Uic Strategy

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

Table of Contents

3 Executive Summary

7 Attachment D: Energy Efficiency & Conservation Strategy

17 Appendices
19 Appendix A – Framework Document for the Comprehensive
Energy Efficiency & Conservation Plan
35 Appendix B – Aligning Higher Education to support the EECS and CEECP
43 Appendix C – Current Energy Efficiency and Conservation Activities
for the Shreveport Community
45 Appendix D – Steering Committee Members
47 Appendix E – Potential/Proposed Working Group Members
53 Appendix F – Meeting Minutes

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 Shreveport’s 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
Energy’s 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 City’s energy efficiency consultant, Gulf Geoexchange and Consulting Services, Inc. (GGCS)
assembled a project team with expertise to successfully advance Shreveport’s 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

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). 4

The first task, the EECS report, involved the selection of activities to be funded by the City’s 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 benefits

Activities 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
City’s 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 A 5

Attachment D:

Prepared by
Gulf Geoexchange and Consulting Services, Inc.

7

8 City of Shreveport, Louisiana◦Gulf Geoexchange and Consulting Services

Attachment D: Energy Efficiency & Conservation
Strategy for Units of Local Governments & Indian Tribes

1. Describe your government’s 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 Shreveport’s 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 Objectives

Goal 1: Transform the City of Shreveport’s 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 158,965
metric tons GHG reduction) by 2020.

Energy Efficiency & Conservation Strategy 9

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 City’s 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)


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 City’s 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 144,000
sq. ft. high rise Brownfield site using an EPA revolving loan program;
• Bio-diesel Fuel Blend to reduce fossil fuel use—City, Caddo Parish and Caddo
Parish Schools;
• Hybrid Electric Vehicles – SporTran (City transit authority) is using 2 hybrid
electric buses in their fleet, and the city is adding 3 hybrid electric cars;
• Compressed Natural Gas (CNG) – SporTran is phasing in CNG for the bus
transit fleet, with five on order;
• Intelligent Transportation System – The City is installing in phases an
intelligent 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 plan’s 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 government’s 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 strategy’s goals/objectives.

The following is a list of the City of Shreveport’s proposed activities which will implement the
City’s 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: $250,000

Activity 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;

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 Shreveport’s 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 city’s 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 State’s 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


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
Shreveport’s Small Business Incubator, Louisiana Tech’s Small Business Incubator, and LSU-
Shreveport’s 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 City’s 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 Shreveport’s
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 enforce


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.

Shreveport’s joint strategies—the 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 analysis—combine 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 encourage
energy savings;
• Promoting positive media coverage of energy savings, promoting educational
material for schools, businesses and government, and expanding citizen
awareness 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 like
community gardens, summer energy camps, recycling and biking-walking events;
• Providing greater awareness at the personal, residential, commercial and
industrial level of the long-term benefits of energy savings investments and
opportunities for leveraging through the successes that Shreveport displays in
the implementation of the EECBG program;
• Educating the public about existing opportunities for leveraging, as
stakeholders and private entities see; Development of a verifiable data
collection system to measure energy savings in KwH and CCF by building
type, 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 and
recommend adjustments;
• Energy reductions from retrofits will be sustained by a maintenance and
operating program that requires “retro-commissioning” to assure optimal
equipment 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 procedures


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.

Shreveport’s 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 verification
requirements, with third-party input.
• Written contracts and memoranda of understanding with vendors, retailers and
partnering organizations who provide resources capable of being leveraged.
• On-site or in-home inspection of installed measures goal of 10% of EECBG
program participants.
• Verification of energy savings of all installed measures from quarterly reports that
show energy savings compared to our baseline and our goals approved by the City
Department of Operational Services or the proposed City Energy Department.
• Energy savings tracked on a project-by-project basis and then aggregated by
sector. Individual project results verified by inspection. Results continually
evaluated to track performance and program implementation, and the program
modified as necessary to meet project goals and reporting requirements. Data
collected consist of but not limited to the energy savings in KwH, by building
type, 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 and
all participant complaints, criticisms or feedback.
• Publication of results at City’s website, and also through local media on a
monthly, quarterly and annual basis.

City funds for the project will be managed by the City Department of Operational Services.


Appendices

Appendix 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

Appendix A: Framework Document for the
Comprehensive Energy Efficiency & Conservation Plan

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

19

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

1.0 Purpose

Following the implementation of the Energy Efficiency and Conservation Strategy (EECS),
the City of Shreveport will conduct a Comprehensive Energy Efficiency and Conservation Plan
(CEECP) to guide long term decision-making and investment. To position ourselves as a front
runner in achieving the objectives outlined in the Energy Efficiency Community Block Grant
(EECBG), the City of Shreveport must go beyond minimum requirements to pursue innovation
and transformation. Reaching higher will allow the City to maximize long term benefits and
develop a competitive advantage when applying for future funding. The CEECP will build upon
the initial investments identified EECS, chart the course for future investments, and develop a
long term strategy for Shreveport to become more energy efficient.

The CEECP will implement a process that empowers citizens, enabling many people to make
meaningful contributions toward addressing complex community issues. The process used will
generate new ideas and align existing resources around innovation. The outcomes of such a
process will be new businesses, increased job opportunities, and improved quality of life.

1.1 Goals and Objectives

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

• job creation
• energy savings
• reduction of greenhouse gas emissions
• provident use of local resources
• renewable energy production
• maximized leveraging of funds

In addition to fulfilling these initial goals as outlined by the Department of Energy and the
City of Shreveport for the EECS, the CEECP will:

• serve as a means for the City to pursue future funding from state and federal sources
• provide a framework for regional collaboration among municipal and parish governments
• cultivate local capacity, leadership, advocacy, and innovation

1.2 Achieving Balanced Sustainability

As our community works to improve its energy efficiency, it will be important to evaluate
our opportunities, not only from an environmental and economic point of view, but also
from a social and cultural perspective. We have the ability to make decisions that can save
money, generate income, improve environmental quality, conserve local resources, support
and enhance cultural and heritage resources, and positively impact all citizens in the greater
Shreveport region. Ultimately, the CEECP will aim to maximize benefits according to a
quadruple bottom line (Fig. 1):

• environmental quality
• economic prosperity
• social equity1
• cultural vitality2

Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 21

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

Fig. 1: Balanced Sustainability

Environmental Quality Economic Prosperity

Unbalanced
Indicators

Balanced
Quadruple
Bottom Line

Social Equity Cultural Vitality

1.3 Building Local Capacity Through Strategic Doing

The CEECP will identify and support local assets that can help the City of Shreveport become
more energy efficient. The plan will cultivate open networks to link and leverage these local
assets through a process called ‘strategic doing.’ This innovative approach represents a shift
from the slow process of traditional strategic planning to fast cycles of strategic doing. John
McCann discusses the need for this shift in his essay on “Leadership as Creativity:”

Henry Mintzburg, author of The Rise and Fall of Strategic Planning and the insightful article
“Crafting Strategy” says, “The future is an abstraction...it never arrives.” It is always “out
yonder.” Planning, according to Mintzburg, can only accomplish two objectives: it gives
us an image of the future, and; allows us to make decisions about actions we take now
that will impact that future when it arrives. Thinking (planning) and acting (doing) are
inseparable. Formal planning -- especially that type typically labeled “strategic” (a word
widely used yet seldom defined) -- can put too much distance between these two.

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

Strategic doing is a civic discipline to guide open innovation. It is a methodology for
productive dialogue, building on existing assets, energy, and excitement to empower community
members and organizations to take decisive action. As a result, participants in Strategic Doing
become fully engaged in the process and align to accomplish meaningful work.

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


activity. The process is often controlled by a handful of people, and if the process is weak, the
commitment to implementation withers quickly. On the contrary, with strategic doing, plans
and action synchronize, allowing for frequent feedback, learning, and realignment throughout
the process. (Fig. 2)

Fig. 2: Strategic Planning vs. Strategic Doing

Strategic Planning Strategic Doing

Slow, deliberate Fast, experimental

Linear Cyclical

Expensive Inexpensive

Long time horizon Short time horizon

Annual revisions Monthly revisions

Hierarchies Networks

Command and Control Link and leverage

Vertically connect Horizontally connect

Transactions Relationships

Strategic doing uses an open network model. Open networks offer unique advantages and
will provide the structure for progress and innovation in our modern economy. Networked
processes are more fluid, adaptable, and flexible. They combine open participation and
leadership direction. And, we find that as our network of partners grows, our opportunities
multiply and we generate new assets and unforeseen innovation.

In order for strategic doing to work, we must create trusted civic spaces, develop new leadership
characteristics, and promote civility. All partners decide to exhibit characteristics and behaviors
that enable productive dialogue: genuine curiosity, appreciative inquiry, transparency, joint
accountability, transformative thinking, commitment to engage, participation to contribute,
active listening and learning, collaboration, and mutual respect. (Fig. 3)

Public
Sector Neighborhoods

Transportation/
Health Advocates

Business/
Higher Collaborative Industry
Education Initiatives

Energy Efficiency/
Conservation Advocates

Community Based
Organizations

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


Trusted relationships create resiliency. Trust emerges when we behave in ways that build
trust and mutual respect. As we work together in a trusted space, we accomplish more. We
attract new partners and assets. As the number of trusted relationships increases, the value
of the network goes up. More opportunities arise with stronger networks. (Fig. 4)

Leaders in the Strategic Doing process guide positive conversations and develop others’
capacity to lead. Ultimately, leadership and work are shared responsibilities, distributed
within the group.

Competitive communities are those that break down silos, link, and leverage their assets
quickly. Strategic doing will enable the City of Shreveport to accomplish these goals and meet
the complex challenges to create deep transformation within our community. Collaboration
leads to innovation. Innovation improves our productivity and our prosperity. (Fig. 4)

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

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

Prosperity

Opportunity
Productivity Zone
Information
& Leadership

Innovation
Information
& Leadership

Collaboration

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

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

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

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


This cycle of conversations is frequent, ongoing, and supports transparent accountability. Groups
come together every 30-60 days. The goal is to articulate a clear direction and define initiatives
that align with this direction. Leadership keeps people focused and the process open. Thick
and trusted networks evolve that help us learn, make decisions, and act more quickly.

Fig. 5: The Strategic Doing Cycle Explore/Mine

Learn/Adjust

Focus/Align

Commit/Act

Notes:
1
Rose, Kalima and Julie Silas. 2001. Achieving Equity through Borrup, Tom. 2006. The Creative Community Builder’s
Smart Growth: Perspectives from Philanthropy. PolicyLink and The Handbook: How to Transform Communities Using Local Assets,
Funders’ Network for Smart Growth and Livable Communities. Art, and Culture. St. Paul, Minnesota: Fieldstone Alliance.

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


2.0 Plan Participants

Working Groups

Citizens of Shreveport
Building Energy E ciency

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

Energy Education/Outreach

Fig. 6: Plan Participants

2.1 Public

The CEECP should be shaped around the vision of the Citizens of Shreveport, and build on
the values identified by the Shreveport Caddo Master Plan, local advocacy groups, and other
public forums.1 All citizens in Shreveport will be encouraged to play an active part as our
community strives to become more energy independent.

Roles:
Seek information, education, and training
Voice opinions that will guide other participants
Conserve energy within our own sphere
Live providently
Explore opportunities for new business creation

2.2 Government

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

Roles:
Define the timeframe and jurisdictional area of the plan
Manage the project team
Adopt the plan
Allocate and spend the funds needed to implement the plan
Evaluate progress
Report on evaluations
Amend the plan over time as needed

2.3 Steering Committee

The steering committee formed in Phase I of the EECS will be invited to extend their involvement
as stewards over the plan process and serve on each of the working groups. As jurisdictional
boundaries are determined and partnerships are formed, others may be invited to join the
steering committee. 2


Roles:
Oversee the plan process
Guide and direct the project team
Provide leadership and advocacy in working groups
Recommend the plan and its initiatives to government leaders for adoption/implementation

2.4 Project Team

The project team, led by Gulf Geoexchange and Consulting Services, Inc. (GGCS), is currently
comprised of Morgan Hill Sutton & Mitchell Architects, LLC (MHSM), Consortium for Education
Research and Technology of North Louisiana (CERT), Purdue Center for Regional Development,
and Chronicles of Numbers, LLC.

Roles:
Inventory potential working group members/stakeholders
Teach ‘strategic doing’ and provide technical assistance to the working groups
Provide a web 2.0 workspace for working groups and a public interface
Provide expertise and analysis of best practices and case studies within the six focus areas
Convene and facilitate working groups every 30-60 days
Formalize the ideas generated by the working groups into a plan document
Set metrics for baseline, produce target projections and provide evaluation for initiatives
Structure GIS database and procedures for monitoring trends
Provide a format and procedures for regular evaluation and reporting

2.5 Working Groups

A series of working groups will be organized around focus areas, described in section 3.0 of this
report. Each working group will engage an open network of public and private sector stakeholders. 3

Roles:
Determine goals and principles
Set targets
Publicize and promote the plan
Generate potential initiatives
Select preferred initiatives
Develop prioritized/phased implementation strategy
Identify obstacles to implementation and describe strategies to remove obstacles
Review the plan
Advise the project team
Oversee implementation
Evaluate and report progress on initiatives

1
Shreveport Caddo 2030 Vision Report: www.communicationsmgr.com/projects/1409/docs/VisionPoster-FINAL-LO.pdf
2
See Appendix D
3
See Appendix E


3.0 Plan Focus Areas

The CEECP will be structured around seven major focus areas that cover all of the eligible
activities outlined for the EECBG. (Fig. 7) While each of these focus areas are strongly
interrelated, they also serve as major categories for our work during the planning process.
Working groups will be formed around each of these focus areas and, from these working
group discussions, specific initiatives will emerge.

3.1 Building Energy Efficiency

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

3.2 Clean and Renewable Energy Sources

Eligible activities within the Clean and Renewable Energy Sources focus area include on-site
renewable energy generation, energy distribution technology, and the reduction/capture of
methane and other greenhouse gases.

3.3 Reduction of Waste and Pollution

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

3.4 Transportation and Land Use Alternatives

The Transportation and Land Use Alternatives focus area covers activities related to energy
conservation in transportation and patterns of land use. It will explore the application of
Smart Growth principles in our community and look for opportunities to expand urban
agriculture and urban forestry within the city.

3.5 Green Workforce/Business Incentives

The Green Workforce/Business Incentives focus area explores economic and workforce
development opportunities related to all other focus areas to find opportunities for the
“greening” of occupations, project increased demand, enhance skills, and identify new and
emerging occupations.

3.6 Energy Education/Outreach

The Energy Education/Outreach focus area explores methods for transforming the way
our community thinks about energy efficiency and conservation, sharing information and
promoting any of the projects above. It will emphasize the engagement of K-12 and higher
education in collaborative efforts around green workforce training and curricula.

3.7 Other

This focus area is for any innovations that do not fit in the other six categories. The Department
of Energy has included ‘other’ as an eligible activity and encourages the innovation of energy
efficiency and conservation strategies not included in the listed eligible activities.


Fig. 7: EECBG Eligible Activities

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


4.0 Plan Process

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

1. Plan Initiation
2. Baseline Working Groups
3. Target
4. Opportunities/Options
5. Preferred Action Plan
6. Implementation and Evaluation Core Group
7. Plan Review and Adoption

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

This cycle of conversations will be frequent, ongoing, and will support transparent
accountability. Participants will leave each conversation with commitments, break off to
accomplish tasks, and reconvene to report and then determine the next set of tasks. Progress
on individual initiatives will be regularly reported to their respective working group, and
working groups will come together every 30-60 days. (Fig. 9) Web 2.0 tools will provide a
trusted space for participants to continue conversations, share ideas, and to report on their
work, allowing for greater collaboration, transparency and accountability.

Fig. 9: The Pattern of the Strategic Doing Process

The Core Group convenes Working Groups
30-60 days

Work

Meet Meet

Meet Meet

Work

Working Groups convene Initiatives


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

Activities
Cultivate partnerships with institutions of higher education, state and neighboring local
governments, private sector industry, and community based organizations
Reengage steering committee established during the EECS
Define timeframe and jurisdictional area covered by plan
Assemble working groups around each focus area to include members of the steering committee
Teach strategic doing
Initiate Web 2.0 tools to create a collaborative space for working groups
Establish consensus on goals and principles

Deliverables
Map of jurisdictional area covered by plan
Timeline for plan process
Training materials for strategic doing workshop
Web 2.0 site with public interface and work space for focus area groups
Presentation/report describing goals and principles

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

Activities
Establish indicators and metrics linked to goals/principles
Collect and analyze data
Establish baseline report of the analysis
Produce forecasts and projections

Deliverables
GIS layers and analysis mapping for spatially relevant indicators
Published presentation/report describing current indicator values, forecasts, and projections

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

Activities
Determine targets
Seek consensus and approval for targets

Deliverables
Published presentation/report identifying the targets
Promotional materials, public service announcements
Formally adopted resolution


Fig. 10: The CEECP Process

Establish Explore Implementation
Baseline Opportunities & Evaluation

1.0

Plan Set Preferred Plan Review
Initiation Target Action Plan & Adoption

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

Activities
Compile best practices
Generate potential projects/initiatives

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

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

Activities
Evaluate initiatives based on metrics, sustainability, and feasibility
Select and prioritize preferred initiatives
Identify funding strategies

Deliverables
Published presentation/report outlining the preferred initiatives with funding strategies

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

Fig. 11: The EECS and CEECP Processes

EECS 1.0 1.1 1.2 1.3 t 3 Years
Short Term

CEECP version 1.0 1.1 1.2 1.3 T
Long Term


1.1 1.2 Target

How will we evaluate our progress? During this stage, we will create a reporting system to
evaluate and update the plan as needed. Who will gather data and prepare reports? Who will
receive those reports? How will the plan be adjusted over time to achieve results?

Activities
Develop a prioritized/phased implementation strategy for each initiative
Identify policies and/or administrative actions adopted or needed to support plan implementation
Identify obstacles to implementation and describe strategies to remove obstacles
Establish commitments for implementation
Establish mechanisms for ongoing evaluation, accountability, and adaptation (reporting system)

Deliverables
Published implementation guidebook: the guidebook will include information about the
resources and partnerships required to achieve the plan’s goals; it will detail the prioritized
steps to take; it will describe who will do what, when, and how much it will cost.

Stage 7. Plan Review and Adoption
The process used during Phase I for completing and implementing the EECS is a small scale
demonstration of the process proposed for Phase II the Comprehensive Energy Efficiency and
Conservation Plan. Both are intended to go through a cycle of reviews to allow for amendment
and improvement over time. (Fig. 11)

During this stage, the initial version of the plan would be adopted, subject to change over time
as needed. Ultimately, progress evaluated on each initiative will be monitored and adjusted to
allow us to achieve or surpass our target goal. (Fig. 12)

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

Deliverables
Preliminary and final draft of the Comprehensive Energy Efficiency & Conservation Plan

Target

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

Fig. 12: Evaluating Our Progress
Baseline


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 Louisiana

35

36 City of Shreveport, Louisiana ◦ Consortium for Education Research & Technology of North Louisiana

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 silos—education, government,
nonprofits, businesses, funding sources and others—who can help with the process
(e.g. baseline, reporting, GIS); and
• Help inform the work group, creating common knowledge base (e.g., best practices,
analyses) to explore new educational models to use in the process.

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

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

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

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

“Green Jobs” framework. CERT will convene a work group of higher education and k-12
educators to develop a plan framework for green jobs. CERT surveyed the U.S. Department
of Labor February 2009 report, “Greening of the World of Work: Implications for O*NET-SOC
and New and Emerging Occupations.” DOL urges moving beyond simply applying a broad
label such as “green jobs,” to identify the “greening of occupations” in three categories, and
project increased demand:
• Green increased demand occupations—an increase in the employment demand
for an existing occupations
• Green enhanced skills occupations—a significant change to the work and worker
requirements of an existing occupation; i.e., tasks, skills, knowledge and credentials
have been altered, and
• Green new and emerging (N&E) occupations—impact is sufficient to create the
need for unique work and worker requirements; the new occupation could be entirely
novel or “born” from an existing occupation.

Aligning Higher Education to Support the EECS and CEECP 37

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

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


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

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

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


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

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

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

Public/ private partnerships. CERT will identify and align strategic partners to support
EECS working groups. For example, CERT currently works with Community Renewal
International (CRI) in connecting Louisiana higher education to companies like Storer


Equipment, Trane, Hubbell Building Automation and CISCO to deploy new energy
conserving technologies for the design and construction of the national Center for
Community Renewal.

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

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


Appendix C
Current Energy Efficiency and Conservation Activities for the Shreveport Community
City of Shreveport, Caddo Parish and Caddo Parish School Board, 10.29.09

The 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 include
33 buildings in 2004.

Clean and Renewable Energy Sources:
1. Landfill Methane Recapture – The City has installed a methane recapture project at the
landfill. 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 waste

2. Household Hazardous Waste Collection

3. Sewage Sludge Recycling – 100% of the sewage sludge from waste treatment is
processed 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 treatment
plant to the Industrial Port of the Red River

5. Ozone Abatement – The City has implemented an ozone abatement program

6. Brownfield Demonstration Project - Partnership project with Community Renewal
International (CRI) to use EPA revolving loan to abate a high-rise building in the Shreveport
Downtown Historic District. The partnership included CRI, a private abatement company,
Southern University Shreveport, EPA and the City in developing an on the job training
program that changed lives

Transportation / Land Use:
1. Bio-diesel Fuel Blend to reduce fossil fuel use –
a. City diesel fuel fleet now uses a blend of 10% bio-diesel
b. Caddo Parish is using B10 or B20 in the entire vehicle fleet
c. Caddo Parish Schools are using B10 or B20 in the entire bus fleet

2. Hybrid Electric Vehicles – Sportran is using 2 hybrid electric buses in their public transit
fleet 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 fleet

4. Intelligent Transportation System – The City is installing an intelligent traffic signalization system

5. Vehicle Pollution Control – Caddo Parish and Caddo Parish School Board received grant
funding to install pollution control equipment on their diesel fleets

6. Shreveport Green has a tree planting program to increase the tree canopy to increase
energy savings and to mitigate greenhouse gases 43

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

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