HomeMy WebLinkAboutPartners in Project Green Steering Committee 2010GTAA
Partners in
Project Green
A PEARSON ECG} BUSINESS ZONE
MINUTES OF THE PARTNERS IN PROJECT GREEN
STEERING COMMITTEE #1/10
January 14, 2010
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The Partners in Project Green Steering Committee met at GTAA Head Office on January 14,
2010. Toby Lennox called the meeting to order at 2:07 pm.
PRESENT
Mike Brandt Member
John Coyne Vice -Chair
Brian Denney Member
Bob Griesbach Member
Andrew Gustyn Member
Suzan Hall Member
Jane Holmes Member
Walter Kraus Member
Neil Lacheur Member
Eric Lange Member
Toby Lennox Chair
Mark O'Connor Member
Dan Pastoric Member
Ernie Springolo Member
Renee Spurell Member
Anne Tennier Member
Blair Wolk Member
STAFF
Susan Amring City of Mississauga
Dennis Braun TRCA
Russ Cruickshank GTAA
Adele Freeman TRCA
Randy McGill GTAA
Bernie McIntyre TRCA
Alexandra Papaiconomou TRCA
Chris Rickett TRCA
Chandra Sharma TRCA
Jennifer Taves TRCA
GUESTS
Paul Callegari
Bryan Nichol
GWL Realty Advisors
Region of Peel
Bob Calvert
Anthony Santilli
Stephen Rach
Yield Energy
BullFrog Power
Canadian Manufacturers Exporters
REGRETS
Eve Adams
Brad Chittick Member
Bob Delaney Member
Ferg Devins Member
Randy Hansuld Member
Sandra Hames Member
Ian Howcroft Member
Carman McClelland Member
Darryl Neate Member
Maja Prentice Member
RES. #PPG01 /10- MINUTES
Moved by:
Seconded by:
Suzan Hall
Anne Tennier
THAT the Minutes of Meeting #03/09, held on October 15, 2009, be approved.
CARRIED
PRESENTATIONS
(a) Loyalty One
Debbie Baxter, Corporate Sustainability Officer, Loyalty One (operates Air Miles),
provided an overview of building a LEED Certified Building. A copy of the presentation
is available on the PPG Website at http:// www .partnersinprojectgreen.com /.
RES. #PPG02 /10- GREEN ENERGY MARKETING PARTNERSHIP
To approve Bullfrog Power as the vendor to work with Partners in
Project Green to develop a green energy marketing partnership to
promote renewable energy use in the Pearson Eco- Business Zone.
Moved by:
Seconded by:
Neil Lacheur
John Coyne
THAT Bullfrog Energy be selected as the vendor for the green energy marketing
partnership;
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THAT the terms of partnership be reviewed on an annual basis;
AND FURTHER THAT a copy of this report be forwarded to Toronto and Region
Conservation Authority (TRCA) to take necessary action to implement this
partnership including signing and execution of documents.
CARRIED
BACKGROUND
One of the goals of Partners in Project Green is to have 10 per cent of all energy
consumed in the Pearson Eco- Business Zone come from renewable energy sources by
2015. A partnership with a renewable energy re- seller will not only assist in helping
reach Partners in Project Green's renewable energy goals, but will also:
• Push the general market for green electricity;
• Provide a lower cost option for businesses looking to purchase renewable
energy; and,
• Develop a potential revenue source for Partners in Project Green.
To assist in reaching this target, TRCA developed an Expression of Interest (EOI) that
was sent out to licensed energy retailers that provided green energy options.
Invitations were sent to Bullfrog Power, Direct Energy, Ontario Power Generation, and
Just Energy. Proposals were received from Bullfrog Power and Direct Energy.
After reviewing both proposals, the Green Purchasing Team could not come to a
consensus on which vendor to select. The team sent the report forward to the Partners
in Project Green Steering Committee for a decision. At meeting #03/09, the Partners in
Project Green Steering Committee passed the following resolution #PPG25 /09 in part:
"THAT the item be referred back to the Green Purchasing Team to select a
vendor."
Following this resolution, the Green Purchasing Team had two-additional meetings on
the issue and forwarded additional questions to each of the respondents. ,
PARTNERSHIP DECISION
Through a series of discussions with the team and with the vendors, the Green
Purchasing Team selected Bullfrog Energy as the partner vendor. The rationale for
selection included:
1. Bullfrog provides Type III Eco -logo power, while Direct Energy provides Type I
and II;
2. Bullfrog Energy is best in class in the renewable energy market, and it is
essential the TRCA and Partners in Project Green is associated with best in class
environmental solutions;
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3. The marketing plan outlined by Bullfrog was determined to be more effective
than the plan provided by Direct Energy; and
4. It is understood that due to the price point offered by Bullfrog, Partners in Project
Green may not receive as large a profit share as is possible with Direct Energy.
However, due to the broad client base that Bullfrog has already established in
the Pearson Eco- Business Zone, it is believed that many partner companies will
elect to pay the premium for the higher quality product.
CONCLUSION
Upon review of the information contained in this report, the Steering Committee is
requested to endorse the selection of Bullfrog Energy for the green energy marketing
partnership.
RES. #PPG03 /10- BIO -GAS PLANT FEASIBILITY STUDY
Update on the status of the Biogas Plant Feasibility Study for the Pearson
Eco- Business Zone; Results of the peer review by the Clinton Climate
Initiative; and discussion on next steps.
Moved by:
Seconded by:
Ernie Springolo
Anne Tennier
THAT the findings of the Bio -Gas Plant Feasibility Study be received;
THAT the Resource Reutilization Team and TRCA continue to work to address the
barriers to bio -gas facilities in the Pearson Eco- Business Zone;
THAT a copy of the study findings be presented to the Ontario Government for their
information and future opportunities;
AND FURTHER THAT TRCA work with their municipal partners to identify opportunities to
utilize residential organics to anchor a bio -gas plant serving the Pearson Eco- Business
Zone.
AMENDMENT #1
RES. #PPG04/10
Moved by:
Seconded by:
Ernie Springolo
Anne Tennier
THAT the recommendations to the Ministry of the Environment presented within the
report be re- phrased to reflect all opportunities, not just a ban on organics.
THE AMENDMENT WAS 0 CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
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THE RESULTANT MOTION READS AS FOLLOWS:
THAT the findings of the Bio -Gas Plant Feasibility Study be received;
THAT the Resource Reutilization Team and TRCA continue to work to address the
barriers to bio -gas facilities in the Pearson Eco- Business Zone;
THAT the recommendations to the Ministry of the Environment presented within the
report be re- phrased to reflect all opportunities, not just a ban on organics;
THAT a copy of the study findings be presented to the Ontario Government for their
information and future opportunities;
AND FURTHER THAT TRCA work with their municipal partners to identify opportunities to
utilize residential organics to anchor a bio -gas plant serving the Pearson Eco- Business
Zone.
BACKGROUND
The Biogas Plant Feasibility Study was initiated in January of 2009 to address three objectives:
1) Identify suitable sites for the plant within the PEBZ and surrounding area;
2) Identification and characterization of the organic wastes being generated within the
PEBZ and surrounding area to determine the availability of sustainable feed stocks for a
biogas plant (s);
3) Preparation of a pro -forma to determine the financial feasibility of a biogas plant.
A draft of the study was completed and presented to the Resource Reutilization Subcommittee
in August 2009. At that meeting it was identified that one of the key financial drivers was
access to reasonable rates of financing for the plant. The Clinton Climate Initiative (CCI)
agreed to undertake a peer review of the draft report in order to determine if the business case
was sufficient to warrant CCI helping to identify less expensive investment funds.
BIOGAS PLANT FEASIBILITY STUDY FINDINGS
1. Suitable Site Conclusions
We identified several suitable sites within the PEBZ but supply is limited and costs are very high
(average of $695,000 per acre) for locating either integrated or stand alone pre - processing and
anaerobic digestion facilities. There are, however, a few sites in the PEBZ that might consider
Tong -term leases (20 years) which would meet our criteria.
Several suitable locations for an integrated pre - processing and anaerobic digestion plant exist
within a' /2 hour drive of the PEBZ. We narrowed our investigations down to the City of Bolton
which met the price (average of $400,000 per acre) and proximity criteria.
In addition to location and financial criteria, zoning, permitting and Ministry of Environment
(MOE) approvals will represent significant hurdles in most urban sites.
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We expect, that given the current economic down turn, more properties will become available
at more attractive pricing and leasing levels. As part of our on -going investigations we will
continue to monitor the market for better site options.
2. Waste Characterization and Availability Conclusions
Based on our waste survey, we are confident that a facility could secure a reliable supply of the
necessary organic waste to ensure consistent biogas generation from a 50,000 tonne pre-
processing and anaerobic digester located in the PEBZ. This would be accomplished through
a couple of actions:
a) Offer competitive tipping fees to large organic waste generators in the PEBZ;
b) Partner with a local /regional organics waste hauler.
We are also confident that there is sufficient supply of institutional /commercial/ industrial
organics waste streams with 15% or less contaminants in the PEBZ. The proposed system can
also be optimized to accept residential SSO material which typically can have from 20 to 30%
contaminant levels depending on the municipalities' program inclusions. Generally, this would
require increasing the cost and capacity of the pre - processing and separation system or
increasing operating costs by running two shifts versus one.
Monitoring /supplementing the biochemical processes in the digester tanks as well as, on -going
waste composition analysis will ensure that biogas production is maximized.
3. Financial Feasibility Conclusions
Given the current industry conditions and uncertainties (e.g. FIT energy pricing, carbon credit
ownership, and waste disposal regulations) and prices (e.g. tipping fees), none of the
scenarios we analyzed generated the necessary returns (20% IRR over 10 years). In many
respects the uncertainties facing anyone considering developing an anaerobic digester in the
PEBZ are similar to those facing any biogas plant development, in any urban /suburban location
across the province and across the country. Uncertainty equals risk and risk requires that a
project have higher returns in order to attract investment.
4. Recommendations:
We feel that there are several actions that combined levels of government can take in order to
reduce uncertainty /risk and create the right investment environment for the private sector to
begin investing in urban /suburban biogas generation facilities.
a) MOE should consider implementing a ban or tax on the disposal of all organics both
clean and co- mingled into landfills. This would have the combined effect of effectively
raising the tipping fees on all organics and offering local governments and private
owners increased landfill revenues.
b) The City of Toronto and the Region of Peel should enter into private public partnerships
whose goal is the development of local organic waste processing facilities using the
latest and most energy efficient pre - processing and AD technology. This would save
the Regional governments significant money and would create a competitive market for
the disposal of these waste streams. Recent issues identified with Toronto's Green Bin
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program have underlined the necessity for more local capacity to process the
residential and commercial organics.
c) Ministry of Energy and the Ontario Power Authority (OPA) should increase the existing
FIT (Feed in Tariff) for biogas generated electricity to $.25 / kWh or allow biogas plants
to retain ownership of the methane destruction carbon credits. Alternatively, some
compromise combination (e.g. $.20 /kWh + 50% of the methane destruction credits)
would provide the necessary financial returns to stimulate private sector investment.
d) In the absence of substantial movement on any of the above recommendations, the
Provincial and /or Federal governments will need to provide grants and funding to
overcome the financial hurdles for the development of urban /suburban biogas facilities.
RESULTS OF CCI PEER REVIEW
OVERVIEW
The Clinton Climate Initiative (CCI) Solid Waste and Water Management Program support
practical action to reduce and prevent greenhouse gas emissions from the management of
municipal solid waste and treatment of wastewater. Our approach involves working with cities
within the C40 Large Cities Climate Leadership Group to develop integrated and advanced
solid waste and wastewater management solutions, providing assistance from strategy to
implementation of the project. CCI understands that Partners in Project Green (PPG), an
initiative of the Toronto and Region Conservation Authority (TRCA) and the Greater Toronto
Airports Authority (GTAA), is working to evaluate the environmental and economic viability of
developing an anaerobic digestion facility for the treatment of organic food waste. The
following comments and questions are intended to broaden the discussion and lend additional
perspective to the issues at hand.
1. Feedstock
A. Available Organics vs. Accessible Organics - It is important to differentiate between
available organics and accessible organics. The existing analysis identifies waste
generators, waste characteristics and potential volumes available but does not explore
the detailed economics of waste hauling, which may significantly impact the quantity of
waste available for digestion. By conducting a detailed analysis of the economics of
collection and transportation in cooperation with interested waste haulers, accessible
waste volumes can be further refined. Obtaining guarantees for waste receipts will also
increase the projects ability to receive financing from lending institutions.
B. Residential Organics - Securing contracts from municipalities for the processing of
residential organics may be challenging, but should be explored given that tipping fees
for disposal are much higher than for commercial, source - segregated organics, and are
already in place in many Greater Toronto Area municipalities. There is currently no
municipal mandate to collect and process organics from large commercial operations.
2. Costs
A. Capital Costs - Two cost components are currently included in the total capital
expenditure: pre - processing and anaerobic digestion. As contamination with non -
organics in the waste stream increases, more expensive and sophisticated preprocessing
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equipment must be employed. The current analysis does not consider alternative pre -
preprocessing solutions but could benefit from evaluating the economic viability of a less
sophisticated pre - processing unit assuming a cleaner feedstock is obtained. With the
introduction of source - segregation campaigns, larger volumes of clean waste could be
sourced for the facility. It is suggested that PPG evaluate the economics of each
component independently along with potential impacts that different technologies may
have on feedstock required. For reference, the City of Los Angeles is evaluating the
economic viability of installing AD as well. Preliminary estimates show that it will cost
between USD 50 -80 /ton for pre - processing and USD 100 - 130 /ton for AD.'
B. Land - Only private land is currently being evaluated. Although land costs are
conservative, they are very high, significantly impacting the economics of this project.
Despite restrictions, properties owned by Region of Peel, City of Toronto, GTAA, TRCA
and all nearby waste processing facilities should be considered. Additionally, while the
analysis assumes high -end land costs, it does not quantify the benefits of reduced
transportation costs (which could potentially translate into higher tipping fees paid) or
opportunities for additional revenue streams, e.g. selling heat. The sale of heat is more
viable in urban areas, which should weigh in the choice of location and be reflected in the
economics evaluation. Also, future potential for sourcing additional organic wastes is
higher in urban areas.
C. Transportation - $20 /ton is estimated to be the cost for transporting dewatered
biosolids to the end user and residual solids to landfill. This is a key economic driver and
could be further refined to reflect actual transportation costs.
D. Compost /Biosolids - Alternatives for selling or processing biosolids on -site could
introduce supplemental sources of revenue. Although on -site processing would require
additional land, capital, and a greater distance from residential development, it would
eliminate costs associated with biosolids transportation, and generate revenues for the
facility. A composting analysis would need to be conducted in order to determine the
viability of this option. As an alternative, composters within the PEBZ could be surveyed
to determine their interest in purchasing feedstock from the AD facility. It is currently
assumed that all biosolids are transported 30 km to an end user where they are sold for
an equivalent $ /ton as the costs of transportation. The closer the end user is to the AD
facility, the greater revenues generated from the sale of biosolids. Also, potential exists
for use of the processed compost as biomass in an appropriate energy generation
system (e.g. gasifier); under the current Ontario FIT regime, it is useful to assess the
viability of such end use.
E. Opportunities for Co- digestion - The co- digestion of sewage sludge and food waste is
being done successfully in cities around the world. In Oakland CA, the East Bay
Municipal District is engaged in co- digestion. The incorporation of food waste has
resulted in an increase in biogas production while biosolids are composted and marketed
as a high -end soil amendment for non -food based agricultural purposes. Wastewater
treatment facilities should not be excluded as potential sites as there may be respondents
to the RFP who have experience with AD and wastewater and may be interested in co-
Zero Waste LA- Policy, Program and Facility Plan. May 30, 2009
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digestion. Similarly, existing wastewater digesters can be retrofitted to incorporate food
waste at a minimal cost.
F. Greenhouse gas (GHG) Emission Reduction - The AD system under consideration
would generate GHG emission reduction (`Offset') credits, particularly as a result of
methane capture. It is understood that these credits would belong to the Ontario Power
Authority (OPA) if the project taps into the current FIT regime. As the above credits have
the potential to generate higher revenues in the future, it is useful to consider alternatives
to the FIT -based business model.
3. General
A. Collaboration - Have alternatives to developing an independent AD facility been
considered (e.g. diverting waste to existing facilities, collaborating with waste
companies /hauler or municipalities that are considering implementing AD facilities)?
B. Operation - Who would own, build, and run the facility?
C. Supplemental Studies - A feasibility study titled the "Feasibility of Generating Green
Power through Anaerobic Digestion of Garden Refuse from the Sacramento Area" has
been attached for reference. Although the focus of this analysis is green waste, it
provides a useful comparison of digestion technologies, costs and performance. It is
useful to note, that organic food waste could be combined with green waste available in
the area to enhance the economic viability of an AD facility (i.e. increased economies of
scale).
D. Policy - It is important that PPG remain informed about policy changes that may affect
the landfill disposal of organics and application of co- digested biosolids, as these may
increase the revenue potential of developing a new AD project and /or broaden the scope
of available solutions for organics treatment and use.
E. Financing - Two types of loans are currently available for developers of AD facilities -
corporate loans and project finance loans. For a project financing loan, lenders are
interested in AD, but place more stringent requirements on project developers. The
project will require long -term off -take contracts with guarantees in place for waste receipts
as well-as for the sale of end products (including electricity off -take contracts and
compost /digestate long -term sale contract). If these are in place, and the project can be
ring- fenced in a special purpose vehicle, the project would be considered for a project
finance loan. If no long -term contracts are in place, or if the contracts are limited in
duration, developers will need to look at more expensive and shorter term financing
options such as pure corporate loans. These loans tend to be more expensive, require a
greater amount of up -front equity, are shorter in length (around 6yrs) and are wholly
dependent on the developers existing relationships with banks. Current financing
conditions will also impact loan financing availability.
Equity investors will be interested in evaluating both the unlevered IRR (100% equity) and the
levered IRR. Without strong contracts in place, the levered IRR should be set at a financing mix
of a minimum of 50% equity to 50% debt. In the event that contracts are in place, a 70 %/30%
scenario may be a more reasonable finance mix. It is recommended that PPG emphasize the
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importance of long -term contracts with price guarantees throughout the RFP and contract
negotiation process in order to ensure the best possible chance of obtaining financing. It is
also recommended that PPG solicit established companies that are willing to take an equity
stake in the project and /or explore whether members of the TRCA or GTAA are willing to do the
same.
CONCLUSIONS AND NEXT STEPS
Based on the results of the Biogas Plant Feasibility Study and the peer review by the CCI, there
appear to be 5 key interrelated factors driving the feasibility of a Biogas plant in the PEBZ that
could be influenced in the short term:
• The cost of debt financing (20% IRR over 10 years)
• Long term supply of organics (10 to 20 years)
• Long term land lease (20 years)
• Processing and tipping fee rates (comingled ICI and residential SSO)
• Site zoning and permitting
The subcommittee discussed the factors and concluded that financing was dependant on
securing long term contracts for the supply of organics and that sufficiently long term contracts
for waste (10 or more years) were only available through the municipal residential source
separated organics programs. The thought was that the residential SSO could act as an
anchor for the development of a biogas plant that would have additional capacity to also
accept ICI organics. Thus, the key next step was to engage with the Region of Peel's and
Toronto's waste management groups to determine how their SSO programs could best help to
develop a biogas plant that would serve the Partners in Project Green catchment and beyond.
PRESENTATION
Bob Calvert, Senior Vice - President of Engineering, Yield Energy, provided an overview
of the results of the bio -gas feasibility study.
RES. #PPG05 /10
Moved by:
Seconded by:
PARTNERS IN PROJECT GREEN VALUE PROPOSITION
To review the Partners in Project Green Value Proposition and
discuss its refinement in relation to the potential development of a
subscription model for the Pearson Eco- Business Zone.
Jane Holmes
Ernie Springolo
THAT the Partners in Project Green Value Proposition be received for information;
AND FURTHER THAT staff develop a reference document on the value proposition to be
integrated into the business plan.
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AMENDMENT #2
RES. #PPG06 /10
Moved by:
Seconded by:
Jane Holmes
Ernie Springolo
THAT the value proposition be reviewed on an annual basis.
THE AMENDMENT WAS CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
THE RESULTANT MOTION READS AS FOLLOWS:
THAT the Partners in Project Green Value Proposition be received for information;
THAT staff develop a reference document on the value proposition to be integrated into
the business plan;
AND FURTHER THAT the value proposition be reviewed on an annual. basis.
BACKGROUND
At the Partners in Project Green Steering Committee meeting #03/09 resolution #PPG19 /09
was approved in part:
"THAT staff develop a sponsorship and sponsorship criteria and value proposition
document so that the Steering Committee can look to develop a tiered subscription fee
not to exceed $2000."
During the development of the Partners in Project Green Strategy in 2008, the following value
proposition was formed through consultation with the business community:
"Partners in Project Green designs and delivers eco- business programs, services and
projects through its industry and other partners, with the goal of creating a competitive,
high performance and eco- friendly business zone.
Partners in Project Green offers a unique partnership building approach to delivering
programs, services and projects in a way that does not create competition for the private
sector. Partners in Project Green will compile and enhance existing resources and
programs for greening business, and make them easily accessible for businesses and
partner municipalities, helping all of its partners to better serve the business community."
This value proposition was further refined in consultation with a focus group of businesses and
economic development staff in the fall of 2008. The session was facilitated by the Innovolve
Group and the following was the resulting value proposition that evolved to be utilized for
Partners in Project Green messaging:
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Partners in Project Green is a growing community of businesses working
together to green their bottom line by creating an internationally - recognized
Eco- Business Zone around Toronto Pearson.
Through new forms of business -to- business collaboration, Partners in Project Green
delivers programming that helps businesses reduce energy and resource costs, uncover
new business opportunities, and address everyday operational challenges in a green
and cost - effective manner.
Why Should Businesses Care about Partners in Project Green?
• Sustainable business practices are becoming a competitive necessity. The eco -
business approach offers organizations diverse opportunities to streamline business
operations through resource and knowledge sharing, and proven eco- efficiency
approaches.
• The business community can do more for the environment working together than
apart. By facilitating innovative collaborative partnerships, Partners in Project Green
will help companies achieve results faster, cheaper and with less individual risk.
• The Pearson Eco - Business Zone has the potential to become a world -class region
for eco- innovation. Turning this vision into a reality and true competitive advantage
demands collaboration between local businesses, governments, and communities.
Building on this messaging, at the #02/09 Partners in Project Green Steering Committee
meeting, the Marketing and Networking Team were given the direction to develop a sector -
based marketing strategy and Business Ambassador Program. The sector -based marketing
strategies were to be developed to target messaging for specific sectors to gain their
involvement in Partners in Project Green, while the Business Ambassador Program was to be
developed to leverage the involvement of businesses in the marketing Partners in Project
Green.
To develop this sector -based marketing and identify the value proposition to support a
businesses involvement in the Ambassador Program, a consultation session took place with
businesses and sector associations in April of 2009. The types of issues and questions from
the business community that emerged from that consultation process were:
• How do I sell my green product or service locally?
• How do I reduce my costs through sustainability?
• How do avoid making mistakes?
• How can I learn about and utilize latest green technologies?
Based on these questions, the following were the value propositions and messaging that
emerged from that consultation:
xter l Messac
yld general awareness a d What is an Eco- Business Zone?
capacity "foes - business and "An eco- business zone is simply an area of -
eco =development arnorig, partners "
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and throughout the business
community, demonstrating that
the simultaneous pursuit of
economic and ecological goals
results in greater benefits for
business.
2. Implement collaborative green
business projects and programs
that create triple bottom line
benefits for all involved, assisting
businesses in improving their
financial and environmental
performance.
3. Build municipal capacity and
support for eco- economic
development on the regions
employment lands, and attract
and retain investments in the
region.
coordinated business activity aimed at producing
positive environmental outcomes and process
efficiencies across multiple business sites. Partners in
Project Green plays an active role in facilitating
collaborative partnerships that can help companies
achieve results faster, cheaper and with less individual
risk."
"Through new forms of business -to- business
collaboration, Partners in Project Green delivers
programming that helps businesses reduce energy and
resource costs, uncover new business opportunities,
and address everyday operational challenges in green
and cost - effective ways."
"Opportunities to gain competitive advantage through
sustainable business practices are more within reach
than you might think. Partners in Project Green is a
growing community of businesses working together to
green their bottom line by creating an internationally -
recognized Eco- Business Zone around Toronto
Pearson."
Partners in Project Green Roadmap & Value Propositions
Value Propositions
External Messaging
1. Drive Procurement Decisions:
Partners in Project Green works to
reduce the cost of green products
and services in order to stimulate
market uptake while reducing the
return -on- investment for businesses.
Create and Foster Partnerships:
Bringing people together through
networking sessions, consortiums,
and knowledge sharing workshops
encourages business to business
collaboration — allowing on the
ground development of solutions to
environmental issues.
"By leveraging the size of the Pearson Eco - Business Zone,
Partners in Project Green can negotiate cost reductions for
green technologies by leveraging the incremental sales
opportunity the area represents. By working with Partners in
Project Green, companies can reduce the cost of greening
their operations, while accessing the latest technologies."
"The business community can do more for the environment
working together than apart. By facilitating innovative
collaborative partnerships, Partners in Project Green helps
companies achieve results faster, cheaper and with less
individual risk."
3. Partners in Project Green
Programs: Providing programming
and project development that allows
companies to improve financial and
environmental performance by
providing knowledge, tools and
experience in green business
practices.
Partners in Project Green Approach to Eco- Business
Innovation
"With energy costs and public demand for environmental
stewardship on the rise, sustainable business practices are
becoming a competitive necessity. Forward- thinking
organizations are embracing the eco- business approach to
get and stay ahead. Here's how:
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4. Innovative Projects with Area
Businesses: Partners in Project
Green collaborates with business
leaders to test innovative cutting
edge technologies. These projects
stimulate innovation and market
adoption of new environmentally
responsible practices by making the
business case for advanced
environmental technologies.
- High Performance Business: Cutting costs and
minimizing waste by more efficiently and effectively
utilizing resources, energy, land, infrastructure, and
people.
- Collaborative Synergies: Generating shared savings
through pooled materials and energy purchasing, or by-
product exchanges that can turn waste into assets and
new revenue streams.
- Proven Practices: Driving results faster— and with less
individual risk — by forging collaborative relationships
between businesses, governments, and communities
with a track record of success.
— Maximizing ROI: Building sustainable infrastructure
rooted in modern technologies and processes that
generate returns year after year.
- Leadership in Building a Sustainable Economy:
Enhancing public profile by creating social, ecological,
and economic value for employee and community
stakeholders — building the backbone for a cleaner,
healthier and more sustainable economy."
[Proposed Benefit of Business Ambassadorship]
— "Dedicated Business Advisory Services:
Personalized support to identify service providers,
coordinate regulatory /stakeholder meetings, advance
company- specific eco- business opportunities, and draft
proposals /RFP's /EOI's and sustainability award
applications."
NEXT STEPS
At the #03/09 Partners in Project Green Steering Committee meeting there was a further
discussion on the value proposition of the project and whether or not further refinement was
required. It was proposed at that meeting that the January 2010 Partners in Project Green
Steering Committee meeting be used to workshop the development of the value proposition.
However, TRCA staff believe that the above material covers the value proposition, but that it
requires some further refinement into a concise document that is easily referenced for
members making decisions regarding the project and is clearly presented in all marketing
materials.
In addition, the value proposition may need some further modification in Tight of the
discussions around the development of a subscription fee for Partners in Project Green. TRCA
staff suggest that any refinement of the current value proposition be undertaken in concert with
the discussion around a subscription fee.
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RES. #07/10 EXECUTIVE TEAM COMMITTEE ESTABLISHMENT
To establish a Partners in Project Green Executive Team to assist TRCA
staff and the Steering Committee in the implementation of Partners in
Project Green.
Moved By:
Seconded By:
Dan Pastoric
Walter Kraus
THAT an Executive Team of the Partners in Project Green Steering Committee be
established;
AND THAT Mike Brandt, John Coyne, Brian Denney, Toby Lennox, Ernie Springolo, David
Szwarc, and Anne Tennier be appointed to s erve on the Partners in Project Green
Steering Committee;
AND FURTHER THAT the Terms of Reference of the Partners in Project Green Steering
Committee be updated to include the establishment of the Executive Team.
CARRIED
DISCUSSION
That the Executive Team be reviewed in six months to determine its effectiveness.
BACKGROUND
The first year of the implementation of the Partners in Project Green Strategy has seen a
number of successes, including the development of new programs and projects, an increasing
number of new business partnerships, and greater profile for the project locally and beyond.
With the speed at which the project has been developing and the need to move quickly on
opportunities that arise, TRCA staff are recommending the development of a Partners in Project
Green Executive Team.
The Executive Team will advise staff and monitor priorities to ensure Partners in Project Green
goals are being achieved. They will also, provide leadership and communication among
Partners in Project Green members and supporters.
The responsibilities of the Executive Team will include:
• Act as a spokesperson for Partners in Project Green;
• Advise staff in setting priorities for Partners in Project Green Steering Committee meetings;
• Provide recommendations on programs and projects that have been approved as
objectives by the Partners in Project Green Steering Committee; and,
• Act as a sounding board for staff to advance activities between Partners in Project Green
Steering Committee meetings.
PPG15
The purpose of the Partners in Project Green Executive Team will be to provide TRCA staff an
approval process for new projects and programs that in principle have been accepted by the
Steering Committee, but need to have their details approved.
MEETINGS
The Partners in Project Green Executive Team would meet on a monthly basis either in- person
or by conference call to receive project updates, approve required deliverables, and set the
agenda for future Steering Committee meetings.
MEMBERS
The Executive Team will be comprised of seven members including the Chair and Vice Chair,
representatives of founding agencies (TRCA and Region of Peel), and three members
nominated by the Steering Committee.
RES. #PPG09 /10
Moved By:
Seconded By:
SUBSCRIPTION MODEL REVIEW
To review potential subscription models and develop a strategy for
implementation.
Stephen Rach
Walter Kraus
THAT the Partners in Project Green Membership Subscription Criteria be received;
THAT a subscription model based on the Hybrid and Channel Partner Subscription
Models be implemented for Partners in Project Green;
THAT a tiered - subscription fee based on level of service established for businesses who
utilize Partners in Project Green programming at the following employee levels 0 to 10
($50), 11 to 50 ($100), 51 to 100 ($150), 101 to 500 ($300) and 500 plus ($400).
AND FURTHER THAT the subscription model be launched in April of 2010.
CARRIED
BACKGROUND
At the Partners in Project Green Steering Committee meeting #03/09, Resolution #PPG19 /09
was approved in part:
"THAT staff develop a subscription and sponsorship criteria and value proposition
document so that the Steering Committee can look to develop a tiered subscription fee
not to exceed $2000."
The intent of this motion was that staff would develop the value proposition in relation to a
subscription fee model for businesses that could be considered at the Partners in Project
Green Steering Committee meeting in January of 2010.
PPG16
CURRENT STATUS
TRCA staff have taken the input from the Steering Committee and Business Development Team
and further refined the Partners in Project value proposition and provided a number
subscription models that could be utilized. Those models are presented in this report for
review by the Business Development Team.
VALUE PROPOSITION
Overall, the purpose of the Partners in Project Green subscription fee is as follows:
• Provide access to Partners in Project Green programming;
• Highlight the buy -in of local businesses into Partners in Project Green; and
• Provide a source of revenue (10 to 15 per cent) to fund Partners in Project Green.
The value proposition for a business to be involved with Partners in Project Green and pay a
subscription fee is based on the benefits that the project provides local companies. The
following two tables highlight the goals identified through the Partners in Project Green
Strategy as well as the value proposition that was developed in consultation with the business
community in the fall of 2008 and spring of 2009. Each table identifies the various projects and
programs that satisfy these objectives and value propositions.
Table 1- Key Partners in Project Green Goals
Key Goals
Pearson Eco- Business Zone Projects
4. Build general awareness and capacity for eco-
business and eco- development among partners
and throughout the business community,
demonstrating that the simultaneous pursuit of
economic and ecological goals results in greater
benefits for business.
. Implement collaborative green business projects
and programs that create triple bottom line
benefits for all involved, assisting businesses in
improving their financial and environmental
performance.
• Project Website
o News Stories
o Best Practices Database
o Green Product and Services Database
• Sector Marketing Plan
o Channel Partner Program
o Sector Engagement Strategy
• Resource Reutilization Feasibility Study
• Biogas Feasibility Study
• ' District Energy Feasibility Study
• Rooftop Solar Project
6. Build municipal capacity and support for eco-
economic development on the regions
employment lands, and attract and retain
investments in the region.
• Policy Harmonization Study and Tools
Table 2 - Business Community Value Proposition
Value Proposition
• Drive Procurement Decisions: Partners in
Project Green works to reduce the cost of green
products and services in order to stimulate
market uptake while reducing the return -on-
investment for businesses.
2. Create and Foster Partnerships: Bringing
people together through networking sessions,
Pearson Eco- Business Zone Programming
• Purchasing Programs
o Green Purchasing Alliance
o Green Cleaning Program
o Green Energy Program
• Product Information
o Green Product and Services Database
• Networking Sessions
o Sustainable Business Tour
PPG17
consortiums, and knowledge sharing workshops
encourages business to business collaboration
— allowing on the ground development of
solutions to environmental issues.
o Great Exchange
o Speaker Events
• Education Programming
o Training Workshops
• Case Studies
o Business Profiles on Green Projects
• Business Consortiums
o Green Hospitality
o Green Logistics
o Green Office
o Green Manufacturing
• Project Website
o Best Practices Database
o Business Database
• Business Ambassador Program
o Promoting Business Leaders
3. Partners in Project Green Programs: Providing
programming and project development that
allows companies to improve financial and
environmental performance by providing
knowledge, tools and experience in green
business practices.
• Building Performance
o Eco- Efficiency Program
o Sustainable Energy Plan Program
• Green Site Programming
o Green Parking Lot Program
o Employee Engagement Planting
• Transportation Solutions
o Smart Commute Program
• Green Jobs Programming
o Energy Co -Op Program
o Sustainable Business Plan Program
o ChemTRAC Student Placement Program
o Cool Rexdale Program
4. Innovative Projects with Area Businesses:
Partners in Project Green collaborates with
business leaders to test innovative cutting edge
technologies. These projects stimulate
innovation and market adoption of new
environmentally responsible practices by
making the business case for advanced
environmental technologies.
• Business Ambassador Program
o Dedicated Business Services
The following table provides an overview of the various programs available to the business
community and their current cost structure and revenue opportunities.
Table3 - Programming and Cost /Revenues
Value
Proposition
Pearson Eco-
Business Zone
Programming
Cost
Drive
Procurement
Decisions
Businesses access at no cost and receive a discount, but
Green Purchasing purchase the product.
Alliance
Green Cleaning
Program
No revenue for TRCA — strictly a referral program.
access at no cost and receive a discount, but
purchase the product.
Licensing fee generated for TRCA.
PPG18
Green Energy
Program
Businesses access at no cost and receive a discount, but
purchase the product.
Licensing fee generated for TRCA.
Green Product and
Services Database
Businesses can register their product /service and view at no
cost.
Create and
Foster
Partnerships
Networking
Sessions
Pending on the session businesses can access at no cost or
a fee.
Education '
Programming
Business Profile
Case Studies
Business
Consortiums
Pending on the session businesses can access at no cost or
a fee.
Businesses within the area can have a case study and profile
of their company completed at no cost if they are
implementing green projects_
Businesses pay to belong.
Revenues used to cover TRCA costs.
_ Project Website _
Business
Ambassador
Program -
Promoting Business
Leaders
Varying levels of access -all provided at no cost.
Businesses can access at no cost by developing a
sustainability statement.
Partners in
Project Green
Programs
Eco- Efficiency
Program
Sustainable Energy
Plan Program
Businesses can access first step at no cost, but second and
third steps require cost sharing.
Program costs $5,000 (minus a $2,500 incentive from
Enbridge).
Licensing fee generated for TRCA.
Green Parking Lot
Program
Program costs $1,000.
Employee
Engagement
Planting Program
Smart Commute
Program
Energy Co -Op
Program
Sustainable
Business Plan
Program
ChemTRAC Student
Placement Program
Cool Rexdale
Program
Program requires businesses cover 50% of event costs.
Businesses are required to pay based on number of
employees to utilize program.
No revenue for TRCA - strictly a referral program.
Businesses are required to pay the cost of the co -op student.
Businesses receive an intern at no cost.
Businesses receive a co -op student at no cost.
Innovative
Projects with
Area
Businesses
Business
Ambassador
Program -
Dedicated Business
Services
Businesses receive incentive for roofing project from City of
Toronto and receive an apprentice employed by Semple
Gooder.
Businesses can access at no cost by developing a
sustainability statement.
SUBSCRIPTION MODELS REVIEW
PPG19
There are a number of potential subscription models that could be utilized to engage
businesses, while realizing some additional revenue for the value that Partners in Project Green
offers local companies. The following are a number of models that could be utilized or
combined to realize a subscription fee.
1. Full Subscription
The Full Subscription Model would require the majority of businesses wanting to access
Partners in Project Green programming to pay a subscription fee. The table below highlights
the various program elements and how a subscription fee would apply.
Table 4 - Full Subscription Model
RationaleNalue
Project Website
No cost to access news stories, best practices
database, monthly newsletter and general content.
Networking
Networking Sessions
Increased cost - reduced cost if subscriber.
Education Programming
Increased cost - reduced cost if subscriber.
Subscription
. -Marketing
Project Website - Partner
Subscription fee to develop a business profile, publish
stories about the company, and enter a business in the
green products and services database.
Project Website - Business Ambassador
Subscription fee would include all of the above, but
also provide access to marketing materials, employee
education templates and Partners in Project Green
logo.
Business Profile Case Studies
Subscription fee would include the development of
case studies on the company's green projects.
Media Profile - Business Ambassador
Subscription fee would be required to become an
Ambassador and have the business profiled in media i
outlets.
.
Networking . I
Networking Sessions
Subscription fee would result in lower cost to attend
networking sessions.
Education Programming
Subscription fee would result in lower cost to attend
networking sessions.
Subscription fee would be required to utilize the
program.
Business Consortiums
Green Purchasing Alliance
Green Cleaning Program
Programming
Subscription fee would be required to access reduced
costs.
Subscription fee would be required to access reduced
costs.
PPG20
Green Energy Program
Subscription fee would be required to access reduced
costs.
Eco-Efficiency Program
Subscription fee would be required to utilize the
program.
Subscription fee would be required to utilize the
program.
Subscription fee would be required to utilize the
program.
Sustainable Energy Plan Program
Green Parking Lot Program
Employee Engagement Planting Program
Subscription fee would be required to utilize the
program.
Energy Co Op Program
Subscription fee would be required to utilize the
program.
Sustainable Business Plan Program
Subscription fee would be required to utilize the
program.
Business Ambassador Program - Dedicated
Business Services
In addition to meeting the requirements of an
Ambassador, a subscription fee would be required to
utilize this service.
_w . . � .... �; Pr ogramming. U nable to Charge Subscri tion.,Fee_.... ; ,
Smart Commute Program
Cannot charge subscription fee - referral process.
Cannot charge subscription fee - referral process.
Program trains young people to do roofing - charging
clients would result in less interest in the program.
ChemTRAC Student Placement Program
Cool Rexdale Program
This model provides the greatest opportunity for revenue generation, but also limits the
potential audience that would get involved with Partners in Project Green. The pros and cons
• of this model include:
Pros:
• Greater revenue potential
• Business see greater value in
programs
Cons:
• Less revenue from commissions
• Less involvement of business
community
• Too restrictive for small businesses
• Administratively burdensome
2. Hybrid Subscription
The Hybrid Subscription Model is based on the idea that some programs can be utilized to
attract and show the value of subscribing to Partners in Project Green, while other programs
require companies to pay a fee that would exceed a subscription cost. In the former case, this
approach allows companies to get comfortable with Partners in Project Green before
committing, while the latter provides the subscription fee to be covered as the cost of the
program. The table below highlights the various program elements and how a subscription fee
would apply.
Table 5 - Hybrid Subscription Model
•
Pearson Eco - Business Zone Programmin
No Subscription Fee
Rationale /Value
Marketing
PPG21
Project Website
No cost to access news stories, best practices
database, monthly newsletter and general content.
In addition, companies can create a business profile,
search the business directory, enter their
products /services in the green business database, and
share their green business initiatives.
Business Profile Case Studies
Subscription fee would include the development of
case studies on the company's green projects.
Networking
Networkin• Sessions
Increased cost - reduced cost if subscriber.
Education Programming
Increased cost - reduced cost if subscriber.
Business Consortiums
Subscription fee would be covered in the cost of
joining the consortium (all consortiums will have a cost
to join).
Programming
Eco- Efficiency Program
First step - a cost -free assessment - would be
provided at no cost to try to entice companies to get
involved.
Sustainable Energy Plan Program
Subscription fee would be covered in the cost of utilize
the •rogram (the program costs $5,000).
Green Parking Lot Program
Subscription fee would be covered in the cost of utilize
the program (the program costs $1,000).
Employee Engagement Planting Program
Subscription fee would be covered in the cost of utilize
the program (program costs can range from $1,000 to
$10,000 .
Subscription Fee
Marketing
Project Website - Business Ambassador
Subscription fee would achieve all of the above, but
also provide access to marketing materials, employee
education templates and Partners in Project Green
logo.
rSubscription
Media Profile - Business Ambassador
fee would be required to become an
Ambassador and have the business profiled in media
outlets.
Networking
Subscription fee would result in lower cost to attend
networking sessions.
Subscription fee would result in lower cost to attend
networking sessions.
Networking Sessions
Education Programming
Programming
•
Green Purchasing Alliance
Subscription fee would be required to access reduced
costs.
Green Cleaning Program
Subscription fee would be required to access reduced
costs. .
Green Energy Program
Subscription fee would be required to access reduced
costs.
Eco-Efficiency Program
Subscription fee would be required to utilize Step 2 and
3 of this program.
Energy Co Op Program
Subscription fee would be required to utilize the
program.
PPG22
Sustainable Business Plan Program
Subscription fee would be required to utilize the
program.
Business Ambassador Program - Dedicated
Business Services
In addition to meeting the requirements of an
Ambassador, a subscription fee would be required to
utilize this service.
Programming - Unable to Charge Subscription Fee
Smart Commute Program
Cannot charge subscription fee - referral process.
Cannot charge subscription fee_ referral process. -_
Program trains young people to do roofing - charging
clients would result in less interest in the program. -
ChemTRAC Student Placement_ Program _ _
Cool Rexdale Program
Pros:
• Increased ability to highlight value
• Easier sell for companies ,
• Businesses see greater value in
programming
Cons:
• Less revenue from commissions
• Less subscription revenue
• Still restrictive for small businesses
• Administratively burdensome
3. Business Ambassador Subscription
The Ambassador Subscription Model would utilize either of the first two models and make the
subscription fee only apply to those companies who are Business Ambassadors. Under this
model, it recognizes the additional value companies get from being a Business Ambassador,
namely:
• Dedicated Business Advisory Services - in addition to having access to the
Partners in Project Green program catalogue, Ambassadors receive additional
project specific support for their sustainability initiatives. This might include
coordinating regulatory/stakeholder meetings, advance company specific eco-
business opportunities, and complete sustainability related awards applications.
• Employee Engagement Tools - enhanced range of education and communication
materials for staff training and internal environmental engagement campaigns.
• Enhanced Profile and Recognition - media exposure opportunities that would be
exclusive to Ambassadors (interviews with media outlets), promotion of
achievements to media outlets and Business Ambassador network.
• Marketing Materials - ability to utilize Partners in Project Green brand and
messaging for external and internal communications.
• Access to Community of Excellence - access to other thought leaders and
businesses within the Pearson Eco- Business Zone who are pursuing sustainability
initiatives. An example might be if a company is looking to learn about a specific
green energy, they could be connected to another Ambassador who is pursuing
that type of technology in order to learn from their experience.
Only those companies choosing to take this extra step, utilize these services and become more
deeply engaged in Partners in Project Green would be required to pay the subscription fee.
Pros:
• Highlights value of being a Business
Ambassador
• Increases potential revenue from
Cons:
• Less subscription revenue
• Less interest in becoming a Business
Ambassador
PPG23
commissions
• Increases ability of small businesses
to get involved
• Less administrative requirements
4. Channel Partner Subscription
Building on the models described already, the Channel Partner Subscription Model would
utilize either the Full Subscription or Hybrid Subscription approach, with the potential of
combing the Business Ambassador Subscription.
Under this model, Partners in Project Green would provide free subscriptions to businesses
who are members of channel partner organizations - i.e. a member of the Brampton Board of
Trade, or Canadian Manufacturers and Exporters Association, would be an automatic
subscriber to Partners in Project Green. This would reduce the revenue potential of a
subscription model; however, the reciprocal approach that would be utilized is that in exchange
for the channel partner's members being able to access Partners in Project Green programs
and services, the channel partners would promote Pearson Eco- Business activities. This could
be in the form of providing space in their newsletters, sending out information via their email
lists, and /or co- promoting events.
Pros: Cons:
• Reduces marketing costs and need • Less subscription revenue
for subscription revenues
• Increases potential pool of
businesses
• Increases potential revenue from
commissions
• Increases ability of small businesses
to get involved
• Less administrative requirements
5. No Subscription Fee
The other option is that no subscription fee is established and programs are developed with an
overall target of finding ways to generate revenue. This is currently the approach that is being
utilized by TRCA staff. The following are examples of programs that are being developed in
order to realize revenue for Partners in Project Green:
• Sustainable Energy Plan Program - delivered by a private- sector partner that provides a
20% licensing fee from every client referred.
• Green Cleaning Program - delivered by a private- sector partner that provides licensing fee
for client referrals.
• Green Business Consortiums - to be delivered by TRCA staff with businesses paying to be
members and take advantage of the lessons and training opportunities.
In addition, it is TRCA staff's plan to begin charging for more Partners in Project Green
networking and training sessions. The goal will be to develop these sessions so that they at
PPG24
least break -even through 2010 (with sponsorships and admissions) and generate profit by
2011 (from admissions).
This combined with the proposed Channel Subscription Model could not only reduce
marketing costs, but could also increase revenues through licensing fees.
Pros: Cons:
• Increases potential pool of • Less subscription revenue
businesses • Decreases value of partnership
• Increases potential revenue from
commissions
• Increases ability of small businesses
to get involved
• Less administrative requirements
SUBSCRIPTION FEES
In the Eco- Industrial Solutions Inc. Report commissioned by the TRCA, they recommended the
following subscription structure:
• A subscription fee be charged; and
• A tiered subscription model be utilized.
This recommendation was supported by the Business Development Team at its September
21', 2009 meeting. The team recommended that a tiered subscription fee based on revenues
be established for the Pearson Eco- Business Zone. Upon further investigation, due to the lack
of revenue data for local companies, TRCA staff cannot soundly develop a tiered subscription
fee based on revenues.
Given that for 92 per cent of the businesses in the area, employee data is available, TRCA staff
recommends that if the Business Development Team recommends subscription fee, it be
based upon employment numbers. The following is the recommended tiered subscription
fees:
Employment
ranges
Fee
0 -10
$50
11 -50
$100
51 -100
$150
101 -500
$300
>500
Total
$400
In order to better understand the potential revenue from this level of fee, a further analysis of
the potential market is required. Generally Partners in Project Green programming has
targeted manufacturing and logistics operations in the Pearson Eco- Business Zone. The
number of operations identified within each of these sectors is 3,869. If Partners in Project
PPG25
Green can secure 10 per cent of these businesses in a subscription fee, the following table
highlights the potential revenue based on the above fee ranges.
Table 6 - Potential Subscription Fee Revenues
Employment
ranges
Total # of
Businesses
Fee
Potential
% of
Market
# of
Businesses
Total •
Revenue
0 -10
2,647
$50
$132,350
3%
79.41
$3,971
11 -50
570
$100
$57,000
20%
114
$11,400
51 -100
359
$150
$53,850
25%
89.75
$13,463
101 -500
276
$300
$82,800
35%
96.6
$28,980
>500
Total
17
3,869
% Subscri•tion
$400
$6,800
$332,800
Tar•et
90%
15.3
395.06
10%
$6,120
$63,933
It should be noted the potential number of businesses involved could grow inp2010, as new
programming aimed at the office sector will be developed and made available.
SUBSCRIPTION FEE EXEMPTIONS
Another issue that must be considered is that those companies who provide services and /or
grants to fund Partners in Project Green programming. The Business Development Team will
have to determine whether the following companies and their contribution will exempt them
from a subscription fee:
• Companies who sit and serve on the Steering Committee and Project Teams
• Companies who provide sponsorships for Partners in Project Green events (if it exceeds
subscription fee)
• Companies who provide sponsorships for Partners in Project Green programming (i.e.
GTAA or Woodbine's financial support that eclipses any subscription fee)
• Companies that act as a resource for referrals or by opening up their doors to their
neighbours
NEXT STEPS
Based on the input of the Steering Committee, a subscription model is proposed to be
developed and implemented in April of 2010.
RES. #10/10
Moved By:
Seconded By:
PARTNERS IN PROJECT 2010 PRIORITIES
To review the 2010 Partners in Project Green priorities as developed by
staff and provide comments for further refinement.
Ernie Springolo
Andrew Gustyn
THAT the Partners in Project Green 2010 priorities be received;
PPG26
THAT the respective Project Teams be directed to focus on the identified 2010 priorities
as appropriate;
AND FURTHER THAT Project Teams make progress reports to the Partners in Project
Green Steering Committee.
CARRIED
DISCUSSION
The respective Partners in Project Green 2010 priorities be measured against the goals and
targets provided in the Partners in Project Green Strategy.
BACKGROUND
To implement initiatives identified by the Partners in Project Green Steering Committee and
businesses in the Pearson Eco- Business Zone, the Partners in Project Green Strategy identified
the development of Project Teams as an implementation tool. The following are the 2010
priorities each Project Team will be working towards.
2010 PROJECT TEAM PRIORITIES
1. Building Performance Team
In 2010, the Eco- Efficiency Team and Green Building Retrofit Team will be merged into one
team - the Building Performance Team. The rationale is that these two teams were found to
have overlapping work and membership, making their merger one of increased efficiency. The
team will continue to work on identifying new programming opportunities to improve the
performance of buildings in the Pearson Eco- Business Zone. A number of these projects will
include:
• Continuing Programming and Projects
o Eco- Efficiency Program - continuing to deliver the one - window Eco - Efficiency
Program to local manufacturers and logistics operations.
o Sustainable Energy Plan Program - continuing to deliver the Sustainable Energy
Plan Program to local manufacturers.
o Financial Assistance Directory - re- publishing of the financial assistance directory.
o Ongoing Training & Networking - continuing to develop and deliver training and
networking opportunities for local businesses.
o Energy Efficiency Library Project - development of an energy efficiency tool library
for local businesses.
o Rooftop Solar Market Push - completion of existing study on rooftop solar barriers
and development of required tools to speed up implementation.
• New Programming
o Small Commercial Program - focusing on working with Enbridge and each local
distribution companies BLITZ program to reach out to small businesses in the
Pearson Eco- Business Zone.
o Consortium Development - building on the idea of bringing businesses together to
share best practices and reduce the costs of embracing sustainability, four green
business consortiums will be developed targeting the following sectors:
PPG27
• Manufacturing - in partnership with the Canadian Manufacturers and
Exporters, a green manufacturing consortium will be established.
• Logistics - in partnership . with the Supply Chain and Logistics
Association and the Canadian Courier and Logistics Association, a green
logistics consortium will be developed.
• Hospitality - in partnership with the Greater Toronto Hotel Association,
the Ontario Restaurant and Motel Association and the International
Centre, a green hospitality consortium will be developed.
■ Green Office - in partnership with a number of property management
firms, a green office consortium will be developed to help office green
teams push improvements within their facilities.
o Small Business Carbon 101 Program - a program to help small businesses
identify their greenhouse gas baseline and develop a reduction strategy at little
to no cost.
o Retrofit Financing - developing financing strategies to help local businesses
fund their building retrofit projects.
o Tenant Marketing Strategies - working with property management firms and
local utilities to connect tenants to improved building performance opportunities.
2. Green Purchasing Team
In 2010, the Green Purchasing Team will continue to work on a number of projects, including:
• Continuing Programming
o Clinton Climate Initiative Purchasing Alliance - continue to offer discounts on
building envelope technologies to local businesses.
• New Programming
o Green Energy Marketing Partnership - launch the green energy marketing
partnership with Bullfrog Power.
o Green Cleaning Program - launch the green cleaning program with Unisource and
Johnson - Diversey.
o Green Product Database - launch a green product and service database on the
Partners in Project Green website.
o Demand Response 3 Program - investigate the potential of launching a Demand
Response 3 partnership as a potential revenue generator.
o Scientific Research and Experimental Development Program - investigate the
potential of launching a SR &ED partnership to connect local companies to tax credits
as a way to generate potential revenue.
o Solar Thermal Purchasing Group - investigate the potential of developing a group
purchase of solar thermal technologies for local businesses.
o New Purchasing Programs - investigate new opportunities for green purchasing
programs as they arise.
3. District Energy Team
In 2010, the District Energy Team will complete a feasibility study on the development of an
airport vicinity district energy system. Once the study is complete in mid -2010, the team will
work on implementation options and financing partnerships if the feasibility study proves
positive.
PPG28
4. Resource Reutilization Team
In 2010, the Resource Reutilization Team will continue to work on a number of projects,
including:
• Continuing Projects
o Regional Resource Reutilization Network Feasibility Study - complete in early
2010 the feasibility study of the regional resource reutilization network and work
towards implementation if deemed feasible.
o University of Waterloo Organic Waste Study - complete a research study in
partnership with the University of Waterloo on the options for organic waste generated
in the Pearson Eco- Business Zone.
o Yield Bio -Gas Study - work towards the implementation of the recommendations of
the Yield Bio -Gas Study with municipal partners.
• New Programming
o Great Exchange Program - develop and deliver a network ing session to help
connect businesses to resource exchange opportunities.
5. Transportation Team
In 2010, the Transportation Team will continue to work towards the establishment of the
Pearson Eco- Business Zone Transportation Demand Management Association in partnership
with Metrolinx, Smart Commute Mississauga and Smart Commute Brampton - Caledon.
In addition to working towards employee commuting options, as part of the Green Logistics
Consortium, logistics operations will begin to be consulted on new fleet technologies and
opportunities in the Pearson Eco- Business Zone.
6. Green Jobs Team
In 2010, the Green Jobs team will launch a number of programs and continue to identify
training opportunities for green jobs in the Pearson Eco- Business Zone.
• New Projects
o Energy Management Co -Op Program - to be delivered in partnership with the
University of Waterloo, Seneca College and Humber College, the program will provide
training and mentoring to a co -op student and the partner company to help identify
and implement energy reduction opportunities at facilities in the Pearson Eco -
Business Zone.
' o Sustainable Business Plan Internship - delivered in partnership with Seneca
College this program will connect local businesses to students who will assist them in
developing corporate sustainability plans.
o Cool Rexdale - this program will connect young people from Rexdale to roofing
apprenticeships to install green and cool roofs in the Rexdale community.
o Toxic Reduction Student Placement Program - connecting co -op students to
companies in the City of Toronto to assist them in complying with the Community
Right to Know By -law.
o Solar Apprenticeship Program - develop a program to provide apprenticeships to
young people to become electricians and install solar panels.
PPG29
7. Policy Harmonization Team
In 2010, the Policy Harmonization Team will work towards the development and
implementation of the policy tools identified during the consultation completed in 2009. The
following tools have been identified as immediate priorities:
• Policy Tools
o Principles for Eco- Business Zone Development Standards
o Consideration for Servicing Plans
o Development Approvals Checklist
• Primer
o Legal Issues
o Overview of Incentives for EBZs
o Leveraging BIA's and CID's
o Benefits of Green Development in Our Employment Land
o Negotiate a Green Lease
o Development Permits
8. Green Site Team
In 2010, the Green Site Team will continue to work on a number of restoration projects,
including:
• Upper Mimico Creek Restoration - continued naturalization of portion of the Mimico Creek,
including the removal of a concrete channel and re- alignment of the creek adjacent to
Canadian Tire's Goreway Distribution facility and Sithe Global in Brampton.
• Alfred Kuehne Channel Naturalization - removal of a concrete channel and naturalization of
a portion of the Etobicoke Creek south of Steeles Avenue in Brampton.
• Courtney Park Naturalization - installation of a trail and naturalization work adjacent to Pratt
and Whitney in Mississauga.
• Dixie and Derry Roads Naturalization - naturalization and wetland development at the
corner of Dixie and Derry Roads in Mississauga.
• Kennedy Valley Park - naturalization and trail construction adjacent to the inter - change of
Highway 407 and 410 in Brampton.
In addition, the Green Parking Lot Program will be re- launched with a new post- secondary
partner and delivered to local companies.
9. Marketing and Networking Team
In 2010, the Marketing and Networking Team will work focus on the following projects:
• Business Ambassador Program - the roll -out and launching of the Business Ambassador
Program.
• Channel Partnerships - the development of channel partnerships and marketing
opportunities through channel partners, such as the local distribution companies, boards of
trade, and industry associations.
• Networking Events - development and delivery of networking opportunities for local
businesses.
PPG30
• Annual Report — the development and delivery of the Partners in Project Green Annual
Report in April of 2010.
10. Business Plan Development Team /Executive Team (tbc)
In 2010, the Business Plan Development Team will continue its development of the Partners in
Project Green Business Plan and development of revenue opportunities for the project.
WORK TO BE DONE
• Based on these priorities, TRCA staff will develop an overall meeting schedule highlighting
when these priorities will come before the Partners in Project Green Steering Committee
and their associated Project Teams.
• Approved Workplan and Meeting Schedule will be presented at Meeting #2/10.
GOOD NEWS STORIES FROM STEERING COMMITTEE MEMBERS
Chris Rickett mentioned that the Sustainable Business Plan Program which was launched in
the fall with Seneca College received a great response. A total of 58 companies signed up and
19 post- secondary students helped 19 of them develop corporate sustainability plans.
Anne Tennier mentioned the wonderful response received from her plant managers after Chris
Rickett's presentation on Partners in Project Green and opportunities for Maple Leaf facilities to
get involved.
TERMINATION
ON MOTION, the meeting terminated at 4:37 pm, on January 14, 2010.
Toby Lennox John Coyne
Chair Vice Chair
PPG31
GTAA
Partners in
Project Green
A PEARSON EOO•BUSINESS ZONE
MINUTES OF THE PARTNERS IN PROJECT GREEN
STEERING COMMITTEE #02/10
April 13, 2010
PPG32
The Partners in Project Green Steering Committee met at Woodbine Entertainment on April 13,
2010. Toby Lennox called the meeting to order at 2:15 p.m.
PRESENT
Eve Adams
Suzanne Barrett
Mike Brandt
Paul Callegari
Brad Chittick
John Coyne
Brian Denney
Bob Griesbach
Suzan Hall
Sandra Hames
Jane Holmes
Ian Howcroft
Toby Lennox
Carman McClelland
Ernie Springolo
Renee Spurrell
STAFF
Susan Amring
Jeff Baines
Mary Bracken
Dennis Braun
Russell Cruickshank
Susan Jorgenson
Randy McGill
Joanne Manente
Brenda Osbourne
Alexandra Papaiconomou
Karen Ras
Chris Rickett
Jennifer Taves
GUESTS
Mike Birett
Partners in Project Green Steering Committee April 13, 2010
Cindy Cohanim
Jim Ecclestone
Gary Everett
Joseph Aruojo
REGRETS
Bob Delaney
Ferg Devins
Andrew Gustyn
Randy Hansuld
Walter Kraus
Neil Lachuer
Eric Lange
Mark O'Connor
Dan Pastoric
Maja Prentice
David Szwarc
Anne Tennier
Blair Wolk
DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF
Eve Adams declared a conflict of interest in regard to item 6.2 Hospitality Consortium Model
Review.
RES. #PPG11 /10
Moved by:
Seconded by:
MINUTES
Bob Greisbach
Jane Holmes
THAT the Minutes of Meeting #01/10, held on January 14, 2010, be approved.
CARRIED
EXECUTIVE TEAM SUMMARY
Toby Lennox provided an overview of the first Executive Team Meeting which was held on
March 31, 2010. The meeting focused on the review of:
• Meeting #01/10 draft minutes;
• Meeting #02/10 agenda; and
• Partners in Project Green Annual Report.
A few recommendations were made on the agenda and annual report. Initially, it was thought
that the Business Plan Development Team would be merged with the Executive Team, but it
was decided that the team needs to be kept separate and meet more frequently as there are
PPG33
Partners in Project Green Steering Committee April 13, 2010
key issues that need to be dealt with such as Partners in Project Green sponsorship and
structure.
The team will also be looking at ways to deal with the following situations:
■ Companies who have multiple campuses with different challenges;
• Companies who have facilities both within and outside of the Pearson Eco- Business
Zone; and
• Persuading national partners of benefits offered by Partners in Project Green.
PRESENTATIONS
(a) Calstone Furniture
Jim Ecclestone, President, Calstone Furniture provided a verbal overview of the
companies green initiatives. His talk included:
• Overview /history of company;
• Why they turned to sustainability;
• Green projects; and,
• Benefits of focusing on sustainability.
For further information on Calstone Furniture's green initiatives, please visit their website
at: http: / /www.calstoneinc.com /pages /Sustainability.htm.
(b) Birett and Associates
Mike Birett, Managing Partner, Birett and Associates presented his findings on the
Materials Exchange Feasibility Study (refer to Res. #12/10 within these minutes or Item
6.1 of the agenda). The conclusion of the report is that a materials exchange is a viable
option for the Pearson Eco- Business Zone.
RES. #PPG12 /10
Moved by:
Seconded by:
RESOURCE REUTILIZATION FEASIBILITY STUDY
To present Steering Committee Members with the final report
"The Feasibility of Establishing a Materials Exchange in the
Pearson Eco- Business Zone" and to identify next steps towards
implementation.
Eve Adams
Suzanne Barrett
THAT the staff report on "The Feasibility of Establishing a Materials Exchange in the
Pearson Eco- Business Zone" be received;
AND FURTHER THAT a business plan for a materials exchange in the Pearson Eco -
Business Zone be brought forward for consideration of the Steering Committee.
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Partners in Project Green Steering Committee April 13, 2010
CARRIED
BACKGROUND
The Partners in Project Green Strategy identified the development of a materials exchange
network in the Pearson Eco- Business Zone as a way to help local businesses turn waste into
new revenue sources, while reducing the amount of industrial waste going to landfill. There
was broad support for the development of such a network from the business community in the
Partners in Project Green Strategy.
In March of 2009, the Resource Reutilization Team and Canadian Manufacturers and Exporters
(CME) issued a request for proposals (RFP) to complete a feasibility study on the development
of a materials exchange network in the Pearson Eco- Business Zone. The successful
respondent was the Emerald Group and they were asked to:
• Look at existing regional materials exchanges globally;
• Determine key industrial sectors, types of waste products, policy frameworks,
engagement tools, governance and funding models that ensure the success of these
initiatives;
• Identify whether the conditions for success are present within the Pearson Eco -
Business Zone and Greater Toronto Area (GTA) broadly; and,
• Provide recommendations to move forward with the development of a materials
exchange network in.the Pearson Eco- Business Zone if deemed feasible.
OVERVIEW OF FINDINGS
The study reviewed the operations of 27 material exchanges, industrial symbiosis programs
and related services around the globe to identify key conditions for sustainable success and to
determine if those conditions exist locally in the GTA. The feasibility study highlighted the
following factors that are relevant to the development of a materials exchange network in the
Pearson Eco- Business Zone:
• Demand
o Areas with large manufacturers, packagers and distributors of goods are
considered ideal for the operation of an exchange. The ideal catchment area
should have a high concentration and variety of manufacturers,
import /exporters, packagers and distributors from different industry sectors. In
practice, industries of any sector generating large quantities of simple raw
materials or finished goods are ideal; and,
o Legislation is considered by the authors to be an important driver of exchange
services. This assertion is believed to be particularly valid where legislation
encourages businesses to engage in waste diversion or where legislation
impacts local disposal fees.
• Business Model
o A decision about the operating model of a proposed exchange service is
required at the outset, i.e. whether the exchange service exists to service a
community or to generate a profit for the operators. A traditional exchange
service, one set up to service the needs of all businesses within a set district,
PPG35
Partners in Project Green Steering Committee ' April 13, 2010
typically cannot generate more than thirty per cent of the revenue necessary to
cover its costs. By comparison, brokerage services are often profitable
operations;
o Secure and continuous funding is critical to ensure operational stability of any
materials exchange. Two to three years of stable funding is considered
necessary for the successful start up of an exchange, as they cannot be self -
sufficient;
o Approximately six months are required to organize and launch a material
exchange or similar initiative during which time the number of exchanges will not
be significant;
o Government grants remain the major source of operating funds for exchanges
reviewed for this study and it is realistic to expect that subsidization will be
necessary if an exchange is to be more than a simple, passive listing service;
o A dedicated and diverse Technical Advisory Committee was also identified as an
important component of promoting the service and facilitating exchanges; and,
o While commissions can be levied against waste generators or receivers for
services provided by the exchange, this approach to funding is not
recommended due to the administrative and potential legal implications
involved.
• Marketing
o Research clearly indicates that passive websites alone are not sufficient for a
materials exchange to be successful. A staff compliment of two full time
operators (i.e., an exchange manager and an outreach worker) supported by an
administrative assistant was found to be a workable model for launching an
exchange with the number of outreach workers growing as warranted;
o Ongoing and aggressive outreach remains a key component of an effective
marketing strategy for a materials exchange. Notwithstanding this comment,
effective web sites are now considered equally important to successful service
delivery and profile development; and,
o Active involvement of stakeholders and sponsors is considered critical to
promoting and supporting the efforts of exchange services and resource
reutilization initiatives.
The 127 -page study concluded that a materials exchange could operate successfully within the
Pearson Eco- Business Zone. This conclusion was based on the following factors:
• Successful exchanges require a catchment area with a varied mix of manufacturers,
importers /exporters, packagers and distributors from a variety of industry sectors.
These sectors represent the five largest employers within the Pearson Eco- Business
Zone;
• Exchanges are most successful when located within areas of concentrated business
activity. The Pearson Eco- Business Zone has over 12,500 businesses located within
12,000 plus hectares of industrially /commercially zoned land, and is a major,
continental transportation /logistics hub;
• "Active" exchanges (those where staff facilitate exchanges) were found to be most
effective at diverting waste but require the support of local stakeholders for technical
advice and outreach assistance. The PPG network of businesses can provide the
support necessary to operate and support an active exchange;
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Partners in Project Green Steering Committee April 13, 2010
• Supporting legislation was found to drive exchanges in other jurisdictions. Ontario has
the necessary legislation in place in the form of O.Regs 103/94 and 104/94 and the
proposed landfill tax. A Pearson Eco- Business Zone based exchange could be one of
several tools to assist the provincial IC &I community to comply with this regulatory
. structure and meet the MOE's diversion goals; and,
• With over 12,500 businesses, currently diverting about 12% of generated waste
(Environment Minister's Report on the Waste Diversion Act 2002 Review, October 2009) ,
Partners in Project Green has a sufficiently high concentration and variety of generating
potential to support a regional resource reutilization network.
RECOMMENDED BUSINESS MODEL
The study further recommended that the exchange be operated as a not - for - profit initiative.
While numerous private waste brokers and exchanges operate profitably, they do so by
focusing on high value materials only. Establishment of a competing venture would potentially
disrupt existing businesses within the Province of Ontario without achieving any incremental
diversion benefit. A not - for - profit business model would allow the proposed exchange to
provide assistance to any interested business in the Pearson Eco- Business Zone irrespective of
size and material value. This approach has been shown to achieve higher compliance and
diversion rates in other jurisdictions.
Not - for - profit material exchanges have been proven to operate sustainably in communities
such as California and Florida with limited government funding while achieving significant
environmental benefit. The Southern Waste Information Exchange, for example, has reported
diverting volumes as high as 90,000 tons /yearwhile spending Tess than 30 cents for every
dollar of avoided disposal costs.
NEXT STEPS
Based on the proposed not - for - profit business model, government support will be required in
order to ensure the success of a materials exchange network in the Pearson Eco- Business
Zone. The Resource Reutilization Team is recommending the following next steps:
• Discuss with the Ministry of the Environment (MOE) their interest in supporting a
materials exchange in the Pearson Eco- Business Zone in order to realize their diversion
goals for the IC &I sector;
• Explore opportunities to work with existing private waste brokerage exchanges; and,
• Pending MOE support, develop a detailed business plan in partnership with the MOE,
the Region of Peel and City of Toronto for the operation of a materials exchange
network in the Pearson Eco- Business Zone.
Based on the results of the business plan, the Resource Reutilization Team will provide a report
to the Partners in Project Green Steering Committee and look for further direction on the
development of a materials exchange network for the Pearson Eco- Business Zone.
A copy of the Report is available upon request.
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Partners in Project Green Steering Committee April 13, 2010
RES. #PPG13 /10
Moved by:
Seconded by:
HOSPITALITY SUSTAINABILITY CONSORTIUM BUSINESS
MODEL
Steering Committee endorsement of the proposed business model for
the Pearson Eco- Business Zone Hospitality Sustainability Consortium.
Carman McClelland
Ernie Springolo
THAT staff report on the proposed business model for the Pearson Eco- Business Zone
Hospitality Sustainability Consortium be received;
THAT a collaboration be developed with High Performance Solutions Inc. (HPS) to
develop and deliver the Hospitality Sustainability Consortium;
THAT the terms of the collaboration be reviewed on an annual basis;
AND FURTHER THAT a copy of this report be forwarded to TRCA to take necessary
action to implement the proposed collaboration including signing and execution of
documents.
CARRIED
BACKGROUND
The Pearson Eco- Business Zone features over 500 accommodation and restaurant operations.
A number of these operations have been involved with Partners in Project Green, including
Woodbine Entertainment Group, while others have been engaged through events and
workshops, such as the International Centre and the Toronto Congress Centre.
In 2009, the International Centre developed its corporate sustainability plan and engaged TRCA
in a discussion about how it could work with its neighbours on sustainability issues. Their
interest was two -fold - one to leverage the lessons and knowledge of their neighbours to drive
sustainability deeper and quicker into their own organization; and, secondly, to develop a
group of sustainability thought leaders that could be leveraged to generate new business
opportunities.
TRCA brought together a number of other hospitality businesses that had been involved in
Partners in Project Green, as well as the Greater Toronto Hotel Association, Tourism Toronto
and the Ontario Restaurant, Hotel and Motel Association, to discuss how they might work
together on sustainability issues: The outcome of that meeting was that all of the organizations
were facing the same issues around energy and waste management, as well as training and
engaging their staff in their sustainability measures.
Based on this discussion, TRCA suggested the development of a Hospitality Sustainability
Consortium that would bring together leading hospitality organizations in the Pearson Eco -
Business Zone to leverage knowledge and training to drive sustainability deeper, quicker and
at a lower cost into each of the consortium member organizations.
OVERVIEW OF SUSTAINABILITY CONSORTIUM MODEL
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Partners in Project Green Steering Committee April 13, 2010
A sustainability consortium is a facilitated team of organizations with a focus and commitment
to attaining world class environmental sustainability through people and process
improvements. This is realized by member companies leveraging each other's strengths
through sharing, learning and improving to achieve accelerated results. The effect is to push
sustainability faster, deeper and at a lower -cost into each participating organization.
The main benefit of membership is the acceleration of a company's journey towards
environmental sustainability by leveraging the resources of a consortium and its members.
Through a consortium, organizations get exposure to other members' best practices and how
to improve the implementation of these best practices in their own operation. Employees are
provided opportunities to collaborate with their peers in other organizations, giving them the
ability to learn, share and subsequently implement hands -on learning. Overall, the results are
improvements in implementation time, levels of innovation, organization and personal
performance, with the ability to sustain improvements.
The consortium is made up of a team of 12 to 16 organizations that have a commitment to
learn and share. Members have full ownership over the direction of the consortium, controlling
both future membership and the agenda, while all administration is the responsibility of
Partners in Project Green. Sharing, learning and improving are facilitated through consortium
events, individual member company coaching days and assessments. Membership privileges
include:
• Six days shared by all members to be used for learning and leveraging events;
• Two individual coaching days to be used by the member company to directly apply the
thinking through training, coaching or implementation events; and,
• A sustainability diagnostic for measurement and development of the individual member.
For individual coaching days, members are encouraged to allow other member companies to
participate in training or implementation events. The result is additional training opportunities
for all members and improved implementation by utilizing other member's expertise.
The main membership requirement for the consortium is a commitment to environment
sustainability and a willingness to openly share and learn. There is no contract for membership.
This is done in order to ensure that the facilitator strives to create strong value for the member
companies and the members strive for excellence through their commitment to the consortium.
MEMBERSHIP FEE
The membership fee for consortium will be $500.00 plus applicable taxes per month. For the
first year delivery of the Hospitality Sustainability Consortium, the membership fee will be cut in
half to $250.00 plus applicable taxes per month thanks to funding provided by the Ministry of
the Environment's GoGreen Fund. Funding provided during the first year will help local
hospitality companies realize the benefits of the consortium at a lower -cost. Members of the
consortium will have their Partners in Project Green subscription fee waived and be considered
partners given that the consortium membership fee is larger than the annual subscription fee.
PPG39
Partners in Project Green Steering Committee April 13, 2010
RATIONALE FOR THE SUSTAINABILITY CONSORTIUM
The utilization of the consortium model for Partners in Project Green will allow stronger
business -to- business networks to develop in the Pearson Eco- Business Zone, while driving
innovative sustainability thinking deeper into participating companies.
The consortium model being utilized for the hospitality sector is also being explored for the
manufacturing, logistics and office sectors by TRCA staff. The potential model that may flow
out of this is a spider web approach with Partners in Project Green in the middle facilitating
learning and innovation within key sectors in the Pearson Eco- Business Zone, while cross -
pollinating applicable ideas across sectors.
The consortium model is not seen as a solution for every company, but only those that have a
deep commitment towards sustainability. Partners in Project Green will continue to deliver
workshops and training for businesses across the Pearson Eco- Business Zone, while the
consortiums will be a forum for leaders within each sector to drive innovation and sustainability
deeper into their organizations, with some of their lessons being exported to others in the area
and beyond.
This type of forum will not only help TRCA work towards the goals for Partners in Project Green,
but identify and speed up the implementation of innovative ideas that are developed in
partnership with sector leaders.
BUSINESS MODEL
For the development and delivery of the hospitality sustainability consortium, TRCA staff are
recommending developing a collaboration with HPS who will manage the administration and
delivery of the consortiums (including training and facilitation), while TRCA through Partners in
Project Green will play host to the consortium and help develop and expand the consortium's
reach. This collaboration will result in.the development of a revenue sharing relationship
between HPS and TRCA, with TRCA collecting and distributing revenues based on the
following proposed model:
Business Model
Revenue
Number of Consortiums
Number of Companies
Monthly Fee — Company $ 250.00
MOE Subsidy - $ 250.00
Company Annual Fee $ 6,000.00
Total Annual Fees $ 72,000.00
1
12
Total Income $72,000.00.
Expenses
Days for Individual Companies (Coaching)
Sustainability Assessment
Coaching /Training
Days for Consortium (Facilitator)
1
2
3
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Partners in Project Green Steering Committee April 13, 2010
Board Meetings .
Total Board Meetings
Coaching Daily Rate
Total Number of Coaching Days
Total Facilitator Cost
Facilitator Daily Rate
Total Number of Facilitator Days
Total Facilitator Cost $ 7,500.00
Total Operation Costs
Total Profit for TRCA
6
$ 1,500.00
36
$ 54,000.00
$ 1,250.00
6
$61,500.00
$10,500.00
Revenues for TRCA and HPS will grow or decrease depending on how many businesses are
involved with the consortium; however, the responsibilities of TRCA are greatly reduced as
HPS's experience in delivering consortiums will be utilized to manage the day -to -day
administration, training and facilitation requirements, with TRCA sharing the business
development responsibilities and ongoing client engagement.
For the development of the Hospitality Sustainability Consortium, HPS will share the costs and
development risk with TRCA, providing facilitation and meeting time to help establish the
consortium at no cost. In addition, given that it takes at least five companies to join in order to
break -even, HPS will assume any losses if there are less than five companies who join the
consortium at its start up.
SUSTAINABILITY CONSORTIUM DELIVERY PARTNER
The development and delivery of the Hospitality Sustainability Consortium is proposed to be
completed in partnership with HPS. HPS is a Kitchener, Ontario based company that
specializes in developing and managing business consortiums across North America with over
100 different companies, including managing the High Performance Manufacturing Consortium
and the Alliance for Enterprise Excellence. Their specialties focus on sustainability, continuous
improvement, supply chain management and analysis, team building, and leadership
development.
HPS's role in the managing of consortiums involves the following:
• Organizing and coordinating meeting requirements of the consortium;
• Providing the training requirements identified by the consortium members;
• Completing sustainability assessments for member companies; and,
• Facilitating consortium meetings and training days.
NEXT STEPS
The Hospitality Sustainability Consortium is ready to be launched with four companies as
confirmed members and three more considering joining. The first meeting of the consortium is
being planned for early May of 2010. A report on the consortium's development and
operations will be shared with the Partners in Project Green Steering Committee through the
Building Performance Team.
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Partners in Project Green Steering Committee April 13, 2010
RES. #PPG14 /10
Moved by:
Seconded by:
PEARSON ECO- BUSINESS ZONE ROOFTOP SOLAR STUDY
Staff report on the findings of the Pearson Eco- Business Zone
Rooftop Solar Study and endorsement of next steps.
John Coyne
Bob Griesbach
THAT the staff report on Pearson Eco- Business Zone Rooftop Solar Study be received;
AND FURTHER THAT TRCA staff move forward with the implementation of the Pearson
Eco- Business Zone Rooftop Solar Study's recommendations, including developing
education tools and legal templates; sharing financing options; and, exploring a
community power pilot project.
CARRIED
BACKGROUND
In order to achieve Partner's in Project Green's goal of sourcing 10 per cent of energy required
in the Pearson Eco- Business Zone from renewabies by 2015, new modes of energy generation
need to be explored and implemented. Rooftop solar installations were identified of interest by
Partners in Project Green stakeholders. To help companies in the Pearson Eco- Business Zone
implement rooftop solar opportunities, TRCA worked with its partners to identify the barriers
and solutions to rooftop solar in the Pearson Eco- Business Zone.
SUMMARY OF REPORT
There were four broad categories of barriers identified, the first of which were economic. Some
challenges identified in this category include securing management buy in rooftop solar
projects; evaluating and addressing the cost of necessary site specific evaluation and scarcity
of real world data; and understanding variables such as system constraints, tax implications,
and insurance issues.
The second category of barriers identified included legal and policy hurdles. Some challenges
identified in this category included understanding the implications of the Green Energy Act and
Feed -in -Tariff (FIT) program; leasing and contractual issues; and considering the implications
of official plans, building permits, zoning by -laws and electrical inspection.
Thirdly, institutional knowledge and capacity hurdles were identified. In this category, barriers
such as understanding the speed of market development and the influx of service providers,
market players, integrators and interaction with government bodies; building internal
knowledge and seeking out external knowledge for the provision of services; and focusing on
core competencies.
Technical hurdles were the fourth category of barriers identified. These included such hurdles
as understanding installation constraints; understanding grid connection issues; PV technology
selection issues; properly accounting for all system losses during pre - feasibility and feasibility
analysis to ensure proper expectations of system production and long -term monitoring to verify
correct operation; and understanding and planning for operation and maintenance.
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Partners in Project Green Steering Committee April 13, 2010
Recommendations coming out of the report focused on increased information and education to
facilitate a better understanding of the criteria and parameters and to increase comfort with the
subject matter, including:
• Education and communication (explaining FIT, training for installers and integrators);
• Legal information and templates (leasing templates, insurance information, contract
information sessions);
• lndentifying sources of financing (e.g. banks, development funds); and,
• Pilot projects (pooled resources can mitigate risk).
NEXT STEPS
In order to move forward with the results of the report, three next steps have been identified:
1. Investigating a community power pilot project. There are various models that could be
utilized, ranging a collaboration model, that would see TRCA's role as advisor and
facilitating information sharing; to an implementation partner model, where TRCA would
partner with a number of companies and facilitate rooftop solar projects and share in
revenues;
2. Delivering knowledge sharing tools, such as shared experience workshops on rooftop
solar installations, developing case studies, and highlighting various business models
for rooftop solar installations; and,
3. Creating a template rooftop lease for utilization by companies in the Pearson Eco-
Business Zone and beyond.
A copy of the report is available upon request.
RES. #PPG15 /10
Moved by:
Seconded by:
DRAFT PARTNERS IN PROJECT GREEN FIRST ANNUAL
REPORT
Partners in Project Green first Annual Report.
Suzan Hall
Sandra Hames
THAT the draft Partners in Project Green Annual Report be received.
CARRIED
BACKGROUND
The first year of the implementation of Partners in Project Green has seen a number of
successful initiatives that would not have been possible without the contributions of our
dedicated partners. These successes are to be communicated via the first Annual Report of
Partners in Project Green. The Annual Report captures the achievements of our partners,
including impressive reductions in energy and water use, innovative sustainability projects, and
protection of natural heritage within the Pearson Eco- Business Zone.
ANNUAL REPORT HIGHLIGHTS
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Partners in Project Green Steering Committee ' April 13, 2010
The following are highlights from the annual report. A copy of the Annual Report will be
provided at the meeting.
• The GTAA was honoured by the Airports Council International — North America (ACI -NA)
with an award for its work in developing and implementing Partners in Project Green.
Toronto Pearson was the first airport to win in the new Special /Innovation Projects
category of the ACI -NA Environmental Achievement Awards;
• The Pearson Eco- Business Zone was showcased at 12 conference sessions and in
seven national media articles;
• Partners in Project Green engaged 212 businesses and 738 employees in programs
and networking activities in 2009;
• Throughout 2009, over 2,525 businesses in the Pearson Eco- Business Zone engaged in
energy efficiency projects, conserving 5.4 MW of electricity and 3,626,443 m3 of natural
gas;
• Throughout 2009 51 businesses were engaged in water reduction measures conserving
1,103 m3 per day; and,
• 738 employees from the Pearson Eco- Business Zone were engaged in networking and
training events that aided them in reducing their costs and identifying new business
opportunities;
• There are 17 organizations in the Pearson Eco- Business Zone utilizing Smart Commute,
representing a 43% increase in member companies participating in Smart Commute
over 2008 levels;
• There were six restoration sites undertaken, 17 companies engaged in community
restoration activities, with 4,245 shrubs, 2,845 trees and 1,000 aquatic plants restoring
2.32 hectares of greenspace; and,
• In 2009, Partners in Project initiated a number of programs to increase the
competitiveness of the region, including green job programming, green land -use policy
innovation and turning waste into revenue opportunities.
A copy of the Partners in Project Green 2009 Annual Report will be provided at the meeting.
RES. #PPG16 /10
Moved by:
Seconded by:
PROJECT TEAM UPDATES
To update the Partners in Project Green Steering Committee on
the current work of Project Teams.
Jane Holmes
Paul Callegari
THAT staff reports on the Building Performance, Marketing Networking, Green Jobs and
Policy Harmonization Teams be received;
AND FURTHER THAT a progress report be brought back to the Partners in Project Green
Steering Committee.
CARRIED
PPG44
Partners in Project Green Steering Committee April 13, 2010
GOOD NEWS STORIES FROM STEERING COMMITTEE MEMBERS
Toby Lennox notified members that Partners in Project Green was nominated for a Green
Toronto Award under the leadership category. The results will be presented at the Green
Toronto Awards ceremony on Friday April, 23, 2010.
Chris Rickett mentioned that a National Post reporter has contacted him to gather information
on Partners in Project Green to write an article on this innovative project. Steering Committee
members may be contacted to provide further information.
Paul Callegari mentioned that he is a Building Owners and Managers Association (BOMA)
member. He sees the opportunity for a lot of positive interactions that could be created
between landlords and Partners in Project Green.
TERMINATION
ON MOTION, the meeting terminated at 4:00 pm, on April 13, 2010.
Toby Lennox
Chair
John Coyne
Vice Chair
PPG45
GTAA
Partners in
Proect Green
., A PEARSON EGO BUSINESS ZONE
MINUTES OF THE PARTNERS IN PROJECT GREEN
STEERING COMMITTEE #3/10
October 14, 2010
PPG46
The Partners in Project Green Steering Committee met at Greater Toronto Airports Authority on
October 14, 2010. Toby Lennox called the meeting to order at 2:40 p.m.
PRESENT
Suzanne Barrett Member
Debbie Baxter Member
Mike Brandt Member
Paul Callegari Member
Brad Chittick Member
Brian Denney Member
Andrew Gustyn Member
Suzan Hall Member
Jane Holmes Member
Walter Kraus Member
Neil Lacheur Member
Toby Lennox Chair
Carman McClelland Member
Dan Pastoric Member
Ernie Springolo Member
Anne Tennier (via conference) Member
Blair Wolk Member
STAFF
John Alderdice City of Toronto
Susan Amring City of Mississauga
Jeff Baines City of Brampton
Dennis Braun TRCA
Russell Cruickshank GTAA
Adele Freeman TRCA
Randy McGill GTAA
Bryan Nichol Region of Peel
Alexandra Papaiconomou TRCA
Chris Rickett TRCA
Chandra Sharma TRCA
Mark Singh (via conference) City of Toronto
Jennifer Taves TRCA
Partners in Project Green Steering Committee
October 14, 2010
GUESTS
Glen Gumulka
Mark Pretty
Karen Ras
REGRETS
Eve Adams
John Coyne
Bob Delaney
Ferg Devins
Bob Griesbach
Sandra Hames
Randy Hansuld
Ian Howcroft
Eric Lange
Darryl Neate
Mark O'Connor
Maja Prentice
Renee Spurrell
David Szwarc
Smart Commute
Cushman & Wakefield Ltd
Enersource Corporation
Member
Vice -Chair
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
RES. #PPG17 /10 MINUTES
Moved by:
Seconded by:
Neil Lacheur
Mike Brandt
THAT the Minutes of Meeting #2/10, held on April 13, 2010, be approved.
CARRIED
EXECUTIVE COMMITTEE SUMMARY
Toby Lennox provided an overview of Executive Committee Meetings held on May 19th, June
16th and September 15th 2010. Minutes from the May 19th and June 16th Executive Committee
meetings are attached in the October 14th Steering Committee agenda. The September 15th
meeting in particular focused on the business plan update and the Steering Committee Terms
of Reference, which were discussed in more detail in items 7.1 and 7.5 respectively.
Mr. Lennox emphasized the role of the Executive Committee is to allow for the daily operations
of Partners in Project Green to run smoothly in- between Steering Committee meetings as there
are a lot of formalities that require direction. It also allows for the review of draft Steering
Committee agenda to sort through any discrepancies allowing for a more meaningful
discussion at quarterly Steering Committee meetings.
The Executive Committee will continue to report to members of the Steering Committee at each
Steering Committee meeting.
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Partners in Project Green Steering Committee
PRESENTATIONS
(a) Cushman & Wakefield Ltd.
October 14, 2010
Mark Pretty, Vice President, Office Leasing, Cushman & Wakefield Ltd, provided a
verbal overview of the construction of AeroCentreV, an office building with a new
benchmark for sustainability. Design advantages include, pressurized raised floor and
daylight harvesting. Qualitative advantages also include measured productivity gains,
increased employee satisfaction, reduced absenteeism and attraction and retention of
employees. AeroCentreV is working towards LEED Gold certification.
(b) Smart Commute
Glen Gumulka, Executive Director, Smart Commute Mississauga and Pearson Airport
Area, gave an overview of Smart Commute and illustrated the current successes of
Smart Commute Mississauga. He discussed the launch of the Pearson Airport Area
Smart Commute, which was created to bridge the gap between the Mississauga,
Brampton and Toronto Smart Commutes to ultimately help increase employee
commuting options in the Pearson Eco- Business Zone, while decreasing congestion
and improving local air quality. For more information, please visit
www.smartcommute.ca.
RES. #PPG18 /10
Moved by:
Seconded by:
BUSINESS PLAN DEVELOPMENT UPDATE
Overview of Partners in Project Green programs in context of the Pearson
Eco- Business Zone Market Analysis report.
Dan Pastoric
Jane Holmes
THAT the findings of the Pearson Eco - Business Zone Market Analysis Report be
received;
THAT the potential programs identified through the Pearson Eco- Business Zone Market
Analysis be forwarded to their respective Project Teams for consideration;
THAT TRCA staff develop a 3 -year business plan for Partners in Project Green;
AND FURTHER THAT the Business Development Team continue to update the Partners in
Project Green Steering Committee on the progress of the business planning process.
CARRIED
Background
TRCA staff engaged York University, through the York Consulting Group (YCG), to complete a
market analysis for the Pearson Eco- Business Zone which could help inform the development
of a business plan for Partners in Project Green. The analysis investigated the regulatory and
business- related trends in environmental practices and the market size for green spending in
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Partners in Project Green Steering Committee I October 14, 2010
the Pearson Eco- Business Zone. The purpose of this was to provide recommendations on key
program areas that can generate revenues for Partners in Project Green.
The analysis identified the key areas of environmental business spending in Ontario as it
relates to waste management, energy conservation and water conservation as follows:
• Waste Management: $849.9 million was spent on waste management, including audits,
collection and recycling, by companies in Ontario in 2006.
Additionally, companies spent $90.4 million on reclamation and
decommissioning, and $51.3 million on pollution - related waste
clean -up.
• Energy Management: $359.7 million was spent on energy management processes in
Ontario in 2006. Of this, $239.1 million was allocated to operating
expenditures, with the remaining $120.6 million directed to capital
expenditures. The key activities identified included waste energy
recovery and reuse, energy management /monitoring systems,
and energy audits. The most widely reported energy technologies
used were wind, solar, and small -scale hydroelectric.
• Water Conservation: Water issues were hard to isolate, but $96.7 million was directed
to capital expenditures on surface water pollution treatment and
prevention. There was rapid growth in sales of goods and
services for water supply, treatment and conservation in the
private sector - from $1 billion in 2002 to $1.83 billion in 2004.
Based on the findings of the market analysis, the opportunities for greatest revenue generation
were focused on three areas for Partners in Project Green:
• Auditing and Consulting Services;
• Training and Development; and
• Purchasing Programs.
Given these areas and their potential to compete with the private sector, the Business
Development Team wanted to ensure that competition was avoided and instead value was
added to private sector relationships. The team also felt that there was a need to focus on
volume and as opposed to bigger one -time revenues when delivering services in each of these
areas.
Based on the input of the Business Development Team, TRCA staff was directed to conduct a
review of Partners in Project Green programming and potential new programming that can be
structured to generate revenues.
Existing Program Review
The following are existing Partners in Project Green Programs spilt out in the service
opportunities for each focus area.
Program
Description Revenue Model
Energy Management
Auditing and Consulting Services
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Partners in Project Green Steering Committee I October 14, 2010
Eco- Efficiency
Program
Program provides a referral to existing energy
management consultants to complete energy
auditing and consulting services.
15% commission for all
referrals and subsequent
projects.
Sustainable Energy
Plan Program
Program assists companies in developing an
energy management plan and is provided by a
private sector consultant.
20% commission for all
referrals and subsequent
projects.'
Energy Management
Co -Op
Program provides training for co -op students to
assist with energy management.
No revenue.
Purchasing Programs .
Purchasing Alliance
Program provides discounts on building envelope .
technologies.
No revenue.
Green Power
Challenge
Program provides a discount on renewable energy
through Bullfrog Power.
$1 per Mwh finder's fee.
Training and Development
Energy 101 Training
Programs
Training sessions provide energy management
training.
A fee for attendance.
Carbon 101 Training
Training session on carbon management.
A fee for attendance.
Water Conservation
Auditing and Consulting Services
Eco- Efficiency
Program
In the Region of Peel, businesses are referred to
Peel staff for free audits.
No revenue.
Green Parking Lot
Program
Program provides assistance in developing low-
impact development designs for
parking /landscaped areas.
No revenue.
Waste Management
Auditing and Consulting Services
Eco- Efficiency
Program
Companies with an interest in pollution prevention
are referred to OCETA's Toronto Region
Sustainability Program.
No revenue.
Training and Development
Zero Waste Training
Training program to help companies develop
waste management programs.
A fee for attendance.
Broader Sustainabilty Programming
Auditing and Consulting Services
Sustainability
Internship Program
Program provides an intern to assist in developing
a sustainability plan.
No revenue.
Purchasing_ Programs
Green Cleaning
Program
Program provides an audit and green cleaning
solutions at a discounted price to participating
companies.
3 to 4% commission for
all purchases.
Training and Development
Sustainability
Networking Sessions
Networking and speakers on sustainability.
No revenue.
Sustainability
Consortiums
Sustainability consortiums that assist companies in
building sustainability into their organizations.
Commission based on
number of companies
involved in the
consortium.
New Program Development Opportunities
Based on this review of existing Partners in Project Green Programs and the areas to focus on
identified in the Pearson Eco- Business Zone Market Analysis, a number of new program
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Partners in Project Green Steering Committee I October 14, 2010
opportunities are identified to fill gaps in the service offering and that can generate revenue for
the initiative. The following are some potential program ideas:
Program 1 Description 1 Revenue Model
. Energy Management
Auditing and Consulting Services
Demand Response
Program
Refer interested companies to a broker and /or
demand response aggregators who can assist.
Commission for all
referrals.
Purchasing Programs
Energy Management/
Renewable Products
Providing a service to help source and select
vendors for energy management and renewable
energy equipment.
Commission on product
purchases.
Water Conservation
Auditing and Consulting Services
Eco- Efficiency
Program
Develop a roster of water consultants to refer
businesses in the City of Toronto to.
Commission for all
referrals and subsequent
projects.
Green Parking Lot
Program
Program provides assistance in developing low-
impact development designs for
parking /landscaped areas.
Charge for utilization of
the program.
Training and Development
Water Management
Training
Develop a training program around water
conservation.
A fee for attendance.
Waste Management
Auditing and Consulting Services
Eco- Efficiency
Program
Develop roster of consultants who can assist
companies in developing and deploying waste
management programs.
Commission for all
referrals and subsequent
projects.
Waste Exchange
Develop a waste exchange tool that can provide
linkages for companies looking to sell /purchase
wastes.
% of avoided cost of
disposal.
Purchasing Programs
Waste Services
Develop a roster of waste handlers that will comply
with agreed upon diversion for various wastes in
various sectors.
Finder's fee for all
referrals.
Procurement
Assistance
Develop procurement documents that can be
utilized companies to procure waste management
services.
Fee for use.
Training and Development •
Procurement Training
Program
Develop a training program that assists companies
in developing a procurement solution to their
waste management issues. .
A fee for attendance.
Broader Sustainability Programming
Auditing and Consulting Services
Consultant Roster
•
Develop a roster of consultants that can offer
sustainability services.
Commission for all
referrals and subsequent
projects.
Purchasing Programs
Green Facility
Supplies
Develop a green facility supplies procurement
program - focusing on office supplies, food
service materials and furnishing.
Commission for all
purchases.
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Partners in Project Green Steering Committee October 14, 2010
Program . - . ;Descn tion %. :, ,';t
"Revenue Modal -
Training andDevelopment
Sustainability Training
Develop a sustainability planning training program.
A fee for attendance.
Employee
Engagement Training
Develop employee engagement training program.
A fee for attendance.
Next Steps
Based on the input of the Steering Committee, the identified potential programs will be referred
to their respective project teams for further consideration and development. In addition, a three
year business plan will be developed based on existing and potential Partners in Project Green
Programs.
RES. #PPG19 /10
Moved by:
Seconded by:
POLICY TOOLKIT
Steering Committee endorsement of the Partners in Project Green
Policy Toolkit.
Suzanne Barrett
Carman McClelland
THAT the Draft Pearson Eco- Business Zone Policy Toolkit, as appended, be endorsed;
THAT a copy of the Pearson Eco- Business Zone Policy Toolkit and findings of the
municipal policy review be forwarded to Pearson Eco - Business Zone partner
municipalities;
AND FURTHER THAT the Policy Harmonization Team continue the development of Phase
2 Policy Tools in 2010.
CARRIED
Background
The Policy Harmonization Team focuses on promoting green business development
opportunities in the Pearson Eco- Business Zone, with a specific focus on harmonizing
municipal policy for the purposes of supporting the implementation of the goals of Partners in
Project Green.
In order to create the Policy Toolkit, consultation with each municipality was completed in the
fall of 2009. The consultation process involved a cross - section of municipal departments,
including planning, engineering, parks, economic development and others, to determine what
land use tools would be most effective in facilitating green development within the Pearson
Eco- Business Zone. This consultation process resulted in the creation of a comprehensive list
for policy tools to be developed. Phase 1 of the Policy Toolkit consists of initial tools identified
by stakeholders to be the most relevant. Phase 2 of the Policy Toolkit will see additions of
further tools being developed.
The following tools have been included in Phase 1 of the Policy Toolkit:
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Partners in Project Green Steering Committee October 14, 2010
• Partners in Project Green General Communications Materials - an overview and
"what's in it for me" for municipal staff;
• Legal Primer - Planning Act and Provincial Policy Statements in relation to the
Pearson Eco- Business Zone;
• Using Development Permits to Promote Eco- Business Zone Activity - an overview of
how to encourage green economic development in the Pearson Eco- Business
Zone;
• Considerations for Eco- Business Zone Development Standards - development
standard ideas for the Pearson Eco- Business Zone; and,
• Eco- Business Zone Sustainability Screening Tool - to provide a checklist of
sustainability measures for consideration in the Pearson Eco- Business Zone.
Phase 1 of the Policy Toolkit is attached for Steering Committee endorsement. In addition to
the Policy Toolkit, a preliminary review of partner municipalities' policies, strategies, regulation
and programs has been completed to assist municipal partners in promoting green business
development opportunities.
The Policy Harmonization Team has indentified the following Phase 2 tools for development, to
be completed by the end of December 2010:
• Primer: Fast Tracking Eco- Business Zone Applications - How to get Started
• Policy Template: Standardized Eco - Industrial and Sustainability Terms Glossary
• Policy Template: Overarching Eco- Business Zone Policy Statement and Overview of
Potential Municipal Eco- Business Zone OP Policies
• Policy Template: Pearson Eco- Business Zone Subdivision Requirements,
Considerations for Servicing Plans in Eco- Business Zones, and Sample Eco- Business
Zone Road ROW Cross Sections
DEMAND RESPONSE PURCHASING PROGRAM
At the chair's request, this item was deferred until 2011 when the new energy conservation
programs for Ontario are launched.
RES. #PPG20 /10
Moved by:
Seconded by:
PEARSON ECO- BUSINESS ZONE TRANSPORTATION
MANAGEMENT ASSOCIATION UPDATE
Steering Committee endorsement of the Airport Area Smart Commute.
Debbie Baxter
Paul Callegari
THAT the Partners in Project Green Steering Committee endorse the Pearson Airport
Area Smart Commute;
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Partners in Project Green Steering Committee October 14, 2010
AND FURTHER THAT members of the Partners in Project Green Steering Committee
consider joining the Pearson Airport Area Smart Commute.
CARRIED
Background
TRCA has been working in partnership with Metrolinx, Smart Commute Mississauga, Smart
Commute Brampton - Caledon, and the City of Toronto to develop a Pearson Eco- Business
Zone Transportation Management Association (TMA). There are currently TMA services for
businesses in Mississauga and Brampton; however, the eastern portion of the Pearson Eco -
Business Zone, namely Rexdale and North Etobicoke in Toronto, are not served by a TMA. In
order to help increase employee commuting options in the Pearson Eco- Business Zone, while
decreasing congestion and improving local air quality, TRCA has been working to expand TMA
services to all of the Pearson Eco- Business Zone. This TMA has been named the Pearson
Airport Area Smart Commute.
The feasibility study on the development of the Pearson Airport Area Smart Commute was
conducted by UrbanTrans Consultants in late 2009 and indicated the Pearson Eco- Business
Zone met the criteria for the successful implementation of a TMA. The feasibility study
examined the following aspects:
• TMA Context - including the study area, boundaries and rationale, and applicability to
TMA model and relationship to TMA criteria.
• Transportation Issues and Goals - problem definition, goals and objectives desired by
stakeholders and role of the TMA in achieving goals and objectives.
• Stakeholders - existing TMAs servicing the area, champion(s), employer stakeholders
and potential members (impacts on membership of existing TMAs), municipal
stakeholders, other stakeholders.
• Existing Conditions - growth patterns (population and employment), travel patterns and
congestion levels, parking conditions, transportation infrastructure and services,
accessibility to employment.
• Travel Patterns and Market Analysis - peak travel times and nature of workforce
(manufacturing, office, retail, etc.), and demographic characteristics.
• Existing Transportation Alternatives - public transit, carpool facilities and infrastructure,
active transportation infrastructure, other programs and services currently offered.
The feasibility study found that the required criteria for successful implementation of the
Pearson Airport Area Smart Commute did exist.
Resulting from the feasibility study and discussion with partner associations, the Pearson
Airport Area Smart Commute boundaries were delineated and administration models were
discussed. The team concluded that the area to the northwest of Toronto Pearson, bordered by
Highway 407 to the north and Highway 427 to the west, known as Quadrant B - Malton, would
be added as a Smart Commute service area in the region. This was selected due to the
following reasons:
• no existing Smart Commute Mississauga members;
• includes airport- related employment and residential areas;
• geographically separated from the rest of Mississauga by Toronto Pearson;
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Partners in Project Green Steering Committee
October 14, 2010
• strongly identified with the airport area; and,
• no impact on current Smart Commute Mississauga operations.
Furthermore, as a result of these discussions, it was proposed that the Pearson Airport Area
Smart Commute be housed by Smart Commute Mississauga, sharing the board and staff, but
with an independent identity and a separate advisory committee. The purpose of the advisory
committee is to supplement the overall direction provided by the Board of Directors. The
advisory group will provide:
• assistance with recruiting;
• identification of emerging issues;
• guidance on initiatives and programming;
• opportunity for partnership and information sharing;
• access to community leaders; and,
• include both public and private sector.
Identified partners include:
• Airport/business (GTAA as Advisory Chair).
• Partners in Project Green (Staff).
• Entertainment (Woodbine).
• Education (Humber College).
• Municipal and Regional representatives.
TRCA has assigned a representative to the Pearson Airport Area Smart Commute TMA
Advisory Committee and will coordinate efforts with Partners in Project Green and the Pearson
Airport Area Smart Commute.
Next Steps
Branded Pearson Airport Area Smart Commute materials are in development.
The Pearson Airport Area Smart Commute will be formally launched, and new members
actively recruited.
RES. #PPG21 /10
Moved by:
Seconded by:
PARTNERS IN PROJECT GREEN TERMS OF REFERENCE
Review Partners in Project Green Steering Committee Terms of
Reference for term 2011 to 2012.
Suzan Hall
Brad Chittick
THAT the 2011 -2012 Partners in Project Green Steering Committee Terms of Reference
be recommended to TRCA for necessary approvals.
CARRIED
Background
At TRCA Authority Meeting #6108, held on July 25, 2008, Resolution #A184/08 was approved,
in part, as follows:
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Partners in Project Green Steering Committee October 14, 2010
"THAT the Terms of Reference for the Partners In Project Green: A Pearson Eco -
Business Zone Steering Committee, as appended, be approved and staff be authorized
to establish the Partners in Project Steering Committee to begin the implementation of
key priorities."
As a result of this resolution, the Partners in Project Green Steering Committee was established
in the winter of 2009 and was appointed for a two year term that will be completed at the end of
2010. A clause within the Terms of Reference required the Partners in Project Green Steering
Committee to review the structure of the committee and its reporting requirements.
At the beginning of 2010, the Partners in Project Green Steering Committee reviewed its
structure and added an Executive Committee to help move decisions forward and provide
further oversight of the operations of Partners in Project Green.
Terms of Reference Review
The Executive Committee reviewed the Partners in Project Green Steering Committee Terms of
Reference and identified the following changes for consideration of the Steering Committee:
• Executive Committee - addition of the Executive Committee within the Terms of
Reference, as well as its roles and meeting structure.
• Steering Committee Terms of Appointment- term limits and the changeover of
members.
• Steering Committee Membership Structure - membership structure of the Steering
Committee, including sector representation, association representation and government
representation.
• Appointment Process - criteria for appointing new members to the Steering Committee.
Based on the input of the Executive Committee, TRCA staff updated the Partners in Project
Green Steering Committee Terms of Reference for Steering Committee discussion and
recommendation to TRCA.
GOOD NEWS STORIES FROM STEERING COMMITTEE MEMBERS
Partners in Project Green was awarded the Marketing Award from the Economic Developers
Association of Canada presented at their Annual Conference in Quebec City on September 21,
2010.
Partners in Project Green hosted its first two day Eco- Business Summit on September 30 and
October 1, 2010. Feedback from registrants was very positive.
The Kids in Nature Corporate Challenge program recently launched has received great
response. Currently, there are over 50 schools in priority neigbourhoods in and around the
Pearson Eco- Business Zone have been given the opportunity to experience the wonder of
wildlife in their classrooms and then continue the learning at TRCA's environmental education
centres.
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Unisource is now working with the Clinton Climate Initiative to reduce green house gas
emissions from their operations.
City of Mississauga in partnership with the Greater Toronto Airports Authority (GTAA) officially
opened the Etobicoke Creek Trail on September 23, 2010. This section of the trail is
approximately seven kilometers from Matheson Boulevard East, through the western boundary
of GTAA lands to Mount Charles Park. A 23 car permeable parking lot located at the corner of
Courtneypark Drive East and Britannia Road East was also constructed using environmentally
friendly materials such as recycled asphalt and pervious concrete. Installation of the parking
was undertaken by the City of Mississauga on behalf of the project partners, including GTAA,
Region of Peel, Toronto and Region Conservation, the Ready Mixed Concrete Association of
Ontario, Holcim (Canada) Inc., and TD Friends of the Environment Foundation.
TERMINATION
ON MOTION, the meeting terminated at 5:00 pm, on October 14, 2010.
Toby Lennox
Chair
John Coyne
Vice Chair
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