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This presentation describes the Shreveport Choice Neighborhood Transformation Planning (CNTP) process that merges the discipline of "strategic doing" to guide loosely connected open networks, CRI's ...

This presentation describes the Shreveport Choice Neighborhood Transformation Planning (CNTP) process that merges the discipline of "strategic doing" to guide loosely connected open networks, CRI's relational model for growing caring communities, and negotiating through design to better connect planning and implementation. This connection we call agile planning.

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  • Can we grow the population of our Choice Neighborhoods from 6,000 to 20,000 over the next 10 years? What will it look like if we locate 10% of Shreveport’s population into 2 square miles – just over 1% of its land area? We will organize this transformation plan around 8 focus areas. This organization is based on a village structure framework that is part of a local transformational model that systematically and intentionally grows the relational foundation of caring communities. This organization, Community Renewal International (CRI), will assist us in aligning “Mutually Enhancing Relationships” of our community to focus on revitalization outcomes.Shreveport has great capacity and resources in all of these focus areas. It may seem that we have shortage of resources to meet the challenges in each of these sectors. Or is it a problem of alignment of resources? Could it be a lack of shared outcomes rather than a lack of resources? Can we agree on shared outcomes that allow all of these sectors of our community to work toward the same outcomes while doing new and different projects?
  • How will we organize and align our local resources to learn together? Create solutions together? And best invest or local resources in connected solutions.
  • To become a “sustainable community” we must grow our capacity to work together to explore complex issues and find solutions that grow the abilities of our residents. As we more clearly describe the future we seek we will also assess the capacity we need to be successful. We can then chart a course for how to invest in obtaining that capacity.
  • The existing plans we will build on include: “Ledge” Opportunities Initiative, AllendaleOne, Historic Music Village, Job Access Strategic Plan, Master Plan, Commons, Total Commitment.CRI’s model is a local innovation that can change the world one relationship and one block at a time.The CNTP will merge several innovations: Agile Planning to connect planning and implementationPlan organization based on the CRI Village Structure frameworkEmerging discipline to guide civic networks to transformative outcomes – strategic doingA locally grown replicable system of intentionally growing relationships – CRI model

CN agile planning slides CN agile planning slides Presentation Transcript

  • HUD Choice Neighborhood Ledbetter and Allendale Transformation Plan Areawww.shreveport-cntp.posterous.com People Neighborhood Housing
  • Guided Relational Network StrategyChoice Neighborhood Transformation Plan (CNTP) 4. Work 5. Health 3. Education 6. Safety2. Housing 7. Narratives Culture of Caring 1. Leadership 8.Infrastructure Align & Focus a System of Relationships to Transform Allendale & Ledbetter Heights
  • We are now in the midst of a fundamental shift andit’s continuing to gain momentum…
  • Our society challenge:Connect the assets of our Grandfather’s economyto form new networks for our Grandchildren’s economy.
  • Choice Neighborhood Transformation Plan (CNTP) Our Shreveport Challenges: Where are we going? How will we get there?How will we identify and understand the connections betweenproblems?How will we collectively learn and create connected solutions tothose connected problems?How will we best invest our local resources to implement thoseconnected solutions around a place-based strategy?
  • Choice Neighborhood Transformation Plan (CNTP) Our Challenges: Where are we going? How will we get there?How will we grow local community capacity and resilience throughthe CNTP process?How will we create an environment that grows our localcommunity’s capacity to collectively think, behave and do in newways? Old ways are not working well!As we answer these questions, what are the gaps between wherewe are now and achieving the outcomes we seek? How will we fill those gaps? – human capacity, organizational capacity and financial capacity? How will we measure and celebrate our progress?
  • Choice Neighborhood Transformation Plan (CNTP) Where we begin: Assets & Capacity – our competitive positionInitial group of Partners have agreed to: • Collaborate in planning and implementing solutions; • Share relevant data; • Assist in growing resident and community participation; and • Assist in growing additional partnersRelevant planning to build on – we don’t start from scratch.Unique locally grown change-the-world model that is “place-based”.New process emerging from Shreveport to grow local capacity.
  • …as we develop the skills, we create alignment strategies…Where we are today Where we are goingDisconnected problems & solutions Connection & alignment …the opportunity to “link and leverage” resources emerges when people and organizations share their outcomes...
  • As networks move from a community ofinterest to an innovating network, tighterbonds of trust form 9
  • CNTP – Allendale & Ledbetter Transformation Outcomes to Align our Networks1. Repopulate Allendale & Ledbetter Neighborhoods – grow the population from current level of 6,000 to planned mixed income capacity of 20,000.2. Align resources into link & leverage strategies – projects with public & private opportunities that co-create value, manage risks equitably & generate positive investment returns. (1 ≥ 2 to achieve exponential growth)3. Guide Collaborative Action – Agile Planning to connect planning & doing; rebuild a green & smart infrastructure for a 21st century neighborhood; develop a green workforce and creative economy that includes & lifts existing neighborhood residents.4. Create Resilience through Mixed Income, Affordable Neighborhoods – Solutions to sustain mixed income & affordability5. Develop a Vibrant Civic Economy that supports a Vibrant Market Economy – grow environment of trust required to share ideas, share resources and connect relational networks; GROW capacity and resilience of residents of Allendale and Ledbetter inner city neighborhoods
  • Tech. Federal HUD Focus Pathfinder Assist. Partners Programs Groups / Forums Initiatives / Projects 2. Housing Mixed Income Team Coordinator HUD 3. Education Cradle to Career NLCOG COS/CD Partners 4. Work Green & Creative Plan Local Food Systems Coordinator 5. Health Development Design Team Eyes on the Street 6. Safety 1. 7. Narratives Telling Our Stories Leadership Culture of Caring Team Green & Smart 8.Infrastructure Trust Environment - Relational Networks of the Civic EconomyOrganization. Governance. Balanced Investment Portfolio.
  • Housing investments will result in a diverse housing environment 2. Housing (mixed income, housing typologies, scale, density, age, race, culture and lifestyle) with a range of rental and home ownership options. Village Center Mixed-Use Design standards Housing typologies Scattered site low-income Land Assembly & banking Funding & Services1. What should 21st Century mixed-income neighborhood housing options for 20,000 people look like?2. How will we align, link and leverage our resources to design and invest in that housing?3. Who will collaborate to shape this investable housing market?4. How will we sustain a housing market that is affordable for a mixed income population living in a mixed-use environment?5. What is the connection of housing in establishing a trusted civic economy? Connecting Complexity - Balanced Co-Investment Portfolio12
  • Place-based solutions that connect positive neighborhood outcomes to a cradle-through-college-to-career education continuum that serves 3. Education a diverse mixed-income population of 20,000 – Education continuum that serves a transformed neighborhood of choice and connection. pre-K to 8 Pre-k to 12 Virtual School Arts School CERT learning center Community Schools Co-Investment After School & G.E.D.1. What should a 21st Century mixed income neighborhood education system for 20,000 people look like?2. How will we align our resources to design and invest in implementing that education system?3. Who will collaborate to shape this innovative education system?4. How will we sustain an education system with specific place-based neighborhood outcome accountability measurements? What is the new mission, what are the new outcome characteristics and what are the new measurements?5. What is the role of neighborhood education in establishing a trusted civic economy? Connecting Complexity - Balanced Co-Investment Portfolio13
  • Work investments grow locally owned businesses; mentor & train current residents to share in prosperity; grow creative industry economies; create new jobs to rebuild infrastructure “green” and “smart”; 4. Work and money flow strategies to “increase the volume of good money, accelerate velocity of neutral money and reduce leakage of bad money”. Innovation Fund Business Assistance Green Jobs training Creative Industries1. What will a 21st Century locally owned business and work environment for a neighborhood of 20,000 people look like?2. How will we align, link and leverage our resources to invest in creating that business environment?3. Who will collaborate to shape this innovative live work environment?4. How will we provide career pathways for existing neighborhood residents?5. What is the role of business and workforce in establishing a trusted civic economy? Connecting Complexity - Balanced Co-Investment Portfolio
  • Health investments improve health outcomes for residents through 5. Health physical activity, nutrition, wellness, preventive medicine, disease management, caring & supportive relationships, & access to health care. Local food system Parks & Recreation Bike Ped system Health care delivery1. What should the health profile look like for a 21st Century neighborhood of 20,000 mixed income people – nutrition, exercise, health care…?2. How will we align, link and leverage our resources to invest in that health system?3. Who will collaborate to shape innovative health systems for this neighborhood?4. How will we sustain an affordable health system for this mixed income population?5. What is the connection of this health system in establishing a trusted civic economy? Connecting Complexity - Balanced Co-Investment Portfolio
  • Safety investments increase the capacity of neighborhood residents to 6. Safety care for the well-being of one another and grow positive community relationships with public safety and law enforcement professionals. Eyes on Street Property Standards Caring Systems Community Policing1. What should 21st Century safe neighborhood for 20,000 people look like?2. How will we align, link and leverage resources to invest in that safety system?3. Who will collaborate to design an innovative neighborhood safety system?4. How will we sustain a safe environment for a mixed income population?5. What is the connection of safety in establishing a trusted civic economy that supports a prosperous market economy? Connecting Complexity - Balanced Co-Investment Portfolio
  • Positive narratives shift community outcomes to positive directions – we move in the direction of our stories and conversations. 7. Narratives A common culture of caring includes civility, shared values of Culture of Caring mutual respect, diversity we celebrate & trusted relational networks. Music Heritage Oral Histories Museums Public Art1. How will we tell the stories of building a 21st Century caring community of 20,000 people? How will we connect the past, present & future narratives?2. How will we align and link our resources to invest in a culture of caring?3. Who will collaborate to shape this caring environment?4. How will we sustain a caring environment for a diverse mixed income population?5. What is the role of a culture of caring in establishing a trusted civic economy that supports a prosperous market economy? Connecting Complexity - Balanced Co-Investment Portfolio17
  • Sustainable Infrastructure balances natural systems & built environment. Investment objectives include rebuilding the infrastructure both “green” and “smart”. Buildings (residential, commercial and public), utilities (energy / electricity, gas, water, sewer, storm drainage and data communications), transportation (public and private) & natural8.Infrastructure systems (conservation, watershed, parks, recreation…) that support a neighborhood of choice for the 21st century sustainable community.1. What should 21st Century neighborhood infrastructure for 20,000 people look like?2. How will we align our resources to design and invest in that infrastructure?3. Who will collaborate to shape innovative infrastructure?4. How will we sustain an infrastructure that is affordable for a mixed income population living in a mixed use environment?5. What is the connection of infrastructure in establishing a trusted civic economy? Connecting Complexity - Balanced Co-Investment Portfolio18
  • Sustainable Infrastructure balances natural systems & built environment. Investment objectives include rebuilding the infrastructure both “green” and “smart”. Buildings (residential, commercial and public), utilities (energy / electricity, gas, water, sewer, storm drainage and data communications), transportation (public and private) & natural 8.Infrastructure systems (conservation, watershed, parks, recreation…) that support a neighborhood of choice for the 21st century sustainable community. Waste LEED Power Generation DataConservation Transportation Stream Buildings & Fuel Supply Communications Water Mgt. Sewer  Residential  Alternatives on-site 100 mbs+ broadband  Public  Runoff Solid Waste  Public  Renewables fiber  Private  Gray Water  Landfill  Commercial  Distributed Grid  Smart Grid  Service  Detention  Construction  Retention  Smart Grid Note:  Roads &  Recycle  Aquifer recharge  Compost  Fuel Cell Obtain Utility Data Bridges Urban Forest  Natural Gas (bridge)  Bike / Urban  Geothermal H.P. Pedestrian Agriculture  Combined Heat &  “Complete Power Streets”  Demonstration Utility District? Note: obtain utility data Connecting Complexity - Balanced Co-Investment Portfolio19
  • The Leadership Team will be responsible for our trusted civic spaces and for managing and balancing an investment portfolio of projects1. Leadership and initiatives that are co-created by working groups in each of the Team CNTP focus areas. The leadership team will learn to connect opportunities and align resources for pathfinder projects and initiatives. Teach Relational Networks Rules of Civility Grow Trusted Civic Spaces Manage Investment Portfolio Manage Forum Charters Appreciative Inquiry1. What does leadership guiding a 21st Century mixed-income neighborhood of 20,000 people look like?2. How will we frame outcomes and simple powerful questions that can connect and guide loosely joined innovating networks?3. How will we grow our capacity to innovate through collaboration?4. What will we do to sustain a housing market that is affordable for a mixed income population living in a mixed-use environment?5. What is the role of leadership in establishing a trusted civic economy? Connecting Complexity - Balanced Co-Investment Portfolio20
  • Agile PlanningChoice Neighborhood Transformation Plan (CNTP) 4. Work 5. Health 3. Education 6. Safety2. Housing 7. Narratives Culture of Caring 1. Leadership 8.Infrastructure Align & Focus a System of Relationships to transform & create a “Collective Impact” for Allendale & Ledbetter Heights
  • Agile Planning (diagram co-created with Ed Morrison)
  • Choice Neighborhood Transformation Plan (CNTP) Agile Planning connecting planning & doing to grow community capacityTraditional Comprehensive Planning • Agile Planning Hierarchal process • Collaborative process (guided open network) Public preference • Balance (open participation / leadership direction) Plan, then what? • Implement while planning Guide Book • Capacity Growing Iterative Process Infrequent updates • Continuous revisions / continuous learning (every 5 years) Periodic data analysis • Continuous data analysis Individual Risks • Shared Risks Individual Rewards • Shared Reward (missed opportunities) High Opportunity Costs • Co-created value (link & leverage: 1≥ 2) Political stakeholders • Civic Shareholders Political Connections as Drivers • Design Quality as Value Driver Avoid complexities to obtain Consensus • Engage Complexities and Connections …as we uncover new ways to guide and use our networks investable opportunities emerge when we connect planning and doing…
  • Sustainable Neighborhood with Agile Planning in place Public & Private $$$ Design Team work with initiative groups to shape investable projects that link to & leverage additional projects Link networks and create collaborative opportunities through forums and initiatives Move from open public presentations into an active(diagram co-created with Ed Morrison) environment of trust with skills gained through Where we are today relational network training
  • 25
  • …as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and doing… 26
  • Ledbetter Heights & West EdgeOpportunities InitiativeDevelopment CapacityLedbetter Residential & Mixed-Use Type 1 – 29 acres (750 – 1200 units) • 500,000 sf ground floor commercial Type 2 – 32 acres (480 – 960 units) Type 3 – 6 acres (48 – 120 units) Type 4 – 23 acres (276 – 550 units)West Edge Residential & Mixed-Use Type 1 – 6 acres (120 – 240 units) • 250,000 sf ground floor commercial Type 5 – 10 acres (300 – 500 units)Blue Goose Residential Type 2 – 28 acres (400 – 800 units)Housing & Mixed-Use Types Type 1 – Urban residential – 20 – 40 units per acre, 2 to 4 floors above ground floor commercial Type 2 – Row Housing / Townhomes 15 – 30 units per acre Type 3 – renovated historic (Victorians & Shot Guns) 8 -20 units per acre Type 4 – Detached zero lot line homes – 12 – 24 units per acre (higher densities include garage apartments) Type 5 – Mid rise housing – 30 – 50 units per acre up to 8 floors
  • Block Plan / Street Character Section / Streetscape Scale Density & Spacing & Design Standards 2–4 Residential 50’ to 100’ floors Residential 15’ Sidewalk optional 55’ Street Residential & Parking 2–3 C or R C or R floors C or R C or R Parking Traffic calming 20’- chicanes at mid block 40’ 15’ 55’ Street 15’ Sidewalk module & Parking1 Urban Residential – 25 to 40 units / acre 50’ to 100’ 80’ to 85’• Residential (R) – new or renovated historic• Commercial (C) – new or renovated historic2 Row Housing – 15 to 30 units / acre 280’ – 300’ Street 2-3 Story Height 1’-6” wall at property line Unit 240’– Alley 300’ Unit Unit Unit 20’- 20’ 30’- 40’-70’ 25’- 32’-40’ 25’- 40’-70’ 30’- 20’ Covered or uncovered parking at alley 22’ alley 45’ 30’ 6’ Street 6’ 30’ 45’ alley Garage units accessed from alley typical 125’ LotHousing Typologies
  • Block Plan / Street Character Section / Streetscape Scale Density & Spacing & Design Standards Alley Covered Parking at alley Surface Parking at alley Street Alley 16’- 10’ 20’ 20’ 10’-25’ 40’-60’ 25’ 32’-40’ 25’ 40’-60’ 30’-55’ 28’ alley 6’ Street 6’ 110’ Lot3 Renovated Historic – 18 to 20 units / acre Historic shotgun houses regrouped & clustered Spacing & setback around existing large historic homes on Austin & Oakland Streets based on existing context4 Zero Lot Line Detached – 12 units / acre (up to 24 units / acre with garage apartments) Garage apartment option Street 2-3 Story Height 1’-6” wall at property line 250’– Alley Unit Unit 260’ 260’ – 350’ 20’- 20’- 20’ 20’ 0’-20’ 40’-60’ 25’ 32’-40’ 25’ 40’-60’ 25’-45’ 20’ 25’ 25’ alley 5’ 6’ Street 6’ alley 40’-45’ 110’ LotHousing Typologies
  • Ledbetter Heights & West Edge Opportunities Initiative Phase 1 Initiatives West Edge 2 SUSLa leverage • Mixed Use parking structure • 100,000 sf Tipitinas • SUSLa Nursing School • YMCA renos for housing Texas Ave. #1 / Commons • 35,000 sf Commercial • 35,000 sf Office • 100 Apartments on 4 floors • $28,000,000 project cost • ± $12,000,000 in tax credits & incentives excluding LIHTC (100%/10yrs) • Economic Impacts / year • Rent - $1,700,000 • Sales - $8,750,000 • Employees – 175 ($5,25,000) Ledbetter • TIF Income - $700,000• Land Banking Texas Avenue #2 • Mixed Use commercial, office, 3 floors residential & parking • Ledbetter Arts Community Center • Existing building renos
  • Millenium Ledbetter Heights & Area West Edge• 2 to 3 floors apts. or Opportunities Initiative condos • Mixed Use commercial, Phase 2 Initiativesoffice & hotel • Park West Edge 2 SUSLa leveragedevelopment • 300 apartments or condos • 300 to 600 car structured parking • 80,000 sf ground floor commercial / office Texas Ave. #1 / Commons • 28,000 sf Commercial • 18,000 sf basement parking • 25 Apartments • 30,000 sf plaza (6,000 outdoor Covered) • $11,000,000 project cost • ± $5,000,000 in tax credits & incentives excluding LIHTC (100%/10yrs) • Economic Impacts / year • Rent - $700,000 • Sales - $8,000,000 • Employees – 90 ($2,700,000) • TIF Income - $680,000 Texas Avenue #2 • Existing building renovations • Historic Shotgun Housing Cluster • New infill buildings & parking
  • Ledbetter Heights & West Edge Opportunities Initiative Phase 3 Initiatives West Edge 2 SUSLa leverage• New Mixed Use• hidden surface parking• Renovated existing buildings Texas Ave. #1 / Commons• 44,000 sf Commercial renovation• 30 Apartments• New 22,000 sf private sector venue• $16,500,000 projects cost• ± $8,000,000 in tax credits & incentives excluding LIHTC (100%/10yrs)• Economic Impacts / year • Rent - $1,300,000 • Sales - $6,600,000 • Employees – 200 ($6,000,000) • TIF Income - $560,000 Texas Avenue #2• Existing building renovations• Historic Shotgun Housing Cluster• New infill buildings & parking
  • Ledbetter Heights &West EdgeOpportunities InitiativePhase 4 Initiatives Texas Ave. #1 / Commons• 30,000 sf Mixed Use• 600 to 900 car structured parking• Renovated building to 100 room hotel• New Commercial buildings
  • Ledbetter Heights &West EdgeOpportunities InitiativePhase 5 Initiatives Texas Ave. #1 / Commons• Austin Place relocated historic & renovated Victorians• Austin Place Renovated Burton Building• Major public tourism project (current proposal is National Music museum & digital media incubator
  • Proposed Focus Areas for Millennium Opportunities Area Initiative SUSLa and surroundings Transition around Millennium 800 block of Texas Avenue Land banking Area around Antioch Churchestablished creative workforce. CBD SUSLa Area 800 Block of Texas Avenue Millennium townhome style apartments / suite hotel Land assembly / land banking for future mixed income residential Antioch Church Development Area with shared parking located behind Texas Avenue buildingsLedbetter Heights / West Edge Opportunities Initiative Focused Investment Areas …as we uncover new ways to guide and use our networks investable opportunities emerge when we connect planning and doing… 35
  • Impacts ofNewInvestmentHousing = 300 unitsHotel = 160 roomsJobs created = 500Annual salaries = $15,000,000Retail sales = $13,500,000Annual TIF Revenue at 4% = $608,000Annual ImpactsHousing rental/ mortgage = $2,100,000Hotel revenues = $3,300,000Retail rental = $390,000Office rental = $1,100,000 CNTP…as we uncover new ways to guide and use our networks investable opportunities emerge that connect planning and doing… 36
  • …as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and doing… 37
  • …as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and doing… 38
  • …as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and doing… 39
  • …as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and doing… 40
  • …as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and doing… 41
  • …as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and doing… 42
  • …as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and doing… 43
  • …as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and doing… 44
  • The Avenue 11 District 14 12 8 Antioch 13Development 7 Area 8 9 1 1 Antioch Church 2 Phase 1 Antioch Mixed Use 6 10 3 Phase 2 Antioch Mixed Use 5 2 4 Phase 3 Antioch Mixed Use 5 New Urban Residential 3 6 Renovated Existing & New Infill 7 New Community Center 8 Renovated / Reconstructed 6 4 9 Antioch Family Center10 Shared Surface Parking 611 Calanthean Museum12 New Infill Mixed Use13 Renovated Existing14 Clustered Shotgun Housing Existing to be renovated or rebuilt New buildings
  • Our Relational Networks training objectives:✓Value trust, caring and sharing as a relational strategy to achieve community prosperity✓Increase your awareness of networks and your understanding of why they are important✓Understand how to establish and maintain a “civic space” where we can do complex thinking✓Learn the basics of how to guide strategic conversations to action✓Understand how to participate in and benefit from the Shreveport CNTP process
  • …Focused Smart Growth… Academic Institutions Green Broadband Demo Demo Private Sector Utility District 2nd stage R&DDD PRATT Bus. support Recycling Grow local LONI Data/Com real-estate capacity companies Lease CCDM Arts bus. incentives multi-developer Edu. SWEPCO Green Arts Edu. Green & Creative collaboration Local CenterPoint Operations Story / Song CERT Workforce Training Green Contractors food Writers Arts Institutions Infrastructure Non-profit & subsinternships Caddo Pub. Investment developer Green Local artist Opportunities Business A&E Products Schools New LEED Local Narratives Collaborative Action Plan & Green Green Private Real-estate Creative & Venues SMG Joel Katz for “Green” Place Making Processes Schools Investment Green E. Atty. & “Creative” Economy Neigh. Learning Center, • Publicly lead privately supported Workforce Green serving Music New Media Center, • Managed development Alignment of Industry Hayride • Quality & density guidelines • Plan review Technologies Companies Arts High School, • Overlay Resources / Investments Deployment Community Schools • Financing & incentives • Linking and leveraging strategy Creative • Land banking • Public private partnerships Economy New • Disincentives • Multi- investor • Land speculators • Non-profit development CDC, CDE Entrepreneurs Media • Low quality low density • Multi- profit developers COG • Spread risk & reward • Green development / workforce Repopulate Inner City Neighborhoods COS •Start: •Walkable neighborhood principles City & Parish • Ledbetter – 4,000 people •New urbanism principles DOS Mayor & Government • Blue Goose – 1,600 people •Cool Place for creative class • West edge – 1,400 people •Creative Economy Cluster Effect Council Resources Federal •Housing • Above commercial on Texas Ave. •Live work neighborhood •Environmental Benefits MPC Government • Townhomes • Zero lot line detached Community Resources State • Historic preservation Caddo Government •Business Dev. Diverse & Affordable Lifestyle Commission HUD Resources • Mixed Income Tax credit Spar • Mixed Use •Museums •CCDM Private investor • Culturally Diverse Housing • Age Diverse •Creative Businesses / workforce Investment DOE • Tourism Individuals SporTran Authority energy Governor Faith Based & Non-Profit Foundations Council of Private USDA EPA Founds. Founds. urb. ag. DOT LED Civic & CDC Quasi Public Knight Sec. of Loans Com. DOE TACA Grants Incentives Found. EDA state NLEDP edu. Recd’g Arts Pub. Serv. FAME Loan & Music E. Lowe DOL DDA Choice NMTC ILMS LHFA Guarantees Tax exempt Com. SRAC ABS Neighbo’hd Preservation Bonds Credit WIB LSUS Promise Unions SB/CTB CRI FHWA Credits TIF Ag Ext. O.Cem. FoMA SAC Challenge Community Museums, Lc’l. food Energy Banks Regional B’Nai First Holy Cross Antioch Sustain. Brownfield Housinge.g.; SAMM network Zion Methodist Church Church Credits Credits Banks Com. EDA D.Media Ent’mt Public, Quasi-Public & Non-Profit Sectors Infrastruct. Credits Prod. Cred. Funding Sources …Aligning, Linking & Leveraging
  • …Focused Smart Growth… Academic Institutions Green Broadband Demo Demo Private Sector Utility District 2nd stage R&DDD PRATT Bus. support Recycl’g Grow local LONI Data/Com real-estate capacity companies Lease CCDM Arts bus. incentives multi-developer Edu. SWEPCO Green Arts Edu. Green & Creative collaboration Local CenterPoint Operations Story / Song CERT Workforce Training Green Contractors food Writers Arts Institutions Infrastructure Non-profit & subsinternships Caddo Pub. Investment developer Green Local artist Opportunities Business P,A & E Products Schools LEED Local New & Green Green Private Collaborative Action Plan Real-estate Creative & Venues SMG Joel Katz Narratives for “Green” Place Making & Processes Schools Investment Green E. Atty. “Creative”Economy Neigh. Learning Center, Workforce Music • Publicly lead privately supported Green serving Hayride New Media Center, • Managed development Alignment of Industry Arts High School • Quality & density guidelines • Plan review Technologies Companies • Overlay Resources / Investments Deployment Community Schools • Financing & incentives • Linking and leveraging strategy Creative • Land banking • Public private partnerships Economy New • Disincentives • Multi- investor • Land speculators • Non-profit development CDC, CDE Entrepreneurs Media • Low quality low density • Multi- profit developers COG • Spread risk & reward • Green development / workforce Repopulate Inner City Neighborhoods COS •Start: •Walkable neighborhood principles • Ledbetter – 4,000 people DOS Mayor & City & Parish •New urbanism principles • Blue Goose – 1,600 people •Cool Place for creative class Cluster Effect Council Government • West edge – 1,400 people •Creative Economy •Housing Resources Federal • Above commercial on Texas Ave. •Live work neighborhood •Environmental Benefits MPC Government • Townhomes • Zero lot line detached Com. Dev. Resources State • Historic preservation Caddo Government •Business & Advisory Commission Diverse & Affordable Lifestyle HUD Resources • Mixed Income Tax credit Spar • Mixed Use •Museums •CCDM Private investor • Culturally Diverse Housing • Age Diverse •Creative Businesses / workforce Investment DOE • Tourism Individual SporTran Authority energy Governor Faith Based & Non-Profit Foundations Council of Private USDA EPA Founds. Founds. urb. ag. DOT LED Civic & CDC Quasi Public Knight Sec. of Loans Com. DOE TACA Grants Found. EDA state NLEDP Incentive edu. s Recd’g Arts Pub. Serv. FAME Loan & Music E. Lowe DOL DDA Choice NMTC ILMS LHFA Guarantees Tax exempt Com. SRAC ABS Neighbo’hd Preservation Bonds Credit LSUS Promise Unions WIB SB/CTB CRI FHWA Credits TIF Ag Ext. O.Cem. FoMA SAC Challenge Community Museums, Lc’l. food Energy Banks Regional B’Nai First Holy Cross Antioch Sustain. Brownfield Housinge.g.; SAMM network Zion Methodist Church Church Credits Credits Banks Com. EDA D.Media Ent’mt Public, Quasi-Public & Non-Profit Sectors Infrastruct. Credits Prod. Cred. Funding Sources …Aligning, Linking & Leveraging
  • ChoiceNeighborhoodTransformationPlan:Buildingonexistingplanning: Allendale Heritage Corridor Music Village InterTech Science Park Original Shreveport Choice Neighborhood
  • Guided Relational Network StrategyChoice Neighborhood Transformation Plan (CNTP) 4. Work 5. Health 3. Education 6. Safety2. Housing 7. Narratives Culture of Caring 1. Leadership 8.Infrastructure Align & Focus a System of Relationships to Transform Allendale & Ledbetter Heights