The document outlines a comprehensive energy efficiency and conservation plan (CECP) for Shreveport, Louisiana, aiming to guide long-term decision-making and investments towards sustainability. The plan focuses on job creation, energy savings, greenhouse gas reduction, and renewable energy production while promoting community involvement through strategic partnerships and local capacity building. It emphasizes a 'strategic doing' methodology to foster collaborative actions and continuous improvement within the community.

1. Energy Efficiency & Conservation Strategy
City of Shreveport, Louisiana
Version 1.2
October 30, 2009
Gulf Geoexchange and Consulting Services, Inc.
in collaboration with
Morgan Hill Sutton & Mitchell Architects, LLC
Purdue University
Consortium for Education Research & Technology
Chronicle of Numbers

3. Framework Document for Phase II
Comprehensive Energy Efficiency & Conservation Plan
City of Shreveport, Louisiana
Prepared by
Morgan Hill Sutton & Mitchell Architects, LLC
and Purdue University

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Fig. 1: Balanced Sustainability
Environmental Quality Economic Prosperity
Unbalanced
Indicators
Balanced
Quadruple
Bottom Line
Social Equity Cultural Vitality
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1.0 Purpose
We propose that the City of Shreveport conduct a Comprehensive Energy Efficiency and
Conservation Plan (CEECP) to guide long term decision making and investment. To position
the City of Shreveport as a front runner in achieving the objectives outlined in the Energy
Efficiency Community Block Grant (EECBG), we must go beyond the satisfaction of minimum
requirements to pursue innovation. 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 during Phase I, chart the course
for future investments, and develop a long term strategy for Shreveport to become more
energy efficient.
1.1 Goals and Objectives
Following the work of the Phase I Energy Efficiency and Conservation Strategy (EECS), the
primary goals for the CEECP will be to provide a clear direction for achieving:
• job creation
• energy savings
• reduction of greenhouse gases
• 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 Phase I EECS, the CEECP will be a:
• means for the City to pursue future funding from state and federal sources
• framework for regional collaboration among municipal and parish governments
• process for cultivating local capacity, leadership, advocacy, and innovation
1.2 Achieving Balanced Sustainability
As our community strives to improve its energy efficiency, it is 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 our environmental quality, conserve our local resources, support
and enhance our local cultural and heritage resources, and have positive impacts for all
citizens in the greater Shreveport region. Ultimately, the CEECP will aim to maximize benefits
according to a multiple bottom line:
• environmental quality
• economic prosperity
• social equity1
• cultural vitality2
These multiple bottom lines should provide guidance for indicators/metrics that will be
used to determine preferred initiatives and evaluate progress during the implementation of
these initiatives. A sustainable plan will successfully balance the indicators on this quadruple
bottom line, offering a package of solutions that serves all aspects of our community. (Fig. 1)
Comprehensive Energy Efficiency & Conservation Plan - City of Shreveport, Louisiana 5

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Fig. 2: Strategic Planning vs. Strategic Doing
Public Private
Sector Sector
Community Based
Organizations
Collaborative
Initiatives
Academic
Institutions
Funding
Agencies
Fig. 3: Creating Partnerships to Link & Leverage Our Assets
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1.3 Building Local Capacity Through Strategic Doing
The CEECP will explore, uncover, develop, 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 new, innovative
approach represents a shift from the slow process of traditional strategic planning to fast
cycles of strategic doing.
“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. It builds on existing assets, energy, and excitement, and empowers
community members and organizations to take decisive action, becoming fully engaged in
the work needed within the community. As we engage in conversations with one another our
actions and strategies begin to align and we accomplish meaningful work.
Without a strategy, we have individuals acting independently, often resulting in
counterproductive results and fads. With strategic planning, a course of action is
recommended, but often fails to result in unified actions. The process is often controlled by
a handful of people, and if the process is weak, the commitment to implementation withers
quickly. With strategic doing plans and action occur together allowing for frequent feedback,
learning, and aligning throughout the process. (Fig. 2)
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)
Trusted relationships help us survive and thrive. They create the resiliency we need to find the
opportunities and handle the shocks ahead. Trust emerges when we behave in ways that build
trust and mutual respect. Relationships are key. As we work together in a trusted space, we
accomplish more. We attract new partners and assets. We all grow together, exponentially. (Fig. 4)
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Prosperity
Opportunity
Zone
Productivity Information
& Leadership
Innovation
Information
& Leadership
Collaboration
Fig. 4: Increasing Our Opportunities & Prosperity as we Build Trust & Collaboration
Explore/Mine
Learn/Adjust
Focus/Align
Commit/Act
Fig. 5: The Strategic Doing Cycle
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As the number of trusted relationships increases, the value of the network goes up. More
opportunities arise with stronger networks.
Leaders in this process guide positive conversations, delegate leadership to those doing
the work, and grow others’ capacity to lead. Leadership is a shared responsibility distributed
within the group.
Competitive communities are those that learn how to break down the silos and link/leverage
their assets quickly. Strategic doing will enable us to accomplish these goals and meet the
complex challenges and deep transformation that needs to occur within our community.
Collaboration leads to innovation. Innovation improves our productivity and our prosperity.
(Fig. 4)
Strategic Doing answers four major questions (Fig. 5):
What could we do?
What are our assets and how can we link/leverage to create new
opportunities? Develop ideas and uncover opportunities.
What should we do?
What outcomes do we want most to achieve? How can we get there?
Choose what to do.
What will we do?
What commitments are required to accomplish our outcomes? Embark on
specific initiatives. Launch specific initiatives by aligning resources with “link
and leverage” strategies.
How will we learn?
When and how will we come back together to assess our progress and revise
our strategy? Execute and measure results for each initiative. Adjust as needed.
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 then to define initiatives that align with this
direction. Leadership keeps people focused and the process open. Thick and trusted networks
evolve that are strategic. They help us learn faster, make decisions faster, and act faster.
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 Handbook: How to Transform Communities Using Local
and The Funders’ Network for Smart Growth and Livable Assets, Art, and Culture. St. Paul, Minnesota: Fieldstone
Communities. Alliance.
2002. Promoting Regional Equity. PolicyLink and The Funders’
3
McCann, John M. 2009. Leadership As Creativity: Finding
Network for Smart Growth and Livable Communities. the Opportunity Hidden Within Decision Making and
Dialogue. Resources, Lessons Learned. National Endowment
2
Jackson, Maria Rosario, Florence Kabwasa-Green, and Joaquin for the Arts. http://arts.endow.gov/resources/Lessons/
Herranz. 2006. Cultural Vitality in Communities: Interpretation MCCANN2.HTML
and Indicators. Washington, DC: The Urban Institute.
Comprehensive Energy Efficiency & Conservation Plan - City of Shreveport, Louisiana 9

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2.0 Plan Focus Areas
The CEECP will be structured around seven major focus areas that cover all of the eligible
activities outlined for the EECBG. While each of these focus areas are strongly interrelated,
these serve as major categories for our work during the planning process.
2.1 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, building codes/inspections, and energy efficiency retrofits.
2.2 Clean & Renewable Energy Sources
Eligible activities within the Clean & Renewable Energy Sources focus area include on-site
renewable energy generation, energy distribution technology, and the reduction/capture of
methane and other greenhouse gases.
2.3 Reduction of Waste & Pollution
Eligible activities within the Clean & Renewable Energy Sources focus area include recycling
programs, activities that result in the reduction of greenhouse gas emissions, and watershed
management.
2.4 Transportation & Land Use Alternatives
The Transportation & Land Use Alternatives focus area covers activities related to energy
conservation in transportation.
2.5 Green Workforce/Business Incentives
The Green Workforce/Business Incentives focus area explores economic development
opportunities related to any projects above
2.6 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
2.6 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.
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3.0 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: Participants
3.1 Public
The CEECP should be shaped around the vision of the Citizens of Shreveport. The
plan should build upon the values identified by the Shreveport Caddo Master Plan,
neighborhood and local advocacy groups, and other public forums. All citizens in Shreveport
will be called upon to do their part to improve our energy independence.
Roles:
Seek information, education, and training
Voice opinions, providing guidance for all other participants
Conserve within their own sphere
Live providently within our means
3.2 Government
Elected officials and department heads provide leadership, initiating and helping to shape
the process to ensure the completion and implementation of the CEECP.
Roles:
Define the timeframe and jurisdictional area of the plan
Direct the project team
Adopt the plan
Allocate and spend the funds, implementing the plan
Evaluate progress
Report on evaluations
Amend the plan over time as needed
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3.3 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 as leaders of the working groups.
As jurisdictional boundaries are determined and partnerships are formed, others may be
invited to join the steering committee or working groups. (See Appendix for complete list of
Steering Committee members.)
Roles:
Oversee the plan process
Direct the project team
Provide leadership and advocacy in working groups
Recommend the plan and its initiatives to government leaders for adoption/implementation
3.4 Project Team
The project team, led by Gulf Geoexchange, is currently comprised of Morgan Hill Sutton &
Mitchell Architects, CERT, Purdue University, and Chronicle of Numbers.
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 that also provides a public interface
Provide expertise and analysis of best practices and case studies within the six focus areas
Convene and facilitate forums every 30-60 days --meetings that gather all working groups
to link & leverage, share resources, look for opportunities for collaboration/innovation,
growing local capacity and expertise around energy efficiency and conservation practices
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
3.5 Working Groups
We recommend organizing a series of working groups around each focus area concentrated
on EECBG eligible activities, as outlined by the scope of work. Each working group will
engage an open network of public and private sector stakeholders. (See Appendix for list of
potential/proposed Working Group members.)
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
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Fig. 7: The Pattern & Structure of Strategic Doing
Initiatives
Working Groups
Core Group
The Core Group divides into Working Groups
Work
Meet Meet
Meet Meet
Work
Working Groups divide into Initiatives
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4.0 Plan Process
The process for developing the CEECP will involve seven stages:
1. Plan Initiation
2. Baseline
3. Target
4. Opportunities/Options
5. Preferred Action Plan
6. Implementation & Evaluation
7. Plan Review & Adoption
‘Strategic doing’ will guide the work during each stage of the plan’s development. Participants
will organize themselves in working groups to accomplish a set of specific initiatives. And they
will use cycles of strategic doing to cross pollinate ideas, link, and leverage assets among the
various working groups.
This cycle of conversations is frequent, ongoing, and supports transparent accountability.
Participants 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 is regularly reported to their respective working group, and working Groups come
together every 30-60 days. (Fig. 7)
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, as well as private sector industry and community based organizations
Engage steering committee established during Phase I
Describe/define timeframe and jurisdictional area covered by plan
Assemble working groups around each focus areas, led by members of the steering committee
Teach strategic doing
Use Web 2.0 tools to create a collaborative space for working groups and a public forum
Agree on goals and principles
Deliverables
Map of jurisdictional area covered by plan
Schedule for plan process
Training materials for strategic doing workshop
Web 2.0 site with public side and work space for focus area groups
Presentation/report describing goals and principles
Stage 2. Baseline
During Stage 2, data will be gathered and analyzed to provide a picture of our community’s
current energy use and carbon footprint. And projections will be made to describe where
we will be in the future if we follow a “business as usual” scenario.
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Activities
Establish indicators and metrics linked to goals/principles
Collect and analyze data
Establish baseline
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
In Stage 3, we will determine where we want to be when we reach our target date and
define our broader desired outcomes.
Activities
Determine targets
Seek consensus and approval for targets
Deliverables
Published presentation/report identifying the targets
Promotional materials, public service announcements
Formally adopted resolution
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
places doing? How could we be innovative?
Activities
Compile best practices
Generate potential projects/initiatives
Evaluate initiatives
Deliverables
Published presentation/report identifying best practices for each focus area (case studies)
Published presentation/report describing and analyzing initiatives
Establish Explore Implementation
Baseline Opportunities & Evaluation
1.0
Plan Set Preferred Plan Review
Initiation Target Action Plan & Adoption
Fig. 8: The CEECP Process
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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
Deliverables
Published presentation/report outlining the preferred initiatives
Stage 6. Implementation & 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 evaluate our progress? During this stage an reporting system will be created to
evaluate and update the plan as needed. Who will gather data and prepare reports? Who will
receive those reports? How can 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.
1.1 1.2 Target
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Fig. 9: The EECS & CEECP Process
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
Target
Progress on Initiatives
provide benchmarks for
achieving the Target Goal
Milestones gage
our progress on
each Initiative
Baseline
Fig. 10: Evaluating Our Progress
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Stage 7. Plan Review & 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. 9)
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. 10)
Activities
Review preliminary and final drafts of the CEECP
Deliverables
Preliminary and final draft of the Comprehensive Energy Efficiency & Conservation Plan
Comprehensive Energy Efficiency & Conservation Plan - City of Shreveport, Louisiana 19