York Region Broadband Strategy

Chris initiated and project managed the development of the York Region Broadband Strategy which provides a roadmap for improved connectivity for businesses, residents and the public sector in York Region.

The Strategy was developed in partnership with York Region's nine local municipal partners (Markham, Richmond Hill, Vaughan, Aurora, King, Whitchurch-Stouffville, Newmarket, East Gwillimbury and Georgina).  To assist in developing the Strategy, large and small telecommunications companies were also engaged, including Bell, Rogers and Telus, to help shape the strategy's targets, recommendations and work plan.

The Strategy provides a range of recommended actions focusing on three key areas:

  • Education and Advocacy - these actions focus on educating stakeholders on the importance of connectivity to their and the Region's success.
  • Municipal Processes - these actions focus on ways municipal processes, such as access agreements and road re-construction projects, can be leveraged to encourage investments in connectivity infrastructure.
  • Infrastructure Investments - these actions focus on identifying a range of infrastructure investments to improve connectivity for residents, businesses and the public sector.

To view the strategy visit: www.investinyork.ca/broadband.

York Region Post-Secondary Investment Attraction Strategy

Chris initiated and project managed the development of the York Region Post-Secondary Investment Attraction Strategy.  The Strategy aims to increase the presence of post-secondary institutions within York Region in order to meet the needs of the Region's diverse economy and growing population.

The Strategy was developed in collaboration with York Region's nine local municipal partners (Markham, Richmond Hill, Vaughan, Aurora, King, Whitchurch-Stouffville, Newmarket, East Gwillimbury and Georgina) and included input from a range of stakeholders, including major employers in the Region, a number of post-secondary institutions, and thought leaders in the field of education and research.

The Strategy identifies a range of post-secondary opportunities, including everything from learning centres to meet local specific skill gaps, to establishing a comprehensive research campus.  The Strategy also includes a policy framework for the Region's involvement in post-secondary investments to ensure they align with Regional planning goals and infrastructure investments. 

 

Pearson Eco-Business Zone District Energy System Feasibility Study

As a result of the Partners in Project Green Strategy, Chris project managed the development of the Pearson Eco-Business Zone District Energy System Feasibility Study.  

The goal of the study was to identify the business potential for district energy around Toronto Pearson International Airport (Toronto Pearson) - focusing on leveraging the Greater Toronto Airports Authority's (GTAA) existing co-generation facility for heating and cooling, as well as identifying the potential to start a new system with its own energy generation system.

The feasibility study included engaging a range of land owners and businesses in the vicinity of Toronto Pearson to identify their interest in centralized heating and cooling, while developing potential system solutions and a business model for a potential district energy system.

To view the feasibility study visit here.

Energy Leaders Consortium

Chris initiated the development of the Partners in Project Green Energy Leaders Consortium - a group of businesses from around Toronto Pearson with a commitment to working together to reduce their energy consumption.

Levering funding from various funding partners, Chris worked with his team and a consultant to develop the Energy Leaders Consortium.  The program provided a work plan for participating companies to identify, target and reduce their energy consumption.  Leveraging ongoing mentoring, regular training sessions and the use of various energy monitoring technologies, participants developed their reduction plans and worked with each other to drive savings in their respective businesses.

The Energy Leaders Consortium included the following companies:

  • Bayer
  • Broan-NuTone
  • Cott Beverages
  • CKF
  • Greater Toronto Airports Authority
  • Husky Injection Molding
  • Janes Family Foods
  • Lincoln Electric
  • Orbis
  • Magellan Aerospace
  • Pratt and Whitney
  • Weston Bakeries

In just its first year, the participating companies were able to collectively reduce energy consumption by 11.1 eGWh for a total savings of 1.15 million dollars.

Pearson Eco-Business Zone Materials Exchange Program

As a result of the Partners in Project Green Strategy, Chris led the development of the Pearson Eco-Business Zone Materials Exchange Program.  The goal of the program was to help companies identify ways to turn their waste into feedstock for other companies. Overall, the initiative aimed to help drive waste reduction, while facilitating business development and supply chain innovations.

The development of the materials exchange included completing a review of existing materials exchanges globally to better understand the economic and policy drivers that made exchanges successful, while identifying the required tools, marketing and resources that help exchanges grow.  With the relevant information in hand, a business model was developed and funding partners secured to implement the materials exchange program.

The Pearson Eco-Business Zone Materials Exchange Program continues to operate and assists companies around Toronto Pearson International Airport in reducing their waste costs and identifying new sources of feedstocks.

To learn more about the exchange or utilize it for your company, visit http://www.partnersinprojectgreen.com/programs/waste-management/materials-exchange-program.

To view the feasibility study visit here.

Partners in Project Green: A Pearson Eco-Business Zone Strategy

Chris spearheaded the development of Partners in Project Green: A Pearson Eco-Business Zone - an ambitious strategy to transform the business community around Toronto Pearson International Airport into an internationally recognized community known for its competitive, high performance and eco-friendly business climate.

The Partners in Project Green Strategy was developed in 2008 over eight months with the input of businesses in the Pearson Eco-Business Zone and municipal, provincial and federal governments. 

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The Strategy provided background on the Pearson Eco-Business Zone, a baseline of resource use, as well as programming initiatives identified by the business community that should be developed and delivered to assist in reducing resource consumption and promoting green economic development.

As a result of the Strategy, Partners in Project Green was launched thanks to a seven year funding agreement with the Greater Toronto Airports Authority.

To read the Strategy visit: www.partnersinprojectgreen.com/about-us?id=4:our-strategy&catid=1.

To learn more about Partners in Project Green visit: www.partnersinprojectgreen.com.

Greater Toronto Airports Authority Living City Project

As a Watershed Planner with the Toronto and Region Conservation Authority (TRCA), Chris project managed the completion of the Greater Toronto Airports Authority (GTAA) Living City Project - a series of three strategies aimed at improving the environment around Toronto Pearson International Airport (Toronto Pearson).

The GTAA Living City Project utilized an interdisciplinary approach to watershed management within the Etobicoke Creek around Toronto Pearson. Working in collaboration with the GTAA, the project involved four main components:

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  1. The Terrestrial System - an inventory of the terrestrial system around Toronto Pearson to identify potential natural cover and priority restoration and enhancement sites to meet TRCA's targets for the Etobicoke watershed.
  2. The Aquatic Ecosystem - the completion of a fish management plan to identify restoration opportunities for priority aquatic habitat in the areas around Toronto Pearson.
  3. Stormwater Management - an assessment of storm water management around Toronto Pearson and the identification of priority improvements to improve water quality.
  4. Integration and Priority Implementation Priorities - the integration of the recommendations from the above strategies in a spatial form to identify priorities for implementation.

Ultimately, the GTAA Living City Project provided the groundwork for developing Partners in Project Green: A Pearson Eco-Business Zone and engaging the business community around Toronto Pearson in watershed restoration initiatives.

To view a copy of the above reports please find them below:

  1. The Terrestrial System
  2. The Aquatic Ecosystem
  3. Stormwater Management
  4. Integration and Priority Implementation Priorities