cn agile planning slides
DESCRIPTION
This presentation describes the Shreveport Choice Neighborhood Transformation Planning (CNTP) process that merges the discipline of "strategic doing" to guide loosely connected open networks, CRI's relational model for growing caring communities, and negotiating through design to better connect planning and implementation. This connection we call agile planning.TRANSCRIPT
HUD Choice NeighborhoodLedbetter and AllendaleTransformation Plan Area
PeopleNeighborhoodHousing
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
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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
7. Narratives Culture of Caring
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
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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?
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Connecting Complexity - Balanced Co-Investment Portfolio
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?
Connecting Complexity - Balanced Co-Investment Portfolio
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.
Connecting Complexity - Balanced Co-Investment Portfolio
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?
Connecting Complexity - Balanced Co-Investment Portfolio
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?
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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.
Connecting Complexity - Balanced Co-Investment Portfolio
7. Narratives Culture of Caring
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?
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Connecting Complexity - Balanced Co-Investment Portfolio
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?
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Connecting Complexity - Balanced Co-Investment Portfolio
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
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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.
Connecting Complexity - Balanced Co-Investment Portfolio
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
7. Narratives Culture of Caring
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
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…as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and
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
Ledbetter Heights & West Edge Opportunities Initiative
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
Ledbetter Heights & West Edge Opportunities Initiative
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
Ledbetter Heights & West Edge Opportunities Initiative
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
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
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
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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
…as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and
doing…
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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
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…as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and
doing…
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…as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and
doing…
39
…as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and
doing…
40
…as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and
doing…
41
…as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and
doing…
42
…as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and
doing…
43
…as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and
doing…
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…as we uncover new ways to guide and use our networksinvestable opportunities emerge when we connect planning and
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
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
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
Recd’g Arts& Music
Recd’g Arts& Music
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.
multi-developer collaboration
multi-developer collaboration
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
7. Narratives Culture of Caring
1.Leadership
8.Infrastructure