Location: Pontevedra, Spain
Website:
The city of Pontevedra in northwest Spain has become a leader in walker-friendly urban policy over the past 15 years. In light of its relative anonymity and population of 83,000, one might find it difficult to imagine the traffic congestion that prompted this transformation.
However, as the capital of its province, county and municipality, Pontevedra attracted enough automobile commuters each day to overwhelm its antiquated streets.
Instead of razing old buildings and constructing bigger roads, the city council began taking proactive measures to reduce traffic. They widened sidewalks, established a free bike-lending service, installed speed bumps and set a speed limit of 30 kilometers per hour throughout the city. They even banned motorized transport in sections of Pontevedra.
Walking zones now extend from the historic center to streets and squares in newer neighborhoods. Although the driving ban initially faced resistance, it is now broadly supported and has become an essential part of the city's identity as an attractive place to live.
To further improve walkability, Pontevedra's city council produced a map that visualizes the distances and travel times between key places on foot at an average speed of five kilometers per hour.
Known as Metrominuto, the map has color-coded lines that resemble those of a subway guide. The pink line from Peregrina Square shows that it takes about 14 minutes to walk from there to the train and bus stations. Free parking areas are marked to encourage visitors to leave their cars outside the city center.
According to the map, someone who parks in the free lot near the police station can get to Peregrina Square in less than eight minutes via Santiago Bridge. Metrominuto reminds residents and visitors that many automobile trips can be made in a more convenient, environmentally friendly and healthy way by walking.
The Metrominuto initiative recently won an award from Intermodes, the organizers of an international transport convention for the European Congress, who explained: "Metrominuto is an idea that can be easily transposed in cities that have 80,000 inhabitants (or less), of which there are more in Europe than there are very large conurbations." Pontevedra's urban restructuring program has also earned accolades from the Spanish Committee of Representatives of Persons with Disabilities and the Spanish Directorate General of Traffic.
Pontevedra's walker-oriented initiatives raise questions as to how they came into being and how they've influenced living conditions in the city. Researching these questions should tell us whether Intermodes' recommendation is warranted, offering insights into the potential for similar initiatives in other cities around the world.
Tuesday, March 5, 2013
The Bay Lights
Location: San Francisco Bay, CA
Website: www.thebaylights.org
The Bay Lights is a site-specific monumental light sculpture and art installation on the San Francisco Bay Bridge.
The installation by lights placed along 1.8 miles (2.9 km) of the cables on the north side of the suspension span of the bridge between Yerba Buena Island and San Francisco. The installation will be controlled via a computer and will display changing patterns that are not meant to repeat.
A The Bay Lights is the world’s largest LED light sculpture, 1.8 miles wide and 500 feet high. Inspired by the Bay Bridge’s 75th Anniversary, its 25,000 white LED lights are individually programmed by artist Leo Villareal to create a never-repeating, dazzling display across the Bay Bridge West Span through 2015.
The Bay Lights is a monumental tour de force eight times the scale of the Eiffel Tower’s 100th Anniversary lighting. Shining from dusk until 2:00 a.m. for two years, it will impact over 50 million people in the Bay Area, with billions more seeing it in the media and online. By conservative estimates, $97 million dollars will be added to the local economy.
Timetable:
September 15–October 15, 2012
Fiber and power line backbone installed. 25,000 LEDs with integrators and 48,000 Bridge Clips in production.
October 15, 2012
LED light system night installation begins, with 8-10 electricians working Mondays to Fridays, 8:00 p.m. to 5:00 a.m.
Mid-December, 2012
First test of lights installed to date.
March 5, 2013
The Bay Lights Grand Lighting!
8:30 p.m. PST Live Stream Webcast
9:00 p.m. Lights
The Bay Lights is presented by Illuminate the Arts, a San Francisco non-profit dedicated to the creation and presentation of community-activating public art. Our mission is to provide innovative art programs that stimulate a culture of generosity and inspire community involvement and collaboration worldwide.
Website: www.thebaylights.org
The Bay Lights is a site-specific monumental light sculpture and art installation on the San Francisco Bay Bridge.
The installation by lights placed along 1.8 miles (2.9 km) of the cables on the north side of the suspension span of the bridge between Yerba Buena Island and San Francisco. The installation will be controlled via a computer and will display changing patterns that are not meant to repeat.
A The Bay Lights is the world’s largest LED light sculpture, 1.8 miles wide and 500 feet high. Inspired by the Bay Bridge’s 75th Anniversary, its 25,000 white LED lights are individually programmed by artist Leo Villareal to create a never-repeating, dazzling display across the Bay Bridge West Span through 2015.
The Bay Lights is a monumental tour de force eight times the scale of the Eiffel Tower’s 100th Anniversary lighting. Shining from dusk until 2:00 a.m. for two years, it will impact over 50 million people in the Bay Area, with billions more seeing it in the media and online. By conservative estimates, $97 million dollars will be added to the local economy.
Timetable:
September 15–October 15, 2012
Fiber and power line backbone installed. 25,000 LEDs with integrators and 48,000 Bridge Clips in production.
October 15, 2012
LED light system night installation begins, with 8-10 electricians working Mondays to Fridays, 8:00 p.m. to 5:00 a.m.
Mid-December, 2012
First test of lights installed to date.
March 5, 2013
The Bay Lights Grand Lighting!
8:30 p.m. PST Live Stream Webcast
9:00 p.m. Lights
The Bay Lights is presented by Illuminate the Arts, a San Francisco non-profit dedicated to the creation and presentation of community-activating public art. Our mission is to provide innovative art programs that stimulate a culture of generosity and inspire community involvement and collaboration worldwide.
Lincoln Institute of Land Policy
Location: National/International
Website: www.lincolninst.org
The Lincoln Institute of Land Policy is a leading resource for key issues concerning the use, regulation, and taxation of land. Providing high-quality education and research, the Institute strives to improve public dialogue and decisions about land policy.
As a private operating foundation whose origins date to 1946, the Institute seeks to inform decision making through education, research, policy evaluation, demonstration projects, and the dissemination of information, policy analysis, and data through our publications, Web site, and other media.
By bringing together scholars, practitioners, public officials, policy makers, journalists, and involved citizens, the Lincoln Institute integrates theory and practice and provides a nonpartisan forum for multidisciplinary perspectives on public policy concerning land, both in the U.S. and internationally.
Our work is organized into three areas of study:
- Planning and Urban Form
- Valuation and Taxation
- International Studies
The Lincoln Institute of Land Policy traces its origins to John C. Lincoln, a Cleveland industrialist and investor who in 1946 established the Lincoln Foundation in Phoenix, Arizona. He was intrigued by the writings of Henry George, as expressed in the book Progress and Poverty (1879), in particular George's ideas about land ownership and taxation.
Lincoln created the Foundation to support other institutions in the teaching, research, and publication of information about George's work.
From the late 1940s through the early 1970s, the Lincoln Foundation sponsored a variety of university-based education and research programs on theoretical and applied economics and taxation.
In 1966 the Foundation established the John C. Lincoln Institute at the University of Hartford in Connecticut, and in 1968 it supported the creation of the Land Reform Training Institute in Taiwan (renamed the International Center for Land Policy Studies and Training in 1998).
The Lincoln Institute of Land Policy was established as a school in 1974 and became the Foundation's primary grant recipient to develop multidisciplinary education, research, and publications programs.
The Institute focused on property valuation and taxation policy, urban planning and development, land economics, and property rights. To expand its work internationally, the Institute established the Program on Latin America and the Caribbean in 1993 and the Program on the People's Republic of China in 2003.
In 2006 the Lincoln Foundation and the Lincoln Institute of Land Policy merged to become a private operating foundation whose mission is to be a leading center for the study of land policy and land-related tax policy throughout the world.
The organization continues its focus on teaching, research, and publications while also expanding its fellowship programs, joint venture and evaluation projects, Web-based resources, and other programs.
Website: www.lincolninst.org
The Lincoln Institute of Land Policy is a leading resource for key issues concerning the use, regulation, and taxation of land. Providing high-quality education and research, the Institute strives to improve public dialogue and decisions about land policy.
As a private operating foundation whose origins date to 1946, the Institute seeks to inform decision making through education, research, policy evaluation, demonstration projects, and the dissemination of information, policy analysis, and data through our publications, Web site, and other media.
By bringing together scholars, practitioners, public officials, policy makers, journalists, and involved citizens, the Lincoln Institute integrates theory and practice and provides a nonpartisan forum for multidisciplinary perspectives on public policy concerning land, both in the U.S. and internationally.
Our work is organized into three areas of study:
- Planning and Urban Form
- Valuation and Taxation
- International Studies
The Lincoln Institute of Land Policy traces its origins to John C. Lincoln, a Cleveland industrialist and investor who in 1946 established the Lincoln Foundation in Phoenix, Arizona. He was intrigued by the writings of Henry George, as expressed in the book Progress and Poverty (1879), in particular George's ideas about land ownership and taxation.
Lincoln created the Foundation to support other institutions in the teaching, research, and publication of information about George's work.
From the late 1940s through the early 1970s, the Lincoln Foundation sponsored a variety of university-based education and research programs on theoretical and applied economics and taxation.
In 1966 the Foundation established the John C. Lincoln Institute at the University of Hartford in Connecticut, and in 1968 it supported the creation of the Land Reform Training Institute in Taiwan (renamed the International Center for Land Policy Studies and Training in 1998).
The Lincoln Institute of Land Policy was established as a school in 1974 and became the Foundation's primary grant recipient to develop multidisciplinary education, research, and publications programs.
The Institute focused on property valuation and taxation policy, urban planning and development, land economics, and property rights. To expand its work internationally, the Institute established the Program on Latin America and the Caribbean in 1993 and the Program on the People's Republic of China in 2003.
In 2006 the Lincoln Foundation and the Lincoln Institute of Land Policy merged to become a private operating foundation whose mission is to be a leading center for the study of land policy and land-related tax policy throughout the world.
The organization continues its focus on teaching, research, and publications while also expanding its fellowship programs, joint venture and evaluation projects, Web-based resources, and other programs.
Metropolitan Research Center
Location: Utah
Website: www.metroresearch.utah.edu
The first decade of the 21st century witnessed a tipping point: For the first time in human history, more people live in metropolitan areas than outside them. The world’s population, which doubled from 3 billion in 1960 to 6 billion in 2000, is projected to reach about 9 billion by 2050 before leveling off. Two-thirds of the world’s population will then live in metropolitan areas. This will stress on the world’s ecological, economic and political systems more so than presently.
The mission of the Metropolitan Research Center is to conduct basic and applied research on the built environment at the metropolitan scale, focusing on key forces shaping metropolitan form such as demographics, environment, technology, design, transportation, arts and culture, and governance. It seeks to expand knowledge in city and metropolitan affairs to improve policy and practice, and educate the general public on important issues facing communities.
The Metropolitan Research Center shares knowledge through events, presentations, publications, a website and media outreach.
The Center is part of the strategic plan of the College of Architecture + Planning. That plan includes reshaping the undergraduate planning degree to be more inclusive of units across the University, launching a nationally accredited Master of City and Metropolitan Planning degree, creating a new Ph.D. in Metropolitan Planning, Policy and Design, and initiating the Metropolitan Research Center.
The Center engages faculty and students from all three degree programs and other units across the University that are natural partners.
Development in the US between 2005 and 2040 will further stress systems. More than 100 million new Americans are expected along with about 60 million new jobs. Two million homes will need to be built each year and non-residential construction may top two billion square feet annually.
The Wasatch Front may double to more than four million people holding 2.5 million jobs. More than three-quarters of all non-residential space existing in 2000 will be rebuilt, as will a quarter of all homes. Nationally, development during this period is projected to exceed in volume two-thirds of everything built today, at a cost of more than $50 trillion; development in the Wasatch Front will exceed $500 billion.
Website: www.metroresearch.utah.edu
The first decade of the 21st century witnessed a tipping point: For the first time in human history, more people live in metropolitan areas than outside them. The world’s population, which doubled from 3 billion in 1960 to 6 billion in 2000, is projected to reach about 9 billion by 2050 before leveling off. Two-thirds of the world’s population will then live in metropolitan areas. This will stress on the world’s ecological, economic and political systems more so than presently.
The mission of the Metropolitan Research Center is to conduct basic and applied research on the built environment at the metropolitan scale, focusing on key forces shaping metropolitan form such as demographics, environment, technology, design, transportation, arts and culture, and governance. It seeks to expand knowledge in city and metropolitan affairs to improve policy and practice, and educate the general public on important issues facing communities.
The Metropolitan Research Center shares knowledge through events, presentations, publications, a website and media outreach.
The Center is part of the strategic plan of the College of Architecture + Planning. That plan includes reshaping the undergraduate planning degree to be more inclusive of units across the University, launching a nationally accredited Master of City and Metropolitan Planning degree, creating a new Ph.D. in Metropolitan Planning, Policy and Design, and initiating the Metropolitan Research Center.
The Center engages faculty and students from all three degree programs and other units across the University that are natural partners.
Development in the US between 2005 and 2040 will further stress systems. More than 100 million new Americans are expected along with about 60 million new jobs. Two million homes will need to be built each year and non-residential construction may top two billion square feet annually.
The Wasatch Front may double to more than four million people holding 2.5 million jobs. More than three-quarters of all non-residential space existing in 2000 will be rebuilt, as will a quarter of all homes. Nationally, development during this period is projected to exceed in volume two-thirds of everything built today, at a cost of more than $50 trillion; development in the Wasatch Front will exceed $500 billion.
Sunday, March 3, 2013
Open Streets Project
Location: North America
Website: www.openstreetsproject.org
The Open Streets Project is a collaboration between the Alliance for Biking & Walking and The Street Plans Collaborative.
The goal of the project is to share information about open streets and increase the number, size, and frequency of initiatives occurring across North America.
The Open Streets Project began in early 2010, when Street Plans began examining the breadth and diversity of open streets initiatives in the United States and Canada. In the fall of 2010, Street Plans teamed with the Alliance with the goal of reaching local advocates and open streets organizers across North America.
The Open Streets Project includes a published guide and this interactive website, which allows advocates and new open streets organizers to explore open streets efforts in other peer cities.
It also allows seasoned open streets organizers to continually update and share best practices, maps, photos, videos, and publicity materials via the individual initiative blog feature.
Website: www.openstreetsproject.org
The Open Streets Project is a collaboration between the Alliance for Biking & Walking and The Street Plans Collaborative.
The goal of the project is to share information about open streets and increase the number, size, and frequency of initiatives occurring across North America.
The Open Streets Project began in early 2010, when Street Plans began examining the breadth and diversity of open streets initiatives in the United States and Canada. In the fall of 2010, Street Plans teamed with the Alliance with the goal of reaching local advocates and open streets organizers across North America.
The Open Streets Project includes a published guide and this interactive website, which allows advocates and new open streets organizers to explore open streets efforts in other peer cities.
It also allows seasoned open streets organizers to continually update and share best practices, maps, photos, videos, and publicity materials via the individual initiative blog feature.
City of the Year
Location: International
Website: www.online.wsj.com/ad/cityoftheyear
In 2012, Citi and the Marketing Services Department of Wall Street Journal Magazine teamed up with the Urban Land Institute (ULI) to determine which city— wherever in the world— deserved the title “Innovative City of the Year.”
For the first round, ULI produced a list of 200 contenders, we then asked readers of WSJ Magazine and others to vote on the city that deserved the title. The original list of 200 was reduced to 25. We then asked readers and others to vote again and the list was narrowed to three finalists.
Events were held in each of the finalist cities where we encouraged civic leaders and business executives to use social media to spread the word. Our Number One city was so proud of their accomplishments that response was overwhelming.
Originally distinguished for its progress and potential, the winning city found new solutions to classic problems of mobility and environmental sustainability.
Today, gondolas and a giant escalator shuttle citizens from steep mountainside homes to jobs and schools in the valley below. As a result, travel time for the majority of its citizens has been cut from more than 2 hours to just a few minutes. In this city, a modern underground metro system has eased pollution and crowding in the city’s main arteries above, and glistening new museums, cultural centers, libraries and schools enrich the community.
Connections create innovation, and it is no wonder that our winning City of the Year has achieved great success in bringing its residents together to assure opportunities for all. That city is the traditional cultural capital of Colombia:
Medellin.
Website: www.online.wsj.com/ad/cityoftheyear
In 2012, Citi and the Marketing Services Department of Wall Street Journal Magazine teamed up with the Urban Land Institute (ULI) to determine which city— wherever in the world— deserved the title “Innovative City of the Year.”
For the first round, ULI produced a list of 200 contenders, we then asked readers of WSJ Magazine and others to vote on the city that deserved the title. The original list of 200 was reduced to 25. We then asked readers and others to vote again and the list was narrowed to three finalists.
Events were held in each of the finalist cities where we encouraged civic leaders and business executives to use social media to spread the word. Our Number One city was so proud of their accomplishments that response was overwhelming.
Originally distinguished for its progress and potential, the winning city found new solutions to classic problems of mobility and environmental sustainability.
Today, gondolas and a giant escalator shuttle citizens from steep mountainside homes to jobs and schools in the valley below. As a result, travel time for the majority of its citizens has been cut from more than 2 hours to just a few minutes. In this city, a modern underground metro system has eased pollution and crowding in the city’s main arteries above, and glistening new museums, cultural centers, libraries and schools enrich the community.
Connections create innovation, and it is no wonder that our winning City of the Year has achieved great success in bringing its residents together to assure opportunities for all. That city is the traditional cultural capital of Colombia:
Medellin.
Saturday, March 2, 2013
Energy Efficient Buildings Hub
Location: Philadelphia , PA
Website: www.eebhub.org
The Energy Efficient Buildings Hub (EEB Hub) was established in Philadelphia by the U.S. Department of Energy (DOE) as an Energy-Regional Innovation Cluster (E-RIC) on February 1, 2011 with a unique dual mission of improving energy efficiency in buildings—literally re-energizing them for the future—and promoting regional economic growth and job creation from our headquarters in Philadelphia's Navy Yard, one of the nation's largest and most dynamic redevelopment opportunities.
Federal funding for the EEB Hub’s first five years of operation comes primarily from the Department of Energy (DOE), with additional contributions from the Economic Development Administration (EDA), the National Institute of Standards and Technology (NIST), and the Small Business Administration (SBA). The Commonwealth of Pennsylvania is providing separate funding for EEB Hub facilities, while EEB Hub participants will also make cost-sharing contributions.
Our energy efficiency goal is ambitious: to reduce energy use in the regional-Philadelphia commercial buildings sector by 20 percent by 2020.
To reach this goal, our efforts are concentrated on accelerating the adoption of Advanced Energy Retrofits of average size commercial buildings. An Advanced Energy Retrofit is one that makes use of new but proven technologies, systems and processes to achieve significant energy and, ultimately, economic savings.
We must therefore design, demonstrate, and deploy customized retrofits that are both technically sound and financially feasible in the Greater Philadelphia region. That is why a major initial activity of the EEB Hub is the Advanced Energy Retrofit of Building 661 at the Navy Yard, a former U.S. Navy recreation building.
This project will demonstrate that innovative energy saving technologies will:
- Achieve high performance outcomes,
- Save considerable money over time,
- Create value for building owners, and
- Enhance the comfort and productivity of occupants.
The EEB Hub will achieve its goal through informed people, validated information, and proven technologies.
Our objectives are:
- To develop and deploy to the building industry a state-of-the-art modeling platform to integrate design, construction, commissioning, and operation
- To demonstrate the market viability of energy saving technologies for whole building system solutions at the Navy Yard and elsewhere in the region
- To identify policies that accelerate market adoption of energy efficient retrofits of commercial buildings and support policy makers in the development of such policies in the Greater Philadelphia region
- To inform, train, and educate people about proven energy saving strategies and technologies whether they design, own, construct, maintain, or occupy buildings
- To help launch business ventures that will exploit market opportunities for providing whole building energy saving solutions
- The EEB Hub will also help foster job creation in the commercial building energy retrofit sector in the Greater Philadelphia region. In addition, our work will further develop the Navy Yard as a global center for energy efficient building research, development, demonstration, and deployment.
As the EEB Hub’s consortium of leading scientists and engineers collaborate to overcome critical energy challenges, we will identify new retrofit service and technology opportunities and support emerging business models for new ventures that leverage these opportunities for providing new and comprehensive retrofit solutions.
As initially configured, the EEB Hub included 22 performer organizations made up of research universities, DOE laboratories, industrial firms, economic development agencies, and community and technical colleges. Rather than a closed consortium, however, we are a dynamic association of members unified by the vision and mission of enabling the nation to reach the national goal of cutting energy usage in commercial buildings by “20 percent by 2020."
The EEB Hub is responsive and performance-driven, so we have the flexibility to modify and refine objectives, and reset milestones to provide the nation’s building sector with the best set of deliverables possible.
The EEB Hub is engaging key stakeholders in the retrofit decision process to serve as an informational, motivational, and practical resource for the various constituencies that will help carry our vision forward.
We facilitate education, cross-pollination and collaboration among:
- Commercial building owners, operators and occupants,
- Architects, engineers, construction firms and building system suppliers,
- Policy-makers and economic development organizations, and
- Workforce development organizations and educational institutions.
Energy independence is a goal widely supported for both economic and security reasons. Just imagine: the commercial building sector uses approximately 20 quadrillion BTUs annually. (1 quadrillion BTUs is equal to the annual energy output of forty 1,000 megawatt power plants!) A 20 percent reduction can dramatically and quickly help move the nation closer to its energy independence goal. The strategies and programs of the EEB Hub can have a transformative effect on how energy in this country is used, allowing energy management to become an operating reality for the commercial real estate sector. We are part of the solution. And we invite you to take part with us.
Website: www.eebhub.org
The Energy Efficient Buildings Hub (EEB Hub) was established in Philadelphia by the U.S. Department of Energy (DOE) as an Energy-Regional Innovation Cluster (E-RIC) on February 1, 2011 with a unique dual mission of improving energy efficiency in buildings—literally re-energizing them for the future—and promoting regional economic growth and job creation from our headquarters in Philadelphia's Navy Yard, one of the nation's largest and most dynamic redevelopment opportunities.
Federal funding for the EEB Hub’s first five years of operation comes primarily from the Department of Energy (DOE), with additional contributions from the Economic Development Administration (EDA), the National Institute of Standards and Technology (NIST), and the Small Business Administration (SBA). The Commonwealth of Pennsylvania is providing separate funding for EEB Hub facilities, while EEB Hub participants will also make cost-sharing contributions.
Our energy efficiency goal is ambitious: to reduce energy use in the regional-Philadelphia commercial buildings sector by 20 percent by 2020.
To reach this goal, our efforts are concentrated on accelerating the adoption of Advanced Energy Retrofits of average size commercial buildings. An Advanced Energy Retrofit is one that makes use of new but proven technologies, systems and processes to achieve significant energy and, ultimately, economic savings.
We must therefore design, demonstrate, and deploy customized retrofits that are both technically sound and financially feasible in the Greater Philadelphia region. That is why a major initial activity of the EEB Hub is the Advanced Energy Retrofit of Building 661 at the Navy Yard, a former U.S. Navy recreation building.
This project will demonstrate that innovative energy saving technologies will:
- Achieve high performance outcomes,
- Save considerable money over time,
- Create value for building owners, and
- Enhance the comfort and productivity of occupants.
The EEB Hub will achieve its goal through informed people, validated information, and proven technologies.
Our objectives are:
- To develop and deploy to the building industry a state-of-the-art modeling platform to integrate design, construction, commissioning, and operation
- To demonstrate the market viability of energy saving technologies for whole building system solutions at the Navy Yard and elsewhere in the region
- To identify policies that accelerate market adoption of energy efficient retrofits of commercial buildings and support policy makers in the development of such policies in the Greater Philadelphia region
- To inform, train, and educate people about proven energy saving strategies and technologies whether they design, own, construct, maintain, or occupy buildings
- To help launch business ventures that will exploit market opportunities for providing whole building energy saving solutions
- The EEB Hub will also help foster job creation in the commercial building energy retrofit sector in the Greater Philadelphia region. In addition, our work will further develop the Navy Yard as a global center for energy efficient building research, development, demonstration, and deployment.
As the EEB Hub’s consortium of leading scientists and engineers collaborate to overcome critical energy challenges, we will identify new retrofit service and technology opportunities and support emerging business models for new ventures that leverage these opportunities for providing new and comprehensive retrofit solutions.
As initially configured, the EEB Hub included 22 performer organizations made up of research universities, DOE laboratories, industrial firms, economic development agencies, and community and technical colleges. Rather than a closed consortium, however, we are a dynamic association of members unified by the vision and mission of enabling the nation to reach the national goal of cutting energy usage in commercial buildings by “20 percent by 2020."
The EEB Hub is responsive and performance-driven, so we have the flexibility to modify and refine objectives, and reset milestones to provide the nation’s building sector with the best set of deliverables possible.
The EEB Hub is engaging key stakeholders in the retrofit decision process to serve as an informational, motivational, and practical resource for the various constituencies that will help carry our vision forward.
We facilitate education, cross-pollination and collaboration among:
- Commercial building owners, operators and occupants,
- Architects, engineers, construction firms and building system suppliers,
- Policy-makers and economic development organizations, and
- Workforce development organizations and educational institutions.
Energy independence is a goal widely supported for both economic and security reasons. Just imagine: the commercial building sector uses approximately 20 quadrillion BTUs annually. (1 quadrillion BTUs is equal to the annual energy output of forty 1,000 megawatt power plants!) A 20 percent reduction can dramatically and quickly help move the nation closer to its energy independence goal. The strategies and programs of the EEB Hub can have a transformative effect on how energy in this country is used, allowing energy management to become an operating reality for the commercial real estate sector. We are part of the solution. And we invite you to take part with us.
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