The Business Case for the Ottawa Centre EcoDistrict

7/29/2019 The Business Case for the Ottawa Centre EcoDistrict

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Developed by the Ottawa Centre Eco-district Steering Committee


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Acknowledgements

The Ottawa Centre Eco-district benefits case analysis was developed by our steering committee made

up of the following volunteers. Thank you to everyone for your hard work and dedication to the project.

x James McNeil, Co-chair, Cushman Wakefieldx Don Grant, Co-chair, Sustainable Enterprise Alliancex Katelyn Brunskill, ICF Marbekx Rebecca Aird, City of Ottawax Greg Searle, Bioregional North Americax Roger Marsh, Hydro Ottawax Martin Canningx Paul Barton, Minto Propertiesx Tony Sroka, CIMAx Karen Pero, Invest Ottawa

Second edition January 17, 2013


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Transforming the Core: The Benefits of an Eco-district Approach

3

Introduction

A Grand Vision for Ottawa

Ottawa is the capital city of the G8 nation, a

great place to live where residents can enjoy bigcity amenities and quick access to spectacular

natural beauty. Many residents have a grand

vision for Ottawa based on seeing ourselves as a

great city recognized internationally for our

green and prosperous businesses and

communities.

We are well on

our way to

making this

vision a reality.

Money Sense,

personal finance

website, once

again ranked

Ottawa as the

best place to live

in Canada, and

Richard Florida

ranks Ottawa as

the number one city in the 2012 Canadian

Creativity Index. In the past year we have

launched the Light Rail Transit (LRT) system and

the redevelopment of Lansdowne Park. So we

can be proud of what we have accomplished.

But we cannot rest on our laurels and hope that

everything continues to go well. We need to

continue to make the bold choices required to

help Ottawa reach its full potential. We have to

continue to look for ways to improve our quality

of life, our wellbeing and our prosperity. We

need to face future challenges with energy and

enthusiasm in order to fulfill our grand vision

for Ottawa.

Facing the Challenges Ahead

The real estate scene in the downtown core is

changing. Much of the space in the core has not

been renovated in the last 25 years and many

commercial tenants, including the Government

of Canada, are looking for green buildings as

their space needs evolve. As a result, there will

be significant pressure not only to renovate, but

to create green commercial space that can

compete with any space within the Ottawa-

Gatineau area.

Many see this

opportunity to

launch a wide

range of

initiatives that

can transform

the downtown

core. With the

coming of the

LRT and the

Downtown

Moves initiative

to re-think and

improve our downtown streets and spaces, the

opportunity to revitalize the core and make it

more attractive is upon us.

Eco-districts = Growth, Prosperity and

Wellbeing

The transformation of the downtown core will

create thousands of construction jobs, but it

also sets the stage for a much greater success.The Ottawa Centre Eco-district will be a

facilitated partnership between tenants,

property owners, residents and employees. It

will be a systematic way to make improvements

that will drive economic growth, increase

prosperity, improve wellbeing and enhance

quality of life.

LEED Gold building at 99 Bank St. (image: Bentall Kennedy)


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The Ottawa Centre Eco-district (OCED) has

three streams of activity:

x DevelopingCollaborative and InnovativeInfrastructure including the opportunity to

participate in large scale initiatives likeshared district heating and cooling;

x Advancing Sustainable Business Practicesfocusing on the uptake of existing programs

to streamline operations, reduce

environmental impacts, grow businesses,

increase profits and create jobs; and

x Initiating Community Actions helping localresidents, employees, volunteers and

community groups to channel their passion

and complete hundreds of grassrootsactions.

The OCED initiative is squarely aligned with

community priorities for economic growth,

quality of life, the environment, and community

improvement planning. We will build on existing

assets and activities including the many certified

green buildings, the historic federal district

energy system and the pedestrian and cycling

infrastructure and will work with partners to

ensure that Ottawa is a vibrant, sustainable city

of the future.

Electric V^K,


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Background

The Eco-district Movement

It turns out that like economic benefits, most

social and environmental benefits are optimized

at a scale larger than a single building or home

and smaller than the city as a whole.

The OCED is modelled on successful eco-

districts in Portland, Seattle, Washington, DC

and other cities. They have learned from

experience that creating an eco-district is one of

the the best ways to maximize energy, water

and fuel conservation, minimize waste, attract

employers to the core and

create social spaces that are

fun for residents, employees

and visitors.

Portland, Oregon

been a focus in North America

for over 20 years, it was a five-

block mixed-use urban

development project in

downtown Portland called the

Brewery Blocks that moved

the focus from individual

buildings to larger areas. The

anchor building for this site

hosts the centralized chilled

water plant that serves 100

percent of air conditioning

needs for the area, saving money and

reducing environmental impact.

Building on this success Portland is now home

to five eco-districts, ranging from downtown

sites like the OCED to suburban sites and an

entertainment district that includes Rose

Gardens, home of professional basketball. What

this demonstrates is that we can share the

lessons learned from the OCED with other

Ottawa neighbourhoods as we move forward.

Washington, DC

The Southwest Washington (SW) Eco-district

Initiative is in Washington DC in the Maryland

Avenue and 10th Street area. New and

renovated buildings will accommodate future

space needs of the federal government, provide

residential, retail and cultural space, and

connect the National Mall to the waterfront.

Another important goal is to make it a vibrant,

walkable neighborhood.

The federal

government is the

lead partner in this

eco-district as it

works to meet three

important goals:

meet aggressive

sustainability targets;

create more efficient

workplaces for staff;

and reduce operating

costs. The SW Eco-

district team is a

partnership between

the federal

government, the

District of Columbia,

property owners,

tenants, and

residents and it provides the

coordination, advocacy, financing, and

management required to develop the eco-

district.

Seattle, Washington

The Seattle 2030 District is a large area in the

downtown core that is a mix of commercial

buildings and other properties, much like the

OCED. Their focus is on helping property

Bicycle Lanes in Portland


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owners, managers, and tenants to meet goals

focused on reducing the environmental impacts

of building construction and operations.

They are using district wide targets under a

program called the 2030 Challenge with anapproach that includes heat recovery,

distributed generation, and other district energy

efficiencies that can reduce the demand for

resources.

Seattle 2030 is a public-private collaborative

made up of over 100 property owners or

managers and professional or community

stakeholders. The City of Seattle is also

extremely supportive as it has a goal of

achieving carbon neutrality by 2030.

District Energy St. Paul

District Energy St. Paul (DESP) a

private not-for-profit

corporation that provides

district heating to 80 percent of

the central business district

and adjacent urban areas and

district cooling to 60 percent.They have created a

community energy provider

that has made a steady

transition to local renewable

fuel sources.

It is estimated that in 2005, the cumulative

savings for customers was $7 million USD1 as

compared to customers using in-building

heating and cooling systems powered bynatural gas. In addition, DESP has been a major

contributor to economic development by

converting the money spend on energy into the

creation of local jobs first in construction and

upgrades and then to support ongoing

operations and maintenance.

This is a particularly important case study for

the OCED as the Government of Canada is

looking at options for a public-private

partnership to upgrade and run its six district

heating and cooling plants in the downtown

core.

Empire State Building

The owners of the Empire State Building have

been working to establish it as one of the most

energy efficient buildings in New York City. This

is a particularly impressive feat because in

general, the incremental cost of retrofitting

older buildings to achieve improved energy

performance is more expensive than the

incremental cost of achieving the same

performance in a new building.

They have achieved a net

reduction in energy use of

38 percent and are saving

$4.4 million USD per

year.2 Their payback

dropped from 15 years to

five and they experienced

increased rent and

occupancy due to

enhanced value placed on

updated services by the

tenants.3

This is a very important consideration for the

OCED because of the number of existing

buildings built before 1986. We need to make it

easier for owners to maximize return on

investment. Case studies such as the ESB will beimportant especially when collective benefits

such as district energy are added to the ROI

calculations.

District Energy St. Paul has been

a major contributor to economic

development by converting the

money spend on energy into the

creation of local jobs first inconstruction and upgrades and

then to support ongoing

operations and maintenance.


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Pearson Eco-Business Zone

Closer to home the Pearson Eco-Business Zone

is with

12,500 businesses and more than 355,000

employees. It surrounds Pearson International

Airport and physically is located in Brampton,

Mississauga and Toronto. It is run by Partners

for Project Green, a public-private partnership

funded through business sponsorships,

participation in events, and through funding

from various levels of government.

In 2011 businesses in the Eco-Business Zone

reduced consumption by 46,479 MWh of

electricity, 3,146,000 m3 of natural gas and 137

billion litres of water. In addition 2,454 KW of

renewable energy was installed.4

The Eco-Business model focuses on

coordinating the completion of actions by

individual businesses that increase eco-

efficiency. These actions are facilitated through

the delivery of common programs including

energy and water retrofits, waste audits, green

procurement, transportation demand

management and hiring student interns. Thekey difference from the other best practices is

that this approach generally involves making it

easier to take advantage of existing programs

and approaches.

LEED and BOMA BESt

Leadership in Energy and Environmental Design

(LEED) and BOMA BESt (Building Environmental

Standards) are well known standards for

sustainable buildings. Many buildings within theOCED are certified or registered under one of

these programs. It is important to note that by

using an eco-district approach, individual

businesses may be able to secure points for

LEED or BOMA BESt for shared infrastructure

such as bicycle parking or electric vehicle

parking stations.

Local Programs for Business

There are many existing programs that can be

used by individual businesses or buildings to

adopt or enhance sustainable business

practices. Hydro Ottawa offers a number of

energy efficiency incentives and Enbridge has

launched an innovative Saving by Design

program. In addition, the EnviroCentre offers a

number of workplace greening programs with a

focus on conservation of energy and water and

transportation demand management. In most

cases these programs are undersubscribed

which is a lost opportunity to improve

performance and reduce environmental

impacts.


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Ottawa Centre Eco-district

The proposed Ottawa Centre Eco-district is a

diverse mix of buildings, owners, tenants and

residents K . In

addition, with Parliament Hill in the district and

the Rideau Canal at its edge, it is a major tourist

destination. After looking at many best

practices we believe that the best fit is to have

three programming streams.

Developing Collaborative and Innovative

Infrastructure

Following a traditional eco-district approach, we

will focus on collaborative initiatives that

encompass two or more

buildings, blocks or the

entire eco-district. Specific

examples include:

x District heating andcooling with an eye on

opportunities

presented by upgrades

to the Government of

Canada district heating

system and the tunnel that will

be created as part of the light rail transit

(LRT) system;

x Transportation infrastructure including theLRT, cycling lanes, shared bicycle parking,

and electric charging stations;

x Waste and water infrastructure and/orservices; and

x Other services or events (parks, foodservices, cultural activities, events) with the

potential to provide benefits to most eco-

district stakeholders.

Adopting Sustainable Business Practices

Using an approach similar to Partners in Project

Green we will provide businesses and

organizations in the eco-district with access to a

range of opportunities to streamline business

operations, reduce environmental impacts,

grow their businesses, increase profits and

create jobs. They will be promoted through a

single, comprehensive marketing program that

will take advantage of the high profile of the

eco-district to increase participation. Specific

examples include:

x Promoting increased uptake of Enbridgeand Hydro Ottawa incentives for energy

auditing conservation and efficiency;

x Supporting water and waste diversionprograms;

x Facilitating transportation demandmanagement solutions

with support from

EnviroCentre and other

organizations for

employee surveys, on-

site training and pilot

projects, and incentives

for transit, carpooling,

cycling, etc.;

x Encouragingand promoting the expanded use

of building certification programs such

as LEED and BOMA BESt;

x Offering employee engagementprograms to increase employee

participation and performance in

existing programs;

x Working with the Green Key programalready adopted by a number of

downtown hotels to facilitate visitor

support

efforts by hotels to increase their level

of achievement within the program;

x Coordinating common or sharedprocurement activities; and

Downtown Ottawa


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x Implementing other existing programswith benefits for employers, residents

or visitors.

Initiating Community Actions

The eco-district will also inspire ideas for grass

roots action by community members and

employee groups. We will facilitate idea

generation, nurture volunteerism, and help

match funding sources to qualified projects. To

move forward, community action projects will

need an action lead, a specific target, a way to

measure success and commitment to a

timeframe. Project ideas could include:

x Community gardens for food and forbeautification purposes;

x Local food sales of products andpromotion of restaurants using local food;

x Street food vendors support for newvendor programs;

x Public art finding locations and supportingwith interpretation;

x Cycling support services for cyclists likerentals, repairs, free use of pumps, and so

forth;

x Local eco-district tours volunteers withinterpretation skills as well as self-directed

tours using signage and QR codes; and

x Placemaking activities including creatingnew public spaces to allow visitors,

residents and local employees to gather.

In addition, we will work

a way of measuring changes to the

OCED that make it more fun to visit and

enhance the coolness factor to make it more

attractive.

Public art encourages walking and exploring neighbourhoods


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Eco-district Benefits

Research focused green buildings shows that

they provide clear triple bottom line benefits

economic, environmental and social. Eco-

districts amplify these benefits by making them

easier and more cost effective to achieve.

McGraw Hill Construction reports that as green

buildings become more common, the market

will pressure owners to incorporate green

features in order for them to remain

competitive. RIS in the UK completed a study

and they found that:

x 'economic life

x Corporate image is improved through

x Upgrading theaverage non-green

building to a green

one would increase

its capital value by

$5.5 million.5

This section outlines the

anticipated benefits that will

result from using the

proposed eco-district approach.

Economic Benefits

There are many examples of economic benefits:

x Green buildings are on average 25-30percent more energy efficient with average

paybacks of six years6. As noted, the Empire

State Building is 38 percent more efficient

with a payback of five years.

x Federal laws and executive orders in the USmandating energy efficiency standards in

federal buildings have produced dramatic

d

standard buildings has dropped 23 percent

per square foot since 1985, saving $1.4

billion annually.7

x In some cases, tenants report productivityimprovements of up to 10 percent8.

x Eco-districts create a large membershipbase, which can leverage bulk discounts on

green technologies. Partners in Project

Green has been able to achieve cost

reductions of 5-35 percent for building

envelope technologies through the Clinton

/W .9

x Eco-districts create growth in green jobs.Partners in Project Green engaged 78

companies in Green Jobs programming to

create job opportunities for local youth and

post-secondary students.10

x According to the Carbon Disclosure Projectreductions in GHG emissions carbon

reductions will generate

a positive ROI with the

average being 33 percent,

equivalent to a payback

period of 3 years.11

x In Lancaster, CA afocus on increasing the

downtown shopping area

was a major economic development driver.

Retail revenue doubled, property values

increase 10 percent and 800 permanent

new jobs were created.12

Environmental Benefits

There are many examples of environmental

benefits:

x According to American Rivers, using blockor district-wide green infrastructure, like bio

swales and permeable pavement, controls

storm water, saves money, reduces energy

use, reduces pollution and protects public

health.13

Partners in Project Green engaged

78 companies in Green Jobs

programming to create job

opportunities for local youth and

post-secondary students.


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x In a study released in August 2012, theNational Research Council Institute for

Research in Construction conducted a

survey and interviews in over 100 LEED

certified buildings and "twinned" them with

standard buildings. The researchers found

that green buildings had a superior indoor

environment performance compared to

similar conventional buildings.14

x Coordinated promotion of existing energyefficiency programs to eco-district

businesses will also reduce energy

consumption and GHG emissions.

x Energy consumption and GHG emissionsfrom automobile travel will be reduced by:

o Coordinated promotion oftransportation demand management;

o Efforts to make the OCED morewalkable; and

o Coordinated efforts to improve cyclinginfrastructure, parking and amenities.

x Partners inProject Green

saw an 87

percent

increase in the

number of

organizations

utilizing Smart

Commute from

2008-2010.15

x Localbusinesses and

residents

become moreinvested in

their local

ecosystems. 1.88 hectares of restoration

activity was undertaken in 2010 by Pearson

Eco-Business Zone members, including 1635

shrubs, 1680 trees, and 3300 wildflowers.16

Social/Cultural Benefits

There are many examples of social benefits:

x A study of recent graduates in the USrevealed that 77 percent want to live in the

downtown core and they want to be able to

walk to local amenities.17 Eco-districts are a

way of providing a range of social benefits

to employees, residents and visitors.

x McGraw-Hill Construction reports anincrease in tenant satisfaction after

undertaking green improvements reporting

an increase in tenant satisfaction from 53

percent to over 90 percent.18

x McGraw-Hill Construction reports that 83percent of corporate leaders believe that

the public expects good citizenship in the

areas of sustainability and green.19

x Increased cycling and walking within theOCED will generate health benefits.

x Farmers markets will provide access to localfood.

x Anincrease in the

number anddiversity of

street food

vendors will

make the OCED

more desirable

to visit and it

will improve the

street level

ambiance.

x Culturalevents will

attract

employees, residents and visitors and will

x Tours and interpretation of local history,public art and cultural icons, will improve

the visitor experience.

Rental bikes available in downtown Ottawa


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Return on Investment

In a recent study of 33 green buildings in

California, the researchers found that the

average cost of building green over traditional

percent.

The average energy reduction from the 33

buildings was 30 percent.20

The same study also looked at a life cycle cost

and benefit and found that, over a twenty-year

period, the overall net savings for the 33

buildings will be between $48.87 - $67.31 per

square foot, depending on the LEED rating of

the building. Therefore, the initial investment of

only 2 percent resulted in savings worth morethan 10 times that added premium.21

Building owners in the OCED

will be motivated to

participate and to invest in

property improvements

when they see the business

benefits. Greener buildings

both new and renovated

provide owners withincreases in return on investment (ROI), asset

value, occupancy and income.

These benefits increase when building owners

cooperate in a facilitated eco-district process

and systematically take advantage of

collaborative opportunities. The completion of

common projects with other eco-district

members will allow property owners and

managers to add features and enjoy the

corresponding benefits while splitting the

capital and operating costs with others.

Looking just at district heating and cooling, the

federal government has the capacity to provide

both to all commercial buildings in the eco-

district through a private public partnership.This will not only increase system efficiency and

reduce costs, it sets the stage for transitioning

these future district systems to local, renewable

energy sources producing a significant

environmental benefit.

Time invested in the eco-district initiative will

create positive ROI, produce efficiencies, and

increase tenant satisfaction. Working

collaboratively will ensure that hundreds of

actions are completed, from transportation

demand management to setting up electric

charging stations. These will

be actions that no single

building owner would likely

take on.

The many case studies

assessed provide a clear

indication that building

owners can realize a

reasonable ROI that is maximized when they

work with other property owners, tenants,

employees and local residents to find

collaborative solutions. In fact all indications are

that ROI is optimized at a district level as long as

there is a coordination mechanism in place.

Therefore, the initial investment

of only 2 percent resulted in

savings worth more than 10

times that added premium.


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Conclusion

Clear Benefits

The case study research demonstrates that

there is a clear business case to support the

creation of the Ottawa Centre Eco-district

(OECD). Cities across North America have

adopted similar collaborative approaches and

have optimized triple bottom line benefits and

maximized ROI. In addition they have created

special places where people want to be as

employees, residents or visitors.

The collaborative approach also minimizes

individual cost while maximizing overall

benefits. Actions that would be out of reach for

individual building owners show positive ROI

when the capital and operating costs are

divided amongst many partners.

What all the research shows is that the

adoption of collaborative actions improves

environmental performance and increases

economic growth, creating jobs and enhancing

quality of life. However, collaboration does not

happen in a vacuum.

The Plan for the OCED

The OCED will be a not-for-profit organization

that will coordinate and facilitate the

completion of collaborative action. Using the

model of Seattle 2030 and the Pearson Eco-

Business Zone, it is proposed that the OCED

become a catalyst for growth and revitalization

in the downtown core.

Next Steps

The first phase will be to secure seed funding to

develop a detailed plan that outlines the vision,

goals, objectives and proposed actions for the

OCED. This will include establishing ballpark ROI

calculations, facilitating meetings between

partners, building on our existing assets,

integrating initiatives like the LRT and with the

Downtown Moves project and launching a

significant community engagement program. It

will also include efforts to reach out to potential

long term partners including the Government of

Canada and our local utility providers.

The final step of the first phase will address

funding and governance. A plan will be

established for reliable funding based on

business sponsorships, fee-based events and

services, and in-kind contributions from

partners and other delivery agents. In addition,

there will be a transition to a not-for-profit

structure supported by a board of directors.

The work to be completed in the first phase will

be overseen by the steering committee with

support as needed from the City of Ottawa and

from founding members who are prepared to

support the launch of the OCED. This work will

be supported by working groups as needed and

an advisory body of local business and

community leaders.

The Long Term Plan

The OCED will become a self-sufficient

coordinating organization managing the growth

and evolution of downtown Ottawa into one of

the most diverse and complete eco-districts in

the world. We will establish a measurement

framework, report to the public, establish an

annual workplan and work closely with building

owners and managers, local businesses,

employees, and residents to achieve our vision,

goals and objectives.

The OCED will be an economic development

driver, a preferred employment location, a

-

special place to live. It will provide Ottawa with

a blueprint for smart growth and development

for the next 25 years.


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References

American Rivers, the Water Environment Federation, the American Society of Landscape Architects &

ECONorthwest. 2012. Banking on Green: A Look at How Green Infrastructure Can Save Municipalities

Money and Provide Economic Benefits Community-wide. Retrieved from

http://www.americanrivers.org/assets/pdfs/reports-and-publications/banking-on-green-report.pdf

Benfield, Kaid. 2013. The Case for Walkability as an Economic Development Tool. Retrieved from The

Atlantic Citieshttp://www.theatlanticcities.com/design/2013/01/case-walkability-economic-

development-tool/4317/

Canadian District Energy Association. No date. District Energy St. Paul: Achieving Energy Independence.

Retrieved fromhttps://www.cdea.ca/system/files/resources/stpaul.pdf

Carbon Disclosure Project. 2012. Carbon reductions generate positive ROI: Carbon Action Report 2012.

Eichholtz, Piet, Kok, Nils, & Quigley, John. 2009. Doing Well By Doing Good? An Analysis of The FinancialPerformance of Green Office Buildings in the USA. Published by Royal Institution of Chartered Surveyors

(RICS), UK.

Empire State Building. No date. A Landmark Sustainability Program for the Empire State Building.

Retrieved fromhttp://www.esbnyc.com/documents/sustainability/ESB_White_Paper_061809.pdf

Florida, Richard. 2012. Canadian Creativity IndexRetrieved fromhttp://www.huffingtonpost.ca/richard-

florida/canadas-most-creative-cit_b_1608460.html

Gerding Edlen. 2012. Block 1: Whole Foods. Retrieved from

http://www.gerdingedlen.com/properties/single/c/p/name/block-1-whole-foods/


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Research Council Institute for Research in Construction Publication August 2012. Retrieved from

http://nparc.cisti-icist.nrc-cnrc.gc.ca/npsi/ctrl?action=shwart&index=an&req=20857897&lang=en

Partners in Project Green. 2010.Annual Report. Retrieved from

http://www.partnersinprojectgreen.com/files/PPG%20Annual%20Report%202010.pdf

Partners in Project Green. 2011.Annual Report. Retrieved from

http://ar2011.partnersinprojectgreen.com

Partners in Project Green. No Date. Program Guide. Retrieved from

http://www.partnersinprojectgreen.com

Portland Sustainability Institute. 2012. Eco-district Institute: The Building Blocks of Sustainable Cities.

Seattle 2030. 2012.About Seattle 2030 Districtretrieved from

http://www.2030district.org/seattle/about

Speck, Jeff. 2012. Walkable City. DM Publishers.

U.S. Department of Energy. 2003. The Business Case for Sustainable Design in Federal Facilities.

Retrieved fromhttp://www.eere.energy.gov/femp/pdfs/bcsddoc.pdf
http://www.partnersinprojectgreen.com/files/PPG%20Annual%20Report%202010.pdfhttp://www.partnersinprojectgreen.com/files/PPG%20Annual%20Report%202010.pdfhttp://ar2011.partnersinprojectgreen.com/http://ar2011.partnersinprojectgreen.com/http://www.partnersinprojectgreen.com/http://www.partnersinprojectgreen.com/http://www.2030district.org/seattle/abouthttp://www.2030district.org/seattle/abouthttp://www.eere.energy.gov/femp/pdfs/bcsddoc.pdfhttp://www.eere.energy.gov/femp/pdfs/bcsddoc.pdfhttp://www.eere.energy.gov/femp/pdfs/bcsddoc.pdfhttp://www.eere.energy.gov/femp/pdfs/bcsddoc.pdfhttp://www.2030district.org/seattle/abouthttp://www.partnersinprojectgreen.com/http://ar2011.partnersinprojectgreen.com/http://www.partnersinprojectgreen.com/files/PPG%20Annual%20Report%202010.pdf


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Notes

1Canadian District Energy Association, No date, p. 4.

2Empire State Building, p. 1.

3Empire State Building, p. 6.

4 Partners in Project Green, 2011.5

Eichholtz, P. et. al.6

McGraw-Hill, 2010a, p. 12.7

U.S. Department of Energy. 2003.8

McGraw-Hill, 2010a, p. 15.9

Partners in Project Green, 2010, p. 5.10


Carbon Disclosure Project, 2012, p. 6.12

Benfield, K., 2013.13

American Rivers, 2012.14

Newsham, G. et. al., 2012.15


Partners in Project Green, 2010, p. 11.17Speck, J., 2012.

18McGraw-Hill, 2010a, p. 6.

19McGraw-Hill, 2010b, p. 29.

20Kats, G., 2003.

21Kats, G., 2003.

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The Business Case for the Ottawa Centre EcoDistrict