to include any of the EEC measures recommended by the audits, which they want to pay for, as part of the city’s bid requests. (Only equipment will be included, each home or business will have to arrange for installation) The city will collect a small fee on any equipment provided to homes or businesses in order to pay for the cost of providing service

(The goal is to create the largest possible market all at once so we can generate lower prices for all measures and thus undertake far more EEC projects and have greater and swifter job creation.)

3. We will rebate permit costs associated any EEC completed and inspected (if the city agrees we need cost of permit info to factor into budgets)

4. We will cost share 10% or $ 400, whichever is smaller, of any EEC measure undertaken as part of the Recovery Act.

5. Businesses that have audits and complete at least $ 1,000 in new EEC measures will receive a window sticker/wall plaque indicating that they have participated in the county’s “Recovery Act - Energy Efficiency and Conservation Program” We will develop a marketing plan that encourages participation by every business in the county. Special attention will be paid to measures that promote the reliability of the energy supply such as solar electric, solar air conditioning, geoexchange, solar hot water and wind.

6. The program will have a newly hired Coordinator and Assistant that will be responsible the success of the efforts. They will be the funnel for which all information and actions pass through so that we can insure that we get the most for our investments. They will be responsible for audits, marketing, customer service, scheduling, permitting, inspections and integration with other recovery efforts. This way we can continually track our cost to benefit and adjust our programs to squeeze the most out of each dollar. This position will eventually evolve into a Environmental/Energy Management Office for the city. This office will not only continue to advance energy efficiency and conservation it will be the mechanism that we use to insure efforts taken under the Recovery Act are permanent and producing the expected results.

A. Every resident of the city will receive an information package that will include such items as details of the parish’s efforts associated with the Recovery Act, the incentives offered by the city, the tax benefits of various RE systems and coupons for their audits. People that have audits done in a certain time period will be entered into a drawing to receive a credit of up to 50% or $ 5,000 on any measures taken as a result of the audit.

7. We will try to coordinate our efforts with other parishes and cities that are also undertaking similar work and determine if combining our purchasing efforts will result in even lower costs, further market penetration and greater job creation.

B. Energy Efficiency measures will be determined once the results of any weatherization

and other conservation measures are known. The goal is to reduce the load as much as possible first then determine the proper replacement equipment. If the audits determine that similar measures are viable at multiple locations we will use common equipment to reduce our future service and maintenance issues. These measures will also be coordinated with the jobs programs.

C. Renewable Energy measures will be considered for every building. In order to stimulate the RE market and take advantage of the green jobs training programs we will consolidate all of the projects into one bid package and expect to generate a large enough volume of work that we will see low enough prices to put projects on every

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building. We will offer bid packages for solar hot water, geoexchange systems, photo voltaic systems and solar air conditioning systems for every parish building. We will also include in the RE package all Parish businesses and residences that want to install some sort of RE equipment. We will also assemble the necessary tools to allow easy access to financing for all projects undertaken in the city.

D. Transportation. All contracts for the city for any of the EEC measures will also include some form of bonus payments to any employee working on project that walks, bikes or takes public transportation. We will expect to replace all traffic lights to LED bulbs.

E Waste to Energy. If the audits identify a facility that has a steady hot water need we will consider a wood waste to energy plant to produce the hot water. This plant would receive scrap wood from construction and demolition and other sources to burn in a high efficiency boiler.

F. Zero Waste. We will start the process to zero energy by diverting an additional three components of the waste steam. Cooking oil, grease trap waste and food waste will be evaluated for disposal and use in either an anaerobic digester conversion to biofuels or composting.

G. Development of New Models for Success. To achieve goals like reduction of waste and production of energy from within the community we will try to establish cooperative ventures for those that must use the services such as the proposed wood waste to energy or organic waste diversion. As an example for the wood waste to energy plant, those businesses that generate a lot of wood waste will become part of the cooperative as a function of obtaining their license to operate in the city. They will have to bring their wood waste to the site, pay the dumping fee that is necessary to support the site, and then when the project has amortized itself after a few years through these fees and energy sales it is anticipated that not only will there be lower rates for dumping there should be the possibility for income back to the cooperative members, including the city, from energy sales. It is also anticipated that there should be businesses outside the city that will participate. The same model will be investigated for the organic waste. The businesses that would participate in that corporative would be things such as restaurants, food processors, veterinarians, grocers and home owners. The intent here is to establish methods of achieving the desired outcomes but in a manner that is ultimately cash neutral or profitable for the city. The city needs to consider if it wants to be the lead in establishing these coops and will change their licensing requirements to move everyone where they need to be. It also focuses on having those create the problem, pay for resolving it, but due to the low price of energy now, it they make the grade at today’s prices they should be profitable as energy prices rise in the future. Perhaps the city could say that they will allow use of some of the surface area of the existing landfill for the organic activities as an enabling activity.

3.3 EECS Enabling Activities (cut out of the latest edit)

For this to move forward from here some of the most obvious items that need to be addressed or known are:

- would there be any support for any of the measures we are proposing? - would they adopt the 25% goal- is there any base line energy use and emissions for the city and its residents? The minimal

requirement is A: A comprehensive emissions inventory for the entire community is not


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necessary. You need only baseline the activities that will be impacted by the activities funded by the EECBG program. You should use the start date of these activities as your baseline.

- is there any form of energy audits done for the city buildings?- any estimates of current weatherization needs?- is there any handle on the scope and nature of the weatherization market beyond the low

income housing? - any estimates of how many businesses would use an energy audit?- is there already a market for audits in Shreveport, and how much do they cost?- any other general energy information available?- does the city have any other financial things in place that can be used in concert with the

EECBG grants to provide the leverage they require? Are there state grants that will also be in play with these funds?

- If you can have the city get us some of their estimates for some of their wish list such as: - $’s to get the codes and inspection thing done along with better space - $’s to provide household hazardous waste collection - $’s upgrade computers and energy audit software - $’s for baseline energy audits for largest buildings

3.4 Evaluation, Monitoring and Verification

4.0 Use of Funds by Adjacent Units of Local Government

5.0 Communication with the State

6.0 Sustaining Program Benefits

7.0 Accountability

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Framework Document for Phase II Comprehensive Energy Efficiency & Conservation PlanCity of Shreveport, Louisiana

Prepared byMorgan Hill Sutton & Mitchell Architects, LLCand Purdue Center for Regional Development

Framework Document for Phase II18

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Environmental Quality Economic Prosperity

Cultural VitalitySocial Equity

Unbalanced Indicators

Balanced QuadrupleBottom Line

Fig. 1: Balanced Sustainability

Comprehensive Energy Efficiency & Conservation Plan - City of Shreveport, Louisiana 19

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1.0 Purpose

We propose that the City of Shreveport conduct a Comprehensive Energy Efficiency and Conservation Plan (CEECP) to guide long term decision making and investment. To position the City of Shreveport as a front runner in achieving the objectives outlined in the Energy Efficiency Community Block Grant (EECBG), we must go beyond the satisfaction of minimum requirements to pursue innovation. 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 during Phase I, 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 engages citizens, allowing many people to make meaningful contributions addressing complex community issues. The process used will incubate/create new ideas and align existing resources around innovation. The results of such a process will be new businesses, increased job opportunities, and improved quality of life.

1.1 Goals and Objectives

Following the work of the Phase I Energy Efficiency and Conservation Strategy (EECS), the primary goals for the CEECP will be to provide a clear direction for achieving:

• job creation• energy savings• reduction of greenhouse gases• 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 Phase I EECS, the CEECP will be a:

• means for the City to pursue future funding from state and federal sources• framework for regional collaboration among municipal and parish governments• process for cultivating local capacity, leadership, advocacy, and innovation

1.2 Achieving Balanced Sustainability

As our community strives to improve its energy efficiency, it is 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 our environmental quality, conserve our local resources, support and enhance our local cultural and heritage resources, and have positive impacts for all citizens in the greater Shreveport region. Ultimately, the CEECP will aim to maximize benefits according to a multiple bottom line (Fig. 1):

• environmental quality• economic prosperity• social equity1

• cultural vitality2


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Fig. 2: Strategic Planning vs. Strategic Doing

Fig. 3: Creating Partnerships to Link & Leverage Our Assets

Private Sector

PublicSector

Community Based Organizations

FundingAgencies

Academic Institutions

Collaborative Initiatives


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These multiple bottom lines should provide guidance for indicators/metrics that will be used to determine preferred initiatives and evaluate progress during the implementation of these initiatives. A sustainable plan will successfully balance the indicators on this quadruple bottom line, offering a package of solutions that serves all aspects of our community.

1.3 Building Local Capacity Through Strategic Doing

The CEECP will explore, uncover, develop, 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 new, innovative approach represents a shift from the slow process of traditional strategic planning to fast cycles of strategic doing.

“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.

So where can creativity, ambiguity, tension, and decisiveness come together in a healthy environment that regards the integrity of the individual and the value of the organization equally? This is accomplished only through dialogue.” 3

Strategic doing is a civic discipline to guide open innovation. It is a methodology for productive dialogue. It builds on existing assets, energy, and excitement, and empowers community members and organizations to take decisive action, becoming fully engaged in the work needed within the community. As we engage in conversations with one another our actions and strategies begin to align and we accomplish meaningful work.

Without a strategy, we have individuals acting independently, often resulting in counterproductive results and fads. With strategic planning, a course of action is recommended, but often fails to result in unified actions. The process is often controlled by a handful of people, and if the process is weak, the commitment to implementation withers quickly. With strategic doing plans and action occur together allowing for frequent feedback, learning, and aligning throughout the process. (Fig. 2)

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)


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Information & Leadership

Opportunity Zone

Information & Leadership

Fig. 4: Increasing Our Opportunities and Prosperity as we Build Trust and Collaboration

Learn/Adjust

Explore/Mine

Focus/Align

Commit/Act

Fig. 5: The Strategic Doing Cycle

Prosperity

Productivity

Innovation

Collaboration


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Trusted relationships help us survive and thrive. They create the resiliency we need to find the opportunities and handle the shocks ahead. Trust emerges when we behave in ways that build trust and mutual respect. Relationships are key. As we work together in a trusted space, we accomplish more. We attract new partners and assets. We all grow together, exponentially. (Fig. 4) As the number of trusted relationships increases, the value of the network goes up. More opportunities arise with stronger networks.

Leaders in this process guide positive conversations, delegate leadership to those doing the work, and grow others’ capacity to lead. Leadership is a shared responsibility distributed within the group.

Competitive communities are those that learn how to break down the silos and link/leverage their assets quickly. Strategic doing will enable us to accomplish these goals and meet the complex challenges and deep transformation that needs to occur within our community. Collaboration leads to innovation. Innovation improves our productivity and our prosperity. (Fig. 4)

Strategic Doing answers four major questions (Fig. 5):

What could we do? What are our assets and how can we link/leverage to create new opportunities? Develop ideas and uncover opportunities.

What should we do? What outcomes do we want most to achieve? How can we get there? Choose what to do.

What will we do? What commitments are required to accomplish our outcomes? Embark on specific initiatives. Launch specific initiatives by aligning resources with “link and leverage” strategies.

How will we learn? When and how will we come back together to assess our progress and revise our strategy? Execute and measure results for each initiative. Adjust as needed.

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 then to define initiatives that align with this direction. Leadership keeps people focused and the process open. Thick and trusted networks evolve that are strategic. They help us learn faster, make decisions faster, and act faster.

Notes:1 Rose, Kalima and Julie Silas. 2001. Achieving Equity through Smart Growth: Perspectives from Philanthropy. PolicyLink and The Funders’ Network for Smart Growth and Livable Communities.

2002. Promoting Regional Equity. PolicyLink and The Funders’ Network for Smart Growth and Livable Communities.

2 Jackson, Maria Rosario, Florence Kabwasa-Green, and Joaquin Herranz. 2006. Cultural Vitality in Communities: Interpretation and Indicators. Washington, DC: The Urban Institute.

Borrup, Tom. 2006. The Creative Community Builder’s Handbook: How to Transform Communities Using Local Assets, Art, and Culture. St. Paul, Minnesota: Fieldstone Alliance.

3 McCann, John M. 2009. Leadership As Creativity: Finding the Opportunity Hidden Within Decision Making and Dialogue. Resources, Lessons Learned. National Endowment for the Arts. http://arts.endow.gov/resources/Lessons/MCCANN2.HTML


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Fig. 6: EECBG Eligible Activities

Source: US Department of Energy, www.eecbg.energy.gov/solutioncenter/eligibleactivities/default.html


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2.0 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. 6) While each of these focus areas are strongly interrelated, these serve as major categories for our work during the planning process. Working groups will be formed around each of these focus areas and specific projects/initiatives will emerge.

2.1 Building Energy Efficiency

Eligible activities within the Building Energy Efficiency focus area include energy audits for commercial, residential, industrial, governmental, and non-profit buildings, financial incentive programs, building codes/inspections, and energy efficiency retrofits. 2.2 Clean and Renewable Energy Sources

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. 2.3 Reduction of Waste and Pollution

Eligible activities within the Clean and Renewable Energy Sources focus area include recycling programs, activities that result in the reduction of greenhouse gas emissions, and watershed management. 2.4 Transportation and Land Use Alternatives

The Transportation and Land Use Alternatives focus area covers activities related to energy conservation in transportation and patterns of land use. 2.5 Green Workforce/Business Incentives

The Green Workforce/Business Incentives focus area explores economic development opportunities related to any projects above. 2.6 Energy Education/Outreach

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

2.7 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.


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Meet

Work

MeetMeet

Work

Meet

Working Groups convene Initiatives

The Core Group convenes Working Groups

Fig. 7: Managing Strategic Doing

Core Group

Working Groups

Initiatives

30-60 days

Fig. 8: The Pattern of the Strategic Doing Process


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3.0 Plan Process

The process for developing the CEECP will involve seven stages:

1. Plan Initiation2. Baseline3. Target4. Opportunities/Options5. Preferred Action Plan6. Implementation and Evaluation7. Plan Review and Adoption

‘Strategic doing’ will guide the work during each stage of the plan’s development. Participants will organize themselves in working groups to accomplish a set of specific initiatives. (Fig. 7) They will use cycles of strategic doing to cross pollinate ideas and link/leverage assets among the various working groups.

This cycle of conversations is frequent, ongoing, and supports transparent accountability. Participants 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 is regularly reported to their respective working group, and working Groups come together every 30-60 days. (Fig. 8) And web 2.0 tools provide a valuable trusted space for participants to continue conversations beyond meetings, share ideas, and to report on their work. They allow for continued collaboration, transparency and accountability.

Stage 1. Plan InitiationDuring the first stage, the groundwork will be laid for the plan. Stakeholders will be engaged and organized. The process will be prepared and initiated.

ActivitiesCultivate partnerships with institutions of higher education, state and neighboring local

governments, as well as private sector industry and community based organizationsEngage steering committee established during Phase I and adjust as neededDescribe/define timeframe and jurisdictional area covered by planAssemble working groups around each focus areas, led by members of the steering committeeTeach strategic doingInitiate Web 2.0 tools to create a collaborative space for working groupsAgree on goals and principles

DeliverablesMap of jurisdictional area covered by planSchedule for plan process Training materials for strategic doing workshopWeb 2.0 site with public interface and work space for focus area groupsPresentation/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. And projections will be made to describe where we will be in the future if we follow a “business as usual” scenario.


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ActivitiesEstablish indicators and metrics linked to goals/principlesCollect and analyze dataEstablish baseline report of the data analyzedProduce forecasts and projections

DeliverablesGIS layers and analysis mapping for spatially relevant indicatorsPublished presentation/report describing current indicator values, forecasts, and projections

Stage 3. TargetThe target will provide a description of where we want to be, in terms of energy efficiency and conservation, when we reach our target date. It will define our broader desired outcomes, and allow us to understand our end goal.

ActivitiesDetermine targetsSeek consensus and approval for targets

DeliverablesPublished presentation/report identifying the targetsPromotional materials, public service announcementsFormally adopted resolution

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 places doing? How could we be innovative?

ActivitiesCompile best practicesGenerate potential projects/initiatives

DeliverablesPublished presentation/report identifying best practices for each focus area (case studies)Published presentation/report describing and analyzing initiatives

Plan Review & Adoption

Plan Initiation

EstablishBaseline

SetTarget

ExploreOpportunities

Preferred Action Plan

Implementation & Evaluation

1.0

Fig. 9: The CEECP Process


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1.1 1.2 Target

Stage 5. Preferred Action Plan During Stage 5, We will address the following questions: What should we do? What actions are going to be most successful in achieving our goals? What actions are most leverageable, sustainable, and feasible?

ActivitiesEvaluate initiatives based on metrics, sustainability, and feasibilitySelect and prioritize preferred initiativesIdentify funding strategies

DeliverablesPublished presentation/report outlining the preferred initiatives with funding strategies

Stage 6. Implementation and Evaluation During Stage 6, We will address the following questions: What will we do? How should we prioritize actions? What preparations need to be made to accomplish these actions? Who will do what, when, and for how much? How will we fund our work?

How will we evaluate our progress? During this stage a reporting system will be created 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?

ActivitiesDevelop a prioritized/phased implementation strategy for each initiativeIdentify policies and/or administrative actions adopted or needed to support plan implementationIdentify obstacles to implementation and describe strategies to remove obstaclesEstablish commitments for implementationEstablish mechanisms for ongoing evaluation, accountability, and adaptation (reporting system)

DeliverablesPublished 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.


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Fig. 10: The EECS and CEECP Processes

t

TCEECP version 1.0 1.1 1.2 1.3

EECS 1.0 1.1 1.2 1.3 3 YearsShort Term

Long Term

Fig. 11: Evaluating Our Progress

Baseline

Target

Progress on Initiativesprovide benchmarks for

achieving the Target GoalMilestones gage our progress on each Initiative


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Stage 7. Plan Review and AdoptionThe process used during Phase I for completing and implementing the EECS is a small scale demonstration of the process proposed for Phase II the Comprehensive Energy Efficiency and Conservation Plan. Both are intended to go through a cycle of reviews to allow for amendment and improvement over time. (Fig. 10)

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. 11)

ActivitiesReview preliminary and final drafts of the Comprehensive Energy Efficiency & Conservation Plan

DeliverablesPreliminary and final draft of the Comprehensive Energy Efficiency & Conservation Plan


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Building Energy E�ciency

Clean & Renewable Energy Sources

Reduction of Waste & Pollution

Energy Education/Outreach

Transportation & Land Use Alternatives

Working Groups

Citi

zens

of S

hrev

epor

t

Green Workforce/Business Incentives

Steering CommitteeProject Team

Government

Core Group

4.0 Plan Participants

4.1 Public

The CEECP should be shaped around the vision of the Citizens of Shreveport. The plan should build upon the values identified by the Shreveport Caddo Master Plan, neighborhood and local advocacy groups, and other public forums. (See the Shreveport Caddo 2030 Vision Report: www.communicationsmgr.com/projects/1409/docs/VisionPoster-FINAL-LO.pdf ) All citizens in Shreveport will be called upon to do their part to improve our energy independence.

Roles:Seek information, education, and trainingVoice opinions, providing guidance for all other participantsConserve energy within our own sphereLive providently within our meansExplore opportunities for new business creation

4.2 Government

Elected officials and department heads provide leadership, initiating and helping to shape the process to ensure the completion and implementation of the CEECP.

Roles:Define the timeframe and jurisdictional area of the planManage the project teamAdopt the planAllocate and spend the funds, implementing the planEvaluate progressReport on evaluationsAmend the plan over time as needed

Fig. 12: Plan Participants


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4.3 Steering Committee

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. (See Appendix for complete list of Steering Committee members.)

Roles:Oversee the plan processGuide and direct the project teamProvide leadership and advocacy in working groupsRecommend the plan and its initiatives to government leaders for adoption/implementation

4.4 Project Team

The project team, led by Gulf Geoexchange, is currently comprised of Morgan Hill Sutton & Mitchell Architects, Consortium for Education Research and Technology (CERT), Purdue University, and Chronicle of Numbers.

Roles:Inventory potential working group members/stakeholdersTeach ‘strategic doing’ and provide technical assistance to the working groupsProvide a web 2.0 workspace for working groups that also provides a public interfaceProvide expertise and analysis of best practices and case studies within the six focus areasConvene and facilitate forums every 30-60 days --meetings that gather all working groups

to link and leverage, share resources, look for opportunities for collaboration/innovation, growing local capacity and expertise around energy efficiency and conservation practices

Formalize the ideas generated by the working groups into a plan documentSet metrics for baseline, produce target projections and provide evaluation for initiativesStructure GIS database and procedures for monitoring trendsProvide a format and procedures for regular evaluation and reporting

4.5 Working Groups

A series of working groups will be organizedaround each focus area concentrated on EECBG eligible activities, as outlined by the scope of work. Each working group will engage an open network of public and private sector stakeholders. (See Appendix for list of potential/proposed Working Group members.)

Roles:Determine goals and principlesSet targetsPublicize and promote the planGenerate potential initiativesSelect preferred initiativesDevelop prioritized/phased implementation strategyIdentify obstacles to implementation and describe strategies to remove obstaclesReview the planAdvise the project teamOversee implementationEvaluate and report progress on initiatives

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AppendicesEnergy Efficiency & Conservation StrategyCity of Shreveport, Louisiana

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Appendix AShreveport Program Descriptions for EECBG Activity Worksheets

1. Completion of the Comprehensive EEC PlanProposed allocation - $150,000.00

2. AuditsThe city has recently had audits performed by Johnson Controls and the results will be reviewed to determine what if any measures to take next. We can then provide a description and cost estimate of repairs and upgrades that are needed to be effective and a description and cost estimate of measurement and verification methods needed.

a. Residential and Commercial Building Energy Auditsi. A program coordinator will be responsible for audits, marketing, customer

service, scheduling, permitting, inspections and integration with other recovery efforts and activities. It is presumed that the coordinator position evolves into the city’s head of a new Environment/Energy Management Office once the EECBG program is completed. With the city operating under an EPA mandate regarding CO2 reduction this is the perfect time to create such a position.

ii. We will cost share the first $100 of an energy audit for any business or homeowners that do not already qualify for free audits.

iii. Businesses and homeowners may include audit recommendations any of the EEC measures recommended by the audits as part of the larger bid the city is assembling for its EEC measures. Businesses’ and homeowners pay for the equipment but can take advantage of any volume discounts for the equipment (only equipment will be included, each home or business will have to arrange for installation). The City will collect a fee on any equipment provided to homes or businesses in order to pay for the cost of providing service.

1. By including the homes and businesses in the bid process our goal is to create the largest possible market all at once so we can generate lower prices for all measures and thus undertake far more EEC projects, resulting in greater and swifter job creation.

iv. We will rebate permit costs associated any EEC completed and inspected project.

v. We will cost share 10% or $ 400, whichever is smaller, of any EEC measure undertaken as part of the Recovery Act.

vi. Businesses that have audits and completed measures that will result in savings of at least 10% of their annual energy will receive a window sticker/wall plaque indicating that they have participated in the city’s “Recovery Act - Energy Efficiency and Conservation Program”. We will develop a marketing plan that encourages participation by every business in the city. Special attention will be paid to measures that promote the reliability of the energy supply such as solar electric, solar air conditioning, geoexchange, solar hot water and wind.

vii. Every resident of the city will receive an information package that will include such items as details of the city’s efforts associated with the Recovery Act, the incentives offered by the City, the tax benefits of various RE systems and coupons for their audits. People that have audits done in a certain time period will be entered into a drawing to receive a credit of $ 5,000 on any measures

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viii. We will try to coordinate our efforts with other cityes that are also undertaking similar work and determine if combining our purchasing efforts will result in even lower costs, further market penetration and greater job creation.

ix. Economic Impact1. There will be one job created by the coordinator position and with

an expected expenditure of over $ 3,000,000 we should create an additional 50 during the 3 year program.

Proposed allocation - $150,000.00

3. Technology and Code Upgradesa. Advanced training for Inspectors.

i. Advanced training for all inspectors for the most up to date EE codes and practices. We will leverage training grant from DO Labor.

ii. Training for all inspectors to be able to participate in the Louisiana HERO program.

iii. Establish a program to train one new employee (contractor) to become the primary EE Code inspector for existing structures. This will create a minimum of one new job for a period of at least 2 years.

b. Updated Energy codes and enforcement tools and software.i. Acquire software for permitting for Energy Efficiency Code Enforcement.ii. Upgrade code books, forms and other necessary improvements to

incorporate the most up to date EE codes and inspections.c. Economic Impact

i. There will be one new job created and this in turn will promote the reduction in energy consumption and waste within the city.

d. City will plan to adopt the State EE building codes.Proposed allocation - $100,000.00

4. Energy Efficient Retrofitsa. Govt. Plaza Retrofit (B1 sheet already complete)b. Low and Moderate Income Energy Efficiency Retrofits

i. Once we have the audit program in full motion we will be in a position to evaluate the best strategy for completing more low and moderate income retrofits. We will be able to work with the State’s Weatherization Assistance Program where the average amount per unit is now $ 6,500.


5. Financial Incentivesa. Incentives

i. Audits for all businesses and residences will be eligible to receive a $100 cost share and for measures taken, support up to $ 400. We will leverage USDA grants for small business.

For any EEC measures or renewable energy systems installed we will rebate the permit fees upon final inspection.

b. Revolving Loan Fundi. We will take advantage of the ARRA funds that are available for establishing a

revolving loan fund for energy efficiency and renewable. We will coordinate this with the State Energy Plan.

c. Alternative Financing Strategiesi. We will look at all possible methods to create the financing products to allow

access to conservation and renewable energy for all of the city’s residences and businesses. We will this with the State Energy Plan.


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d. EEC Incubator Programi. Working in conjunction with the city, our utility, and CERT, we will establish an

incubator to foster new businesses involved in energy conservation, efficiency and renewable energy. This will be a place where businesses will be offered cost effective rent, guidance and consult ting services, and networking opportunities.


6. Transportationa. Bike and Pedestrian Master Plan

i. Development of a Bike and Pedestrian Master Plan will lead the way in producing as many alternative methods of transportation for our citizens as possible.


7. Reduction of GHGa. Urban Forestry Planb. Urban Agriculture Planc. Outreach Education


250,000.00 already used for EECS.

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Appendix BCERT Report – Energy Efficiency and Conservation Strategy

The Consortium for Education, Research & Technology (CERT) has been retained by Gulf Geoexchange and Consulting Services, Inc. in partnership with the City of Shreveport and serves on the Project Team in three key roles to support the Energy Efficiency and Conservation Strategy (EECS):

• Identify and align the combined resources of 12 higher education member institutions across North Louisiana to focus on research and development, workforce development and K-12/community outreach;

• Serve a “link and leverage” role to others across existing silos—education, government, nonprofits, businesses, funding sources and others—who can help with the process (e.g. baseline, reporting, GIS); and

• Help inform the work group, creating common knowledge base (e.g., best practices, analyses) to explore new educational models to use in the process.

As part of the Project Team, CERT will help manage the networks, identify funding and track initiatives.

Higher education resources. CERT Chancellors/Presidents (or their designees) for the past year have committed to learning the Strategic Doing process and to aligning their resources on multiple, innovative initiatives or projects. CERT has surveyed member institutions to identify current “energy systems” research projects, grants, and members of college faculties who have expertise and new technologies to contribute in one or more of the six EECS focus areas:

• Building Energy Efficiency• Clean and Renewable Energy Sources• Reduction of Waste and Pollution• Transportation and Land Use Alternatives• Green Workforce/ Business Incentives• Energy Education/ Outreach

Database. CERT is constructing a database of both academic and research and development resources of the 12 member institutions across the region. Examples include a Louisiana Tech University research project, “Nanoparticle Incorporated Heterogeneous Catalyst System for Biodiesel Production” and an LSU-Shreveport Institute of Human Services & Public Policy that can assist the Project Team in designing metrics and indicators.

“Green Jobs” framework. CERT will convene a work group of higher education and k-12 educators to develop a plan framework for green jobs. CERT surveyed the U.S. Department of Labor February 2009 report, “Greening of the World of Work: Implications for O*NET-SOC and New and Emerging Occupations.” DOL urges moving beyond simply applying a broad label such as “green jobs,” to identify the “greening of occupations” in three categories, and project increased demand:

• Green increased demand occupations—an increase in the employment demand for an existing occupations

• Green enhanced skills occupations—a significant change to the work and worker requirements of an existing occupation; i.e., tasks, skills, knowledge and credentials

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have been altered, and• Green new and emerging (N&E) occupations—impact is sufficient to create the

need for unique work and worker requirements; the new occupation could be entirely novel or “born” from an existing occupation.

Through a multi-stage research and screening process that included a review of existing literature, identification and compiling of job titles, review and sorting of job titles, and clustering of job titles into 12 sector occupational sectors, the National Center for O*NET Development identified 64 “green increased demand,” 60 “green enhanced skills,” and 91 “new and emerging occupations.” The following matrix, excerpted from “A Green Growing Economy: Opportunities of Tomorrow,” by Juliet P. Scarpa (May 13, 2009), shows the potential for green jobs across sectors:

Industry Sector Definition Requirements Sample Occupations

Green Building/ Sustainable/ Integrated Design Traditional Industry Sectors; Manufacturing; Construction; Utilities

The design and construction of environmentally sustainable and energy efficient buildings

Manufacturing building materials; planning, design and construction

Green architects; HVAC workers; Carpenters; Plumbers; Welders; Electricians; Sheet-metal workers; Cement masons; Skilled machine operators

Energy EfficiencyTraditional Industry Sectors: Manufacturing; Construction; Utilities

The retrofitting of existing building infrastructure using healthy and more resource-efficient models of construction, renovation, operation, maintenance, and demolition.

Auditing energy use in existing buildings; Manufacturing materials and devices; Installing efficient lighting and heating systems; Installing insulation, windows and appliances; Production of appropriate technologies (fluorescent lights, water filtration systems, permeable concretes, solar panels, etc.); Maintenance & operation

Electricians; Technicians; Insulation workers; Equipment and installation specialist (solar panel installation); Home weatherizing; Energy Auditors

Renewable Energy (Solar/PV, Wind Energy, Geothermal, Hydro/Marine)Traditional Industry Sectors: Utilities

The use of natural resources (other than Biomass) for energy which are naturally replinishable

Manufacturing parts; Assembly & Installation of solar panels/ finished heating systems; Constructing wind farms; Operating and maintaining wind turbines; repairing systems; Marketing and selling systems to consumers

Solar panel installer; Steelworkers

Recycling/ Waste Management/ Removal Traditional Industry Sectors: Manufacturing; Utilities; Technology

The collection, treatment, and disposal or reuse of waste materials

Composting; Materials reuse and recycling; Pollution Control; Water Conservation & treatment; Components, Manufacturing & Distribution/Enabling Technology; Environmental Consulting, Protection & Remediation

Recycling technician; Waste treatment operators; Sustainability coordinator; Bio-mimicry engineer; Environmental Science and protection technician

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Industry Sector Definition Requirements Sample Occupations

Smart Grid/ Smart EnergyTraditional Industry Sectors: Manufacturing; Utilities

Auto-balancing, self-monitoring power grid that accepts any source of fuel and transforms it into a consumer’s optimal renewable energy usage with minimal human intervention

Manufacturing & Installation, Distributing and marketing products

Field and control engineers; Communication protocol program manager; Managing consultant

Biomass/ Biofuels/ Biosynergy/ Ethanol/ Fuel Cells/ HydrogenTraditional Industry-sectors; Manufacturing; Construction; Agriculture; transportation

Fuel creation from chemical/ biological materials other than fossil fuels

Growing and harvesting crops for feedstock, collecting waste oils for feedstock, manufacturing parts for production facilities; construction, maintenance and operation of production facilities

Process technicians in biodiesel or ethanol companies

Vehicle Electrification/ Alternative TransportationTraditional Industry Sectors: Transportation

A ground vehicle propelled by a motor powered by electrical energy from rechargeable batteries or other source onboard the vehicle or from and external source in, on, or above the roadway

Public Transportation, Bicycle repair & bike delivery services, Transit line construction, Emissions broker, Engine component manufacturing

Research and Development jobs; Technology design jobs; Hybrid & Biodiesel vehicle conversion & repair jobs; Maintenance jobs; Automotive service technicians and mechanics

Sustainable Agriculture/ Green SpaceTraditional Industry Sectors: Agriculture

An integrated system of plant and animal production practices that are efficient and sustainable

Production, Marketing, Processing, Consumption

Sustainable/ organic farming; Local Food production/ systems; Forestry – sustainable forestry worker; Urban agriculture; Land use planning; Sustainable landscaping

Green Jobs in Energy Efficiency and Conservation Strategy (EECS) Focus Areas

CERT will work with the EECS work group on Green Workforce/ Business Incentives to engage an open network of public and private sector stakeholders (e.g. North Louisiana Economic Partnership, Workforce Investment Board representatives, energy-related employer representatives) to identify occupations in the four focus areas that are expected to show a) increased demand, b) enhanced skills, or c) new and emerging occupations. The work group will develop a Matrix naming green occupations needed for the focus areas, sorted by categories—increased demand, enhanced skills, or new and expanded (N&E)—citing labor demand information, listing available training programs, and identifying curricula that need to be developed with employer input.

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EECS Focus Area Potential “Green Jobs” Growth

Building Energy EfficiencyRepresents both the design and construction of environmentally sustainable and energy efficient buildings as well as the retrofitting of existing building infrastructure

Green architectsHVAC workersCarpentersPlumbersWeldersElectriciansEnergy auditors

Clean & Renewable Energy SourcesOnsite renewable energy generation; energy distribu-tion technology; and reduction/ capture of methane and other greenhouse gases

Solar panel installerField and control engineersCommunication protocol program manager

Reduction of Waste & PollutionRecycling programs; reduction of greenhouse gas emissions; and watershed management

Recycling technicianWaste treatment operatorsSustainability coordinatorEnvironmental science & protection technician

Transportation & Land Use AlternativesEnergy conservation in transportation; sustainable agriculture and green space

Research & development jobsTechnology design jobsCNG and electrical conversion and repair jobsAutomotive technicians and mechanicsOrganic farmingLocal food production Urban agricultureForestry worker

Implications for EECS Work Group on sixth Focus Area, Energy Education/ OutreachThe “Green Jobs” work group will summarize process and research, with recommendations for the EECS Steering Committee. The work group, spanning K-12, community colleges and universities, will identify “career pathways” or “career lattices” that offer opportunities for citizens to pursue ascending levels of education and certifications. The green revolution can bring both environmental and social change by providing green jobs that are family-supporting to people without high levels of education, provided they seek additional training. Historically, community colleges have moved the working poor to middle-skills jobs with sustaining wages; Bossier Parish Community College, Louisiana Technical College, and Southern University at Shreveport address that need.

Potential funding opportunities. CERT has developed a summary sheet and is researching federal and other funding opportunities that EECS can leverage for identified energy efficiency and conservation projects. Of the funding opportunities reviewed, fewer than one-third require cost sharing, though all programs award points for leveraging other grants and private sector partners, for example, a Retrofit Ramp-up program rewards partnering with banks, local utilities, appliance retailers, and construction firms. Funding agencies and programs include Housing & Urban Development, Department of Commerce, Department of Energy, Department of Health and Human Services, Department of Agriculture, Department of Homeland Security, National Science Foundation, Department of the Interior, Department of Education, and Department of Transportation. Building energy audits, tax credits, and weatherization, particularly for low-income, are encouraged, and innovation is rewarded across a wide variety of market sectors. (See samples in the Appendix.)

Public/ private partnerships. CERT will identify and align strategic partners to support EECS working groups. For example, CERT currently works with Community Renewal

Sheet-metal workersCement masonsSkilled machine operatorsInsulation workersHome weatherizing

Land use planningSustainable landscaping

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International (CRI) in connecting Louisiana higher education to companies like Storer Equipment, Trane, Hubbell Building Automation and CISCO to deploy new energy conserving technologies for the design and construction of the national Center for Community Renewal.

Energy education/ outreach. Although CERT will be convening higher education and K-12 for collaborative efforts around green workforce and curricula, the EECS Steering Committee stipulates that every project selected and funded should incorporate strategies and funds for marketing energy education to citizens. One member states, “Build policies that encourage us to think of ourselves as energy producers and consumers, energy entrepreneurs.” CERT will not only work with member institutions’ science-based programs, but also reach out to the Liberal Arts community at the institutions as experts increasing social accountability and promoting citizenship (e.g. Oikos Scholars Program at Oklahoma City University and LaGrange University). Another member urged creating energy-related projects that serve neighborhoods and diversion programs for unemployed, underemployed, prison labor and at-risk youth. Committee members agreed on the importance of improving citizens’ knowledge of the natural environment and climate change, as well establishing a process for informing citizens on a regular basis about environmental issues.

CERT was asked to serve as the “key hub for collaboration” around projects that educate citizens about energy. For example, CERT is partnering with EnCana Energy, Bossier Parish Community College and Southern University at Shreveport to conduct four, one-week Energy Venture Camps in summer 2010 for Bossier and Caddo 14- and 15-year olds. Some members of the EECS Steering Committee and Project Team also serve on the Shreveport/Caddo Master Plan work groups, and will seek to build on the values identified by Shreveport citizens. CERT will identify portions of the Master Plan that contribute to EECS initiatives to improve Shreveport’s energy independence.

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Appendix CEnergy Efficiency and Conservation Strategy Steering Committee Members

NEIGHBORHOODS

Mr. Lee A. Jeter, Sr.Executive DirectorFuller Center for Housing of Northwest Louisiana1512 Clay StreetShreveport, Louisiana 71101221-7474Fax: 221-7437Cell: [email protected]

Ms. Leia LewisSankofa Vision, Inc.1651 Tulane StreetShreveport, Louisiana [email protected]

ACADEMIA

Dr. Jeanne HammingAssociate Professor of EnglishCentenary College of Louisiana2911 Centenary Blvd.Shreveport, Louisiana 71104-3335869-5082Cell: [email protected]

ENERGY EFFICIENCY

Mr. Gregory L. CoatesStorer Equipment Company, Inc.504 W. 67th StreetShreveport, Louisiana 71106Office (318) 861-8489Cell (318) [email protected]

UTILITIES

Mr. Joe B. Pierce, Jr.1040 Delaware StreetShreveport, Louisiana 71106865-4164Cell: [email protected]

BUSINESS/INDUSTRY

Mr. Roy GriggsGriggs Enterprises330 Marshall StreetShreveport, Louisiana 71101424-9748Cell: [email protected]

ENVIRONMENTAL/CONSERVATION ADVOCATE

Mr. Jeff WellbornSeaber CorporationP. O. Box 1801Shreveport, Louisiana [email protected]

TRANSPORTATION/HEALTH & FITNESS

Mr. Ian WebbRiver City Cycling & Fitness3787 Youree DriveShreveport, Louisiana [email protected]

STUDENT

Mr. Stuart Crichton120 E. Wilkinson StreetShreveport, Louisiana [email protected]

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Appendix D

Energy Efficiency and Conservation StrategyPotential/Proposed Stakeholder List for Working Groups

Building Energy & EfficiencyName Organization/InterestPat Murphy Facilities Manager, Biomedical Research Foundation

Don Bloxom Facilities Manager, LSUS

Bill McConathy Facilities Manager, BPCC

Gregg LeRoy Optimum Energy

David Young Siemens Building Technology

John Hubbard AEP SWEPCO

Bill Robertson Public Service Commission

Building Office Managers Association

Bonnie Moore Director, Community Development

Valerie Ervin Community Development

American Society of Mechanical Engineers

American Society of Heating Refrigeration and Air Condition-ing Engineers

Associated General Contractors

Fuller Center for Housing

Mike McSwain American Institute of Architects

Dr. Ravish Patwardhan Neurosurgery, Willis-Knighton

Kurt Foreman North Louisiana Economic Partnership

Linda Biernacki Fire Tech Systems

Neighborhood Associations

Student

Eric Barkley CenterPoint Energy

Trane/Storer

Home Builders Association

Shreveport Housing Authority

Stanton Dossett Red River Properties

Brian Bailey T&L Commercial

Ann Fumarolo Sci-Port

Dr. Gerald Dawkins Caddo Parish School Board

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Reduction of Waste & PollutionName Organization/InterestCharles (Andy) Goldthwaite NIH Science Writer

Matthew Wallace Centenary SGA

Rebecca Prosino Sci-Port

Brian Bailey T&L Commercial

Keith McKlung Caddo Parish

Don Horton Pay Roll Co, Cleaning Co, etc.

Skip Simonton Local Food Kitchen

Land Fill

Trees - COS/Parish


Reggie Adams Attorney

Lynn Braggs

Pratt Industries

Shreveport Green

BOMA

Jerome Nicholas Landscape Architect

Jon Soul ABS

Ali Mustapha City of Shreveport Stormwater/Drainage

Wes Wyche City of Shreveport

Student

Clean & Renewable Energy SourcesName Organization/InterestBill Ballard VP Finance, Centenary

Tom Meehan SMG/Shreveport Convention Center

Tim Wilhite Wilhite Solar Solutions

Eric Barkley CenterPoint Energy

John Hubbard AEP SWEPCO

Bill Robertson Public Service Commission

Kevin McCotter (NGV projects, other natural gas applications) Chesapeake Energy

John Beaird Beaird Industries

Raymond Hill Thermo-Technics

Petrohawk


Dr. David Bieler Centenary, Hydropower, Hydrothermal Energy Generator

Dr. Juan Rodriguez Centenary

Dr. James Palmer Louisiana Tech

Bossier CNG

Student

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Transportation & Land Use AlternativesName Organization/InterestLoren Demerath ABetterShreveport.org

Jon Soul Montessori School

Dr. John Davenport Centenary, GIS

Kevin McCotter (NGV projects, other natural gas applications) Chesapeake Energy

Grace Peterson LSU Ag Center

Shreveport Bicycle Club

LOCO Mountain Bike Club

Red River Runners

Sunrise Triathlon Club

Art Walker Communicaton One

Gene Eddy SporTran

City of Shreveport (traffic engineering)

Tim Wachtel SPAR

Woody Wilson Caddo Parish

Charles Kirkland Director, MPC

Bonnie Moore Director, Community Development

Sierra Club

Kent Rogers Director, NLCOG

Dick Bremer Chamber of Commerce


Michael D. Lott Re River Land Services LLC

David Nelson Architect

Board of Realtors

Stanton Dossett Red River Properties

Dianne Loridans Community Renewal


Shreveport Green

Shreveport Historical Preservation

Student

52

DRAFT

Energy Education/OutreachName Organization/InterestCharles (Andy) Goldthwaite NIH Science Writer

Jon Soul Montessori School

Sara Hebert Graphic Designer, Williams Creative

Rebecca Prosino Sci-Port

David Rowe Centenary

Zeke Aull Facilities & Public Safety, Centenary

Malari Coburn Centenary Environmental Association

Dr. John Davenport Centenary, GIS

Troy Messina Physics & Engineering, Centenary

Chris Jay Robinson Film Center

Dianne Loridans Community Renewal

Greg Van Hoosier Carey New Media, Centenary

Pam Atchison Executive Director, SRAC

Pat Viser PR, Williams Creative

Blair Knicely Marketer, Praeses

Michael Laffey Media, Centenary

Michelle Glaros Media, Centenary

Lynn Bryan Community Renewal

Paul Reuben Robinson Film Center


Student

Shreveport Green

AEP SWEPCO

CenterPoint


Green Workforce/Business IncentivesName Organization/InterestBill Ballard VP Finance, Centenary

Kurt Foreman Northwest Louisiana Economic Development Foundation

Greater Shreveport Chamber

Christopher Martin School of Business, Centenary

Zeke Aull Facilities & Public Safety, Centenary

Murray Viser Barksdale Forward

John Broussard United Steelworkers

Helen Sikes Accounting & Finance, Centenary

Elizabeth Everett Career Services, Centenary

Kempten Schwab VP, Praeses

AGC contact


Harold Turner Red River Bank

Zazell Dudley Shreveport Black Chamber of Commerce

Angie White Northwest Louisiana Economic Development Foundation

Dr. Mary Barrett Energy Business Center, Centenary

Student

53

DRAFTOtherName Organization/InterestFrances Kelley

Hannah Moore

Jonathan McCartney

Michael Jarbo

Michael Long

Riley Adams

Stafford Johnson

Susan Garner

Thadeus Pardue

Zach Moffett

AJ Haynes

Amanda Thoma

Caldwell Butler

John Ramsay

David Otto

Stephanie Lynch

Chloe Haygood

Dr. Raymond Hicks

Ora Hart

Angela Randall

Charlene Tollett

Saladin El-Amin

Jameelah El-Amin

Angelique Feaster

Julie Bass

Min. J. Kojo Livingston

Katrina Boden

Lola Kendrick

Dr. J. Orban

Yolanda Gilyard

Janice Sneed

Milton Lewis

Leroy Lewis, Jr.

Nannie J. Lewis

Katrina Henderson

Juanita Thomas

Mawiyah Bomani

Nadir Bomani

Chappelle Henderson

54

DRAFT

55

DRAFT

Appendix EENERGY EFFICIENCY & CONSERVATION STRATEGY

MEETING MINUTES

MHSM # 0907.00 October 1, 2009

Steering Committee:• Lee Jeter Sr. [email protected]• Jeanne Hamming [email protected]• Greg Coates [email protected] • Jeff Welborn [email protected]• Joe Pierce Jr. [email protected]• Ian Webb [email protected] • Stuart Crichton [email protected]• Leia Lewis [email protected]

Committee Member Absent: • Roy Griggs [email protected]

Other Attendees: • Mike Strong [email protected]• Wes Wyche [email protected]• Tim Wachtel [email protected]• Murray Lloyd [email protected]• Kim Mitchell [email protected]• Bruce Hoffman [email protected]• Sharon Swanson [email protected]• Caroline Majors [email protected]• Richard Lane [email protected]• Gala Daftary [email protected]

• Mike Strong began the meeting by welcoming the committee members and thanking them for volunteering to serve. Each attendee introduced him/herself and provided a little background on themselves.

• Wes Wyche discussed the committee’s scope of work and a copy was included in the handout.

• Lee Jeter asked about leveraging between the city and parish. Bruce confirmed that this will occur. Lee Jeter asked about what other local awardees were doing and what kind of interaction Shreveport and this committee might have with them. Bruce noted that cooperation and idea exchange among EECBG awardees in a region (and beyond) are encouraged by the DOE.

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