SHREVEPORT

ECONOMIC RECOVERY TASK FORCE

Facilitating Economic Recovery in Shreveport, Louisiana Post-Covid-19

Presented to Governor John Bel Edwards, U.S. Senators Bill Cassidy and John
Kennedy, Congressman Mike Johnson, LA Senators Barry Milligan, Barrow
Peacock, and Gregory Tarver, Lawrence A. Bagley, Cedric B. Glover, Sam L.
Jenkins, Jr., Danny McCormick, Tammy T. Phelps, Thomas A. Pressly, and
Alan Seabaugh, Mayor Adrian Perkins, the Shreveport City Council, the Caddo
Parish Commission, and citizens of the City of Shreveport and Caddo Parish

July 31, 2020

 CONTENTS

E XECUTIVE SUMMARY 04

DOWNTOWN INFRASTRUCTURE 05

D I G I TA L I N F R A S T R U C T U R E 08

FUTURE BOND PROPOSALS 11

T R A N S P O R TAT I O N 22

SPECIAL ACKNOWLEDGMENTS 24

CONCLUDING THOUGHTS 25

APPENDIX A 28

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 “THE ONLY THING WE HAVE TO FEAR IS FEAR ITSELF”
FRANKLIN D. ROOSEVELT
The Shrevepor t Economic Recover y Taskforce (SERT ) came together to
formulate an economic development recover y plan to address the present
economic crisis caused by the greatest public health emergency since the 1918
Flu Pandemic.Shrevepor t is presently experiencing thir ty percent unemployment,
a twenty-fivemillion- dollar budget shor tfall, the closure of Libby Glass, the
loss of thousands of gaming jobs as well as hundreds of small business that
are not coming back. This is all taking place in the midst of a reckoning
across the globe on the historical inequities of race.

The hard truth is that pre -pandemic, Shrevepor t’s economic outlook was
trending down. Covid-19 simply accelerated the spiral. However, histor y shows us
that out of great chaos, comes a chance for renewal. We have been presented with a
once -in-a- generation oppor tunity to rebuild our city’s infrastructure to compete in a
post-pandemic, technologically driven, global economy.

Chaired by Desmond Sprawls and Larr y English, SERT is comprised of over

for ty individuals locally and across the countr y with exper tise in construction,
finance, technology, marketing, and real estate development. SERT was divided
into four (4) subcommittees: Downtown Shrevepor t Infrastructure, Digital
Infrastructure, Transpor tation, and Future Bond Proposals. Those subcommittee
repor ts form the basis of this document.

SERT specifically focused on infrastructure projects that are or can be shovel

ready quickly, along with potential funding sources. Infrastructure projects are a
valuable tool for creating jobs and driving a positive economic ripple across the local
economy. Among the projects SERT has identified for immediate funding are:
the I-49 inner city connector, re - envisioning Texas Street to be more pedestrian
friendly, erecting a new state office building, building a 21st centur y fiber optic
network, improving our streets and investing in public playgrounds city-wide.

SERT encourages State and local government to explore public -private

par tnerships wherever feasible. Any future federal stimulus dollars should
be leveraged to attract private dollars to maximize impact.

Shrevepor t has a unique oppor tunity to emerge post- Covid-19 as a stronger city.
By investing in our infrastructure and focusing on projects that are sustainable
and economically viable, we can course - correct after decades of missed
oppor tunities. Building 21st Centur y infrastructure is the key to replacing lost jobs,
boosting our local economy, and securing the city’s future.1

1 Numerous studies on Caddo Parish, such as the Shreveport-Caddo 2030 Master Plan, were also ex-
tremely helpful to the committees as we sought solutions to propel Shreveport forward.
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 EXECUTIVE SUMMARY
Shreveport has long struggled to capitalize on opportunities as they appear. Too
often, good intentions have failed to materialize in the form of meaningful action. We
hope that the following suggestions will help take Shreveport down a different path,
one that benefits its citizens and leads to a robust economy and high quality of life for
those citizens.

I. Downtown Infrastructure
a. New State Building
b. New Justice Center
c. Re-envisioning Texas Street
d. The Edges
e. Financing
II. Digital Infrastructure
a. Gaps in Broadband Coverage
b. Importance of Broadband Coverage
c. Solutions
d. Financing
III. Future Bonds Proposals
a. Funding Mechanism
b. Bond Projects
i. Broadband Internet Access
ii. Water and Sewer
iii. Police, Fire, SPAR, and Sportran
iv. Streets and Drainage
v. Other

IV. Transportation Infrastructure

a. I-49 Inner City Connecter
b. Jimmie Davis Bridge
c. Amtrak Connector

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DOWNTOWN
INFRASTRUCTURE
For Shreveport to emerge from the pandemic as a stronger and healthier city, we must
invest in Downtown infrastructure. Creating a strong downtown would generate
economic benefits for our entire city. Furthermore, Downtown contains some of our most
iconic buildings and landmarks, and this rich cultural history speaks both to what Shreve-
port has been and what it can be with a revitalization plan that prioritizes infrastructure.
Infrastructure is more than just streets, sidewalks, and sewers; it includes the fabric of
downtown. Downtown Shreveport is a vital part of the infrastructure of the city.
Re-envisioning Downtown requires a shift in our collective thinking. It is the opinion of this
committee that we need to focus on projects that serve people. The traditional model of
constant expansion further and further away from our city’s core is a road that leads to
nowhere. By reinvesting in Downtown and the areas surrounding it, we create
economically viable spaces for our citizens to live and work for the long-term.

In the spirit of this ideology, the Downtown Infrastructure Development Committee

believes the following suggestions are a good starting point for Downtown revitalization.

Potential Downtown Public Infrastructure Projects

I. New State Building

• As Covid-19 changes where and how we work and interact with each
other, this is a timely opportunity to pursue the construction of a new
state building that addresses these public health issues.
• The building should be located in downtown, reinforcing the presence
of the City and Parish offices, restaurants, and the bulk of Shreveport’s
office market. The existing State office building sits alone in an
environment that provides no pedestrian connections and economic spinoff.

II. New Justice Center

• Covid-19 and the threat of future pandemics is changing how courts

operate.
• A new Justice Center, if warranted, could ease the pressure on the
current courthouse, addressing the courtroom, security, jury, and other
needs that are inadequately served in our historic courthouse.

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 III. Re-envisioning Texas Street

• Texas Street should be the anchor of a

revitalized Downtown and should be a
showpiece for Shreveport.
• The city should invest in upgrades
and improvements that make Texas
Street more pedestrian-friendly to
attract businesses, consumers, and
residential development.

► Pedestrian-focused improvements
can help capture retail energy and
encourage a vibrant downtown area.
• Lighting should be improved
• After-hours parking arrangements with nearby garages
should be pursued
• Façade grants should be created
• Awning grants and design standards should be created
• Security enhancements should be pursued
• Downtown park plan should be developed and implemented
• Key vacant space merchandising plan should be developed

IV. The Edges

► Downtown drops off at the edges, creating a zone of

instability around the highest valued commercial
properties in the city’s core. These areas of instability
formed by an absence of strategic planning create a lack
of confidence in the core, depressing values and thus tax
revenue. The city should address the edges by investing in
infrastructure and planning that encourages investment
in a Downtown loop defined by:
• The casinos/Red River District and Commerce Street
• Cross Bayou
• Ledbetter Heights
• Cotton Street

Financing
The city cannot finance a vibrant downtown on its own and requires private capital to
proceed with Downtown development. The best way to attract private capital to in-
vest in Downtown Shreveport is to focus on supporting specific, market-proven seg-
ments.

To that end, the Cross Bayou/Ledbetter Heights area still has great merit and rep-
resents the city’s premier waterfront redevelopment opportunity to capture market
demand, expand and bolster downtown, and create a unique attraction in North Loui-
siana, an attraction that leverages the presence of gaming, but does not depend on it.

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In order for the Cross Bayou/Ledbetter Heights area to succeed, however, it must be
connected to Downtown. This requires infrastructure such as roads, stormwater
systems, sewer connections, sidewalks, etc. This infrastructure should be built by a
private developer with public assistance, using the developer’s future tax dollars to
fund the required public improvements.

A few strategic initiatives could get the ball rolling on creating a vibrant downtown, realizing
the waterfront’s potential, connecting this area to Downtown, and attracting private invest-
ment that will make Shreveport a resurgent star of the South.

Initiatives include:
• Creation of a Tax Increment Financing District(s)
• Construction of a waterwalk and seawall stabilizing the downtown bank of
Cross Bayou and Connecting it to Riverfront Park
• Strategic acquisition of property
• Environmental cleanup of the recycling center
• Developer RFP issuance
• Re-purpose Texas Street to calm traffic and create a pedestrian-friendly
• environment

Following these initiatives, Shreveport will be well positioned to attract private

development investment. The city should use public-private partnership tools to
build new and improve existing infrastructure rather than pursuing 100% public
financing.

The city should use a Tax Increment Financing (TIF) District in Downtown Shreveport
to fund infrastructure improvements needed for development. Establishing a TIF
District does not add new taxes. It captures new tax value generated within the
district to reinvest in local infrastructure improvements required by the new development.
In shorthand, the development pays for its own infrastructure using tax dollars that
it generates itself. This is a widely used tool in other cities that should be employed in
Shreveport.

An additional revenue opportunity exists by encouraging businesses to consider the

Commercial Property Assessed Clean Energy (CPACE) program. Although this
program requires state and local governmental approvals, it can contribute up to
20% of eligible construction costs for Green, net zero, and sustainable real estate
developments. This would lessen the costs for developers while also lessening the
carbon footprint and steering Shreveport in an eco-friendly, sustainable direction.

Downtown Shreveport is located in an Opportunity Zone, presenting significant tax savings

opportunities for private and institutional investors. This is a significant tool that, when
coupled with a TIF, represents a compelling incentive package for developers.

Shreveport should be focused on taking the steps that attract private investment
that will transform the Downtown area. As a result of the pandemic, real estate
capital amounting to a value of several trillion dollars is sitting on the sidelines and
even fleeing high-cost low-return cities like New York and states like California.
Investors looking for higher returns will invest in Shreveport if they see the
government’s commitment to improving Downtown via TIF and other public-private
agreements. This commitment instills confidence in investors, and instilling
confidence should be a strategic objective of the plan to revitalize our downtown.
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 DIGITAL
INFRASTRUCTURE
Today the Caddo Parish School System does not know how many of
its students have access to adequate Internet service. And even
if it did, because the city and parish lack a robust broadband
infrastructure, that information would have little or no impact on
its 2020/2021 school plans. We may be several years away from
a vaccine allowing pre-Covid-19, personal, in-classroom interaction
between pupils and teachers.

Additionally, small business owners, who once relied on the Internet

for simply sending and receiving email, now find having access to
robust broadband essential for their survival. Even if companies flee
dense coastal cities, with their accompanying high office rents and home prices, Shreveport’s broad-
band infrastructure does not allow its residents to compete for employment with these companies.
Many of these companies either currently are, or are considering, outsourcing work to employees living
and working from anywhere in the country where adequate broadband is available.

And what about the next global pandemic that will surely come? No issue has more importance to the
city’s recovery and future growth than building broadband infrastructure and bringing connectivity to all
the citizens of Shreveport.

While some cities have instituted plans to create equitable high-speed Internet access, the city and
parish has been behind the curve. To that end, the Digital Infrastructure Committee (DIC) has been
focused on identifying the gaps in Shreveport’s digital infrastructure and coming up with solutions to
address the deficits within those gaps.

DIC developed a survey to assess the Internet needs of Shreveport/Caddo Parish. The survey is
designed to capture data about the citizens Internet usage – work, school; connectivity or lack thereof.
We have entered into strategic alliances to distribute the survey with our federal delegation, The
Shreveport Library System, STEM Alliances, Shreveport Times, and Shreveport Sun. We have
contacted all city, parish and state elected officials and asked them to distribute the survey throughout
their networks. The library system has agreed to be a collection point. A copy of the survey is attached
in Appendix A as Figure 2.

We believe getting digital deserts in Caddo Parish connected to the Internet is as much a
moral and financial imperative as getting poor and rural citizens access to the telephone
was 70 years ago. Consequently, we have identified the following issues:

• Funding is being provided primarily towards rural areas for Broadband

access rather than urban areas.

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 • Lack of accessibility due to inadequate knowledge of who has access to
Broadband or because of inaccurate FCC maps.
• Citizens are unaware of the existence of Broadband.
• Poor/Low-income areas do not want to pay for access or find it difficult to
pay for access.
• Covid-19 causing students to be forced to depend on internet access that
some may not be able to afford to keep pace or excel in their classes.
Additionally, companies have gone remote and some households again,
simply cannot afford internet access.

Importance of Broadband Access:

• Covid-19 has highlighted the importance of having access to the internet. From corporations
shifting their workforce to remote working, to educational systems relying on distance learning,
technology has become essential to how the world will work, play, and socialize.
• Providing internet access to urban and rural communities is an important initiative to make
Shreveport a destination city for companies and families over the next 20 years.
• We believe the next wave of jobs are going to be created from this pandemic and social unrest.
Our estimation for jobs that will be created from a broadband buildout is approximately 2,500
jobs over the three to five years.
• These jobs will include telecommunication workers, IT support professionals, distant learning,
Agri-tech, Ed-tech, and internet content creators.
• A new ecosystem will also be created which will incorporate existing groups in Shreveport.
Furthermore, new stakeholders will become part of the ecosystem thereby creating a
sustainable workforce with technical skills to attract global employment opportunities.

Solutions Underway:

• (DIC) The creation of a Digital Map that accurately shows who has access to broadband tech-
nology in Shreveport.
• (DIC) Developing a survey to identify what group of people in Shreveport are affected to deter-
mine who has access to broadband and where the greatest need for internet connection is.
• (Melvin & Art: DIC Members) The discussion around a Tech Village in Shreveport where we will
house an incubator, STEM Alliance, Tech Research, and Business Community liaison.
► The purpose is for the Tech Village to become a home for black/brown technologists to
learn, teach, and give back to their communities. Additionally, the Tech Village will
create companies, provide research, and become an integral part of the Shreveport
start-up ecosystem.

Documented Possible Solutions:

• On the Week of June 15th, 2020, the House proposed a stimulus bill of $1.5 trillion with one
hundred billion of that being donated specifically for the infrastructure bill to build out the
broadband initiative across the country for all areas.

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Financing for Infrastructure Buildout: Based on preliminary discussions with service providers and
telecommunications professionals, we believe the cost of upgrading Shreveport’s broadband infra-
structure will be approximately $250MM. This cost can be broken down as follows:

$150MM in Private Capital (Sources - pension funds, investment

managers, private equity, venture capital, service
providers, corporation’s investment fund)

$100MM in Public Capital (Sources - Federal funds, e.g. Moving

Forward America Act, state funds, grants)

• This buildout is projected to have four phases over the next 3-5 years. The first phase is
identifying the problem and creating solutions.
• The second phase will continue garnering support from Shreveport stakeholders - local
government, educational system, business community, non-profits, service providers, and the
creative arts community. This will ensure we are being transparent, building partnerships,
and fully understanding issues surrounding broadband access.
• Our third and fourth phases will be implementing the physical broadband build-out and then
growing an ecosystem around the build-out that will stimulate economic development and job
creation.

Economic Impact:

• We believe that over the next 3-5 years well over $125MM in taxable revenue can be created in
Shreveport from the 2,500 new jobs.
• We estimate that over 10-25 companies will be headquartered or have a presence in
Shreveport.
• We believe that we can attract more federal and state funds to Shreveport to continue estab-
lishing it as a destination city. We estimate that at $100MM over the next five years.

NOTE: This is a preliminary report. We are still actively working on these issues to
construct solutions. The finalized report will be complete with more robust,
equivalent solvents by the end of Summer 2020/early Fall 2020.

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 FUTURE
BOND PROPOSALS
With Covid-19 affecting our health and economy and likely changing the future of both work and
education, Shreveport needs a new bond proposal to fund infrastructure projects now more than ever.
Shreveport has a large portion of its workforce in public and non-profit sector jobs, so it will be
especially hard-hit by government budget cuts in the wake of Covid-19 and the broad economic
shutdown. With many potentially out of work and the city facing pressure in tax revenues, a new
bond will provide vital stimulus that would create new infrastructure jobs, upgrade local facilities,
and expand broadband capabilities to help Shreveport move forward. Upgrading Shreveport’s
public infrastructure will bring in private investment, creating even more jobs and providing the
economic development the city so badly needs.

Funding Mechanism

General obligation (GO) bonds provide the easiest way to get money into the city’s hands. Though GO
bonds require a vote of the electorate, they provide a solid funding source and spread risk. Thus, the city
should focus on GO bonds to fund future infrastructure projects.

The city might also combine GO bonds with other kinds, like revenue bonds or special assessment bonds.
However, those bonds come with certain drawbacks.Revenue bonds require identifying a specific stream
of revenue and relying on that stream. Special assessment bonds require identifying the communities
that will benefit from particular projects and relying on special assessments against those communities.
A combination may make sense for different kinds of programs, but GO bonds should be the foundation
of a new bond proposal.

The city may also consider the C-PACE program for new construction, such as for a new police
headquarters. This program requires authorization by the state legislature and then by the local
governments, but it could fund up to 20% of new construction that uses sustainable standards.

Bond Projects

I. Proposition 1: Broadband
► Shreveport needs to ensure solid broadband access
throughout the city to attract established companies,
encourage new startups, and ensure our children receive
the education and learn the skills necessary to succeed in
the 21st century and especially in a post-Covid-19 world.
► Total Digital Buildout: $250MM
• Much of this money should come from private investment,
such as from public-private partnership agreements that
leverage nprivate capital to ensure broadband access
across Shreveport.

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• We estimate that a total buildout will create between 1500–3000 jobs over a five-year
period.

II. Proposition 2: Water and Sewer

► Total: $32MM
► Amiss Intake Structure Repairs: $3MM
• This project would fund design and construction to repair the intake structure.
► City Wide Water Improvements: $20MM
• This project would fund replacement of deteriorated water mains across the city.
► Amiss Facility Transmission Piping and Valve Replacement: $3MM
• This project would fund replacement of valves and pipe segments for the water
treatment facility.
► Advanced Metering Infrastructure System: $6MM
• This project would fund “Smart Meters” that automatically collect water readouts.

III. Proposition 3: Police, Fire, SPAR, Sportra

► The third part of this bond proposal would provide funding for needed upgrades,
renovations and some new facilities for the city’s police and fire departments, as well
as to city parks and other public facilities.
► Each of the projects below was originally proposed in the city’s 2019 Bond Proposal
► Total: $76.14MM
• Chris Bordelon from Shreveport Police Union suggested this overall # and same
priorities were probably acceptable to SPU members
► New Central Police Headquarters: $20MM
• For the 2019 proposal, the City determined that remodeling would cost more than
building a new headquarters.
• The city could potentially cut this number down by doing renovations instead
□ Potentially get federal money for renovations on a historic building (the current
headquarters building)
□ Renovations and upgrading current building may be more feasible with police
substations taking personnel pressure off the current headquarters
□ Bordelon voiced support for this idea agreements. This commitment instills
confidence in investors, and instilling confidence should be a strategic
objective of the plan to revitalize our downtown.

► Police Department Substations: $6MM

• This project would create a police substation in each of the city’s 4 crime districts
• Bordelon stated that this proposal seems adequate to the Shreveport Police Union,
and it would take pressure off the headquarters
► Police Office of Special Investigations (OSI) Facility: $1.5MM
• This project would upgrade a current city building or purchase a new building
• This would also take pressure off the headquarters as OSI personnel would report
to this facility

► Police Mounted Patrol: $2MM

• This project would secure a larger facility near downtown for the mounted patrol,
which works downtown and special events
► City Jail Maintenance & Improvements: $2MM
• This project would make necessary upgrades to the City Jail (structural repairs,
new doors, locking mechanisms, and plumbing upgrades)
• The 2019 proposal states these are necessary to “reduce liability and increase living
standards”
► City Courts Building Improvements: $750K
• This project would make repairs to the roof and HVAC system and waterproofs
the basement
► Fire Department Vehicles: $16MM
• This project would replace SFD vehicles
• Most vehicles have an “F” grade and many are 2-3 decades old
► Fire Station Replacement (#11, #14, #15): $9MM total ($3M each)
• This project would replace three fire stations to provide better emergency
response times
• The stations were built before SFD provided EMS services and currently slows down
fire engine response time
► Fire Station Renovations & Maintenance: $1.4MM
• This project would renovate stations that have fallen into disrepair

► Convention Center Roof & Repairs: $3MM

• This project would provide: a new roof for the Convention Center, as well as carpet
upgrades and entry feature enhancements”agreements. This commitment instills
confidence in investors, and instilling confidence should be a strategic objective
of the plan to revitalize our downtown.
► Municipal Auditorium: $1MM
• This project would repair the Municipal Auditorium’s ceiling
► Citywide Playground Improvements: $3.75MM
• This project would provide playground equipment replacements, which have not
occurred since 1998

► Airport Park Outdoor Recreation & Building Upgrades: $250K

• This project “provides building upgrades and replaces playground equipment” at the
Airport Park Rec Center

► A.B. Palmer Recreation Center: $280K

• The 2019 proposal called for $280K to replace the roof, though that project ended up
being funded through other means.
• This project would fund the installation of a public swimming pool.
► Valencia Park Renovations: $275K
• This project would fill in the abandoned pool and install a splash pad

► Anderson Island Wendy Park Renovations: $375K

• This project would replace playground equipment and upgrade facilities

► Parks, Recreation, Public Buildings: $4MM

• This project would fund repairs and renovations at city properties

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 ► Citywide Parking Lot Overlays: $635K
• This project would overlay parking lots at city properties to repair lots with cracks
and potholes
► Chris Hayes Outdoor & Building Upgrades: $400K
• This project would upgrade the building and facilities and rebuild the park pavilion
that was destroyed by a storm

► Sunset Acres Outdoor Recreation: $150K

• This project would upgrade playground equipment and make other improvements

► Riverview Theatre/Hall Phase 2 Renovation: $1MM

• This project would fund repairs to the HVAC system and roof and refurbishment of
the stage.
► Sportran Transit Shelter Project: $1.375MM
• This project would seek matching Federal funds to shelter 300 bus stops out of the
700 that remain unsheltered

► Fairgrounds Field Demolition: $1MM

• This project would fund demolition of the Field, which is outdated and would other-
wise require costly renovations

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IV. Proposition 4: Streets and Drainage
► Streets and Drainage Improvements

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► Other Infrastructure and Community Economic Development Projects
• Brownfield Cleanup: $12MM, 500–1000 jobs
• Tire recycling facility: $6MM, 40–80 jobs
• Glass recycling facility: $6MM, 40–80 jobs
• Urban agriculture initiatives: $3MM, 180–360 jobs

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 • Medical device/pharmaceutical: $3MM, 180–360 jobs
• High- and medium-tech startups: $2MM, 60–120 jobs
• Yard waste compost facility: $2MM, 100–200 jobs
• Local small-business projects: $2MM, 100–200 jobs

Task Force Recommendations

The Task Force’s Future Bond Proposal Committee has also put together a list of
recommendations for the city to best leverage political support and resources that
will make this bond a success and help Shreveport thrive.

► Boosting Employment and Empowering Shreveport’s Diverse Community

• On infrastructure projects funded by the bond, the City should set a
goal of 30% of contracts going to African-American and minority-owned businesses.
► Police Headquarters
• The City may be able to save money or redirect some proposed bond funding to
infrastructure projects by committing to renovate the current police headquarters
rather than constructing an entirely new building.
• The City should work to have the building designated as a historic landmark,
which can create opportunities for tax credits and grant funding for rehabilitation.
Lane Calloway, a Commissioner on the Shreveport Historic Preservation
Commission, stated that the building qualifies since it is more than 50 years old and
maintains architectural integrity.
• Irma Rogers, President of the Martin Luther King-Community Development Corporation,
believes it would be more appropriate to renovate the current building, especially if it
can receive a historic landmark designation. This would take some of the financial
burden off the city, which could leverage federal dollars and tax abatements for
renovation. Additionally, in this current moment where many citizens have been
protesting in the streets for weeks to divert money from police to communities,
renovation backed by federal dollars will be an easier sell to Shreveport voters
than constructing a new headquarters.
► Police Substations
• Ensure that the police substations will be set up in areas corresponding to where crime
actually occurs. Specifically, the locations should be based on crime statistics and the
support of neighborhood groups.
• Some community opposition to the 2019 bond proposal stemmed from the proposed
police substation locations not lining up with where crime occurs in Shreveport.
► General Electric Plant
• The plant has operated at 20% of capacity for a number of years and probably
would’ve closed completely had it not been for an out of state
client refusing the products that were to be manufactured in Mexico
(that’s where the other 80% of the plant relocated to). In July 2014 the
Obama Administration developed the African Trade Initiative (ATI)
which consisted of five Eastern and Central African nations. When
researched, it was found that they were electric power short for living
and working. Expand the manufacture of the Power Transformers and
set up trade based on the principles of the ATI.
• If Tesla Solar is still looking for a suitable place to manufacture their
solar panels, then the 80% of the plant that is not being used could be
retrofitted to manufacture those and with improved rail, highway, and
waterway transport, this would be a good fit.

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► Hunter Industrial Park
• The state legislature continues to improve the Industrial Hemp Bill passed last year.
Hunter Business Park was renamed Hunter Industrial Park earlier this year in an
announcement by City Economic Director Brandon Fail. The estimated 50K of
commerce from hemp production could improve the area’s manufacturing base.
Ideally, it would be beneficial if some of those products were manufactured in Hunter
Industrial Park. Hunter Industrial Park is located near downtown, but not in the Cross
Bayou Area Opportunity Zone.

► SPAR
• We recommend that the Bond Proposal include installation of a swimming pool at the
A.B. Palmer Community Center. There is a lack of swimming pools throughout the city
in mainly minority neighborhoods.

Additional Street Repair Requests:

• Community members and neighborhood associations submitted requests for
repairs to these streets, but did not provide specific block numbers

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 TRANSPORTATION
There is no dispute that at some point in the near future congress will pass a major infrastructure
bill. The only issue is when and how much. It is imperative that the public and private sectors of our
region come together to focus on projects that can be shovel ready in the next year. No
infrastructure project in the region has the potential to create new jobs and economic growth more
than completion of the I-49 Inner City Connector.

The Shreveport Economic Task Force has already taken steps to accelerate the review process
of NLCOG, State and Federal DOTDs. The Transportation Committee organized business, political,
and civic leaders from across the region to urge state and federal officials to complete their respec-
tive review process. A copy of letter is attached under Appendix A, Figure 1.

I. I-49 Inner City Connector

A. Economic Impact
1. $550MM to $640MM to build;
2. $802 MM annual impact when completed
3. Revitalize the Ford Street Corridor in Allendale
4. $60 MM in travel time and vehicle operation cost
5. Increased labor productivity by 2.9%
6. Community Benefits Agreement with Allendale community
7. Minority and Women Business contracting opportunities
B. Funding Sources
1. The state of Louisiana presently has secured $100 MM
dollars in initial funding. While this initial funding is very
important, it remains at risk to be moved to other transportation
projects if, final funding is not secured immediately. Funding
options include:
2. Federal Funding through a future Infrastructure Stimulus Bill
3. State Funding
4. Public Private Partnerships, including Opportunity Zone
Funding.

II. Jimmie Davis Bridge Rehab

A. It is a false narrative to suggest that the city should
only focus on either building the 1-49
connector or rehabbing the Jimmie Davis Bridge.
The JDB is also a major driver of job creation and
economic stimulus.

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 B. Economic Impact
1. $125 million dollars in construction contracts
2. Relieve traffic congestion between south Bossier and South
Shreveport.
3. Minority and Women Business contracting opportunities.

III. Amtrak Connection

A. Amtrak passenger rail presently leaves downtown Dallas daily and ends in Longview
Texas and passengers coming to Shreveport must ride luxury buses to complete
the journey.
B. Passenger rail between downtown Dallas and Downtown Shreveport would be the
first step to creating high-speed rail between the two cities.
C. The ability to reach DFW Airport by high speed rail would quickly and cheaply provide the
Shreveport/Bossier region with easy access to one of the largest global airports in
the world.
D. Funding Source
1. Federal
2. State
3. Public-Private partnerships

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 SPECIAL ACKNOWLEDGMENTS
The Shreveport Economic Recovery Taskforce would like to express its sincere
appreciation to the interns for their hard work and enthusiasm:

Tewana Hawkins, Centenary College of Louisiana

Anish King, Tulane University School of Law
Soira Teferi, Centenary College of Louisiana
Michael Patrick Quinn, New York University School of Law

And a special thanks to Hannah Sprawls, who without her leadership and talent,
this report could not be possible. Hannah has reminded us that young leaders are still
among us, ready to transport us to a brighter future.

The committee would also like to extend our sincere condolences to the family
of Linda Biernacki, on the loss of their beloved husband, father, and Shreveport
philanthropist Richard Biernacki, and to the family of Eric Yarbro, who generously
gave his time and wisdom to our Downtown Infrastructure Committee. Rest in power,
Richard Biernacki and Eric Yarbro.

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CONCLUDING THOUGHTS
It is the sincere hope of every member of this taskforce that Shreveport
succeed in the coming months and years. Those of us who have lived or currently
live in Shreveport know its potential, and we are humbled by the many non-
Shreveporters across the nation who joined our effort to help the city reach its
potential. The citizens of Shreveport are hard-working folk of diverse backgrounds,
and no one group is more deserving of a city that meets their needs than any other.
It is incumbent upon us as private citizens to do our due diligence whenever
possible to make Shreveport home for all those dwelling in its borders and a
welcome sight for those just passing through.

Although the obstacles to re-envisioning Shreveport are real, so is the wave of

support which has carried us this far. We greatly appreciate the help of our local,
state, and federal elected officials throughout this process. Their insight and
guidance helped us focus on the issues with new clarity and truly hone in on what
proposals were viable going forward. We are also grateful to every private citizen
who met with individual committee members or subcommittees throughout this
endeavor. So many people are passionate about shaping Shreveport into a resilient
city, and we are thankful to have crossed paths with each of them.

Sincerely,

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