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Energy Efficiency & Conservation Strategy City of Shreveport, Louisiana December 3, 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 of North Louisiana and Chronicles of Numbers, LLC

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This document is the Energy Efficiency and Conservation Strategy for Shreveport and includes a Framework document for the process of a Comprehensive Energy Efficiency and Conservation Plan for Shreveport.


  • 1.Energy Efficiency & Conservation StrategyCity of Shreveport, Louisiana December 3, 2009Gulf Geoexchange and Consulting Services, Inc.in collaboration with Morgan Hill Sutton & Mitchell Architects, LLC Purdue Center for Regional Development Consortium for Education Research & Technology of North Louisianaand Chronicles of Numbers, LLC

2. Table of Contents Energy Efficiency & Conservation Strategy 3Executive Summary7Attachment D: Energy Efficiency & Conservation Strategy17 Appendices19 Appendix A Framework Document for the ComprehensiveEnergy Efficiency & Conservation Plan35 Appendix B Aligning Higher Education to support the EECS and CEECP43 Appendix C Current Energy Efficiency and Conservation Activitiesfor the Shreveport Community45 Appendix D Steering Committee Members47 Appendix E Potential/Proposed Working Group Members53 Appendix F Meeting Minutes 3. 2 4. Executive Summary The City of Shreveport currently has a number of assets and opportunities related to energy efficiency. The city and surrounding region have a tremendous capacity for energy production, particularly natural gas. With this capacity for energy production comes potential for local innovation and entrepreneurship. At the same time, the City faces significant challenges. With the increased extraction of natural gas, the community will need to understand the full impacts of this production on the environment. The capacity, condition, and maintenance of our sewer/ stormwater management facilities is a cause of growing concern. The recent update of EPA standards for air quality places our community in jeopardy of receiving non-attainment status for ozone levels. And, during the difficult economic climate that we are currently facing, the city needs to find new ways to save money, and change spending patterns to achieve more positive impacts.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.1 While the City of Shreveports history of development has burdened it with an auto-centric layout, we now find a unique opportunity to transform our community into a model of sustainability.To date, the City has pursued a series of independent initiatives to address issues of environmental concern and take advantage of local assets.2 With the funds provided by the US Department of Energys Energy Efficiency Community Block Grant (EECBG), the City can advance these efforts and invest in new energy efficient innovations.With a grant for $1,977,900 from the Department of Energy (DOE), 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. Through great foresight and leadership, the Mayor and City Council set new precedents by mobilizing to address our most critical environmental concerns and empowering a diverse, citizen-based Steering Committee3 to direct the development of the EECS, setting the priorities for investment.The Citys energy efficiency consultant, Gulf Geoexchange and Consulting Services, Inc. (GGCS) assembled a project team with expertise to successfully advance Shreveports goals for energy efficiency and conservation. Tasks have been divided among project team members according to their area of expertise, and developed with the support of the collective team. 3 5. 4 6. The City charged the project team with producing: 1) an Energy Efficiency and Conservation Strategy report 2) a Framework Document for the future completion of a Comprehensive Energy Efficiency and Conservation Plan (CEECP). 4The first task, the EECS report, involved the selection of activities to be funded by the Citys EECBG and required the integral involvement of the steering committee. Through interviews with city government, and the input of the EECS Steering Committee, the project team assembled a full range of potential activities eligible for the City to consider. Then the project team prepared a detailed report explaining and providing a cost/benefit analysis of each potential activity, so that each could be fairly 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 other tangible and intangible benefitsActivities were then selected and prioritized based on this assistance, and are reported in this document. The EECS covers all items required in Attachment D of the EECBG program, listing activities 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 activities. In addition to the EECS, the project team prepared Attachment B1 Activity Sheets, Budget Justification files, and National Environmental Policy Act (NEPA) forms for all applicable projects/programs to be submitted to the US Department of Energy (DOE).The second task, requested by the City of Shreveport, was to prepare a CEECP Framework Document. This document, included in Appendix A, details the process for developing and implementing the CEECP. The EECS Steering Committee was also called upon to advise the project team in the preparation of this Framework Document. 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 regarding the proposed process and identified an initial list of stakeholders to be invited to work on the CEECP.Ultimately, the Steering Committee recommended the CEECP as an activity to be funded through savings leveraged by the EECS. This comprehensive plan will be vital for the ongoing success of the Citys efforts to become energy efficient. It will allow them to build upon the initial investments made through the EECS, continue to pursue additional activities, and provide for ongoing evaluation. 1 See the Shreveport Caddo 2030 Vision Report: www.communicationsmgr.com/projects/1409/docs/VisionPoster-FINAL-LO.pdf 2 See Appendix C 3 See Appendix D 4 See Appendix A5 7. 6 8. Attachment D: Energy Efficiency & Conservation Strategy City of Shreveport, Louisiana Prepared by Gulf Geoexchange and Consulting Services, Inc. 7 9. 8 City of Shreveport, LouisianaGulf Geoexchange and Consulting Services 10. Attachment D: Energy Efficiency & Conservation Strategy for Units of Local Governments & Indian Tribes1. Describe your governments proposed Energy Efficiency and Conservation Strategy. Provide a concise summary of your measureable goals and objectives, which should be aligned with the defined purposes and eligible activities of the EECBG Program. These goals and objectives should be comprehensive and maximize benefits community-wide. Provide a schedule or timetable for major milestones. If you government has an existing energy, climate, or other related strategy please describe how these strategies relate to each other.The City of Shreveport invests in long-term community transformation. The Mayor and City Council empowered a diverse, citizen-based Steering Committee, for development of the Energy Efficiency and Conservation Strategy (activity 1). The Committee recommended EECBG funding priorities that increase energy efficiency, reduce energy consumption, cross jurisdictional levels of governance, build community relations, stimulate the economy, and maximize benefits beyond the funding period.The City of Shreveports EECS (activity 1) investments will include both long-term and short- term initiatives that will sustainably transform the environmental, economic, social and cultural future of the Shreveport region. Technical consultants (activity 2) will be used in establishing our baseline, facilitating a comprehensive EEC plan process, structuring projects, and in measuring and verifying progress. The Comprehensive Energy Efficiency and Conservation Plan (CEECP), described in Appendix A, will use a process of community engagement and accountability, strategic doing. Independent audits (activity 3) of government buildings will be used to determine the scope and benefits of building improvements. These audits will set the examples for residential and commercial programs to demonstrate benefits and strategies. To implement EEC improvements, financial programs (activity 4) and leveraging strategies will be utilized. Energy efficiency retrofits (activity 5) of government buildings will leverage energy savings from improvements to fund additional retrofits and technical consultant services. To encourage more low and moderate income residential retrofits (activity 5), the City will provide incentives and loan assistance. Success and progress toward our sustainable future will require purposeful education, job training, and outreach programs (activity 6) that will inform our region of the benefits of energy efficiency and conservation. We are aligning the resources of higher education to support the transformation of existing inefficiencies and the emergence of new innovations through a Consortium of 12 regional institutions (CERT). To ensure that renovations and new construction are advancing our EEC goals, the City of Shreveport will adopt and enforce state energy codes (activity 8) currently required for state approvals. To grow EEC businesses, Shreveport will initiate an EEC Business Incubator Program (activity 14) in collaboration with existing incubator programs and higher education resources.Goals and ObjectivesGoal 1: Transform the City of Shreveports communities around a long-term energy efficiency and conservation plan process, using an innovative strategic doing method. Objective 1A: Prepare a Comprehensive Energy Efficiency and Conservation Plan,supported by technical services and guided by an invited volunteer Steering Committee. Objective 1B: Reduce energy consumption by 20% (229,870,208 KwH and 158,965metric tons GHG reduction) by 2020. Energy Efficiency & Conservation Strategy 9 11. Objective 1C: Develop financial programs to support audits and retrofits through PACE, revolving loans and other alternative financing products.Objective 1D: Implement retrofits on 40 prioritized government buildings and 1000 low to moderate income households to achieve energy efficiency over the next 36 months.Objective 1E: Adopt state energy efficiency codes.Milestones (if funds are received January 2010): Begin planning process for the Comprehensive EEC Plan by establishing baselines, goals, and metrics; organize focus groups. (1st quarter 2010) Perform energy audits to form a baseline for energy consumption and recommended retrofits for all government buildings. (1st quarter 2010 ending mid-year 2011) Institute audit programs for residents in conjunction with utility companies and other agencies to get buy-in throughout the community. (1st quarter 2010) Launch PACE Bond program, revolving loan program, and alternative financing for retrofits and promote to the Citys residents and businesses. (2nd quarter 2010) Retrofit 40 government buildings based on audit recommendations. (2nd quarter 2010 to 2nd quarter 2012) Provide workforce training for governmental and residential retrofits and provide advanced training for city inspectors on new energy codes. (2nd quarter 2010)Goal 2: Cultivate private/public partnerships that develop local and regional assets, develop the workforce, and educate citizens concerning energy efficiency and conservation.Objective 2A: Provide technical services to support a planned, sustainable program of improvements and measures beyond the 3-year EECS proposal. The programs will 1.) update and complete a baseline of current EEC initiatives, city energy consumption and emissions; 2.) develop plans and programs for a Bicycle/Pedestrian Master Plan, Urban Agriculture, and Urban Forestry; 3.) preparation of smart growth and energy efficiency regulations; and 4.) plan for contingency funding to advance other EEC programs that emerge from the comprehensive EEC plan..Objective 2B: Establish a diverse education and outreach program, including a web- based information clearinghouse, cooperative strategies with local utilities and media, and cultivate K-12, higher education and private sector partnerships.Objective 2C: Establish a business incubator program.Milestones (if funds are received January 2010): Initiate strategic doing method to begin the proposed planning processes. (1st quarter 2010) Develop public website for focus areas and activities. (1st quarter 2010) Collaborate with higher education and private sector on K-12 energy education demonstration project. (1st quarter 2010) Employ incubator director. (1st quarter 2011) Collaborate with existing regional incubators and higher education to support start-up companies. (1st quarter 2010) 10 City of Shreveport, LouisianaGulf Geoexchange and Consulting Services 12. The City of Shreveport is committed to energy efficiency and conservation. To date the City and Parish (county) have pursued a series of independent initiatives, although not part of a comprehensive strategy, to address issues of environmental and energy concerns. The Citys proposed EECS strategy, and subsequent comprehensive energy efficiency and conservation planning (CEECP), will build on and sustain these current efforts: Energy Efficiency upgrades to 33 City Buildings in 2004; Landfill Methane Recapture for use by a local General Motors Assembly Plant; Curbside Recycling Program; Household hazardous waste collection Program; Sewerage Sludge 100% Recycling; Recycling of Sewerage Effluent for Industrial Use ; Ozone Abatement Program; Environmental training demonstration project, recent abatement of a 144,000sq. ft. high rise Brownfield site using an EPA revolving loan program; Bio-diesel Fuel Blend to reduce fossil fuel useCity, Caddo Parish and CaddoParish Schools; Hybrid Electric Vehicles SporTran (City transit authority) is using 2 hybridelectric buses in their fleet, and the city is adding 3 hybrid electric cars; Compressed Natural Gas (CNG) SporTran is phasing in CNG for the bustransit fleet, with five on order; Intelligent Transportation System The City is installing in phases anintelligent traffic signalization system; and Vehicle Pollution Control Caddo Parish and Caddo Parish Schools.In related action, the City and Caddo Parish jointly funded the development of a Master Plan for 2010-2030 and appointed a Community Advisory Group to oversee the plans development. To date, 18 community forums, neighborhood sessions, and workshops have documented citizens desire to improve quality of life and a greener, healthier, more sustainable community. 2. Describe your governments proposed implementation plan for the use of EECBG Program funds to assist you in achieving the goals and objectives outlined in the strategy described in question #1. Your description should include a summary of the activities submitted on your activity worksheets, and how each activity supports one or more of your strategys goals/objectives.The following is a list of the City of Shreveports proposed activities which will implement the Citys goals and objectives outlined in Question 1:Activity 1. Energy Efficiency & Conservation (EEC) Strategy: Consultant prepared strategy and Comprehensive EEC Plan guided by an invited volunteer steering committee. (Funds already DOE approved and committed.) Allocation: $250,000Activity 2. Technical Consulting Services: To implement the programs and action items delineated in the EECS, the City of Shreveport proposes to continue the services of the technical consultant. This will assist the City not only to meet our goal of a 20% reduction in energy use, but provide a planned, sustainable program of improvements and measures to serve us well beyond the three-year time period of the EECS. Among those areas of technical services needs are: 1) to update and complete a baseline of current EEC initiatives and city energy consumption and GHG emissions;Energy Efficiency & Conservation Strategy 11 13. 2) to prepare a Comprehensive Energy Efficiency and Conservation Plan; 3) to develop a Bicycle/Pedestrian Master Plan; 4) to develop Urban Agriculture/Forestry Plans and Programs; and 5) to prepare smart growth and energy efficiency development regulations; 6) planning contingency and funding to prepare additional planning activities required to advance other EEC programs that emerge from the comprehensive EEC Plan.The process of strategic doing incorporated into the CEECP process will allow broader community and technical participation, more efficient alignment of energy and energy-related assets, faster results and greater accountability. Proposed allocation: $150,000. Additionally, $1,550,000 will be allocated for technical consulting services from the funds leveraged in the EECBG Energy Efficiency Retrofit Program.Activity 3. Residential and Commercial Buildings Audits: The City in 2004 audited 33 public buildings and performed energy efficiency retrofits that over four years resulted in $500,000 in savings, a reduction of 1000, KwH/mo., a drop in peak demand and 5t4 million fewer pounds of GHG emissions. The City proposes to allocate $100,000 to re-audit its public buildings and facilities with the goal of further reducing energy usage by 20%.In addition to funding audits on public buildings, the City proposes to allocate $200,000 for energy audits on residential housing. A portion of the $200,000 allocation will be used to promote, educate and inform residents of the benefits of an audit and the energy cost savings and financing available to retrofit their homes. The City will work with local utility companies and/or other agencies to cover the cost of the audits, if possible. The goal is for audits to be performed on approximately 8,000 residences, or 10% of Shreveports housing stock. Proposed allocation: $300,000.Activity 4. Financial Incentive Program: The City proposes to allocate $390,000 to develop financial programs: 1) establish a PACE Bond Program; 2) establish a local, energy revolving loan fund; 3) look for other alternative financing products to ensure access to conservation and renewable energy for all of the citys residences and businesses; coordinate also with the State Energy Plan. Proposed allocation: $390,000.Activity 5. Energy Efficiency Retrofits: Based on the public buildings audits, the City will develop a list of proposed retrofit improvements prioritized based on energy and GHG emission savings, cost, timing/phasing and ease of implementation. From this list, the City proposes to use $20,000,000 of anticipated funding from the sale of Clean Renewable Energy bonds and/or Qualified Energy Conservation Bonds to install energy efficiency measures on its public buildings, for example, the retrofit of Government Plaza. The City also proposes to assist low- and moderate-income households with securing financing for energy efficiency retrofits. Financing mechanisms include the PACE Bond Program and local energy revolving loan program, HERO Program and the States Weatherization Assistance Program. Proposed allocation: $510,000.Activity 6. Energy Efficiency and Conservation Programs: The City proposes to develop an array of education and outreach strategies to reach our diverse citizenry: 1) web-based information clearing house to serve as a portal for energy efficiency and conservation information and program access (the site will also serve as an access point for the strategic doing groups and their initiatives, similar to the web2.0 site used by the EECS Steering 12 City of Shreveport, LouisianaGulf Geoexchange and Consulting Services 14. committee); 2) employ a cooperative strategy using local utilities, media, Consortium for Education, Research and Technology of N LA (CERT) and others to educate the public about existing and new energy efficiency programs; and 3) collaborate with a business/education partnership in piloting four summer energy camps, co-sponsored by energy companies, for high school students on college campuses. Proposed allocation: $100,000.Activity 8. Codes and Inspections: The City proposes to upgrade its current building code by adopting the Louisiana Energy Efficiency Building Code. To implement and enforce the new code, the City proposes the following actions: 1) provide advanced training for city inspectors on the new Energy Efficiency Building Code and current practices in the field; 2) cover the costs of training for city inspectors to become Home Energy Rebate Option (HERO) Energy Raters to facilitate/expedite the HERO program; 3) upgrade code books, permitting forms, and enforcement tools, including their public distribution; and 4) acquire energy efficiency permitting software. Proposed allocation: $100,000.Activity 14. Other EEC Initiatives: The City will collaborate with CERT, Southern University of Shreveports Small Business Incubator, Louisiana Techs Small Business Incubator, and LSU- Shreveports Small Business Development Center to establish an Energy Efficiency Incubator Program. The allocation of $177,900 will provide initial funding for a program director for 3 years, to be housed at a new City energy department or as part of the CERT Sustainability Trust. The incubator program will work with existing regional incubators and higher education institutions in supporting start-up companies that can emerge from the audit, retrofit and weatherization programs or other EECP initiatives. Proposed allocation: $177,900. 3. Describe how your government is taking into account the proposed implementation plans and activities for use of funds by adjacent units of local government that are grant recipients under the Program.The Comprehensive EEC plan process will include region support of higher education through CERT and involvement from the City, Parish, and school systems. The City of Shreveport and Caddo Parish are sharing in the cost of energy efficiency upgrades to the Government Plaza building. The Citys Workforce Investment Board #71 will collaborate with the regional 10-parish (county) WIB #70 and the CERT (the higher education consortium) on expanding training and certification for energy-related jobs.The City of Shreveport and Technical Consultant Team will collaborate with non-profit 501(c)3 Community Renewal International in the process of planning the Center for Community Renewal as a LEED platinum, net zero energy, and carbon neutral in downtown Shreveports commercial historic district. The 270,000 square foot facility will include renovation of the Petroleum Tower (a recently abated Brownfield site) and an adjacent new seven-story building.The City will also collaborate also with Caddo Parish (county) on a joint application for federal funds to retrofit the Government Plaza Building that house administrative functions for both government bodies. 4. Describe how your government will coordinate and share information with the state in which you are located regarding activities carried out with grant funds to maximize energy efficiency and conservation benefits.The City will communicate with the State in the process of upgrading its current building code by adopting the Louisiana Energy Efficiency Building Code. To implement and enforceEnergy Efficiency & Conservation Strategy 13 15. the new code, the City proposes to partner with both the State and higher education institutions to provide advanced training for city inspectors on the new Energy Efficiency Building Code and current practices in the field. The City envisions collaborating with business and government leaders at regional and statewide workshops and conferences, sharing information networks and databases, and contributing to the body of collective knowledge and best practices in energy measures and savings. The City will share with the State a copy of the Energy Efficiency and Conservation Strategy, once it has been approved by the U.S. Department of Energy, and will also forward copies of their quarterly reports, success stories and best practices gleaned from the EECS grant funds. 5. Describe how this plan has been designed to ensure that it sustains benefits beyond the EECBG funding period.Shreveports joint strategiesthe creation of a project team and the integral involvement of the citizen-based Steering Committee in evaluating and selecting projects and programs based on cost/benefit analysiscombine to ensure benefits beyond the project period. The project team modeled the strategic doing process in crafting a Framework Document for the completion of a Comprehensive Energy Efficiency and Conservation Plan.These innovative City of Shreveport strategies created with EECS funds will yield benefits sustainable into future generations: The creation of a network of stakeholders to provide energy savings audits,installations, awareness, educational outreach and collaboration with public-private partnerships; Creating media outreach and retail awareness programs to encourageenergy savings; Promoting positive media coverage of energy savings, promoting educationalmaterial for schools, businesses and government, and expanding citizenawareness of energy use and greenhouse gas emissions; Developing of information and distribution systems to encourage energy savings; Promoting volunteer organizations that save energy through efforts likecommunity gardens, summer energy camps, recycling and biking-walking events; Providing greater awareness at the personal, residential, commercial andindustrial level of the long-term benefits of energy savings investments andopportunities for leveraging through the successes that Shreveport displays inthe implementation of the EECBG program; Educating the public about existing opportunities for leveraging, asstakeholders and private entities see; Development of a verifiable datacollection system to measure energy savings in KwH and CCF by buildingtype, energy cost savings, number of buildings, dollars spent and leveraged,building square footage, and audits performed and jobs created; Annual reporting on progress of the City to achieve EEC goals andrecommend adjustments; Energy reductions from retrofits will be sustained by a maintenance andoperating program that requires retro-commissioning to assure optimalequipment performance and real-time energy tracking. 6. The President has made it clear that every taxpayer dollar spent on our economic recovery must be subject to unprecedented levels of transparency and accountability. Describe the auditing or monitoring procedures14 City of Shreveport, LouisianaGulf Geoexchange and Consulting Services 16. currently in place or that will be in place (by what date), to ensure funds are used for authorized purposes and every step is taken to prevent instances of fraud, waste, error, and abuse.Shreveports Administration Staff and Technical Consultant Team are experienced in regulatory requirements for measurement and verification and will develop an implementation process to assure transparency and accountability. Elements of that process include: Written commitments by all participants of measurement and verificationrequirements, with third-party input. Written contracts and memoranda of understanding with vendors, retailers andpartnering organizations who provide resources capable of being leveraged. On-site or in-home inspection of installed measures goal of 10% of EECBGprogram participants. Verification of energy savings of all installed measures from quarterly reports thatshow energy savings compared to our baseline and our goals approved by the CityDepartment of Operational Services or the proposed City Energy Department. Energy savings tracked on a project-by-project basis and then aggregated bysector. Individual project results verified by inspection. Results continuallyevaluated to track performance and program implementation, and the programmodified as necessary to meet project goals and reporting requirements. Datacollected consist of but not limited to the energy savings in KwH, by buildingtype, energy cost savings, number of buildings, dollars spent and leveraged,building square footage, audits performed and jobs created. Designation of a single-point employee/contractor contact to handle any andall participant complaints, criticisms or feedback. Publication of results at Citys website, and also through local media on amonthly, quarterly and annual basis.City funds for the project will be managed by the City Department of Operational Services. Energy Efficiency & Conservation Strategy 15 17. 16 18. Appendices Energy Efficiency & Conservation Strategy City of Shreveport, LouisianaAppendix A Framework Document for the Comprehensive Energy Efficiency and Conservation Strategy Appendix B Aligning Higher Education to support the EECS and CEECP Appendix C Current Energy Efficiency and Conservation Activities for the Shreveport Community Appendix D Steering Committee Members Appendix E List of Potential/Proposed Working Group Members Appendix F EECS Steering Committee Meeting Minutes 17 19. 18 20. Appendix A: Framework Document for the Comprehensive Energy Efficiency & Conservation Plan City of Shreveport, Louisiana Prepared by Morgan Hill Sutton & Mitchell Architects, LLC and Purdue Center for Regional Development 19 21. 20 City of Shreveport, Louisiana MHSM Architects Purdue Center for Regional Development 22. 1.0 PurposeFollowing 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 ObjectivesThe 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 fundsIn 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 innovation1.2 Achieving Balanced SustainabilityAs 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 vitality2Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 21 23. These multiple bottom lines should guide the indicators/metrics that will be used todetermine preferred initiatives and evaluate progress during the implementation. Asustainable plan will successfully balance the indicators on this quadruple bottom line,offering a suite of solutions to serve all aspects of our community. Fig. 1: Balanced Sustainability Environmental Quality Economic ProsperityUnbalanced Indicators Balanced Quadruple Bottom LineSocial EquityCultural Vitality1.3 Building Local Capacity Through Strategic Doing The CEECP will identify and support local assets that can help the City of Shreveport becomemore energy efficient. The plan will cultivate open networks to link and leverage these localassets through a process called strategic doing. This innovative approach represents a shiftfrom the slow process of traditional strategic planning to fast cycles of strategic doing. JohnMcCann 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 articleCrafting Strategy says, The future is an abstraction...it never arrives. It is always outyonder. Planning, according to Mintzburg, can only accomplish two objectives: it givesus an image of the future, and; allows us to make decisions about actions we take nowthat will impact that future when it arrives. Thinking (planning) and acting (doing) areinseparable. Formal planning -- especially that type typically labeled strategic (a wordwidely used yet seldom defined) -- can put too much distance between these two. So where can creativity, ambiguity, tension, and decisiveness come together in ahealthy environment that regards the integrity of the individual and the value of theorganization equally? This is accomplished only through dialogue.3 Strategic doing is a civic discipline to guide open innovation. It is a methodology forproductive dialogue, building on existing assets, energy, and excitement to empower communitymembers and organizations to take decisive action. As a result, participants in Strategic Doingbecome 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 unified22 City of Shreveport, Louisiana MHSM Architects Purdue Center for Regional Development 24. activity. The process is often controlled by a handful of people, and if the process is weak, the commitment to implementation withers quickly. On the contrary, with strategic doing, plans and action synchronize, allowing for frequent feedback, learning, and realignment throughout the process. (Fig. 2)Fig. 2: Strategic Planning vs. Strategic DoingStrategic PlanningStrategic DoingSlow, deliberateFast, experimental LinearCyclical Expensive Inexpensive Long time horizon Short time horizon Annual revisionsMonthly revisions Hierarchies Networks Command and Control Link and leverage Vertically connectHorizontally connect TransactionsRelationships 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)PublicSector NeighborhoodsTransportation/ Health AdvocatesBusiness/ HigherCollaborative IndustryEducationInitiatives Energy Efficiency/ Conservation AdvocatesCommunity Based OrganizationsFig. 3: Creating Partnerships to Link & Leverage Our AssetsFramework Document for the Comprehensive Energy Efficiency & Conservation Plan 23 25. Trusted relationships create resiliency. Trust emerges when we behave in ways that buildtrust and mutual respect. As we work together in a trusted space, we accomplish more. Weattract new partners and assets. As the number of trusted relationships increases, the valueof the network goes up. More opportunities arise with stronger networks. (Fig. 4) Leaders in the Strategic Doing process guide positive conversations and develop otherscapacity to lead. Ultimately, leadership and work are shared responsibilities, distributedwithin the group. Competitive communities are those that break down silos, link, and leverage their assetsquickly. Strategic doing will enable the City of Shreveport to accomplish these goals and meetthe complex challenges to create deep transformation within our community. Collaborationleads to innovation. Innovation improves our productivity and our prosperity. (Fig. 4) Strategic Doing answers four major questions (Fig. 5): Fig. 4: Increasing Our Prosperity as we Build Trust and CollaborationProsperityOpportunityProductivity ZoneInformation & LeadershipInnovationInformation& LeadershipCollaboration 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?24 City of Shreveport, Louisiana MHSM Architects Purdue Center for Regional Development 26. This cycle of conversations is frequent, ongoing, and supports transparent accountability. Groups come together every 30-60 days. The goal is to articulate a clear direction and define initiatives that align with this direction. Leadership keeps people focused and the process open. Thick and trusted networks evolve that help us learn, make decisions, and act more quickly. Fig. 5: The Strategic Doing CycleExplore/Mine Learn/Adjust Focus/Align Commit/Act Notes: 1Rose, Kalima and Julie Silas. 2001. Achieving Equity through Borrup, Tom. 2006. The Creative Community Builders Smart Growth: Perspectives from Philanthropy. PolicyLink and TheHandbook: How to Transform Communities Using Local Assets, Funders Network for Smart Growth and Livable Communities.Art, and Culture. St. Paul, Minnesota: Fieldstone Alliance.2002. Promoting Regional Equity. PolicyLink and The Funders3McCann, John M. 2009. Leadership As Creativity: Finding the Network for Smart Growth and Livable Communities. Opportunity Hidden Within Decision Making and Dialogue. Resources, Lessons Learned. National Endowment for the Arts. 2 Jackson, Maria Rosario, Florence Kabwasa-Green, and Joaquin http://arts.endow.gov/resources/Lessons/MCCANN2.HTML Herranz. 2006. Cultural Vitality in Communities: Interpretation and Indicators. Washington, DC: The Urban Institute. Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 25 27. 2.0Plan Participants Working GroupsCitizens of ShreveportBuilding Energy E ciencyClean & Renewable Energy SourcesCore GroupReduction of Waste & Pollution Government Steering Committee Transportation & Land Use Alternatives Project Team Green Workforce/Business IncentivesEnergy Education/Outreach Fig. 6: Plan Participants2.1Public The CEECP should be shaped around the vision of the Citizens of Shreveport, and build onthe values identified by the Shreveport Caddo Master Plan, local advocacy groups, and otherpublic forums.1 All citizens in Shreveport will be encouraged to play an active part as ourcommunity 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 2.2Government Elected officials and department heads provide leadership, shaping the process to ensurethe 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 2.3Steering Committee The steering committee formed in Phase I of the EECS will be invited to extend their involvementas stewards over the plan process and serve on each of the working groups. As jurisdictionalboundaries are determined and partnerships are formed, others may be invited to join thesteering committee. 226 City of Shreveport, Louisiana MHSM Architects Purdue Center for Regional Development 28. 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/implementation2.4Project TeamThe project team, led by Gulf Geoexchange and Consulting Services, Inc. (GGCS), is currently comprised of Morgan Hill Sutton & Mitchell Architects, LLC (MHSM), Consortium for Education Research and Technology of North Louisiana (CERT), Purdue Center for Regional Development, and Chronicles of Numbers, LLC.Roles: Inventory potential working group members/stakeholders Teach strategic doing and provide technical assistance to the working groups Provide a web 2.0 workspace for working groups and a public interface Provide expertise and analysis of best practices and case studies within the six focus areas Convene and facilitate working groups every 30-60 days Formalize the ideas generated by the working groups into a plan document Set metrics for baseline, produce target projections and provide evaluation for initiatives Structure GIS database and procedures for monitoring trends Provide a format and procedures for regular evaluation and reporting2.5Working GroupsA 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. 3Roles: Determine goals and principles Set targets Publicize and promote the plan Generate potential initiatives Select preferred initiatives Develop prioritized/phased implementation strategy Identify obstacles to implementation and describe strategies to remove obstacles Review the plan Advise the project team Oversee implementation Evaluate and report progress on initiatives 1 Shreveport Caddo 2030 Vision Report: www.communicationsmgr.com/projects/1409/docs/VisionPoster-FINAL-LO.pdf 2 See Appendix D 3 See Appendix E Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 27 29. 3.0 Plan Focus Areas The CEECP will be structured around seven major focus areas that cover all of the eligibleactivities outlined for the EECBG. (Fig. 7) While each of these focus areas are stronglyinterrelated, 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 workinggroup discussions, specific initiatives will emerge. 3.1 Building Energy Efficiency Eligible activities within the Building Energy Efficiency focus area include energy auditsfor commercial, residential, industrial, governmental, and non-profit buildings, financialincentive 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-siterenewable energy generation, energy distribution technology, and the reduction/capture ofmethane and other greenhouse gases. 3.3 Reduction of Waste and Pollution Eligible activities within the Clean and Renewable Energy Sources focus area include recyclingprograms, 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 energyconservation in transportation and patterns of land use. It will explore the application ofSmart Growth principles in our community and look for opportunities to expand urbanagriculture and urban forestry within the city. 3.5 Green Workforce/Business Incentives The Green Workforce/Business Incentives focus area explores economic and workforcedevelopment opportunities related to all other focus areas to find opportunities for thegreening of occupations, project increased demand, enhance skills, and identify new andemerging occupations. 3.6 Energy Education/Outreach The Energy Education/Outreach focus area explores methods for transforming the wayour community thinks about energy efficiency and conservation, sharing information andpromoting any of the projects above. It will emphasize the engagement of K-12 and highereducation 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 Departmentof Energy has included other as an eligible activity and encourages the innovation of energyefficiency and conservation strategies not included in the listed eligible activities.28 City of Shreveport, Louisiana MHSM Architects Purdue Center for Regional Development 30. Fig. 7: EECBG Eligible Activities Source: US Department of Energy, www.eecbg.energy.gov/solutioncenter/eligibleactivities/default.htmlFramework Document for the Comprehensive Energy Efficiency & Conservation Plan 29 31. 4.0Plan Process The process for developing the CEECPInitiativeswill involve seven stages: 1. Plan Initiation2. BaselineWorking Groups3. Target4. Opportunities/Options5. Preferred Action Plan6. Implementation and Evaluation Core Group7. Plan Review and Adoption Strategic doing will guide the workduring each stage of development.Participants will organize themselvesin working groups to accomplish a setFig. 8: Managingof specific initiatives. (Fig. 8) They will Strategic Doinguse cycles of strategic doing to cross-pollinate ideas and link/leverage assetsamong the various working groups. This cycle of conversations will be frequent, ongoing, and will support transparentaccountability. Participants will leave each conversation with commitments, break off toaccomplish tasks, and reconvene to report and then determine the next set of tasks. Progresson individual initiatives will be regularly reported to their respective working group, andworking groups will come together every 30-60 days. (Fig. 9) Web 2.0 tools will provide atrusted space for participants to continue conversations, share ideas, and to report on theirwork, allowing for greater collaboration, transparency and accountability.Fig. 9: The Pattern of the Strategic Doing ProcessThe Core Group convenes Working Groups30-60 daysWork Meet Meet MeetMeet Work Working Groups convene Initiatives 30 City of Shreveport, Louisiana MHSM Architects Purdue Center for Regional Development 32. 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 localgovernments, private sector industry, and community based organizations Reengage steering committee established during the EECS Define timeframe and jurisdictional area covered by plan Assemble working groups around each focus area to include members of the steering committee Teach strategic doing Initiate Web 2.0 tools to create a collaborative space for working groups Establish consensus on goals and principlesDeliverables Map of jurisdictional area covered by plan Timeline for plan process Training materials for strategic doing workshop Web 2.0 site with public interface and work space for focus area groups Presentation/report describing goals and principlesStage 2. Baseline To produce a baseline, data will be gathered and analyzed to provide a picture of our communitys current energy use and carbon footprint. Projections will be made to describe where we will be in the future if we follow a business as usual scenario.Activities Establish indicators and metrics linked to goals/principles Collect and analyze data Establish baseline report of the analysis Produce forecasts and projectionsDeliverables GIS layers and analysis mapping for spatially relevant indicators Published presentation/report describing current indicator values, forecasts, and projectionsStage 3. Target The target will provide a description of where we want to be, in terms of energy efficiency and conservation, by our target date. It will define our broader desired outcomes, and allow us to understand our end goal.Activities Determine targets Seek consensus and approval for targetsDeliverables Published presentation/report identifying the targets Promotional materials, public service announcements Formally adopted resolutionFramework Document for the Comprehensive Energy Efficiency & Conservation Plan 31 33. Fig. 10: The CEECP ProcessEstablish Explore Implementation BaselineOpportunities & Evaluation1.0Plan Set PreferredPlan ReviewInitiation TargetAction Plan& Adoption Stage 4. Opportunities/OptionsDuring Stage 4, we will address the following questions: What could we do to improve ourenergy efficiency and conservation? What plans are already underway? What are othercommunities 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 PlanDuring Stage 5, We will address the following questions: What should we do? What actionsare 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 EvaluationDuring Stage 6, We will address the following questions: What will we do? How should weprioritize actions? What preparations need to be made to accomplish these actions? Who willdo what, when, and for how much? How will we fund our initiatives?Fig. 11: The EECS and CEECP ProcessesEECS 1.0 3 YearsShort Term CEECP version Term 32 City of Shreveport, Louisiana MHSM Architects Purdue Center for Regional Development 34. 1.1 1.2Target How will we evaluate our progress? During this stage, we will create a reporting system to evaluate and update the plan as needed. Who will gather data and prepare reports? Who will receive those reports? How will the plan be adjusted over time to achieve results?Activities Develop a prioritized/phased implementation strategy for each initiative Identify policies and/or administrative actions adopted or needed to support plan implementation Identify obstacles to implementation and describe strategies to remove obstacles Establish commitments for implementation Establish mechanisms for ongoing evaluation, accountability, and adaptation (reporting system)Deliverables Published implementation guidebook: the guidebook will include information about the resources and partnerships required to achieve the plans goals; it will detail the prioritized steps to take; it will describe who will do what, when, and how much it will cost.Stage 7. Plan Review and Adoption The process used during Phase I for completing and implementing the EECS is a small scale demonstration of the process proposed for Phase II the Comprehensive Energy Efficiency and Conservation Plan. Both are intended to go through a cycle of reviews to allow for amendment and improvement over time. (Fig. 11)During this stage, the initial version of the plan would be adopted, subject to change over time as needed. Ultimately, progress evaluated on each initiative will be monitored and adjusted to allow us to achieve or surpass our target goal. (Fig. 12)Activities Review preliminary and final drafts of the Comprehensive Energy Efficiency & Conservation PlanDeliverables Preliminary and final draft of the Comprehensive Energy Efficiency & Conservation Plan Target Progress on Initiatives provide benchmarksfor achieving the Target GoalMilestones gage our progress on each Initiative Fig. 12: Evaluating Our ProgressBaseline Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 33 35. 34 36. Appendix B: Aligning Higher Education to support the Energy Efficiency & Conservation Strategy and Comprehensive Energy Efficiency & Conservation Plan Prepared by the Consortium for Education, Research & Technology of North Louisiana35 37. 36 City of Shreveport, Louisiana Consortium for Education Research & Technology of North Louisiana 38. The Consortium for Education, Research & Technology of North Louisiana (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 siloseducation, government, nonprofits, businesses, funding sources and otherswho 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/ OutreachDatabase. 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 occupationsan increase in the employment demandfor an existing occupations Green enhanced skills occupationsa significant change to the work and workerrequirements of an existing occupation; i.e., tasks, skills, knowledge and credentialshave been altered, and Green new and emerging (N&E) occupationsimpact is sufficient to create theneed for unique work and worker requirements; the new occupation could be entirelynovel or born from an existing occupation.Aligning Higher Education to Support the EECS and CEECP 37 39. Through a multi-stage research and screening process that included a review of existingliterature, identification and compiling of job titles, review and sorting of job titles, andclustering of job titles into 12 sector occupational sectors, the National Center for O*NETDevelopment identified 64 green increased demand, 60 green enhanced skills, and 91new and emerging occupations. The following matrix, excerpted from A Green GrowingEconomy: Opportunities of Tomorrow, by Juliet P. Scarpa (May 13, 2009), shows thepotential for green jobs across sectors:Industry Sector Definition RequirementsSample Occupations Green Building/ The design and Manufacturing buildingGreen architects; HVAC Sustainable/ Integrated construction ofmaterials; planning,workers; Carpenters; Designenvironmentallydesign and construction Plumbers; Welders; Traditional Industrysustainable and energy Electricians; Sheet-metal Sectors; Manufacturing; efficient buildingsworkers; Cement masons; Construction; UtilitiesSkilled machine operators Energy Efficiency The retrofitting of existing Auditing energy use Electricians; Technicians; Traditional Industrybuilding infrastructurein existing buildings;Insulation workers; Sectors: Manufacturing; using healthy andManufacturing materials Equipment and Construction; Utilities more resource-efficientand 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 appropriatetechnologies (fluorescentlights, water filtrationsystems, permeableconcretes, solar panels,etc.); Maintenance &operation Renewable EnergyThe use of natural Manufacturing parts;Solar panel installer; (Solar/PV, Wind Energy, resources (other thanAssembly & Installation Steelworkers Geothermal, Hydro/Biomass) for energyof solar panels/ finished Marine) which are naturallyheating systems; Traditional IndustryreplinishableConstructing wind Sectors: Utilities farms; Operating andmaintaining windturbines; repairingsystems; Marketingand selling systems toconsumers Recycling/ WasteThe collection, treatment, Composting; Materials Recycling technician; Management/ Removal and disposal or reuse of reuse and recycling;Waste treatment Traditional Industrywaste materialsPollution Control;operators; Sustainability Sectors: Manufacturing;Water Conservation &coordinator; Bio-mimicry Utilities; Technologytreatment; Components,engineer; EnvironmentalManufacturing Science and protection& Distribution/ technicianEnabling Technology;EnvironmentalConsulting, Protection &Remediation Industry Sector Definition RequirementsSample Occupations 38 City of Shreveport, Louisiana Consortium for Education Research & Technology of North Louisiana 40. Smart Grid/ Smart Energy Auto-balancing, self- Manufacturing &Field and controlTraditional Industry monitoring power grid Installation, Distributing engineers;Sectors: Manufacturing;that accepts any source and marketing products Communication protocolUtilitiesof fuel and transforms itprogram manager; into a consumers optimalManaging consultant renewable energy usage with minimal human interventionBiomass/ Biofuels/ Fuel creation fromGrowing and harvesting Process technicians inBiosynergy/ Ethanol/ chemical/ biologicalcrops for feedstock, biodiesel or ethanolFuel Cells/ Hydrogen materials other than fossil collecting waste oils forcompaniesTraditional Industry-fuels feedstock, manufacturingsectors; Manufacturing;parts for productionConstruction; Agriculture; facilities; construction,transportation maintenance and operation of production facilitiesVehicle Electrification/ A ground vehiclePublic Transportation, Research andAlternative Transportation propelled by a motorBicycle repair & bikeDevelopment jobs;Traditional Industry powered by electrical delivery services, Transit Technology designSectors: Transportationenergy from rechargeableline construction, jobs; Hybrid & Biodiesel batteries or other source Emissions broker,vehicle conversion & onboard the vehicle orEngine component repair jobs; Maintenance from and external sourcemanufacturingjobs; Automotive in, on, or above the service technicians and roadwaymechanicsSustainable Agriculture/ An integrated systemProduction, Marketing, Sustainable/ organicGreen Spaceof plant and animal Processing, Consumptionfarming; Local FoodTraditional Industry production practices production/ systems;Sectors: Agriculture that are efficient and Forestry sustainable sustainableforestry worker; Urbanagriculture; Land useplanning; SustainablelandscapingGreen Jobs in Energy Efficiency and Conservation Strategy (EECS) Focus AreasCERT 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 categoriesincreased 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. Aligning Higher Education to Support the EECS and CEECP 39 41. EECS Focus AreaPotential Green Jobs Growth Building Energy Efficiency Green architects Represents both the design and construction of HVAC workersSheet-metal workers environmentally sustainable and energy efficient CarpentersCement masons buildings as well as the retrofitting of existing building PlumbersSkilled machine operators infrastructure Welders Insulation workersElectriciansHome weatherizingEnergy 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 gasWaste treatment operators emissions; and watershed managementSustainability coordinatorEnvironmental science & protection technician Transportation & Land Use Alternatives Research & development jobs Energy conservation in transportation; sustainable Technology design jobs agriculture and green spaceCNG and electrical conversion and repair jobsAutomotive technicians and mechanicsOrganic farmingLocal food productionUrban agriculture Land use planningForestry worker Sustainable landscaping Implications for EECS Work Group on sixth Focus Area, Energy Education/ OutreachThe Green Jobs work group will summarize process and research, with recommendationsfor the EECS Steering Committee. The work group, spanning K-12, community collegesand universities, will identify career pathways or career lattices that offer opportunities forcitizens to pursue ascending levels of education and certifications. The green revolutioncan bring both environmental and social change by providing green jobs that are family-supporting to people without high levels of education, provided they seek additionaltraining. Historically, community colleges have moved the working poor to middle-skillsjobs 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 researchingfederal and other funding opportunities that EECS can leverage for identified energyefficiency and conservation projects. Of the funding opportunities reviewed, fewer thanone-third require cost sharing, though all programs award points for leveraging other grantsand private sector partners, for example, a Retrofit Ramp-up program rewards partneringwith banks, local utilities, appliance retailers, and construction firms. Funding agencies andprograms include Housing & Urban Development, Department of Commerce, Departmentof 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, taxcredits, and weatherization, particularly for low-income, are encouraged, and innovation isrewarded across a wide variety of market sectors. (See samples in the Appendix.) Public/ private partnerships. CERT will identify and align strategic partners to supportEECS working groups. For example, CERT currently works with Community RenewalInternational (CRI) in connecting Louisiana higher education to companies like Storer 40 City of Shreveport, Louisiana Consortium for Education Research & Technology of North Louisiana 42. 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 Shreveports energy independence.Aligning Higher Education to Support the EECS and CEECP 41 43. 42 44. Appendix C Current Energy Efficiency and Conservation Activities for the Shreveport Community City of Shreveport, Caddo Parish and Caddo Parish School Board, 10.29.09The following is a summary of the energy efficiency and conservation activities for the Shreveport community by focus area for the Comprehensive Energy Efficiency and Conservation Plan:Building Energy Efficiency: 1. Energy Efficiency upgrades to City Buildings Lighting and HVAC upgrades that include33 buildings in 2004.Clean and Renewable Energy Sources: 1. Landfill Methane Recapture The City has installed a methane recapture project at thelandfill. The methane is used at the local General Motors assembly Plant.Waste and Pollution Reduction:1. Curbside Recycling The city has implemented curbside pickup for single stream recycling of most residential trash excluding food and hazardous waste2. Household Hazardous Waste Collection3. Sewage Sludge Recycling 100% of the sewage sludge from waste treatment isprocessed into class EQ materials for use on local farms. No sludge is going to the land fill.4. Recycling of Sewerage Effluent A pipeline is being installed from a waste treatmentplant to the Industrial Port of the Red River5. Ozone Abatement The City has implemented an ozone abatement program6. Brownfield Demonstration Project - Partnership project with Community RenewalInternational (CRI) to use EPA revolving loan to abate a high-rise building in the ShreveportDowntown Historic District. The partnership included CRI, a private abatement company,Southern University Shreveport, EPA and the City in developing an on the job trainingprogram that changed livesTransportation / Land Use: 1. Bio-diesel Fuel Blend to reduce fossil fuel use a. City diesel fuel fleet now uses a blend of 10% bio-dieselb. Caddo Parish is using B10 or B20 in the entire vehicle fleetc. Caddo Parish Schools are using B10 or B20 in the entire bus fleet2. Hybrid Electric Vehicles Sportran is using 2 hybrid electric buses in their public transitfleet and the City is adding 3 hybrid electric cars.3. Compressed Natural Gas (CNG) The City / Sportran is phasing in CNG for the bus transit fleet4. Intelligent Transportation System The City is installing an intelligent traffic signalization system5. Vehicle Pollution Control Caddo Parish and Caddo Parish School Board received grantfunding to install pollution control equipment on their diesel fleets6. Shreveport Green has a tree planting program to increase the tree canopy to increaseenergy savings and to mitigate greenhouse gases43 45. 44 46. Appendix D Energy Efficiency and Conservation StrategyUTILITIES Steering Committee MembersMr. Joe B. Pierce, Jr. NEIGHBORHOODS1040 Delaware StreetShreveport, Louisiana 71106 Mr. Lee A. Jeter, Sr.(318) 865-4164 Executive DirectorCell: (318) 518-5894 Fuller Center for Housing of Northwest [email protected] 1512 Clay Street Shreveport, Louisiana 71101 (318) 221-7474BUSINESS/INDUSTRY Fax: (318) 221-7437 Cell: (318) 230-5678Mr. Roy Griggs [email protected] Enterprises330 Marshall Street Ms. Leia LewisShreveport, Louisiana 71101 Sankofa Vision, Inc.(318) 424-9748 1651 Tulane StreetCell: (318) 347-3306 Shreveport, Louisiana [email protected] (318) 230-2892 [email protected]/CONSERVATION ADVOCATE HIGHER EDUCATIONMr. Jeff WellbornSeaber Corporation Dr. Jeanne HammingP. O. Box 1801 Associate Professor of EnglishShreveport, Louisiana 71166-1801 Centenary College of Louisiana(318) 820-7460 2911 Centenary [email protected] Shreveport, Louisiana 71104-3335 (318) 869-5082 Cell: (318) 426-0338TRANSPORTATION/HEALTH & FITNESS [email protected] Ian WebbRiver City Cycling & Fitness ENERGY EFFICIENCY3787 Youree DriveShreveport, Louisiana 71105 Mr. Gregory L. Coates(318) 629-2453 Storer Equipment Company, [email protected] 504 W. 67th Street Shreveport, Louisiana 71106 Office (318) 861-8489STUDENT Cell (318) 455-1999 [email protected] Stuart Crichton120 E. Wilkinson StreetShreveport, Louisiana 71104(318) [email protected] 45 47. 46 48. Appendix E Energy Efficiency and Conservation Strategy Potential/Proposed Working Group Members Building Energy & EfficiencyName Organization/InterestPat Murphy Facilities Manager, Biomedical Research FoundationDon Bloxom Facilities Manager, LSUSBill McConathy Facilities Manager, BPCCGregg LeRoyOptimum EnergyDavid YoungSiemens Building TechnologyJohn Hubbard AEP SWEPCOBill Robertson Public Service Commission Building Office Managers AssociationBonnie Moore Director, Community DevelopmentValerie ErvinCommunity Development American Society of Mechanical Engineers American Society of Heating Refrigeration and Air Condition- ing Engineers Associated General Contractors Fuller Center for HousingMike McSwain American Institute of ArchitectsDr. Ravish PatwardhanNeurosurgery, Willis-KnightonKurt Foreman North Louisiana Economic PartnershipLinda BiernackiFire Tech Systems Neighborhood Associations StudentEric Barkley CenterPoint Energy Trane/Storer Home Builders Association City of Shreveport Johnson Controls, Inc. Shreveport Housing AuthorityStanton DossettRed River PropertiesBrian Bailey T&L CommercialAnn Fumarolo Sci-PortDr. Gerald Dawkins Caddo Parish School BoardMichael Jaeger Store Manager, Lowes47 49. Clean & Renewable Energy SourcesNameOrganization/InterestBill BallardVP Finance, CentenaryTom MeehanSMG/Shreveport Convention CenterTim Wilhite Wilhite Solar SolutionsEric BarkleyCenterPoint EnergyJohn HubbardAEP SWEPCOBill RobertsonPublic Service CommissionKevin McCotter (NGV projects, other natural gas applications) Chesapeake EnergyJohn Beaird Beaird IndustriesRaymond HillThermo-TechnicsPetrohawkNeighborhood AssociationsDr. David BielerCentenary, Hydropower, Hydrothermal Energy GeneratorDr. Juan RodriguezCentenary, PhysicsDr. James PalmerLouisiana TechBonnie MooreDirector, Community DevelopmentBossier CNGStudentReduction of Waste & PollutionNameOrganization/InterestCharles (Andy) GoldthwaiteNIH Science WriterMatthew Wallace Centenary, President, Student GovernmentRebecca Prosino Sci-PortBrian BaileyT&L CommercialKeith McKlung Caddo ParishDon HortonPay Roll Co, Cleaning Co, etc.Skip Simonton Local Food KitchenLand FillNeighborhood AssociationsReggie AdamsAttorneyLynn BraggsPratt IndustriesShreveport GreenBOMAJerome Nicholas Landscape ArchitectJon SoulABSAli MustaphaCity of Shreveport Stormwater/DrainageWes Wyche City of Shreveport 48 50. Transportation & Land Use Alternatives NameOrganization/Interest Loren DemerathABetterShreveport.org Jon SoulMontessori School Dr. John DavenportCentenary, GIS Kevin McCotter (NGV projects, other natural gas applications) Chesapeake Energy Grace PetersonLSU Ag Center Shreveport Bicycle Club LOCO Mountain Bike Club Red River Runners Sunrise Triathlon Club Art WalkerCommunicaton One Gene Eddy SporTran City of Shreveport (traffic engineering) Tim Wachtel SPAR Woody WilsonCaddo Parish Charles KirklandDirector, MPC Bonnie MooreDirector, Community Development Sierra Club Kent Rogers Director, NLCOG Dick Bremer Chamber of Commerce Dr. Gerald DawkinsCaddo Parish School Board Michael D. Lott Re River Land Services LLC David NelsonArchitect Board of Realtors Stanton Dossett Red River Properties Dianne Loridans Community Renewal Neighborhood Associations Shreveport Green Shreveport Historical Preservation Student49 51. Green Workforce/Business IncentivesNameOrganization/InterestBill BallardVP Finance, CentenaryKurt ForemanNorthwest Louisiana Economic Development FoundationGreater Shreveport ChamberChristopher MartinSchool of Business, CentenaryZeke Aull Facilities & Public Safety, CentenaryMurray ViserBarksdale ForwardJohn BroussardUnited SteelworkersHelen Sikes Accounting & Finance, CentenaryElizabeth Everett Career Services, CentenaryKempten SchwabVP, PraesesAGC contactNeighborhood AssociationsHarold Turner Red River BankZazell Dudley Shreveport Black Chamber of CommerceAngie White Northwest Louisiana Economic Development FoundationDr. Mary BarrettEnergy Business Center, CentenaryStudentEnergy Education/OutreachNameOrganization/InterestCharles (Andy) GoldthwaiteNIH Science WriterJon SoulMontessori SchoolSara Hebert Graphic Designer, Williams CreativeRebecca Prosino Sci-PortDavid RoweCentenary, President of OikosZeke Aull Facilities & Public Safety, CentenaryMalari Coburn Centenary Environmental AssociationDr. John DavenportCentenary, GISTroy MessinaPhysics & Engineering, CentenaryChris Jay Robinson Film CenterDianne Loridans Community RenewalGreg Van Hoosier CareyCentenary, New MediaPam AtchisonExecutive Director, SRACPat Viser PR, Williams CreativeBlair Knicely Marketer, PraesesMichael LaffeyCentenary, MediaMichelle Glaros Centenary, MediaLynn BryanCommunity RenewalPaul Reuben Robinson Film CenterDr. Gerald DawkinsCaddo Parish School BoardStudentShreveport GreenAEP SWEPCORichard C. LegerCenterPoint, Marketing and Sales ManagerNeighborhood AssociationsBrian McWilliamsSci-PortEric GipsonCathy WilliamsonCaddo Education Coordinator 50 52. Other NameOrganization/Interest Frances Kelley Hannah Moore Jonathan McCartney Michael Long Riley Adams Stafford Johnson Susan Garner Thadeus Pardue Zach Moffett AJ Haynes Amanda Thoma Caldwell Butler John Ramsay David OttoCentenary College Stephanie Lynch Chloe Haygood Dr. Raymond Hicks Ora Hart Angela Randall Charlene Tollett Saladin El-Amin Jameelah El-Amin Angelique Feaster Julie Bass Min. J. Kojo Livingston Katrina Boden Lola Kendrick Dr. J. Orban Yolanda Gilyard Janice Sneed Milton Lewis Leroy Lewis, Jr. Nannie J. Lewis Katrina Henderson Juanita Thomas Mawiyah Bomani Nadir Bomani Chappelle Henderson 51 53. 52 54. Appendix F ENERGY EFFICIENCY & CONSERVATION STRATEGYMEETING MINUTES MHSM # 0907.00October 1, 2009 Steering Committee: Lee Jeter [email protected] Jeanne Hamming [email protected] Greg [email protected] Jeff Welborn [email protected] Joe Pierce Jr. [email protected] Ian Webb [email protected] Stuart [email protected] Leia Lewis [email protected] Committee Member Absent: Roy Griggs [email protected] Other Attendees: Mike [email protected] Wes [email protected] Tim [email protected]reveportla.gov Murray Lloyd [email protected] Kim Mitchell [email protected] Bruce [email protected] Sharon Swanson [email protected] Caroline [email protected] Richard Lane [email protected] Gala Daftary [email protected] Mike Strong began the meeting by welcoming the committee members and thanking them for volunteering to serve. Each attendee introduced him/herself and provided a little background on themselves. Wes Wyche discussed the committees scope of work and a copy was included in the handout. Lee Jeter asked about leveraging between the city and parish. Bruce confirmed that this will occur. Lee Jeter asked about what other local awardees were doing and what kind of interaction Shreveport and this committee might have with them. Bruce noted that cooperation and idea exchange among EECBG awardees in a region (and beyond) are encouraged by the DOE. 53 55. Bruce presented an overview slide presentation on EECS that included Steering Committee responsibilities and focus areas for the Comprehensive EEC Plan. Bruce Hoffman discussed the role his company (Gulf Geoexchange and Consulting Services) would serve (technical advisor and facilitator for the committee) and gave a slide presentation on the EECBG program, explaining how it works and what the Department of Energy is looking for. He noted the 120 day deadline that the City is under for submitting the Energy Efficiency and Conservation Strategy document, as well as the 18 month deadline for encumbering project funds and the 36 month deadline for completion of all projects. Bruce noted that his group has already developed an array of potential projects for consideration by the committee and would be e-mailing them out to committee members for consideration soon. Kim Mitchell noted that his firm would be working with GGCS as a subconsultant. He described 6 focus areas around which he suggested working groups be formed, in order to bring to bear all possible ideas and resources the committee potentially moves beyond its initial scope of work and possibly into a broader role as overseer of the citys overall energy efficiency planning efforts. He suggested that the committee members begin thinking about names of persons and/or organizations that could serve on such working groups. Kim suggested that although the committee chose not to elect a chairman at this point, it would be a good idea to select a spokesperson, who can represent the committee before the public, media, etc. as the need may arise. Stuart asked about meeting facilitation. The consultants will provide meeting facilitation, distribute minutes and agenda prior to meetings. Stuart Crichton noted that someone should be designated to write down ideas on the clipboard when the group is doing its work. Kim offered to do that. Stuart asked if the grant award could cover the cost of retaining an economist/accountant to perform studies. Bruce noted that his group will have accounting capabilities. Patti Trudell discussed the role that her organization, the Consortium for Education Research & Technology of North Louisiana (CERT), would play by linking higher education resources together with the changing workforce needs brought about by energy efficiency initiatives. Murray Lloyd stated that the committee should consider the areas unique resources and attributes (such as the river, port, etc.) when deciding which projects/activities to recommend. A discussion took place concerning whether or not the committee should select a chairman. It was decided that no chairman was needed at this point, since the consultant would be conducting and facilitating the meetings. After each meeting minutes they will be distributed to the mayor and counsel by the Department of Operational Services. The committee agreed to meet at 4:00 every Thursday at the MHSM office. It was requested that the times, location, 56. parking situation, and meeting agenda be circulated to all committee members as far in advance as possible. A question was raised as to how the process would work when the committee gives its report to the Mayor. Mike Strong noted that the committee is an advisory body only and it is possible that the Mayor and city could reject or alter some of the committees recommendations; however, he noted that the fact that committee has been created in the first place indicates that the city will seriously consider the recommendations for full implementation.Meeting Adjourned 57. ENERGY EFFICIENCY & CONSERVATION STRATEGY EECS SCHEDULE October 1- Steering Committee Meeting Review the scope of work Steering Committee Roles Presentation on DOE EEC Program Overview of Comprehensive EEC and stakeholder groupsOctober 8- Identify stakeholders, individuals and/or organizations Names & Contact informationOctober 15- Review draft of framework document for the Comprehensive Energy Efficiency & Conservation Plan This framework includes planning process, resources and workinggroups October 22- Consider & select projects for funding from the initial $1.7 Million Evaluation criteria Funding options & leveraging October 29- Framework update and role of higher education Workforce & OutreachNovember 5- Steering Committee review and approval of EECS report. Send to Mayor November 13- Final Plan delivered to Mayor December 22- EECS delivered to DOE 58. Energy Efficiency and Conservation Strategy (EECS) Focus Areas The focus areas and initial working groups we recommend for organizing the community around EECBG eligible activities are: Building Energy Efficiency Energy Audits (Commercial, Residential, Industrial, Governmental and Non-Profit buildings), financial incentive programs, building codes / inspections and grants for energy efficiency retrofits. Clean & Renewable Energy Sources On site renewable energy technology to generate electricity, implementing energy distribution technologies, reduce / capture methane and other greenhouse gases. Waste and Pollution Reduction Recycling programs, reduce greenhouse gas emissions, watershed management Transportation / Land Use Conserve energy used in transportation Green Business Incentives / Workforce applies to all focus areas. Energy Education / Outreach applies to all focus areas Other Incorporating energy efficiency strategies from six LEED standards categories (sustainable sites, water efficiency, energy & atmosphere, materials & resources, indoor environment quality, innovation), Smart Growth ten principles (mix land uses, compact building design, housing choices, walkable neighborhoods, unique places, preserve open space / farmland / environment, direct growth toward existing communities, variety of transportation choices, predictable / fair / cost effective development decisions and community / stakeholder collaboration) and possibly Five Milestones Methodology from ICLEI. 59. EECS STEERING COMMITTEE MEETINGAGENDADATE:Thursday, October 8, 2009TIME:4:00 P.M.LOCATION: 333 Texas Street, Suite 1200 MHSM office is located in the Regions Bank Complex on Texas Street. An atrium connects two office buildings and a parking garage (the parking garage is entered from the 300 block of Milam Street-mid block on the right.) The elevators to MHSM office located on the 12th floor are located behind the water wall in the atrium. AGENDA ITEMS 1. Review any corrections/additions to meeting minutes. 2. Review potential stakeholders for the focus areas of the EEC Plan. 3. Examples of EECS from other cities. 4. Review of leveraging methods. 5. Process strategy for focus area working/stakeholder groups.This link to the Energy Efficiency Block grant FAQ page provides information that will be useful as we shape the EECS and Comprehensive EEC Plan. http://www.eecbg.energy.gov/about/faq.html 60. ENERGY EFFICIENCY & CONSERVATION STRATEGY MEETING MINUTES MHSM # 0907.00October 8, 2009Steering Committee: Lee Jeter [email protected] Jeanne Hamming [email protected] Greg [email protected] Jeff Welborn [email protected] Joe Pierce Jr. [email protected] Ian Webb [email protected] Stuart Crichtonstu[email protected] Leia Lewis [email protected] Roy Griggs [email protected] Other Attendees: Wes [email protected] Tim [email protected] Kim Mitchell [email protected] Bruce [email protected] Caroline [email protected] Patti [email protected] Cc: Mike [email protected] Sharon Swanson [email protected] Richard Lane [email protected] Murray Lloyd [email protected] Gala Daftary [email protected] minutes of the October 1 meeting were approved as drafted.Kim noted that some potential names have been received from committee members for the proposed work groups, and encouraged committee members to continue sending in names.Bruce Hoffman gave a slide presentation on the 14 eligible activities of the EECS. He noted that a goal should be to use the current $1.9 million dollar allocation to leverage more significant dollars and programs. He showed an example Energy Efficiency & Conservation Strategy (EECS) document (also referred to as the EECBG programs 61. Attachment D) submitted earlier by the City of Louisville, and stated that the EECS to be submitted for Shreveport would need to be more detailed (patterned after a document he showed which was prepared by the City of Chicago). He suggested that Steering Committee members may have interest in one or more of the 14 activities and can focus on their interests or on all of the activities.He noted that Caroline Majors is putting together a web-based database for use by the committee as an idea-sharing resource.He recommended that at least some of the EECBG funds be spent to build business cases for projects (rather than being spent on projects themselves), contending that this approach will result in allowing projects to grow in scale through leveraging with other available resources.He noted that Caddo Parish has received a $368,000 energy allocation through the same EECBG program (in their case, administered by the state Department of Natural Resources rather than directly by the US Dept. of Energy). He shared the recommendation he has presented to the Parish on how this funding should be allocated among the various categories of eligible activities, showing how he expected each such allocation to result in a corresponding leveraging of additional dollars totaling $3,730,000.Kim Mitchell then gave a presentation on the concept of strategic doingin essence, a model of working in which ideas, resources and people are linked and leveraged and work silos are eliminated. He encouraged the committee to adopt this approach to its work. He and Caroline Majors discussed the proposed web-based platform for idea sharing.Among the comments from committee members:- Leia Lewis asked how the idea of community gardening can be brought to scale as city-wide urban forestry concept. Bruce noted that consideration of this type of idea is a perfect example of the kinds of things this committee will be doing, and he and Caroline noted how the web-based resource being developed would facilitate productive discussion on this and other creative ideas.- Greg Coates stated that the concepts discussed were excellent but noted that there was potential for informa