Eecs Plan Framework Document

Appendix A: Framework Document for the
Comprehensive Energy Efficiency & Conservation Plan
City of Shreveport, Louisiana

Prepared by
Morgan Hill Sutton & Mitchell Architects, LLC
and Purdue Center for Regional Development

19

20 City of Shreveport, Louisiana ◦ MHSM Architects ◦ Purdue Center for Regional Development

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.

1.1 Goals and Objectives

The CEECP will strive to provide a clear direction for achieving:

• 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

1.2 Achieving Balanced Sustainability

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.

Fig. 1: Balanced Sustainability

Environmental Quality Economic Prosperity

Unbalanced
Indicators

Balanced
Quadruple
Bottom Line

Social Equity Cultural Vitality

1.3 Building Local Capacity Through Strategic Doing

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.

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, building on existing assets, energy, and excitement to empower community
members and organizations to take decisive action. As a result, participants in Strategic Doing
become fully engaged in the process and align to accomplish meaningful work.

Without a coherent strategy, individuals act independently, often resulting in counterproductivity.
With strategic planning, a course of action is recommended, but may fail to result in unified


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)

Fig. 2: Strategic Planning vs. Strategic Doing

Strategic Planning Strategic Doing

Slow, deliberate Fast, experimental

Linear Cyclical

Expensive Inexpensive

Long time horizon Short time horizon

Annual revisions Monthly revisions

Hierarchies Networks

Command and Control Link and leverage

Vertically connect Horizontally connect

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

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


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)

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

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

Prosperity

Opportunity
Productivity Zone
Information
& Leadership

Innovation
Information
& Leadership

Collaboration

What could we do?
What are our assets and how can we link/leverage them to uncover
opportunities and develop new ideas?

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

What will we do?
What commitments are required to accomplish our outcomes?

How will we learn?
When and how will we come back together to assess our progress and revise
our strategy?


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.

Fig. 5: The Strategic Doing Cycle Explore/Mine

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.

2002. Promoting Regional Equity. PolicyLink and The Funders’ 3
McCann, John M. 2009. Leadership As Creativity: Finding the
Network for Smart Growth and Livable Communities. Opportunity Hidden Within Decision Making and Dialogue.
Resources, Lessons Learned. National Endowment for the Arts.
2
Jackson, Maria Rosario, Florence Kabwasa-Green, and Joaquin http://arts.endow.gov/resources/Lessons/MCCANN2.HTML
Herranz. 2006. Cultural Vitality in Communities: Interpretation and
Indicators. Washington, DC: The Urban Institute.


2.0 Plan Participants

Working Groups

Citizens of Shreveport
Building Energy E ciency

Clean & Renewable Energy Sources
Core Group
Reduction of Waste & Pollution
• Government
• Steering Committee Transportation & Land Use Alternatives
• Project Team
Green Workforce/Business Incentives

Energy Education/Outreach

Fig. 6: Plan Participants

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

2.3 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. 2


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

2.4 Project Team

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

2.5 Working Groups

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


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.

3.1 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, revised building codes/inspections, and energy efficiency retrofits.

3.2 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.

3.3 Reduction of Waste and Pollution

Eligible activities within the Clean and Renewable Energy Sources focus area include recycling
programs, activities that reduce greenhouse gas emissions, and watershed management.

3.4 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. 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.

3.5 Green Workforce/Business Incentives

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.

3.6 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. 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.


Fig. 7: EECBG Eligible Activities

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


4.0 Plan Process

The process for developing the CEECP
Initiatives
will involve seven stages:

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

‘Strategic doing’ will guide the work
during each stage of development.
Participants will organize themselves
in working groups to accomplish a set Fig. 8: Managing
of specific initiatives. (Fig. 8) They will Strategic Doing
use cycles of strategic doing to cross-
pollinate ideas and link/leverage assets
among the various working groups.

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.

Fig. 9: The Pattern of the Strategic Doing Process

The Core Group convenes Working Groups
30-60 days

Work

Meet Meet

Meet Meet

Work

Working Groups convene Initiatives


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


Fig. 10: The CEECP Process

Establish Explore Implementation
Baseline Opportunities & Evaluation

1.0

Plan Set Preferred Plan Review
Initiation Target Action Plan & Adoption

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

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?

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

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 initiatives?

Fig. 11: The EECS and CEECP Processes

EECS 1.0 1.1 1.2 1.3 t 3 Years
Short Term

CEECP version 1.0 1.1 1.2 1.3 T
Long Term


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.

Stage 7. Plan Review and Adoption
The 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. 11)

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

Progress on Initiatives provide benchmarks
for achieving the Target Goal
Milestones gage our
progress on each Initiative

Fig. 12: Evaluating Our Progress
Baseline


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