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Eecs Plan Framework Document
 

Eecs Plan Framework Document

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    Eecs Plan Framework Document Eecs Plan Framework Document Document Transcript

    • Appendix A: Framework Document for the Comprehensive Energy Efficiency & Conservation Plan City of Shreveport, Louisiana Prepared by Morgan Hill Sutton & Mitchell Architects, LLC and Purdue Center for Regional Development 19
    • 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 22 City of Shreveport, Louisiana ◦ MHSM Architects ◦ Purdue Center for Regional Development
    • 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 Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 23
    • 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? 24 City of Shreveport, Louisiana ◦ MHSM Architects ◦ Purdue Center for Regional Development
    • 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. Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 25
    • 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 26 City of Shreveport, Louisiana ◦ MHSM Architects ◦ Purdue Center for Regional Development
    • 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 Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 27
    • 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. 28 City of Shreveport, Louisiana ◦ MHSM Architects ◦ Purdue Center for Regional Development
    • Fig. 7: EECBG Eligible Activities Source: US Department of Energy, www.eecbg.energy.gov/solutioncenter/eligibleactivities/default.html Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 29
    • 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 30 City of Shreveport, Louisiana ◦ MHSM Architects ◦ Purdue Center for Regional Development
    • 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 Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 31
    • 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 32 City of Shreveport, Louisiana ◦ MHSM Architects ◦ Purdue Center for Regional Development
    • 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 Framework Document for the Comprehensive Energy Efficiency & Conservation Plan 33