eecs plan framework document

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

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

City of Shreveport, Louisiana ◦ MHSM Architects ◦ Purdue Center for Regional Development20

Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 21

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


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.

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

Environmental Quality Economic Prosperity

Cultural VitalitySocial Equity

Unbalanced Indicators

Balanced QuadrupleBottom Line

Fig. 1: Balanced Sustainability


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)

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)

Fig. 2: Strategic Planning vs. Strategic Doing

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

NeighborhoodsPublic Sector

Transportation/ Health Advocates

Community Based Organizations

Higher Education

Collaborative Initiatives

Energy Efficiency/ Conservation Advocates

Business/Industry

Strategic DoingStrategic Planning

Fast, experimental

Cyclical

Inexpensive

Short time horizon

Monthly revisions

Networks

Link and leverage

Horizontally connect

Relationships

Slow, deliberate

Linear

Expensive

Long time horizon

Annual revisions

Hierarchies

Command and Control

Vertically connect

Transactions


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

Information & Leadership

Opportunity Zone

Information & Leadership

Prosperity

Productivity

Innovation

Collaboration

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):

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.

Learn/Adjust

Explore/Mine

Focus/Align

Commit/Act

Fig. 5: The Strategic Doing Cycle

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

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

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

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

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


2.0 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 trainingVoice opinions that will guide other participantsConserve energy within our own sphereLive providentlyExplore 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 planManage the project teamAdopt the planAllocate and spend the funds needed to implement the planEvaluate progressReport on evaluationsAmend 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

Building Energy E�ciency

Clean & Renewable Energy Sources

Reduction of Waste & Pollution

Energy Education/Outreach

Transportation & Land Use Alternatives

Working Groups

Citi

zens

of S

hrev

epor

t

Green Workforce/Business Incentives

• Steering Committee• Project Team

• Government

Core Group

Fig. 6: Plan Participants


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

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/stakeholdersTeach ‘strategic doing’ and provide technical assistance to the working groupsProvide a web 2.0 workspace for working groups and a public interfaceProvide expertise and analysis of best practices and case studies within the six focus areasConvene and facilitate working groups every 30-60 days Formalize the ideas generated by the working groups into a plan documentSet metrics for baseline, produce target projections and provide evaluation for initiativesStructure GIS database and procedures for monitoring trendsProvide a format and procedures for regular evaluation and reporting

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

1 Shreveport Caddo 2030 Vision Report: www.communicationsmgr.com/projects/1409/docs/VisionPoster-FINAL-LO.pdf2 See Appendix D3 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 will involve seven stages:

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

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

Core Group

Working Groups

Initiatives

Fig. 8: Managing Strategic Doing

Meet

Work

MeetMeet

Work

Meet

Working Groups convene Initiatives

The Core Group convenes Working Groups30-60 days

Fig. 9: The Pattern of the Strategic Doing Process

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.


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

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

governments, private sector industry, and community based organizationsReengage steering committee established during the EECSDefine timeframe and jurisdictional area covered by planAssemble working groups around each focus area to include members of the steering committeeTeach strategic doingInitiate Web 2.0 tools to create a collaborative space for working groupsEstablish consensus on goals and principles

DeliverablesMap of jurisdictional area covered by planTimeline for plan process Training materials for strategic doing workshopWeb 2.0 site with public interface and work space for focus area groupsPresentation/report describing goals and principles

Stage 2. Baseline To produce a baseline, data will be gathered and analyzed to provide a picture of our community’s current energy use and carbon footprint. Projections will be made to describe where we will be in the future if we follow a “business as usual” scenario.

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

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

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

ActivitiesDetermine targetsSeek consensus and approval for targets

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


Stage 4. Opportunities/Options During Stage 4, we will address the following questions: What could we do to improve our energy efficiency and conservation? What plans are already underway? What are other communities doing? How could we be innovative?

ActivitiesCompile best practicesGenerate potential projects/initiatives

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

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

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

DeliverablesPublished presentation/report outlining the preferred initiatives with funding strategies

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

Plan Review & Adoption

Plan Initiation

EstablishBaseline

SetTarget

ExploreOpportunities

Preferred Action Plan

Implementation & Evaluation

1.0

Fig. 10: The CEECP Process

Fig. 11: The EECS and CEECP Processes

t

TCEECP version 1.0 1.1 1.2 1.3

EECS 1.0 1.1 1.2 1.3 3 YearsShort Term

Long Term


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?

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

DeliverablesPublished implementation guidebook: the guidebook will include information about the

resources and partnerships required to achieve the plan’s goals; it will detail the prioritized steps to take; it will describe who will do what, when, and how much it will cost.

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

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

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

Baseline

Target

Progress on Initiatives provide benchmarks for achieving the Target Goal

Milestones gage our progress on each Initiative

Fig. 12: Evaluating Our Progress

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