Full Eecs Report Draft 11 05 2009

Energy Efficiency & Conservation Strategy
City of Shreveport, Louisiana

Version 1.3
November 4, 2009

Gulf Geoexchange and Consulting Services, Inc.
in collaboration with
Morgan Hill Sutton & Mitchell Architects, LLC
Purdue Center for Regional Development
Consortium for Education Research & Technology
and Chronicle of Numbers

Table of Contents

# Executive Summary

# Phase I Report:
Overview
Goals and Objectives
Alignment with EECBG Program Purposes
Alignment with EECBG Program Principles
Alignment with EECBG Program Desired Outcomes
Proposed Implementation Plan
Plan Overview
EECS Actions and Strategies
EECS Enabling Activities
Evaluation, Monitoring, and Verification
Use of Funds by Adjacent Units of Local Government
Communication with the State
Sustaining Program Benefits
Accountability

# Framework Document for Phase II:
Comprehensive Energy Efficiency & Conservation Plan
Purpose
Goals and Objectives
Achieving Balanced Sustainability
Building Local Capacity Through Strategic Doing
Plan Focus Areas
Plan Process
Plan Participants

# Appendices
Appendix A – EECBG Activity Sheets
Appendix B – CERT Report
Appendix C – Steering Committee Members
Appendix D – List of Potential/Proposed Working Group Members
Appendix E – Meeting Minutes

DRAFT
Executive Summary
The 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

4

DRAFT
Projects were then selected and prioritized based on this assistance, and are reported in Phase I of
this document, the EECS Report. The Phase I report covers all items required in Attachment D of the
EECBG program, listing projects/programs recommended for funding, showing the dollar amounts
recommended to be allocated to each project/program, and including a description of the metrics
to be used to measure the success of the selected projects/programs.

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.

5

DRAFT

Phase I Report

Prepared by
Gulf Geoexchange and Consulting Services, Inc.

7

DRAFT

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:

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

DRAFT

• 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

10 Phase I Report

DRAFT

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


DRAFT

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 Outcomes
The 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 Overview
The 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 Strategies
The 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 effectiveness
2. Urgency
3. Job creation
4. Success Probability
5. 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.

12 Phase I Report

DRAFT

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


DRAFT

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

14 Phase I Report

DRAFT

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


DRAFT

Framework Document for Phase II
Comprehensive Energy Efficiency & Conservation Plan

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

17

DRAFT

Fig. 1: Balanced Sustainability
Environmental Quality Economic Prosperity

Unbalanced
Indicators

Balanced
Quadruple
Bottom Line

Social Equity Cultural Vitality

18 Framework Document for Phase II

DRAFT

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

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

DRAFT

Fig. 2: Strategic Planning vs. Strategic Doing

Public Private
Sector Sector

Community Based
Organizations

Collaborative
Initiatives

Academic
Institutions

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


DRAFT

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)


DRAFT

Prosperity

Opportunity
Zone
Productivity Information
& Leadership

Innovation
Information
& Leadership

Collaboration

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

Explore/Mine

Learn/Adjust

Focus/Align

Commit/Act

Fig. 5: The Strategic Doing Cycle


DRAFT

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 Borrup, Tom. 2006. The Creative Community Builder’s
Smart Growth: Perspectives from Philanthropy. PolicyLink Handbook: How to Transform Communities Using Local
and The Funders’ Network for Smart Growth and Livable Assets, Art, and Culture. St. Paul, Minnesota: Fieldstone
Communities. Alliance.

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


DRAFT

Fig. 6: EECBG Eligible Activities

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


DRAFT

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.


DRAFT

Fig. 7: Managing Strategic Doing
Initiatives

Working Groups

Core Group

Fig. 8: 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


DRAFT

3.0 Plan Process

The process for developing the CEECP will involve seven stages:

1. Plan Initiation
2. Baseline
3. Target
4. Opportunities/Options
5. Preferred Action Plan
6. Implementation and Evaluation
7. 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 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, as well as private sector industry and community based organizations
Engage steering committee established during Phase I and adjust as needed
Describe/define timeframe and jurisdictional area covered by plan
Assemble working groups around each focus areas, led by members of the steering committee
Teach strategic doing
Initiate Web 2.0 tools to create a collaborative space for working groups
Agree on goals and principles

Deliverables
Map of jurisdictional area covered by plan
Schedule 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. And projections will be made to
describe where we will be in the future if we follow a “business as usual” scenario.


DRAFT

Activities
Establish indicators and metrics linked to goals/principles
Collect and analyze data
Establish baseline report of the data analyzed
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, when we reach 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

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?

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

Fig. 9: The CEECP Process

Establish Explore Implementation
Baseline Opportunities & Evaluation

1.0

Plan Set Preferred Plan Review
Initiation Target Action Plan & Adoption


DRAFT

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 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?

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.

1.1 1.2 Target


DRAFT

Fig. 10: 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

Target

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

Baseline

Fig. 11: Evaluating Our Progress


DRAFT

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. 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)

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


DRAFT

4.0 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. 12: 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 training
Voice opinions, providing guidance for all other participants
Conserve energy within our own sphere
Live providently within our means
Explore 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 plan
Manage the project team
Adopt the plan
Allocate and spend the funds, implementing the plan
Evaluate progress
Report on evaluations
Amend the plan over time as needed


DRAFT

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 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

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/stakeholders
Teach ‘strategic doing’ and provide technical assistance to the working groups
Provide a web 2.0 workspace for working groups that also provides a public interface
Provide expertise and analysis of best practices and case studies within the six focus areas
Convene 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 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

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 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


DRAFT

Appendices

35

DRAFT
Appendix A
Shreveport Program Descriptions for EECBG Activity Worksheets

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

2. Audits
The 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 Audits
i. 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

37

DRAFT
taken as a result of the audit.
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 Impact
1. 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.

3. Technology and Code Upgrades
a. 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.

4. Energy Efficient Retrofits
a. 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 Incentives
a. 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 Fund
i. 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 Strategies
i. 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.
38

DRAFT

d. EEC Incubator Program
i. 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. Transportation
a. 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 GHG
a. Urban Forestry Plan
b. Urban Agriculture Plan
c. Outreach Education

250,000.00 already used for EECS.

39

DRAFT

Appendix B
CERT 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

41

DRAFT

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/ The design and Manufacturing building Green architects; HVAC
Sustainable/ Integrated construction of materials; planning, workers; Carpenters;
Design environmentally design and construction Plumbers; Welders;
Traditional Industry sustainable and energy Electricians; Sheet-metal
Sectors; Manufacturing; efficient buildings workers; Cement masons;
Construction; Utilities Skilled machine operators
Energy Efficiency The retrofitting of existing Auditing energy use Electricians; Technicians;
Traditional Industry building infrastructure in existing buildings; Insulation workers;
Sectors: Manufacturing; using healthy and Manufacturing materials Equipment and
Construction; Utilities more resource-efficient and devices; Installing installation specialist
models of construction, efficient lighting and (solar panel installation);
renovation, operation, heating systems; Home weatherizing;
maintenance, and Installing insulation, Energy Auditors
demolition. windows and appliances;
Production of appropriate
technologies (fluorescent
lights, water filtration
systems, permeable
concretes, solar panels,
etc.); Maintenance &
operation
Renewable Energy The use of natural Manufacturing parts; Solar panel installer;
(Solar/PV, Wind Energy, resources (other than Assembly & Installation Steelworkers
Geothermal, Hydro/ Biomass) for energy of solar panels/ finished
Marine) which are naturally heating systems;
Traditional Industry replinishable Constructing wind
Sectors: Utilities farms; Operating and
maintaining wind
turbines; repairing
systems; Marketing
and selling systems to
consumers
Recycling/ Waste The collection, treatment, Composting; Materials Recycling technician;
Management/ Removal and disposal or reuse of reuse and recycling; Waste treatment
Traditional Industry waste materials Pollution Control; operators; Sustainability
Sectors: Manufacturing; Water Conservation & coordinator; Bio-mimicry
Utilities; Technology treatment; Components, engineer; Environmental
Manufacturing Science and protection
& Distribution/ technician
Enabling Technology;
Environmental
Consulting, Protection &
Remediation

42

DRAFT

Industry Sector Definition Requirements Sample Occupations
Smart Grid/ Smart Energy Auto-balancing, self- Manufacturing & Field and control
Traditional Industry monitoring power grid Installation, Distributing engineers;
Sectors: Manufacturing; that accepts any source and marketing products Communication protocol
Utilities of fuel and transforms it program manager;
into a consumer’s optimal Managing consultant
renewable energy usage
with minimal human
intervention
Biomass/ Biofuels/ Fuel creation from Growing and harvesting Process technicians in
Biosynergy/ Ethanol/ chemical/ biological crops for feedstock, biodiesel or ethanol
Fuel Cells/ Hydrogen materials other than fossil collecting waste oils for companies
Traditional Industry- fuels feedstock, manufacturing
sectors; Manufacturing; parts for production
Construction; Agriculture; facilities; construction,
transportation maintenance and
operation of production
facilities
Vehicle Electrification/ A ground vehicle Public Transportation, Research and
Alternative Transportation propelled by a motor Bicycle repair & bike Development jobs;
Traditional Industry powered by electrical delivery services, Transit Technology design
Sectors: Transportation energy from rechargeable line construction, jobs; Hybrid & Biodiesel
batteries or other source Emissions broker, vehicle conversion &
onboard the vehicle or Engine component repair jobs; Maintenance
from and external source manufacturing jobs; Automotive
in, on, or above the service technicians and
roadway mechanics
Sustainable Agriculture/ An integrated system Production, Marketing, Sustainable/ organic
Green Space of plant and animal Processing, Consumption farming; Local Food
Traditional Industry production practices production/ systems;
Sectors: Agriculture that are efficient and Forestry – sustainable
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.

43

DRAFT

EECS Focus Area Potential “Green Jobs” Growth
Building Energy Efficiency Green architects Sheet-metal workers
Represents both the design and construction of HVAC workers Cement masons
environmentally sustainable and energy efficient Carpenters Skilled machine operators
buildings as well as the retrofitting of existing building Plumbers Insulation workers
infrastructure Welders Home weatherizing
Electricians
Energy auditors
Clean & Renewable Energy Sources Solar panel installer
Onsite renewable energy generation; energy distribu- Field and control engineers
tion technology; and reduction/ capture of methane Communication protocol program manager
and other greenhouse gases
Reduction of Waste & Pollution Recycling technician
Recycling programs; reduction of greenhouse gas Waste treatment operators
emissions; and watershed management Sustainability coordinator
Environmental science & protection technician
Transportation & Land Use Alternatives Research & development jobs
Energy conservation in transportation; sustainable Technology design jobs
agriculture and green space CNG and electrical conversion and repair jobs
Automotive technicians and mechanics
Organic farming
Land use planning
Local food production
Sustainable landscaping
Urban agriculture
Forestry worker

Implications for EECS Work Group on sixth Focus Area, Energy Education/ Outreach
The “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

44

DRAFT

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.

45

DRAFT

Appendix C
Energy Efficiency and Conservation Strategy
UTILITIES
Steering Committee Members
Mr. Joe B. Pierce, Jr.
NEIGHBORHOODS
1040 Delaware Street
Shreveport, Louisiana 71106
Mr. Lee A. Jeter, Sr.
865-4164
Executive Director
Cell: 518-5894
Fuller Center for Housing of Northwest Louisiana
jpiercejr@comcast.net
1512 Clay Street
221-7474
BUSINESS/INDUSTRY
Fax: 221-7437
Cell: 230-5678
Mr. Roy Griggs
ljeter@fullercenternwla.org
Griggs Enterprises
330 Marshall Street
Ms. Leia Lewis
Sankofa Vision, Inc.
424-9748
1651 Tulane Street
Cell: 347-3306
Roy.griggs@partners.mcd.com
230-2892
lajordanlewis@yahoo.com
ENVIRONMENTAL/CONSERVATION ADVOCATE
ACADEMIA
Mr. Jeff Wellborn
Seaber Corporation
Dr. Jeanne Hamming
P. O. Box 1801
Associate Professor of English
Shreveport, Louisiana 71166-1801
Centenary College of Louisiana
820-7460
2911 Centenary Blvd.
jwellborn@seaber.com
Shreveport, Louisiana 71104-3335
869-5082
Cell: 426-0338
TRANSPORTATION/HEALTH & FITNESS
jhamming@centenary.edu
Mr. Ian Webb
River City Cycling & Fitness
ENERGY EFFICIENCY
3787 Youree Drive
Mr. Gregory L. Coates
629-2453
Storer Equipment Company, Inc.
ian@rivercitycycling.com
504 W. 67th Street
Office (318) 861-8489
STUDENT
Cell (318) 455-1999
gcoates@trane.com
Mr. Stuart Crichton
120 E. Wilkinson Street
393-3637
stuartchrichton@gmail.com

47

Full Eecs Report Draft 11 05 2009

Full Eecs Report Draft 11 05 2009

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Andere mochten auch

Andere mochten auch (20)

Ähnlich wie Full Eecs Report Draft 11 05 2009

Ähnlich wie Full Eecs Report Draft 11 05 2009 (20)

Mehr von Kim Mitchell

Mehr von Kim Mitchell (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Full Eecs Report Draft 11 05 2009