cn agile planning slides

HUD Choice NeighborhoodLedbetter and AllendaleTransformation Plan Area

PeopleNeighborhoodHousing

www.shreveport-cntp.posterous.com

http://www.shreveport-cntp.posterous.com/

Guided Relational Network StrategyChoice Neighborhood Transformation Plan (CNTP)

Align & Focus a System of Relationships to TransformAllendale & Ledbetter Heights

2. Housing

3. Education

4. Work 5. Health

6. Safety

7. Narratives Culture of Caring

1.Leadership

8.Infrastructure

We are now in the midst of a fundamental shift and

it’s continuing to gain momentum…

Our society challenge: Connect the assets

of our Grandfather’s economy to form new networks

for our Grandchildren’s economy.

Choice Neighborhood Transformation Plan (CNTP)Our Shreveport Challenges:

Where are we going? How will we get there?

How will we identify and understand the connections 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?

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?

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.

…as we develop the skills, we create alignment strategies…

…the opportunity to “link and leverage” resources emerges

when people and organizations share their outcomes...

Where we are goingConnection & alignment

Where we are todayDisconnected problems & solutions

9

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

CNTP – Allendale & Ledbetter TransformationOutcomes 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

Organization. Governance. Balanced Investment Portfolio. Trust Environment - Relational Networks of the Civic Economy

Plan CoordinatorDevelopment

DesignTeam

NLCOG COS/CD

TeamCoordinator

HUD

Tech.Assist.

FederalPartners

HUDPrograms

Partners

1.Leadership

Team

2. Housing

3. Education

4. Work

5. Health

6. Safety


8.Infrastructure

Focus Groups / Forums

Pathfinder Initiatives / Projects

Mixed Income

Cradle to Career

Green & Creative

Local Food Systems

Eyes on the Street

Telling Our Stories

Green & Smart

12

Housing investments will result in a diverse housing environment (mixed income, housing typologies, scale, density, age, race, culture and lifestyle) with a range of rental and home ownership options.

Connecting Complexity - Balanced Co-Investment Portfolio

2. Housing

Housing typologies

Scattered site low-income Funding & Services

Design standards

Land Assembly & banking

Village Center Mixed-Use

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?

13


Place-based solutions that connect positive neighborhood outcomes to a cradle-through-college-to-career education continuum that serves a diverse mixed-income population of 20,000 – Education continuum that serves a transformed neighborhood of choice and connection.

3. Education

After School & G.E.D.

Arts School

Co-Investment

Virtual School

Community Schools

Pre-k to 12

CERT learning center

pre-K to 8

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?


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”; and money flow strategies to “increase the volume of good money, accelerate velocity of neutral money and reduce leakage of bad money”.

4. Work

Creative IndustriesGreen Jobs trainingBusiness AssistanceInnovation Fund

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?

Health investments improve health outcomes for residents through physical activity, nutrition, wellness, preventive medicine, disease management, caring & supportive relationships, & access to health care.


5. Health

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?


Safety investments increase the capacity of neighborhood residents to care for the well-being of one another and grow positive community relationships with public safety and law enforcement professionals.

6. Safety

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?

17

Positive narratives shift community outcomes to positive directions – we move in the direction of our stories and conversations. A common culture of caring includes civility, shared values of 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?

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 systems (conservation, watershed, parks, recreation…) that support a neighborhood of choice for the 21st century sustainable community.

8.Infrastructure

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?

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 systems (conservation, watershed, parks, recreation…) that support a neighborhood of choice for the 21st century sustainable community.

8.Infrastructure

ConservationWaste Stream

TransportationData

CommunicationsPower Generation

& Fuel SupplyLEED

Buildings

Water Mgt. Runoff Gray Water Detention Retention Aquifer recharge

Urban Forest Urban

Agriculture

100 mbs+ broadband fiber

Smart Grid Note: Obtain Utility Data

Public Private Service Roads & Bridges Bike / Pedestrian “Complete

Streets”

Alternatives on-site Renewables Distributed Grid Smart Grid Fuel Cell Natural Gas (bridge) Geothermal H.P. Combined Heat &

Power Demonstration Utility

District? Note: obtain utility data

Residential Public Commercial

SewerSolid Waste Landfill Construction Recycle Compost

20

The Leadership Team will be responsible for our trusted civic spaces and for managing and balancing an investment portfolio of projects and initiatives that are co-created by working groups in each of the CNTP focus areas. The leadership team will learn to connect opportunitiesand align resources for pathfinder projects and initiatives.


1. Leadership Team

Grow Trusted Civic Spaces

Manage Investment Portfolio Appreciative Inquiry

Rules of Civility

Manage Forum Charters

Teach Relational Networks

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?

Agile PlanningChoice Neighborhood Transformation Plan (CNTP)

Align & Focus a System of Relationships to transform &create a “Collective Impact” for Allendale & Ledbetter Heights

2. Housing

3. Education

4. Work 5. Health

6. Safety


1.Leadership

8.Infrastructure

Agile Planning (diagram co-created with Ed Morrison)

…as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and

doing…

Choice Neighborhood Transformation Plan (CNTP)Agile Planning

connecting planning & doing to grow community capacity

Traditional Comprehensive Planning

Hierarchal processPublic preferencePlan, then what?

Guide BookInfrequent updates

(every 5 years) Periodic data analysisIndividual Risks

Individual Rewards(missed opportunities) High Opportunity Costs

Political stakeholdersPolitical Connections as Drivers

Avoid complexities to obtain Consensus

• Agile Planning

• Collaborative process (guided open network)

• Balance (open participation / leadership direction)

• Implement while planning• Capacity Growing Iterative Process• Continuous revisions / continuous learning• Continuous data analysis• Shared Risks• Shared Reward• Co-created value (link & leverage: 1≥ 2)

• Civic Shareholders• Design Quality as Value Driver• Engage Complexities and Connections

(diagram co-created with Ed Morrison)

$$$

Where we are today

Sustainable Neighborhood with Agile Planning in place

Public & Private

Link networks and create collaborative opportunities through forums and initiatives

Design Team work with initiative groups to shape investable projects that link to & leverage additional projects

Move from open public presentations into an active environment of trust with skills gained through relational network training

26


doing…

Development CapacityLedbetter Residential & Mixed-Use Type 1 – 29 acres (750 – 1200 units)• 500,000 sf ground floor commercial Type 2 – 32 acres (480 – 960 units) Type 3 – 6 acres (48 – 120 units) Type 4 – 23 acres (276 – 550 units)West Edge Residential & Mixed-Use Type 1 – 6 acres (120 – 240 units)• 250,000 sf ground floor commercial Type 5 – 10 acres (300 – 500 units)Blue Goose Residential Type 2 – 28 acres (400 – 800 units)

LedbetterW

est Edge

Blu

e G

oose

Texa

s

Texa

s A

venu

e

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

Ledbetter Heights & West Edge Opportunities Initiative

1 Urban Residential – 25 to 40 units / acre• Residential (R) – new or renovated historic• Commercial (C) – new or renovated historic

2 Row Housing – 15 to 30 units / acre

20’- 40’

module

2 – 4floors

optional

2 – 3floors

50’ to 100’ 80’ to 85’

55’ Street & Parking

15’± 15’± Sidewalk

Parking

C or R

C or R

C or R

C or R

Residential

Residential

Residential55’ Street & Parking

15’± Sidewalk

50’ to 100’

Block Plan /Density

Street Character& Spacing

Section / Streetscape Scale & Design Standards

Traffic calmingchicanes at mid block

Unit

Unit

Unit

Unit

280’ – 300’

240’– 300’

20’-22’

typical

20’alley

30’-45’

40’-70’ 25’-30’ 6’ 6’

32’-40’Street

40’-70’ 20’alley

30’-45’

25’-30’

125’ Lot

1’-6” wall at property line

Covered or uncovered parking at alleyGarage units accessed from alley

2-3 Story Height

Alley

Street

Housing TypologiesHousing Typologies

Block Plan /Density

Street Character& Spacing

Section / Streetscape Scale & Design Standards

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)

Housing TypologiesHousing Typologies

16’-28’

10’ 20’ 10’-25’ 40’-60’ 25’

6’ 6’

32’-40’Street

25’ 40’-60’ 30’-55’

110’ Lot

20’alley

20’alley

Covered Parking at alleySurface Parking at alley

20’ 0’-20’ 40’-60’ 25’

6’ 6’

32’-40’Street

25’ 40’-60’ 25’-45’

110’ Lot

20’alley

20’-25’

20’-25’ 5’

1’-6” wall at property line2-3 Story Height

260’ – 350’

250’– 260’

Garage apartment option

40’-45’

Alley

Alley

Street

Alley

Street

Unit Unit


Phase 1 Initiatives

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)• TIF Income - $700,000

West Edge 2 SUSLa leverage• Mixed Use parking structure• 100,000 sf Tipitinas• SUSLa Nursing School • YMCA renos for housing

Texas Avenue #2• Mixed Use commercial, office, 3 floors residential & parking • Ledbetter Arts Community Center• Existing building renos

Ledbetter • Land Banking


Phase 2 Initiatives

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

West Edge 2 SUSLa leverage• 300 apartments or condos• 300 to 600 car structured parking• 80,000 sf ground floor commercial / office

Texas Avenue #2• Existing building renovations • Historic Shotgun Housing Cluster• New infill buildings & parking

Millenium Area

• 2 to 3 floors apts. or

condos• Mixed Use commercial,

office & hotel

• Park development


Phase 3 Initiatives

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

West Edge 2 SUSLa leverage• New Mixed Use• hidden surface parking• Renovated existing buildings

Texas Avenue #2• Existing building renovations • Historic Shotgun Housing Cluster• New infill buildings & parking


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


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

established creative workforce.

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

CBD

Ledbetter Heights / West Edge Opportunities Initiative Focused Investment Areas

Focus Areas for Opportunities Initiative

SUSLa and surroundings

Transition around Millennium

800 block of Texas Avenue

Land banking

Area around Antioch Church

Proposed Millennium Area


doing…

36

CNTP…as we uncover new ways to guide and use our networksinvestable opportunities emerge that connect planning and doing…

Impacts of New InvestmentHousing = 300 unitsHotel = 160 roomsJobs created = 500 Annual salaries = $15,000,000 Retail sales = $13,500,000 Annual TIF Revenue at 4% = $608,000

Annual ImpactsHousing rental/ mortgage = $2,100,000 Hotel revenues = $3,300,000Retail rental = $390,000Office rental = $1,100,000

37


doing…

38


doing…

39


doing…

40


doing…

41


doing…

42


doing…

43


doing…

44


doing…

The Avenue

District

Antioch Development

Area

The Avenue

District

Antioch Development

Area1

2

3

4

5

6

6

6

7

8

8 9

10

11

12

13

14

1 Antioch Church 2 Phase 1 Antioch Mixed Use 3 Phase 2 Antioch Mixed Use 4 Phase 3 Antioch Mixed Use 5 New Urban Residential 6 Renovated Existing & New Infill 7 New Community Center 8 Renovated / Reconstructed 9 Antioch Family Center10 Shared Surface Parking11 Calanthean Museum12 New Infill Mixed Use13 Renovated Existing14 Clustered Shotgun Housing

Existing to be renovated or rebuiltNew buildings

✓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

Our Relational Networks training objectives:

Mayor &Council

Mayor &Council

CaddoCommission

CaddoCommission

CDCCDC

TACATACA

COSDOS

COSDOS

NLEDPNLEDP

SRACSRACDDADDA

CRICRI

HUDHUD

DOEenergyDOE

energy

EPAEPA

DOEedu.

DOEedu.

DOTDOT

ILMSILMS

GovernorGovernor

LEDLED

Sec. ofstate

Sec. ofstate

USDAurb. ag.USDA

urb. ag.

SB/CTBSB/CTB

FAMEFAME

AntiochChurch

AntiochChurch

Holy CrossChurch

Holy CrossChurch

First Methodist

First Methodist

LHFALHFA

B’NaiZion

B’NaiZion

HousingAuthorityHousingAuthority

MPCMPC

SporTranSporTran

CommunityDev.

CommunityDev.

SparSpar

Pub. Serv.Com.

Pub. Serv.Com.DOLDOL

ABSABS

FoMAFoMA

Lc’l. foodnetwork

Lc’l. foodnetwork

EDAEDA

WIBWIB LSUS Ag Ext.LSUS Ag Ext. O.Cem.O.Cem.

COGCOG

Museums,e.g.; SAMMMuseums,

e.g.; SAMM

SACSAC

Federal GovernmentResources State

GovernmentResources

Civic &Quasi Public

City & Parish GovernmentResources

Faith Based & Non-Profit

Public, Quasi-Public & Non-Profit Sectors

…Focused Smart Growth…

OpportunitiesCollaborative Action Plan for “Green” Place Making & “Creative” Economy• Publicly lead privately supported

• Managed development• Quality & density guidelines• Plan review• Overlay• Financing & incentives• Land banking• Disincentives

• Land speculators • Low quality low density

Alignment of Resources / Investments• Linking and leveraging strategy• Public private partnerships

• Multi- investor• Non-profit development CDC, CDE• Multi- profit developers• Spread risk & reward

• Green development / workforce Repopulate Inner City Neighborhoods•Start:

• Ledbetter – 4,000 people • Blue Goose – 1,600 people• West edge – 1,400 people

•Housing• Above commercial on Texas Ave.• Townhomes• Zero lot line detached• Historic preservation

•Business

• Walkable neighborhood principles• New urbanism principles• Cool Place for creative class• Creative Economy• Live work neighborhood• Environmental Benefits

Diverse & Affordable Lifestyle• Mixed Income• Mixed Use• Culturally Diverse• Age Diverse• Tourism

• Museums• CCDM• Creative Businesses / workforce

…Aligning, Linking & Leveraging …

NMTCNMTC Loan Guarantees

Loan Guarantees

Com.Found.Com.

Found.

PreservationCredits

PreservationCredits

EnergyCredits

EnergyCredits Housing

Credits

HousingCredits

TIFTIF

D.Media Credits

D.Media Credits

Ent’mtProd. Cred.

Ent’mtProd. Cred.

Tax exempt Bonds

Tax exempt Bonds

Recd’g Arts& Music


ChoiceNeighbo’hd

ChoiceNeighbo’hd

PromisePromiseFHWA

ChallengeFHWA

Challenge

BrownfieldBrownfield

EDAInfrastruct.

EDAInfrastruct.

Sustain.Com.

Sustain.Com.

Council ofFounds.

Council ofFounds.

KnightKnight

PrivateFounds.

PrivateFounds.

CommunityBanks

CommunityBanks

CreditUnionsCreditUnions

RegionalBanks

RegionalBanks

E. LoweE. Lowe

IndividualsIndividuals

Tax creditinvestor

Tax creditinvestor

PRATTRecyclingPRATT

Recycling

SMGSMG

HayrideCompaniesHayride

Companies

SWEPCOSWEPCO

Joel KatzE. Atty.

Joel KatzE. Atty.

CenterPointCenterPoint

LONILONI

BroadbandDemo

BroadbandDemo Demo

Utility DistrictDemo

Utility District

Data/ComcompaniesData/Comcompanies

Non-profitdeveloper

Non-profitdeveloper

multi-developer collaboration


Contractors& subs

Contractors& subs

A & ELEED

A & ELEED

Green ProductsGreen

Products

Green ProcessesGreen

Processes

Green Operations

Green Operations

real-estateLease

incentives

real-estateLease

incentives

Neigh.servingNeigh.serving

New MediaNew Media

MusicIndustryMusic

Industry

LocalVenuesLocal

Venues

Local artistLocal artist

Localfood

Localfood Story / Song

WritersStory / Song

Writers

Caddo Pub.Schools

Caddo Pub.Schools

CERTInstitutions

CERTInstitutions

Grow local capacity

Grow local capacity

2nd stageBus. support2nd stage

Bus. support

Arts bus.Edu.

Arts bus.Edu.

Arts Edu.Arts Edu.

Artsinternships

Artsinternships

PrivateSchools

PrivateSchools

CCDMCCDM

GreenR&DDD

GreenR&DDD

Academic Institutions

New Narratives

Green & Creative Workforce Training

Learning Center, New Media Center, Arts High School,

Community Schools

Private Sector

Green TechnologiesDeployment

Creative & Green

Workforce

Business & Green

Real-estate Investment

Cluster Effect

Creative Economy

Entrepreneurs

Green Infrastructure

Investment

Funding Sources

IncentivesGrants Loans

Foundations

Private Investment

Public, Quasi-Public & Non-Profit Sectors

Private SectorAcademic Institutions

…Focused Smart Growth…

OpportunitiesCollaborative Action Plan for “Green” Place Making & “Creative”Economy

• Publicly lead privately supported• Managed development• Quality & density guidelines• Plan review• Overlay• Financing & incentives• Land banking• Disincentives

• Land speculators • Low quality low density

Alignment of Resources / Investments• Linking and leveraging strategy• Public private partnerships

• Multi- investor• Non-profit development CDC, CDE• Multi- profit developers• Spread risk & reward

• Green development / workforce Repopulate Inner City Neighborhoods•Start:

• Ledbetter – 4,000 people • Blue Goose – 1,600 people• West edge – 1,400 people

•Housing• Above commercial on Texas Ave.• Townhomes• Zero lot line detached• Historic preservation

•Business

• Walkable neighborhood principles• New urbanism principles• Cool Place for creative class• Creative Economy• Live work neighborhood• Environmental Benefits

Diverse & Affordable Lifestyle• Mixed Income• Mixed Use• Culturally Diverse• Age Diverse• Tourism

Federal GovernmentResources State

GovernmentResources

Civic &Quasi Public

City & Parish GovernmentResources

Green TechnologiesDeployment

Creative & Green

Workforce

Business & Green

Real-estate Investment

Cluster Effect

Creative Economy

Entrepreneurs

Green Infrastructure

Investment

Incentives

Faith Based & Non-Profit

New Narratives

Green & Creative Workforce Training

Grants Loans

Learning Center, New Media Center, Arts High School

Community Schools

Funding Sources

SMGSMG

NMTCNMTC Loan Guarantees

Loan Guarantees

Mayor &Council

Mayor &Council

CaddoCommission

CaddoCommission

CDCCDC

TACATACA

COSDOS

COSDOS

NLEDPNLEDP

SRACSRACDDADDA

Caddo Pub.Schools

Caddo Pub.Schools

CERTInstitutions

CERTInstitutions

CRICRI

HUDHUD

DOEenergyDOE

energy

EPAEPA

DOEedu.

DOEedu.

DOTDOT

ILMSILMS

GovernorGovernor

LEDLED

Sec. ofstate

Sec. ofstate

USDAurb. ag.USDA

urb. ag.

SB/CTBSB/CTB

FAMEFAME

AntiochChurch

AntiochChurch

Holy CrossChurch

Holy CrossChurch

First Methodist

First Methodist

LHFALHFA

Foundations

B’NaiZion

B’NaiZion

• Museums• CCDM• Creative Businesses / workforce

HousingAuthorityHousingAuthority

MPCMPC

SporTranSporTran

Com. Dev.& Advisory

Com. Dev.& Advisory

SparSpar

HayrideCompaniesHayride

Companies

SWEPCOSWEPCO

Pub. Serv.Com.

Pub. Serv.Com.DOLDOL

ABSABS

FoMAFoMA

Com.Found.Com.

Found.

PreservationCredits

PreservationCredits

EnergyCredits

EnergyCredits Housing

Credits

HousingCredits

TIFTIF

D.Media Credits

D.Media Credits

Ent’mtProd. Cred.

Ent’mtProd. Cred.

Lc’l. foodnetwork

Lc’l. foodnetwork

Tax exempt Bonds

Tax exempt Bonds



ChoiceNeighbo’hd

ChoiceNeighbo’hd

PromisePromise

…Aligning, Linking & Leveraging …

EDAEDA

FHWAChallengeFHWA

Challenge

BrownfieldBrownfield

EDAInfrastruct.

EDAInfrastruct.

Sustain.Com.

Sustain.Com.

Council ofFounds.

Council ofFounds.

KnightKnight

PrivateFounds.

PrivateFounds.

CommunityBanks

CommunityBanks

CreditUnionsCreditUnions

RegionalBanks

RegionalBanks

WIBWIB

Private Investment

E. LoweE. Lowe

IndividualIndividual

Tax creditinvestor

Tax creditinvestor

Joel KatzE. Atty.

Joel KatzE. Atty.

CenterPointCenterPoint

LONILONIPRATT

Recycl’gPRATT

Recycl’g

BroadbandDemo

BroadbandDemo Demo

Utility DistrictDemo

Utility District

Data/ComcompaniesData/Comcompanies

Non-profitdeveloper

Non-profitdeveloper

LSUS Ag Ext.LSUS Ag Ext.



Contractors& subs

Contractors& subs

P,A & ELEED

P,A & ELEED

Green ProductsGreen

Products

Green ProcessesGreen

Processes

Grow local capacity

Grow local capacity

2nd stageBus. support2nd stage

Bus. support

Green Operations

Green Operations

real-estateLease

incentives

real-estateLease

incentives

O.Cem.O.Cem.

Neigh.servingNeigh.serving

New MediaNew Media

MusicIndustryMusic

Industry

LocalVenuesLocal

Venues

Local artistLocal artist

Localfood

Localfood Story / Song

WritersStory / Song

Writers

Arts bus.Edu.

Arts bus.Edu.

Arts Edu.Arts Edu.

Artsinternships

Artsinternships

PrivateSchools

PrivateSchools

CCDMCCDM

GreenR&DDD

GreenR&DDD

COGCOG

Museums,e.g.; SAMMMuseums,

e.g.; SAMM

SACSAC

Heritage CorridorMusic VillageInterTech Science ParkOriginal Shreveport

Allendale

Choice Neighborhood

ChoiceNeighborhoodTransformationPlan:

Building on existingplanning:

Guided Relational Network StrategyChoice Neighborhood Transformation Plan (CNTP)

Align & Focus a System of Relationships to TransformAllendale & Ledbetter Heights

2. Housing

3. Education

4. Work 5. Health

6. Safety


1.Leadership

8.Infrastructure

cn agile planning slides

Design

people neighborhood

mixed income capacity

century neighborhood

local capacity

housing investments

connection of housing

mixed income population

assets capacity