The document outlines the Choice Neighborhood Transformation Plan (CNTPlan) for the Allendale and Ledbetter Heights areas in Shreveport, focusing on building community capacity and resilience through place-based strategies. The plan aims to repopulate the neighborhoods, align resources for mixed-income housing, enhance education systems, create job opportunities, improve health outcomes, and ensure safety, while fostering a culture of caring and collaboration among community members. Key initiatives include agile planning, investment in infrastructure, and developing sustainable systems to support a diverse community of 20,000 residents.

1. HUD Choice Neighborhood
Ledbetter and Allendale
Transformation Plan Area
www.shreveport-cntp.posterous.com
People
Neighborhood
Housing

2. Guided Relational Network Strategy
Choice Neighborhood Transformation Plan (CNTP)
4. Work 5. Health
3. Education 6. Safety
2. Housing
7. Narratives
Culture of Caring
1.
Leadership
8.Infrastructure
Align & Focus a System of Relationships to Transform
Allendale & Ledbetter Heights

3. We are now in the midst of
a fundamental shift and
it’s continuing to gain momentum…

4. Our society challenge:
Connect the assets
of our Grandfather’s economy
to form new networks
for our Grandchildren’s economy.

5. Choice Neighborhood Transformation Plan (CNTP)
Our Shreveport Challenges:
Where are we going? How will we get there?
How will we identify and understand the connections between
problems?
How will we collectively learn and create connected solutions to
those connected problems?
How will we best invest our local resources to implement those
connected solutions around a place-based strategy?

6. Choice Neighborhood Transformation Plan (CNTP)
Our Challenges:
Where are we going? How will we get there?
How will we grow local community capacity and resilience through
the CNTP process?
How will we create an environment that grows our local
community’s capacity to collectively think, behave and do in new
ways? Old ways are not working well!
As we answer these questions, what are the gaps between where
we are now and achieving the outcomes we seek?
How will we fill those gaps? – human capacity,
organizational capacity and financial capacity?
How will we measure and celebrate our progress?

7. Choice Neighborhood Transformation Plan (CNTP)
Where we begin:
Assets & Capacity – our competitive position
Initial group of Partners have agreed to:
• Collaborate in planning and implementing solutions;
• Share relevant data;
• Assist in growing resident and community participation; and
• Assist in growing additional partners
Relevant planning to build on – we don’t start from scratch.
Unique locally grown change-the-world model that is “place-based”.
New process emerging from Shreveport to grow local capacity.

8. …as we develop the skills, we create
alignment strategies…
Where we are today Where we are going
Disconnected problems & solutions Connection & alignment
…the opportunity to “link and leverage” resources emerges
when people and organizations share their outcomes...

9. As networks move from a community of
interest to an innovating network, tighter
bonds of trust form
9

10. CNTP – Allendale & Ledbetter Transformation
Outcomes to Align our Networks
1. Repopulate Allendale & Ledbetter Neighborhoods – grow the
population from current level of 6,000 to planned mixed income capacity of 20,000.
2. Align resources into link & leverage strategies – projects with
public & private opportunities that co-create value, manage risks equitably &
generate positive investment returns. (1 ≥ 2 to achieve exponential growth)
3. Guide Collaborative Action – Agile Planning to connect planning &
doing; rebuild a green & smart infrastructure for a 21st century neighborhood;
develop a green workforce and creative economy that includes & lifts existing
neighborhood residents.
4. Create Resilience through Mixed Income, Affordable
Neighborhoods – Solutions to sustain mixed income & affordability
5. Develop a Vibrant Civic Economy that supports a Vibrant
Market Economy – grow environment of trust required to share ideas,
share resources and connect relational networks; GROW capacity and
resilience of residents of Allendale and Ledbetter inner city neighborhoods

11. Tech. Federal HUD Focus Pathfinder
Assist. Partners Programs Groups / Forums Initiatives / Projects
2. Housing Mixed Income
Team
Coordinator
HUD
3. Education Cradle to Career
NLCOG COS/CD Partners
4. Work Green & Creative
Plan Local Food Systems
Coordinator 5. Health
Development
Design
Team Eyes on the Street
6. Safety
1. 7. Narratives Telling Our Stories
Leadership Culture of Caring
Team
Green & Smart
8.Infrastructure
Trust Environment - Relational Networks of the Civic Economy
Organization. Governance. Balanced Investment Portfolio.

12. Housing investments will result in a diverse housing environment
2. Housing
(mixed income, housing typologies, scale, density, age, race, culture
and lifestyle) with a range of rental and home ownership options.
Village Center Mixed-Use Design standards Housing typologies
Scattered site low-income Land Assembly & banking Funding & Services
1. What should 21st Century mixed-income neighborhood housing options for 20,000
people look like?
2. How will we align, link and leverage our resources to design and invest in that housing?
3. Who will collaborate to shape this investable housing market?
4. How will we sustain a housing market that is affordable for a mixed income population
living in a mixed-use environment?
5. What is the connection of housing in establishing a trusted civic economy?
Connecting Complexity - Balanced Co-Investment Portfolio12

13. Place-based solutions that connect positive neighborhood outcomes to
a cradle-through-college-to-career education continuum that serves
3. Education a diverse mixed-income population of 20,000 – Education continuum
that serves a transformed neighborhood of choice and connection.
pre-K to 8 Pre-k to 12 Virtual School Arts School
CERT learning center Community Schools Co-Investment After School & G.E.D.
1. What should a 21st Century mixed income neighborhood education system for
20,000 people look like?
2. How will we align our resources to design and invest in implementing that education
system?
3. Who will collaborate to shape this innovative education system?
4. How will we sustain an education system with specific place-based neighborhood
outcome accountability measurements? What is the new mission, what are the new
outcome characteristics and what are the new measurements?
5. What is the role of neighborhood education in establishing a trusted civic economy?
Connecting Complexity - Balanced Co-Investment Portfolio13

14. Work investments grow locally owned businesses; mentor & train current
residents to share in prosperity; grow creative industry economies;
create new jobs to rebuild infrastructure “green” and “smart”;
4. Work and money flow strategies to “increase the volume of good money,
accelerate velocity of neutral money and reduce leakage of bad money”.
Innovation Fund Business Assistance Green Jobs training Creative Industries
1. What will a 21st Century locally owned business and work environment for a
neighborhood of 20,000 people look like?
2. How will we align, link and leverage our resources to invest in creating that business
environment?
3. Who will collaborate to shape this innovative live work environment?
4. How will we provide career pathways for existing neighborhood residents?
5. What is the role of business and workforce in establishing a trusted civic economy?
Connecting Complexity - Balanced Co-Investment Portfolio

15. Health investments improve health outcomes for residents through
5. Health physical activity, nutrition, wellness, preventive medicine, disease
management, caring & supportive relationships, & access to health care.
Local food system Parks & Recreation Bike Ped system Health care delivery
1. What should the health profile look like for a 21st Century neighborhood of 20,000
mixed income people – nutrition, exercise, health care…?
2. How will we align, link and leverage our resources to invest in that health system?
3. Who will collaborate to shape innovative health systems for this neighborhood?
4. How will we sustain an affordable health system for this mixed income population?
5. What is the connection of this health system in establishing a trusted civic economy?
Connecting Complexity - Balanced Co-Investment Portfolio

16. Safety investments increase the capacity of neighborhood residents to
6. Safety care for the well-being of one another and grow positive community
relationships with public safety and law enforcement professionals.
Eyes on Street Property Standards Caring Systems Community Policing
1. What should 21st Century safe neighborhood for 20,000 people look like?
2. How will we align, link and leverage resources to invest in that safety system?
3. Who will collaborate to design an innovative neighborhood safety system?
4. How will we sustain a safe environment for a mixed income population?
5. What is the connection of safety in establishing a trusted civic economy that
supports a prosperous market economy?
Connecting Complexity - Balanced Co-Investment Portfolio

17. Positive narratives shift community outcomes to positive directions –
we move in the direction of our stories and conversations.
7. Narratives A common culture of caring includes civility, shared values of
Culture of Caring
mutual respect, diversity we celebrate & trusted relational networks.
Music Heritage Oral Histories Museums Public Art
1. How will we tell the stories of building a 21st Century caring community of 20,000
people? How will we connect the past, present & future narratives?
2. How will we align and link our resources to invest in a culture of caring?
3. Who will collaborate to shape this caring environment?
4. How will we sustain a caring environment for a diverse mixed income population?
5. What is the role of a culture of caring in establishing a trusted civic economy that
supports a prosperous market economy?
Connecting Complexity - Balanced Co-Investment Portfolio17

18. Sustainable Infrastructure balances natural systems & built environment.
Investment objectives include rebuilding the infrastructure both
“green” and “smart”. Buildings (residential, commercial and public),
utilities (energy / electricity, gas, water, sewer, storm drainage and
data communications), transportation (public and private) & natural
8.Infrastructure systems (conservation, watershed, parks, recreation…) that support
a neighborhood of choice for the 21st century sustainable community.
1. What should 21st Century neighborhood infrastructure for 20,000 people look like?
2. How will we align our resources to design and invest in that infrastructure?
3. Who will collaborate to shape innovative infrastructure?
4. How will we sustain an infrastructure that is affordable for a mixed income
population living in a mixed use environment?
5. What is the connection of infrastructure in establishing a trusted civic economy?
Connecting Complexity - Balanced Co-Investment Portfolio18

19. Sustainable Infrastructure balances natural systems & built environment.
Investment objectives include rebuilding the infrastructure both
“green” and “smart”. Buildings (residential, commercial and public),
utilities (energy / electricity, gas, water, sewer, storm drainage and
data communications), transportation (public and private) & natural
8.Infrastructure systems (conservation, watershed, parks, recreation…) that support
a neighborhood of choice for the 21st century sustainable community.
Waste LEED Power Generation Data
Conservation Transportation
Stream Buildings & Fuel Supply Communications
 Water Mgt. Sewer  Residential  Alternatives on-site 100 mbs+ broadband  Public
 Runoff Solid Waste  Public  Renewables fiber  Private
 Gray Water  Landfill  Commercial  Distributed Grid  Smart Grid  Service
 Detention  Construction
 Retention
 Smart Grid Note:  Roads &
 Recycle
 Aquifer recharge  Compost
 Fuel Cell Obtain Utility Data Bridges
 Urban Forest  Natural Gas (bridge)  Bike /
 Urban  Geothermal H.P. Pedestrian
Agriculture  Combined Heat &  “Complete
Power Streets”
 Demonstration Utility
District?
Note: obtain utility data
Connecting Complexity - Balanced Co-Investment Portfolio19

20. The Leadership Team will be responsible for our trusted civic spaces
and for managing and balancing an investment portfolio of projects
1. Leadership and initiatives that are co-created by working groups in each of the
Team CNTP focus areas. The leadership team will learn to connect opportunities
and align resources for pathfinder projects and initiatives.
Teach Relational Networks Rules of Civility Grow Trusted Civic Spaces
Manage Investment Portfolio Manage Forum Charters Appreciative Inquiry
1. What does leadership guiding a 21st Century mixed-income neighborhood of 20,000
people look like?
2. How will we frame outcomes and simple powerful questions that can connect and
guide loosely joined innovating networks?
3. How will we grow our capacity to innovate through collaboration?
4. What will we do to sustain a housing market that is affordable for a mixed income
population living in a mixed-use environment?
5. What is the role of leadership in establishing a trusted civic economy?
Connecting Complexity - Balanced Co-Investment Portfolio20

21. Agile Planning
Choice Neighborhood Transformation Plan (CNTP)
4. Work 5. Health
3. Education 6. Safety
2. Housing
7. Narratives
Culture of Caring
1.
Leadership
8.Infrastructure
Align & Focus a System of Relationships to transform &
create a “Collective Impact” for Allendale & Ledbetter Heights

22. Agile Planning (diagram co-created with Ed Morrison)

23. Choice Neighborhood Transformation Plan (CNTP)
Agile Planning
connecting planning & doing to grow community capacity
Traditional Comprehensive Planning • Agile Planning
Hierarchal process • Collaborative process (guided open network)
Public preference • Balance (open participation / leadership direction)
Plan, then what? • Implement while planning
Guide Book • Capacity Growing Iterative Process
Infrequent updates • Continuous revisions / continuous learning
(every 5 years) Periodic data analysis • Continuous data analysis
Individual Risks • Shared Risks
Individual Rewards • Shared Reward
(missed opportunities) High Opportunity Costs • Co-created value (link & leverage: 1≥ 2)
Political stakeholders • Civic Shareholders
Political Connections as Drivers • Design Quality as Value Driver
Avoid complexities to obtain Consensus • Engage Complexities and Connections
…as we uncover new ways to guide and use our networks
investable opportunities emerge when we connect planning and doing…

24. Sustainable Neighborhood
with Agile Planning in place
Public & Private
$$$
Design Team work with
initiative groups to shape
investable projects that
link to & leverage
additional projects
Link networks and create
collaborative opportunities
through forums and initiatives
Move from open public
presentations into an active
(diagram co-created with Ed Morrison)
environment of trust
with skills gained through
Where we are today relational network training

25. 25

26. …as we uncover new ways to guide and use our networks
investable opportunities emerge when we connect planning and doing…
26

27. Ledbetter Heights & West Edge
Opportunities Initiative
Development Capacity
Ledbetter Residential & Mixed-Use
 Type 1 – 29 acres (750 – 1200 units)
• 500,000 sf ground floor commercial
 Type 2 – 32 acres (480 – 960 units)
 Type 3 – 6 acres (48 – 120 units)
 Type 4 – 23 acres (276 – 550 units)
West Edge Residential & Mixed-Use
 Type 1 – 6 acres (120 – 240 units)
• 250,000 sf ground floor commercial
 Type 5 – 10 acres (300 – 500 units)
Blue Goose Residential
 Type 2 – 28 acres (400 – 800 units)
Housing & Mixed-Use Types
 Type 1 – Urban residential –
20 – 40 units per acre, 2 to 4 floors
above ground floor commercial
 Type 2 – Row Housing / Townhomes
15 – 30 units per acre
 Type 3 – renovated historic
(Victorians & Shot Guns) 8 -20 units
per acre
 Type 4 – Detached zero lot line
homes – 12 – 24 units per acre
(higher densities include garage
apartments)
 Type 5 – Mid rise housing – 30 – 50
units per acre up to 8 floors

28. Block Plan / Street Character Section / Streetscape Scale
Density & Spacing & Design Standards
2–4 Residential
50’ to 100’
floors Residential
15’ Sidewalk optional
55’ Street Residential
& Parking
2–3 C or R C or R
floors
C or R C or R
Parking
Traffic calming 20’-
chicanes at
mid block 40’ 15’ 55’ Street 15’ Sidewalk
module
& Parking
1 Urban Residential – 25 to 40 units / acre 50’ to 100’ 80’ to 85’
• Residential (R) – new or renovated historic
• Commercial (C) – new or renovated historic
2 Row Housing – 15 to 30 units / acre
280’ – 300’
Street 2-3 Story Height 1’-6” wall at property line
Unit
240’–
Alley 300’ Unit Unit
Unit
20’- 20’ 30’- 40’-70’ 25’- 32’-40’ 25’- 40’-70’ 30’- 20’
Covered or uncovered parking at alley 22’ alley 45’ 30’ 6’ Street 6’ 30’ 45’ alley
Garage units accessed from alley typical 125’ Lot
Housing Typologies

29. Block Plan / Street Character Section / Streetscape Scale
Density & Spacing & Design Standards
Alley
Covered Parking at alley
Surface Parking at alley
Street
Alley
16’- 10’ 20’ 20’ 10’-25’ 40’-60’ 25’ 32’-40’ 25’ 40’-60’ 30’-55’
28’ alley 6’ Street 6’
110’ Lot
3 Renovated Historic – 18 to 20 units / acre
 Historic shotgun houses regrouped & clustered
 Spacing & setback around existing large historic homes on Austin & Oakland Streets based on existing context
4 Zero Lot Line Detached – 12 units / acre
(up to 24 units / acre with garage apartments)
Garage apartment option
Street 2-3 Story Height 1’-6” wall at property line
250’–
Alley Unit Unit
260’
260’ – 350’ 20’- 20’- 20’ 20’ 0’-20’ 40’-60’ 25’ 32’-40’ 25’ 40’-60’ 25’-45’ 20’
25’ 25’ alley 5’ 6’ Street 6’ alley
40’-45’ 110’ Lot
Housing Typologies

30. Ledbetter Heights &
West Edge
Opportunities Initiative
Phase 1 Initiatives
West Edge 2 SUSLa leverage
• Mixed Use parking structure
• 100,000 sf Tipitinas
• SUSLa Nursing School
• YMCA renos for housing
Texas Ave. #1 / Commons
• 35,000 sf Commercial
• 35,000 sf Office
• 100 Apartments on 4 floors
• $28,000,000 project cost
• ± $12,000,000 in tax credits & incentives
excluding LIHTC (100%/10yrs)
• Economic Impacts / year
• Rent - $1,700,000
• Sales - $8,750,000
• Employees – 175 ($5,25,000)
Ledbetter • TIF Income - $700,000
• Land Banking Texas Avenue #2
• Mixed Use commercial, office, 3 floors
residential & parking
• Ledbetter Arts Community Center
• Existing building renos

31. Millenium Ledbetter Heights &
Area West Edge
• 2 to 3 floors
apts. or Opportunities Initiative
condos
• Mixed Use
commercial,
Phase 2 Initiatives
office & hotel
• Park
West Edge 2 SUSLa leverage
development
• 300 apartments or condos
• 300 to 600 car structured parking
• 80,000 sf ground floor commercial /
office
Texas Ave. #1 / Commons
• 28,000 sf Commercial
• 18,000 sf basement parking
• 25 Apartments
• 30,000 sf plaza (6,000 outdoor Covered)
• $11,000,000 project cost
• ± $5,000,000 in tax credits & incentives
excluding LIHTC (100%/10yrs)
• Economic Impacts / year
• Rent - $700,000
• Sales - $8,000,000
• Employees – 90 ($2,700,000)
• TIF Income - $680,000
Texas Avenue #2
• Existing building renovations
• Historic Shotgun Housing Cluster
• New infill buildings & parking

32. Ledbetter Heights &
West Edge
Opportunities Initiative
Phase 3 Initiatives
West Edge 2 SUSLa leverage
• New Mixed Use
• hidden surface parking
• Renovated existing buildings
Texas Ave. #1 / Commons
• 44,000 sf Commercial renovation
• 30 Apartments
• New 22,000 sf private sector venue
• $16,500,000 projects cost
• ± $8,000,000 in tax credits & incentives
excluding LIHTC (100%/10yrs)
• Economic Impacts / year
• Rent - $1,300,000
• Sales - $6,600,000
• Employees – 200 ($6,000,000)
• TIF Income - $560,000
Texas Avenue #2
• Existing building renovations
• Historic Shotgun Housing Cluster
• New infill buildings & parking

33. Ledbetter Heights &
West Edge
Opportunities Initiative
Phase 4 Initiatives
Texas Ave. #1 / Commons
• 30,000 sf Mixed Use
• 600 to 900 car structured parking
• Renovated building to 100 room hotel
• New Commercial buildings

34. Ledbetter Heights &
West Edge
Opportunities Initiative
Phase 5 Initiatives
Texas Ave. #1 / Commons
• Austin Place relocated historic &
renovated Victorians
• Austin Place Renovated Burton Building
• Major public tourism project (current
proposal is National Music museum &
digital media incubator

35. Proposed Focus Areas for
Millennium Opportunities
Area Initiative
SUSLa and
surroundings
Transition
around
Millennium
800 block of
Texas Avenue
Land banking
Area around
Antioch Church
established creative workforce.
CBD
SUSLa Area
800 Block of Texas Avenue
Millennium townhome style
apartments / suite hotel
Land assembly / land banking for
future mixed income residential
Antioch Church Development Area with shared parking
located behind Texas Avenue buildings
Ledbetter Heights / West Edge Opportunities Initiative Focused Investment Areas
…as we uncover new ways to guide and use our networks
investable opportunities emerge when we connect planning and doing…
35

36. Impacts of
New
Investment
Housing = 300 units
Hotel = 160 rooms
Jobs created = 500
Annual salaries =
$15,000,000
Retail sales =
$13,500,000
Annual TIF Revenue
at 4% = $608,000
Annual Impacts
Housing rental/
mortgage =
$2,100,000
Hotel revenues =
$3,300,000
Retail rental =
$390,000
Office rental =
$1,100,000
CNTP…as we uncover new ways to guide and use our networks
investable opportunities emerge that connect planning and doing… 36

37. …as we uncover new ways to guide and use our networks
investable opportunities emerge when we connect planning and doing…
37

38. …as we uncover new ways to guide and use our networks
investable opportunities emerge when we connect planning and doing…
38

39. …as we uncover new ways to guide and use our networks
investable opportunities emerge when we connect planning and doing…
39

40. …as we uncover new ways to guide and use our networks
investable opportunities emerge when we connect planning and doing…
40

41. …as we uncover new ways to guide and use our networks
investable opportunities emerge when we connect planning and doing…
41

42. …as we uncover new ways to guide and use our networks
investable opportunities emerge when we connect planning and doing…
42

43. …as we uncover new ways to guide and use our networks
investable opportunities emerge when we connect planning and doing…
43

44. …as we uncover new ways to guide and use our networks
investable opportunities emerge when we connect planning and doing…
44

45. The Avenue
11
District 14 12
8
Antioch 13
Development 7
Area 8 9
1
1 Antioch Church
2 Phase 1 Antioch Mixed Use 6 10
3 Phase 2 Antioch Mixed Use 5 2
4 Phase 3 Antioch Mixed Use
5 New Urban Residential 3
6 Renovated Existing & New Infill
7 New Community Center
8 Renovated / Reconstructed
6 4
9 Antioch Family Center
10 Shared Surface Parking 6
11 Calanthean Museum
12 New Infill Mixed Use
13 Renovated Existing
14 Clustered Shotgun Housing
Existing to be renovated or rebuilt
New buildings

48. Our Relational Networks
training objectives:
✓Value trust, caring and sharing as a relational
strategy to achieve community prosperity
✓Increase your awareness of networks and your
understanding of why they are important
✓Understand how to establish and maintain a
“civic space” where we can do complex thinking
✓Learn the basics of how to guide strategic
conversations to action
✓Understand how to participate in and benefit from
the Shreveport CNTP process

49. …Focused Smart Growth…
Academic Institutions Green
Broadband
Demo
Demo Private Sector
Utility District
2nd
stage R&DDD PRATT
Bus. support Recycling
Grow local LONI Data/Com real-estate
capacity companies Lease
CCDM Arts bus. incentives
multi-developer
Edu. SWEPCO Green
Arts Edu. Green & Creative collaboration Local
CenterPoint Operations Story / Song
CERT Workforce Training Green Contractors food Writers
Arts Institutions Infrastructure Non-profit & subs
internships Caddo Pub. Investment developer Green Local artist
Opportunities Business
A&E Products
Schools New LEED Local
Narratives Collaborative Action Plan & Green Green
Private Real-estate Creative & Venues SMG Joel Katz
for “Green” Place Making Processes
Schools Investment Green E. Atty.
& “Creative” Economy Neigh.
Learning Center, • Publicly lead privately supported Workforce Green serving Music
New Media Center, • Managed development
Alignment of Industry Hayride
• Quality & density guidelines
• Plan review
Technologies Companies
Arts High School, • Overlay Resources / Investments Deployment
Community Schools • Financing & incentives • Linking and leveraging strategy Creative
• Land banking • Public private partnerships
Economy New
• Disincentives • Multi- investor
• Land speculators • Non-profit development CDC, CDE Entrepreneurs Media
• Low quality low density • Multi- profit developers
COG • Spread risk & reward
• Green development / workforce Repopulate Inner City Neighborhoods
COS •Start: •Walkable neighborhood principles
City & Parish • Ledbetter – 4,000 people •New urbanism principles
DOS Mayor & Government • Blue Goose – 1,600 people •Cool Place for creative class
• West edge – 1,400 people •Creative Economy Cluster Effect
Council Resources Federal •Housing
• Above commercial on Texas Ave.
•Live work neighborhood
•Environmental Benefits
MPC Government • Townhomes
• Zero lot line detached
Community Resources State • Historic preservation
Caddo Government •Business
Dev. Diverse & Affordable Lifestyle
Commission HUD Resources • Mixed Income Tax credit
Spar • Mixed Use
•Museums
•CCDM Private investor
• Culturally Diverse
Housing • Age Diverse
•Creative Businesses / workforce Investment
DOE • Tourism Individuals
SporTran Authority energy Governor Faith Based &
Non-Profit Foundations Council of Private
USDA EPA Founds. Founds.
urb. ag. DOT LED Civic &
CDC Quasi Public Knight
Sec. of Loans Com.
DOE TACA Grants Incentives Found.
EDA state NLEDP
edu. Recd’g Arts
Pub. Serv. FAME Loan & Music E. Lowe
DOL DDA Choice NMTC
ILMS LHFA Guarantees Tax exempt
Com.
SRAC ABS Neighbo’hd
Preservation Bonds Credit
WIB LSUS Promise Unions
SB/CTB CRI FHWA Credits TIF
Ag Ext. O.Cem. FoMA SAC Challenge Community
Museums, Lc’l. food Energy Banks Regional
B’Nai First Holy Cross Antioch Sustain.
Brownfield Housing
e.g.; SAMM network Zion Methodist Church Church Credits Credits Banks
Com.
EDA D.Media Ent’mt
Public, Quasi-Public & Non-Profit Sectors Infrastruct. Credits Prod. Cred. Funding Sources
…Aligning, Linking & Leveraging

50. …Focused Smart Growth…
Academic Institutions Green
Broadband
Demo
Demo Private Sector
Utility District
2nd
stage R&DDD PRATT
Bus. support Recycl’g
Grow local LONI Data/Com real-estate
capacity companies Lease
CCDM Arts bus. incentives
multi-developer
Edu. SWEPCO Green
Arts Edu. Green & Creative collaboration Local
CenterPoint Operations Story / Song
CERT Workforce Training Green Contractors food Writers
Arts Institutions Infrastructure Non-profit & subs
internships Caddo Pub. Investment developer Green Local artist
Opportunities Business
P,A & E Products
Schools LEED Local
New & Green Green
Private Collaborative Action Plan Real-estate Creative & Venues SMG Joel Katz
Narratives for “Green” Place Making & Processes
Schools Investment Green E. Atty.
“Creative”Economy Neigh.
Learning Center, Workforce Music
• Publicly lead privately supported Green serving Hayride
New Media Center, • Managed development
Alignment of Industry
Arts High School
• Quality & density guidelines
• Plan review
Technologies Companies
• Overlay Resources / Investments Deployment
Community Schools • Financing & incentives • Linking and leveraging strategy Creative
• Land banking • Public private partnerships
Economy New
• Disincentives • Multi- investor
• Land speculators • Non-profit development CDC, CDE Entrepreneurs Media
• Low quality low density • Multi- profit developers
COG • Spread risk & reward
• Green development / workforce Repopulate Inner City Neighborhoods
COS •Start: •Walkable neighborhood principles
• Ledbetter – 4,000 people
DOS Mayor & City & Parish •New urbanism principles
• Blue Goose – 1,600 people •Cool Place for creative class
Cluster Effect
Council Government • West edge – 1,400 people •Creative Economy
•Housing
Resources Federal • Above commercial on Texas Ave.
•Live work neighborhood
•Environmental Benefits
MPC Government • Townhomes
• Zero lot line detached
Com. Dev. Resources State • Historic preservation
Caddo Government •Business
& Advisory Commission Diverse & Affordable Lifestyle
HUD Resources • Mixed Income Tax credit
Spar • Mixed Use
•Museums
•CCDM Private investor
• Culturally Diverse
Housing • Age Diverse
•Creative Businesses / workforce Investment
DOE • Tourism Individual
SporTran Authority energy Governor Faith Based &
Non-Profit Foundations Council of Private
USDA EPA Founds. Founds.
urb. ag. DOT LED Civic &
CDC Quasi Public Knight
Sec. of Loans Com.
DOE TACA Grants Found.
EDA state NLEDP Incentive
edu.
s Recd’g Arts
Pub. Serv. FAME Loan & Music E. Lowe
DOL DDA Choice NMTC
ILMS LHFA Guarantees Tax exempt
Com.
SRAC ABS Neighbo’hd
Preservation Bonds Credit
LSUS Promise Unions
WIB SB/CTB CRI FHWA Credits TIF
Ag Ext. O.Cem. FoMA SAC Challenge Community
Museums, Lc’l. food Energy Banks Regional
B’Nai First Holy Cross Antioch Sustain.
Brownfield Housing
e.g.; SAMM network Zion Methodist Church Church Credits Credits Banks
Com.
EDA D.Media Ent’mt
Public, Quasi-Public & Non-Profit Sectors Infrastruct. Credits Prod. Cred. Funding Sources
…Aligning, Linking & Leveraging

51. Choice
Neighborhood
Transformation
Plan:
Building
on
existing
planning:
Allendale
Heritage Corridor
Music Village
InterTech Science Park
Original Shreveport
Choice Neighborhood

52. Guided Relational Network Strategy
Choice Neighborhood Transformation Plan (CNTP)
4. Work 5. Health
3. Education 6. Safety
2. Housing
7. Narratives
Culture of Caring
1.
Leadership
8.Infrastructure
Align & Focus a System of Relationships to Transform
Allendale & Ledbetter Heights