Innovative Efforts Receive Spotlight at Inaugural Ceremony Highlighting Energy Efficiency, Conservation

The Stamford 2030 District’s inaugural Change Makers Awards were presented this month, honoring projects and organizations excelling in four distinct areas: innovation in energy, water, transportation and sustainable technology. The awards ceremony captured some of the most innovative local project involving energy efficiency improvements, water retention methods and the promotion of safe multi-modal transportation. The award winners were:

• 400 Atlantic St. (The Landis Group) for Innovation in Energy;
• The Mill River Park and Greenway (Mill River Park Collaborative) for Innovation in Water;
• The Sharrow Network (city of Stamford and People Friendly Stamford) for Innovation in Transportation;
• Living Wall Project (JM Wright Technical School) for Innovation in Sustainability; and an honorable mention to 9 W. Broad St. Property LLC (Forstone) for its work with the C-PACE program.

The Stamford 2030 District is a collaborative, nationally recognized, but local community of high performance buildings in downtown Stamford that aims to dramatically reduce energy and water consumption and reduce emissions from transportation, while increasing competitiveness in the business environment and owners' returns on investment.

”We launched this program in October last year and it’s been amazing to see the commitment from the local community to start implementing changes," said Megan Saunders, Stamford 2030 executive director. "We went from zero to 34 members and have benchmarked six million square feet of their buildings. I’m excited to see what we’re able to collectively accomplish in the next year.”

The awards reception featured a keynote address by Brian Geller, founder of the first 2030 District and currently senior vice president, corporate sustainability, Citibank.  The evening also featured a tribute to the Stamford 2030 District’s first year of accomplishments and a sneak peek at next year’s plans.  Stamford 2030 is a collaboration between Connecticut Fund for the Environment, the Business Council of Fairfield County and a coalition of professional and community organizations.

“I would like to congratulate all of the members of Stamford 2030 for joining together to make vital changes for our community," said Stamford Mayor David Martin. "The partners in Stamford 2030 have really stepped up for the success and sustainability of our city and the surrounding area. And they are not alone. For our part, the city is committed to improving storm resiliency and moving forward with the Energy Improvement District. We believe these efforts are tied to our economic development and ability to attract people to Stamford while conserving important natural resources, all necessary for sustained growth and prosperity.”

The Stamford 2030 District is an interdisciplinary public-private-nonprofit collaborative working to create a groundbreaking high performance building district in downtown Stamford. With the Architecture 2030 Challenge providing property performance targets, the Stamford 2030 District seeks to prove that high performing buildings are the most profitable buildings in Stamford. District Members will do this by developing realistic, measurable, and innovative strategies to assist district property owners, managers, and tenants in meeting aggressive goals that keep properties and businesses competitive while operating buildings more efficiently, reducing costs, and reducing the environmental impacts of facility construction, operation, and maintenance.

2030 Districts are also operating in the cities of Seattle, Cleveland, Pittsburgh, Los Angeles, Denver, San Antonio, San Francisco, Dallas, Toronto and Albuquerque.

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More US Cities Seek to Join Stamford in Commitment to Energy, Water Usage Reductions in Commercial Buildings

Efforts are underway this year for seven additional cities, from Albuquerque to Ann Arbor, to follow Stamford and seven others across the nation, in making a long-term commitment to reduce energy and water consumption in commercial buildings and reduce emissions from transportation, while increasing competitiveness in the business environment and owners' returns on investment. The “2030 District” initiative began with Seattle in 2011, grew by two cities in 2012, to four in 2013, and then to eight in 2014 when Stamford joined Seattle, Pittsburgh, Cleveland, Los Angeles, Denver, Dallas, and San Francisco as a 2030 District.  Now working towards the designation, in addition to Albuquerque and Ann Arbor, are Detroit, San Antonio, Ithaca, Toronto and Portland.

Across the United States and Canada, 2030 Districts are forming with greater frequency to meet incremental energy, water and vehicle emissions reduction targets for existing buildings and new construction called for by Architecture 2030 in the 2030 Challenge for Planning.  Districts are generally private/public partnerships that commit to dramatic reductions in water consumption and energy and greenhouse gas (GHG) emissions, as well as adaptation and resiliency actions that address projected climatic impacts.

The Stamford 2030 District – launched this past  November - is an interdisciplinary public-private-nonprofit collaborative working to create a groundbreaking high performance building district in downtown Stamford.  Leading the way in the Stamford 2030 District are the Business Council of Fairfield County and Connecticut Fund for the Environment. As Stamford is a coastal city, its 2030 District will also implement a proactive vision to ensure resiliency against projected sea-level rise and storm surge.

The Stamford 2030 District – the first in New England - began with 23 founding members, including 11 property owners and 12 prominent professional and community stakeholders committed to meeting the 2030 Districts goals and targets. High performance buildings have proven track records of simultaneously increasing business and property profitability, reducing environmental impacts, and improving occupant health.

Now in the process of assessing the District’s current building performance levels, one-on-one assistance is provided to property owners and managers in benchmarking their buildings.  In addition, a first-time webinar will be held this week, on Wednesday, February 18, with several founding members highlighting best practices and procedures:

• Jay Black of SL Green Realty/Reckson Properties will offer industry perspective through his experience with benchmarking buildings in both NY and CT.
• WegoWise will present an overview of their web-based software that is able to benchmark a portfolio and provide deeper analytics into a buildings’ energy performance to find savings opportunities.
• Steven Winter and Associates will demonstrate how to take benchmarking a step further with tools such as building energy audits to help identify opportunities within the building.
• New Neighborhoods, Inc. will serve as a case study project in Stamford that has contracted with WegoWise for their benchmarking and will share their experience.

Officials indicate that District Members develop realistic, measurable, and innovative strategies to assist district property owners, managers, and tenants in meeting aggressive goals that keep properties and businesses competitive while operating buildings more efficiently, reducing costs, and reducing the environmental impacts of facility construction, operation, and maintenance.

“These collective efforts will establish the Stamford 2030 District as an example of a financially viable, sustainability focused, multi-sector driven effort that maximizes profitability and prosperity for all involved. Through collaboration of diverse stakeholders, leveraging existing and developing new incentives and financing mechanisms, and creating and sharing joint resources, the Stamford 2030 District will prove the business case for healthy and high performing buildings.”

Property owners and managers are voluntarily committing their properties to Stamford 2030 District goals; they are not required to achieve the District goals through legislative mandates or as individuals.

“Stamford is already a business leader in Connecticut. The Stamford 2030 District will make the city a sustainability leader nationwide,” said Megan Saunders, Executive Director of the Stamford 2030 District. With over 170 million square feet of commercial building space (including 6 million thus far in Stamford), 2030 Districts are rapidly emerging as a new model for urban sustainability, officials indicate.

The Stamford 2030 District provides members a roadmap and the support they need to own, manage, and develop high performance buildings by leveraging Community and Professional Stakeholders, market resources, and by creating new tools, partnerships, and opportunities to overcome current market barriers. This type of collaborative action is not only a strategic undertaking to keep Stamford competitive in the year 2030, but also represents a major investment in Stamford's future and reflects the collaborative nature of our region.

Strategies to Advance Transit-Oriented Development Outlined by Coalition

Strategies including community engagement, placemaking, mixed-income housing, complete streets, parking configuration, green infrastructure and energy efficiency are outlined in a comprehensive 68-page “toolkit” focusing on opportunities to extend transit-oriented development in Connecticut, as the state moves forward with significant rail and bus initiatives.

 Working in partnership, Connecticut Fund for the Environment, Partnership for Strong Communities, Regional Plan Association and Tri-State Transportation Campaign have created a Transit-Oriented Development (TOD) Toolkit that highlights key strategies necessary for developing competitive and sustainable TOD in Connecticut.  The toolkit has been shared in recent weeks with interested officials  and organizations around the state, and discussed at two public forums in Bridgeport that brought together more than   80 municipal leaders from the region.

The document outlines the primary components of a TOD program that meets common community goals of strengthening town centers, supporting municipal budgets, expanding housing and commercial opportunities, and minimizing environmental impacts. Among the central components outlined:

• The process and design for getting TOD built in a community, from developing a community vision and supportive zoning, to determining how accessible a station is for non-drivers.
• The demographic trends that favor mixed-income, transit-accessible housing, the fiscal impacts of residential TOD, and mechanisms to include affordable housing within TOD development.
• Complete Streets strategies that enhance streets and sidewalks to promote walking and biking to a station and to TOD built around it. Transit access, walking an bicycling, and the mix of uses in TOD mean that TOD districts require less parking than traditional development.
• Best practices for managing parking, including parking maximums, shared parking, and transit incentives.  
• Information and resources for incorporating green infrastructure and energy solutions in a community. Green infrastructure minimizes wastewater and pollutant impacts from development. Energy-efficiency, local energy generation and micro-grids help communities use less power and withstand disruptions to the regional energy supply.

Efforts are continuing by the organizations participating in the effort, and others pursuing a transit-oriented development agenda, to coordinate with key state agencies regarding strategies to move TOD forward in the state, especially along key transportation corridors.  Officials are working to secure funds for a new TOD position that would initially provide technical support to Meriden and other towns on the upcoming New Haven - Hartford - Springfield rail and CTfastrak bus lines and to develop a funding source to support financing and land acquisition for priority TOD sites.

 Transit-oriented development is described in the toolkit as “development that’s built to take advantage of the ability of people to access it with transit - a strategy for growth that produces less traffic and lessens impact on roads and highways.”  The overview also points out that “households located within walking distance of transit own fewer cars, drive less, and pay a smaller share of their income on transportation related expenses. Homes and businesses can be built with less parking, reducing the cost of development, making development more feasible in weak markets, and increasing local tax revenue.”