Uic Strategy


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

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Uic Strategy

  1. 1. 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
  2. 2. Table of Contents Energy Efficiency & Conservation Strategy 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
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  4. 4. Executive Summary The City of Shreveport currently has a number of assets and opportunities related to energy efficiency. The city and surrounding region have a tremendous capacity for energy production, particularly natural gas. With this capacity for energy production comes potential for local innovation and entrepreneurship. At the same time, the City faces significant challenges. With the increased extraction of natural gas, the community will need to understand the full impacts of this production on the environment. The capacity, condition, and maintenance of our sewer/ stormwater management facilities is a cause of growing concern. The recent update of EPA standards for air quality places our community in jeopardy of receiving non-attainment status for ozone levels. And, during the difficult economic climate that we are currently facing, the city needs to find new ways to save money, and change spending patterns to achieve more positive impacts. Through the current process of completing the Shreveport Caddo Master Plan, the City has been reminded of the citizens’ desires to improve quality of life, becoming a “greener,” healthier, more sustainable community.1 While the City of 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
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  6. 6. The City charged the project team with producing: 1) an Energy Efficiency and Conservation Strategy report 2) a Framework Document for the future completion of a Comprehensive Energy Efficiency and Conservation Plan (CEECP). 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
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  8. 8. Attachment D: Energy Efficiency & Conservation Strategy City of Shreveport, Louisiana Prepared by Gulf Geoexchange and Consulting Services, Inc. 7
  9. 9. 8 City of Shreveport, Louisiana◦Gulf Geoexchange and Consulting Services
  10. 10. 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
  11. 11. Objective 1C: Develop financial programs to support audits and retrofits through PACE, revolving loans and other alternative financing products. Objective 1D: Implement retrofits on 40 prioritized government buildings and 1000 low to moderate income households to achieve energy efficiency over the next 36 months. Objective 1E: Adopt state energy efficiency codes. Milestones (if funds are received January 2010): • Begin planning process for the Comprehensive EEC Plan by establishing baselines, goals, and metrics; organize focus groups. (1st quarter 2010) • Perform energy audits to form a baseline for energy consumption and recommended retrofits for all government buildings. (1st quarter 2010 ending mid-year 2011) • Institute audit programs for residents in conjunction with utility companies and other agencies to get buy-in throughout the community. (1st quarter 2010) • Launch PACE Bond program, revolving loan program, and alternative financing for retrofits and promote to the 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) 10 City of Shreveport, Louisiana◦Gulf Geoexchange and Consulting Services
  12. 12. The City of Shreveport is committed to energy efficiency and conservation. To date the City and Parish (county) have pursued a series of independent initiatives, although not part of a comprehensive strategy, to address issues of environmental and energy concerns. The 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; Energy Efficiency & Conservation Strategy 11
  13. 13. 2) to prepare a Comprehensive Energy Efficiency and Conservation Plan; 3) to develop a Bicycle/Pedestrian Master Plan; 4) to develop Urban Agriculture/Forestry Plans and Programs; and 5) to prepare smart growth and energy efficiency development regulations; 6) planning contingency and funding to prepare additional planning activities required to advance other EEC programs that emerge from the comprehensive EEC Plan. The process of “strategic doing” incorporated into the CEECP process will allow broader community and technical participation, more efficient alignment of energy and energy-related assets, faster results and greater accountability. Proposed allocation: $150,000. Additionally, $1,550,000 will be allocated for technical consulting services from the funds leveraged in the EECBG Energy Efficiency Retrofit Program. Activity 3. Residential and Commercial Buildings Audits: The City in 2004 audited 33 public buildings and performed energy efficiency retrofits that over four years resulted in $500,000 in savings, a reduction of 1000, KwH/mo., a drop in peak demand and 5t4 million fewer pounds of GHG emissions. The City proposes to allocate $100,000 to re-audit its public buildings and facilities with the goal of further reducing energy usage by 20%. In addition to funding audits on public buildings, the City proposes to allocate $200,000 for energy audits on residential housing. A portion of the $200,000 allocation will be used to promote, educate and inform residents of the benefits of an audit and the energy cost savings and financing available to retrofit their homes. The City will work with local utility companies and/or other agencies to cover the cost of the audits, if possible. The goal is for audits to be performed on approximately 8,000 residences, or 10% of 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 12 City of Shreveport, Louisiana◦Gulf Geoexchange and Consulting Services
  14. 14. committee); 2) employ a cooperative strategy using local utilities, media, Consortium for Education, Research and Technology of N LA (CERT) and others to educate the public about existing and new energy efficiency programs; and 3) collaborate with a business/education partnership in piloting four summer energy camps, co-sponsored by energy companies, for high school students on college campuses. Proposed allocation: $100,000. Activity 8. Codes and Inspections: The City proposes to upgrade its current building code by adopting the Louisiana Energy Efficiency Building Code. To implement and enforce the new code, the City proposes the following actions: 1) provide advanced training for city inspectors on the new Energy Efficiency Building Code and current practices in the field; 2) cover the costs of training for city inspectors to become Home Energy Rebate Option (HERO) Energy Raters to facilitate/expedite the HERO program; 3) upgrade code books, permitting forms, and enforcement tools, including their public distribution; and 4) acquire energy efficiency permitting software. Proposed allocation: $100,000. Activity 14. Other EEC Initiatives: The City will collaborate with CERT, Southern University of 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 Energy Efficiency & Conservation Strategy 13
  15. 15. the new code, the City proposes to partner with both the State and higher education institutions to provide advanced training for city inspectors on the new Energy Efficiency Building Code and current practices in the field. The City envisions collaborating with business and government leaders at regional and statewide workshops and conferences, sharing information networks and databases, and contributing to the body of collective knowledge and best practices in energy measures and savings. The City will share with the State a copy of the Energy Efficiency and Conservation Strategy, once it has been approved by the U.S. Department of Energy, and will also forward copies of their quarterly reports, success stories and best practices gleaned from the EECS grant funds. 5. Describe how this plan has been designed to ensure that it sustains benefits beyond the EECBG funding period. 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 14 City of Shreveport, Louisiana◦Gulf Geoexchange and Consulting Services
  16. 16. currently in place or that will be in place (by what date), to ensure funds are used for authorized purposes and every step is taken to prevent instances of fraud, waste, error, and abuse. 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. Energy Efficiency & Conservation Strategy 15
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  18. 18. Appendices Energy Efficiency & Conservation Strategy City of Shreveport, Louisiana 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
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  20. 20. Appendix A: Framework Document for the Comprehensive Energy Efficiency & Conservation Plan City of Shreveport, Louisiana Prepared by Morgan Hill Sutton & Mitchell Architects, LLC and Purdue Center for Regional Development 19
  21. 21. 20 City of Shreveport, Louisiana ◦ MHSM Architects ◦ Purdue Center for Regional Development
  22. 22. 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
  23. 23. 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
  24. 24. activity. The process is often controlled by a handful of people, and if the process is weak, the commitment to implementation withers quickly. On the contrary, with strategic doing, plans and action synchronize, allowing for frequent feedback, learning, and realignment throughout the process. (Fig. 2) Fig. 2: Strategic Planning vs. Strategic 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
  25. 25. 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
  26. 26. This cycle of conversations is frequent, ongoing, and supports transparent accountability. Groups come together every 30-60 days. The goal is to articulate a clear direction and define initiatives that align with this direction. Leadership keeps people focused and the process open. Thick and trusted networks evolve that help us learn, make decisions, and act more quickly. Fig. 5: The Strategic Doing 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
  27. 27. 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
  28. 28. Roles: Oversee the plan process Guide and direct the project team Provide leadership and advocacy in working groups Recommend the plan and its initiatives to government leaders for adoption/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
  29. 29. 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
  30. 30. 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
  31. 31. 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
  32. 32. Stage 1. Plan Initiation During the first stage, the groundwork will be laid for the plan. Stakeholders will be engaged and organized. The process will be prepared and initiated. Activities Cultivate partnerships with institutions of higher education, state and neighboring 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
  33. 33. 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
  34. 34. 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
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  36. 36. Appendix B: Aligning Higher Education to support the Energy Efficiency & Conservation Strategy and Comprehensive Energy Efficiency & Conservation Plan Prepared by the Consortium for Education, Research & Technology of North Louisiana 35
  37. 37. 36 City of Shreveport, Louisiana ◦ Consortium for Education Research & Technology of North Louisiana
  38. 38. The Consortium for Education, Research & Technology of North Louisiana (CERT) has been retained by Gulf Geoexchange and Consulting Services, Inc. in partnership with the City of Shreveport and serves on the Project Team in three key roles to support the Energy Efficiency and Conservation Strategy (EECS): • Identify and align the combined resources of 12 higher education member institutions across North Louisiana to focus on research and development, workforce development and K-12/community outreach; • Serve a “link and leverage” role to others across existing 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
  39. 39. 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 38 City of Shreveport, Louisiana ◦ Consortium for Education Research & Technology of North Louisiana
  40. 40. 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. Aligning Higher Education to Support the EECS and CEECP 39
  41. 41. 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 40 City of Shreveport, Louisiana ◦ Consortium for Education Research & Technology of North Louisiana
  42. 42. Equipment, Trane, Hubbell Building Automation and CISCO to deploy new energy conserving technologies for the design and construction of the national Center for Community Renewal. Energy education/ outreach. Although CERT will be convening higher education and K-12 for collaborative efforts around green workforce and curricula, the EECS Steering Committee stipulates that every project selected and funded should incorporate strategies and funds for marketing energy education to citizens. One member states, “Build policies that encourage us to think of ourselves as energy producers and consumers, energy entrepreneurs.” CERT will not only work with member institutions’ science-based programs, but also reach out to the Liberal Arts community at the institutions as experts increasing social accountability and promoting citizenship (e.g. Oikos Scholars Program at Oklahoma City University and LaGrange University). Another member urged creating energy-related projects that serve neighborhoods and diversion programs for unemployed, underemployed, prison labor and at-risk youth. Committee members agreed on the importance of improving citizens’ knowledge of the natural environment and climate change, as well establishing a process for informing citizens on a regular basis about environmental issues. CERT was asked to serve as the “key hub for collaboration” around projects that educate citizens about energy. For example, CERT is partnering with EnCana Energy, Bossier Parish Community College and Southern University at Shreveport to conduct four, one-week Energy Venture Camps in summer 2010 for Bossier and Caddo 14- and 15-year olds. Some members of the EECS Steering Committee and Project Team also serve on the Shreveport/ Caddo Master Plan work groups, and will seek to build on the values identified by Shreveport citizens. CERT will identify portions of the Master Plan that contribute to EECS initiatives to improve Shreveport’s energy independence. Aligning Higher Education to Support the EECS and CEECP 41
  43. 43. 42
  44. 44. Appendix C Current Energy Efficiency and Conservation Activities for the Shreveport Community City of Shreveport, Caddo Parish and Caddo Parish School Board, 10.29.09 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
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  46. 46. 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 Shreveport, Louisiana 71101 (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 Shreveport, Louisiana 71101 Sankofa Vision, Inc. (318) 424-9748 1651 Tulane Street Cell: (318) 347-3306 Shreveport, Louisiana 71103 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 Shreveport, Louisiana 71105 Mr. Gregory L. Coates (318) 629-2453 Storer Equipment Company, Inc. ian@rivercitycycling.com 504 W. 67th Street Shreveport, Louisiana 71106 Office (318) 861-8489 STUDENT Cell (318) 455-1999 gcoates@trane.com Mr. Stuart Crichton 120 E. Wilkinson Street Shreveport, Louisiana 71104 (318) 393-3637 stuartchrichton@gmail.com 45
  47. 47. 46