Greenbuild 2011 presentation on deep retrofit methodology

1. The Retrofit Triangle!
Monetizing green building efficiency gains by linking
technology,
technology operations and finance
Greenbuild International Conference and Expo
Convening what comes next in the green building movement
Thursday, April 14, 2011
1

2. PANELISTS
The Retrofit Triangle
Daniele Horton (Operations)
D i l H t (O ti )
Sustainability Manager Monetizing green building efficiency gains by
Thomas Properties Group linking technology, operations and finance
James Finlay (Finance) Every successful energy/resource efficiency retrofit
VP, Sr. Commercial Appraisal involves an ongoing integration of three normally
Manager,
Wells Fargo distinct and separate functions: operations,
technology and finance. This three sided relationship
Aniruddha Deodhar (Technology)
A i ddh D dh (T h l ) and it i f
d its information exchange f
ti h forms th R t fit
the Retrofit
Sustainability Program Manager
Autodesk
Triangle. An expert from each discipline will illustrate
by examples the challenges and key elements
David Hodgins (
g (Moderator)) needed to create this vital linkage. When set up
g p
Building Energy Efficiency Retrofit correctly, data flowing from the building’s
Program, Clinton Climate Initiative
energy/resource management operation can support
Collaborators: financing to achieve ever higher levels of
Research: Genaro Bugarin
Illustrations: Jonathan Smith performance res lting in value creation
resulting al e creation.
2

3. Discussion Objectives:
1. Recognize the need for
integrating technology,
operations and finance to spur
retrofits
2. Learn what data is required to
judge the investment risk and
make finance available
3. Understand how implementing
efficiency retrofit projects
translates to investment value
with social and environmental
benefits
3

4. Existing Building Retrofits
Retrofits are a win-win solution to environmental and economic challenges
• 98-99% of the US building stock is
made up of structures that are already
built or near completion
p
• Carbon emissions need to be cut 80%
by 2050 and US Buildings are
responsible for 40% of CO2 emissions
• Nearly 75% of U.S. Commercial
Buildings are 20+ y old and ready for a
g yrs y
Retrofit
• Building Retrofits Offer Lowest Cost,
Highest Payoff
• President Obama passed the “Better
Buildings Initiative” to catalyze
private‐sector investment through a
series of incentives to make existing
buildings more efficient.

5. The Retrofit Triangle!
• Monetizing green building efficiency gains by linking technology, operations and finance
• Breaking down the SILOS to monetize the benefits and spur green building retrofits
I . Operations - Investigate, Implement, Improve
II . Finance - Assess, Access Capital, Appraise
III . Technology - Model, Measure, Manage
T h l

6. 1. INVESTIGATE
2. IMPLEMENT
3. IMPROVE
Section I
OPERATIONS
Daniele Horton
Sustainability Manager
Thomas Properties Group
6

7. 1. INVESTIGATE
7

8. Building Operations last a lifetime!
Applying integrative design principles to help managing and financing building
retrofit projects during ongoing operations.
p j g g g p
Design / /Construction
Design Construction Operations (Life of Building)
30% - 40% 60% - 70% life cycle cost
One ti
O time Event
E t On-Going Process
O G i P
Capital Budgets Operating Budgets
First Cost Ongoing Costs
Integration for design Integration of finance
solutions through and operations through
Eco Charrettes
Eco-Charrettes technology!
8

9. Set Goals & Create Team
Applying integrative project delivery (IPD) principles to help managing and financing
building retrofit projects during ongoing operations

10. Gather Data
The first step in the retrofit process is to Level I ASHRAE Walk-through survey
gather data, perform audits and link them
data
Level II ASHRAE Detailed survey and
to the technologies best suited to achieve energy analysis
a particular goal.
Level III ASHRAE Detailed analysis of
capital intensive
capital-intensive
STEPS:
S S
modifications (known as
Investment grade audits)
• Gather and track data
• Establish baselines
• Benchmark
• Analyze
• Get technical assessments and audits.
10

11. Build an Energy Model
Soft Audit Process; good screening tool to identify Energy Efficiency Opportunities
Energy Modeling data is used to:
• Analyze retrofit options to achieve
greatest energy savings within b d t
t t i ithi budget
• Achieve aggressive performance targets
• Compare Model Results vs. Actual Data
(Utility Bills) to identify potential
anomalies with energy consumption
• Assist in getting financing & rebates
• Select mutually exclusive investments
• Balance energy performance
optimization Carbon footprint reduction
optimization, reduction,
energy savings and positive net present
value
11

12. Develop a Baseline
• Develop a baseline or “business as
usual
usual” case to compare against the
value of the efficiency savings and
investments.
• Failure to recognize business-as-
usual investments is a key barrier to
energy efficiency.
• These capital investments become
avoided future costs when efficiency
investments replace them, th f
i t t l th therefore
making the efficiency much more
economical.
CNP Case Study I 2003/2010 Electrical Consumption
61.6% Increase in occupancy with only a 1.3%
p y y
increase in kwh consumption due to deep energy
saving retrofits. Over $12M Savings since 2003
12

13. Identify Opportunities
Often energy systems are original and retrofits can save 20%-50% in energy costs
City National Plaza . Before and After retrofit photos

14. Sample Retrofit Opportunities
Sustainable Water Efficiency Energy & Materials & Indoor Air
Sites Atmosphere Resources Quality
Restore open spaces Install metering devices & Monitor , meter & commission Perform a waste Implement Indoor Air
controls main building systems Stream Audit Quality BMP’s
Implement erosion Perform ongoing Distribution Maximize heating and cooling Invest in trash Monitor Outdoor Air
control strategies system audits, leak detection efficiencies & Install variable compactors Delivery and increase
and repair frequency drives on equipment natural Ventilation
Invest in alternative Install native & drought Lighting upgrades and controls Invest in recycling Reduce Particulates in
commuting g resistant Landscapep (
(Efficient lights, Daylight
g , y g infrastructure: Air Distribution (Install
(
transportation programs Harvesting, motion sensors etc. containers, loading high performance
dock collection areas filters)
Install EV charging Maximize Indoor Plumbing Install a building automation Infrastructure area Install Carbon Dioxide
stations, bike racks, Fixture and Fitting Efficiency system , invest in DDC, wireless to support recycling (CO2) Monitors
provide storage and (toilets, urinals, faucets, controls, energy optimization of construction waste
showering facilities aerators and showerheads) software & demand response
infrastructure
Light Pollution Reduction Install efficient Irrigation Retrofit main building systems: Purchase
(Shield exterior lamps, systems: Drip Irrigation, Smart chillers, cooling towers, boilers, entranceway mats
install lighting controls Irrigation Controls, Soil fan motors
for interior lighting) Sensors controls & Weather
Stations
Heat Island Reduction Implement a Cooling Tower Building Envelop: Seal windows , Invest in green
(White roofs, light Chemical Management and install window films, retrofit cleaning equipment &
colored paving etc…) water efficiency program windows with higher R-Value materials
Stormwater Invest in on-site generation and
Management (Green renewable Energy systems (Fuel
roof, rain capture, etc…) Cell, Wind, Geothermal & Solar
Energy)

15. Right steps in the right order
Start with load reduction projects. There is no silver bullet! It’s ok to start in small
steps as long as continuous improvement is made overtime.
p g p
There is no silver bullet! The goal is to continue to
make progress and improvements over time…
OI
RO
Fan and Plant
Meter & Load
Motor Upgrades
Tune up Lighting Reductions
Systems
Time and Capital Outlay
Source: BOMA BEEP (BOMA Energy Efficiency Program)
15

16. Analyze Options
Using advanced technology tools and cost analysis methods to get insightful data to
enable superior analysis and decisions.
Economic decision tree:
Using NPV to choose between mutually
• Evaluate Individual and Bundled
exclusive investments (sample analysis):
Measures
• Perform a Gap Analysis
• Use NPV to choose between
mutually exclusive investments.
y
• Create Pathway to Very Low
Energy/Net Zero
• Tell a Compelling Story
Source: Energy Star Building Manual . Chapter 3 Investment Analysis:
http://www.energystar.gov/ia/business/EPA_BUM_CH3_InvestAnalysis.pdf
16

17. 2. IMPLEMENT
17

18. Finance
Innovative financing options exist to help with accessing capital with attractive rates and
terms for deep energy retrofits
Key Financing Mechanisms
Purchasing Loans, Bonds
Lease Operating / Capital
Leases
Performance ESCO financing
Contracting
New Financing
g PACE, On-bill Financing,
, g,
Options Energy Service
Agreements (ESA)
18

19. Leases
Energy Aligned Leases are key for sharing
the costs and benefits of green investments
and address the split incentive dilemma that
can hinder retrofits. Benefits to investors
will be impacted by leases, holding periods,
and the ability to have tenants pay for the
benefits they receive.
Sample Green Leasing Checklist for Landlords &
Lessons Learned: Tenants to Discuss and Mutually Agree Upon:
y g p
• Address the split incentive barrier through
Financial responsibility and ownership of benefits of green
Energy Aligned Leases* investments
• Incorporate green / energy aligned leasing ENERGY STAR Rating
provisions into your master lease to allow LEED Certification
pass through costs as operating expenses Strategies for reducing travel demand and car dependency
Efficient water management
• Can work with most lease types and Management of energy use and greenhouse gas emissions 19
structures Purchase of Green Power
• Leases should counts savings over the length Smart Metering
of a projected payback period, instead of the Controllability of Systems
useful life of the improvements Management of indoor environment quality
Green Cleaning & maintenance
Efficient waste management
Sustainable Purchasing Policy
Waste minimization and recycling
Green TI Guidelines
19

20. Contract,
Contract Construct and Commission
Smart and integrated performance contract
structures take advantage of rebates,
incentives and innovative financing structures
to fund retrofits.
Lessons Learned:
• Financing structures involving
properties with debt / mortgages are
more challenging
• REITs have to go to revolving credit
facilities or investors and therefore
money spe o cap a is money that
o ey spent on capital s o ey a
can’t be distributed to investors. Using
financing structures such as ESA &
PACE means less debt on their
books… and more f d available f
b k d funds il bl for
investors
20

21. 3. IMPROVE
21

22. Measurement and Verification (M&V)
Smart technologies and M&V tools assist with continuous buildings operations
improvement so that you can do more with less
DRIVERS KEY FUNCTIONS MAIN TOOLS BENEFITS
Increasing energy Gather Data Ongoing Metering Higher Energy
demand & Smart Meters Efficiency
Increasing cost of Analyze Data Building Lower Operating
power Automation and Maintenance
Costs
Increasing Present data in Commissioning Better Indoor Air
economic pressures simple and useful Quality
• Occupancy ways
• Earnings
• Capital
Increasing focus on Predictive, Wireless Greater Occupant
energy performance
f adaptive and
d ti d Solutions,
S l ti Comfort
C f t,
• Tenants automated Direct Digital Controllability and
• Government actions Controls Productivity
• Investors
Increasingly
gy Accumulate Software Lower
complex building knowledge with Applications environmental
management key feedback loop impact
performance
indicators (KPI’s)
Increasingly limited Connect building Dashboards Increased NOI
building structure to the and property
management functions it exists values
resources to fulfill
22

23. M&V: More Automation & Visibility
Better technology, increased automation and higher performance drives building value
Typical Building Technology Today
• Pneumatic • DDC I Wireless
• Analog • Image capture + sensors
• Manual gauges • Intelligent Processing
• High operations cost • Large memory
• Programmable
BLIND! VISIBLE!
Manual Instrumentation, Not Automation facilitates
Programmable, No Diagnostics… superior management and
Equals: Wasted Energy, Higher performance
Downtime, More Labor Required 23

24. Share the Success!
Business benefits are the main drivers for green building retrofits
Hard Value Soft Value
8.5% Reduction in operating costs Market differentiation
& reputation
6.8% Increase in building values Growing tenant demand
9.2% Increase in ROI Reduced obsolescence
6.4% Increased occupancy Lower energy cost risk
6.2% Increases in rent Increase in regulations
Source: McGrall Hill, Green Outlook 2011: Green Trends Driving Growth
Deep Retrofit Success Stories
Investment Cost Investment Cost
City
C National Plaza Empire S
State Building $11M $13.2M
$13 2M
Office Office Annual energy savings Annual energy savings
Los Angeles, CA New York, NY $4.3M $4.4M
3.2 Million GSF 2.8 Million GSF Energy Reduction Energy Reduction
2 (51) Story Towers (102 Stories) 37.5% 38%
$11 M (Investment Cost) $13.2 M (Investment Cost)
$4.3 Million Annual
$ $4.4 Million Annual
$
Energy Savings Energy Savings
37.5% Energy Reduction 38% Energy Reduction 24

25. Increased Building Performance Transparency
Performance Ratings, standards and regulations for the Real Estate Industry
Entity Name Scope
USGBC (2010) LEED Building Performance Global
Partnership
Greenprint Greenprint index Global
Foundation (2010)
( )
GRESB Global Real Estate Global
(2009) Sustainability Benchmark
CDP Carbon Global
Disclosure project
UN-PRI (2009) SBCI Common Carbon Metric Global
ENERGY STAR Energy Star Portfolio Manager American
(Prior to 2004)
CR (2007) The Climate Registry American
BREEAM International Sustainability European
(2010) Alliance (ISA)
Green Rating Green Rating European
Alliance (2010)
IPD (2008) Eco Ledger European
California (2007) AB1103 Municipality
Better Building Benchmarking Working Group Municipality
Partnership (2008)
New York City LL 84 Municipality
(2011)
25

26. Operations Conclusions
• Advanced technology tools aid in
gathering quality data to enable better
analysis and decision-making
• Innovative financing structures can help
get through the cost barrier to pay for
retrofits... But accessing these requires
good pre- and post-project d !
d d j data!
• Sharing modeling data can help get
access to capital whether internal or 3rd
capital,
party
• Ongoing M&V tools enable continuous
building operations improvement
• Sharing data post retrofit can help
support hard and soft value creation and
higher property values

27. 1.
1 ASSESS
2.
2 ACCESS CAPITAL
3.
3 APPRAISE
Section II
FINANCE
James Finlay
VP, Sr. Commercial Appraisal Manager
Wells Fargo
27

28. 1.
1 ASSESS
28

29. Financing is not the problem -
Undefined risk is the problem
EE upgrade overview: Construction Risk is Complex
Compare, select Imprecise models
upgrades
d Lack of collaboration
New financing options
Use technology Scope too ambitious
F
i
n
R
Collaboration
a
n
c
i
i
s
k Lack of baseline
Finance Risk
n
g
Relationships
p to measure against
Risk
Well
Adjusted
defined
defined
Rate of
Risk
Return
29

30. Define the Investment Risk
Unknown
High Risk Low Risk Risk Money flows to
investments
Corp. Junk
Bonds
US
Treasury ??? when there is a
clear and
measurable risk
Not
ot adjusted rate of
OK OK OK return.
Use technology to establish point of beginning
and then track on-going performance
30

31. Investment risk can be viewed differently
People
Credit
Real Estate
Cash flow
Risk
Reversion*, value at sale
Regulations
R l ti
Utility Prices
y
Incentives, disclosure requirements 31

32. But it s OK ! Complex risk challenges
it’s
have been dealt with before.
Expert 3rd party written reports using defined standards
E t3d t itt t i d fi d t d d
32

33. Ownership & debt culture varies by “tribe”
tribe
1.
1 SFR / 1-4 units
14
2. Small C & I: SBA, mom &
pop/o e use $
pop/owner-user < $2MM
3. Medium C & I: larger owner-
user/part owner-user, local investor –
$2MM t $10MM
to
4. Large C & I: multi-tenant leased
investment – >$10MM
$
5. Multifamily: medium / large investor
grade apartments, condos
6. Specialty: gas station, fast food,
hotel/motel, theater, data centers
7.
7 MUSH: Municipal, University, S h l
M i i l U i it School
(grades 1-12), Hospitals
33

34. 2.
2 ACCESS TO CAPITAL
34

35. Investment Capital Access Depends on
each Unique Situation
Holding Period MUSH vs.. Investor
Building Size SBA vs.. Large C&I
Upgrades Choice EE or Distributed
Generation
Split Incentive Green Leases
35

36. Source of Investment/Financing Dollars
CASH Owner Cap Ex budget
DEBT Traditional bank loan
OTHER Utility, public, ESCO
SBA Utility On-Bill
y
ata
Grant Performance
Da
Incentives Contracting
PACE, PACE Plan C
Solar programs, DG programs
36

37. Construction Lending is specialized risky
specialized,
Upgrades have different risk profiles 1. Construction lending specialized
1. On‐site power – • Costly to manage
Solar photovoltaic, wind, hydro • Small loans not practical
2. Energy Efficiency (EE) –
2 Energy Efficiency (EE) 2. Often credit based, not collateral
2 Often credit based not collateral
Insulation, windows, sensors 3. EE complex to verify
3. Power offset 4. Financing matters, just not as
solar thermal, fuel cells, cogen much as imagined, won’t change
Existing Buildings N
New C
Construction
t ti
37

38. 3.
3 APPRAISE
38

39. “Market Value based on buyers sellers
Market Value“ buyers,
When property owners are
Sales Comp
convinced something makes
i d thi k Income
Income
sense, that’s the market
Information + intuition Three Hits
Quantity + Quality
at Value
at Value
Owner’s “skin in the game” is the
most conservative test
t ti t t
Cost*
Decision To
Decision To
Investments
Data + Act
Analysis
y
No Action
39

40. Value = dependable results over time
• Snapshots performance views not enough
• Make energy/resource use visible
• Behavioral economics can be tricky
• Lots of people, all need to be convinced
Occupants Appraiser Government
Owner Underwriter
examiner
Operations Chief credit
C level Banker
B k
staff officer
RE agent
40

41. Spinning the value flywheel – Learn & Earn
1. As-Is, where-Is
baseline hi t i operation
b li historic ti
2. Fruit on the ground 1
building Maintenance
3. Low Hanging Fruit 6
payback < 2 years
y y 2
4. Medium Payback VALUE
2-7 years STAGES
5. Long Payback 5
>7 years 3
6.
6 Net Zero (Energy/Resources)
The true goal, or even better the 4
Living Building Challenge
41

42. Deep Retrofits = Value Beyond Cost
Savings
Hard Internal
• Expense Savings "Not everything that
• Reversion counts can be
counts can be
counted, and not
Soft Internal everything that can
everything that can
• Productivity be counted counts."
• Employee Attraction
p y
Soft External
• Reputation
• Corporate Mandate
42

43. Building/Resource Management System is
vital
• A monitoring system is an investment not a cost
investment,
• Payback on reliability, visibility, lower risk + record
keeping
• Monitors the Resource Quintet –
Energy, Water, Waste, Carbon, IEQ (Indoor
Environmental Quality)
43

44. Operating data + Analysis = Reports
“How much money
“Ho m ch mone are you losing?”
o
“Audit = Action”
The Resource Appraisal:
a new type of due diligence
report is needed
44

45. FINANCE CONCLUSIONS
Finance Conclusions
• A monitoring system is an
investment, not a cost
i t t t t
• Integration: transparency, data over
time,
time manage risk, behavioral
risk
economics
• Public/private credit enhancement,
enhancement
incentives
• Value beyond cost savings: risk
and reputation
• Need credible due diligence
reporting by experts, just like other
risks have been assessed in the
past… The Resource Appraisal
45

46. 1. MODEL
2. MEASURE
3. MANAGE
Section III
TECHNOLOGY
Aniruddha Deodhar
Sustainability Program Manager
y g g
Autodesk
46

47. 1. MODEL
47

48. Building Information Modeling Enables
Sustainable Building Operations
MANAGE
Intelligent
model-based
process PLAN BUILD
DESIGN
48

49. BIM Guides Evaluation Of Energy
Conservation Measures (ECMs)
Plant Upgrades? Lighting Upgrades?
Building Envelope? Renewables?
Model courtesy of DesignGroup and the National Audubon Society

50. Rapid Energy Modeling Streamlines Energy
Assessments Of Existing Buildings
Satellite Detailed Energy
Images Model Analysis
Photos
Aerial
Aerial Conceptual
Images ECM
Model Prioritization
Laser &
Optimization
Survey
capture model analyze

51. Conceptual Energy Analyses Allow Early
Stage Environmental Assessments

52. 2. MEASURE
52

53. International Performance M&V Protocol
Endorses Calibrated Simulation
Chart from International Performance Measurement &
Verification Protocol, Concepts and Options Determining Energy
and Water Savings Volume 1, Efficiency Value Organization,
Sep 2010
53

54. Modeling And Measuring Optimize ECMs
Net Zero Energy
gy
calibration
design alternatives
Plant Upgrades
y
what-if analyses
Renewables
R bl
ECM 2
financial metrics
ECM 1 lifecycle cost analyses
54

55. Better Instrumentation Increases Data
Transparency
Building Control System Sub-meters Sensors
S
Building Floor Cubicle

56. 3. MANAGE
56

57. Understanding Building Energy Management
Services
Technologies
Control Visualization
Hardware Analytics Active Systems

58. Innovative Hardware Technologies That
Deliver High Return On Investment
Direct Digital Controls; Wireless, Smart
Thermostats; Pulse, Real‐time Smart Meters
58
Occupancy; Motion; Daylight; CO2 Sensors
Elevator Upgrades; Data Center Efficiency
Efficient Lighting, Daylight Harvesting
Variable Frequency Drives; Economy cycles
Variable Frequency Drives; Economy cycles
High SEER RTUs; Turbocor Compressors

59. Control Layer Helps Monitor And Manage
Hardware
Smart Wireless Controls
Demand Side Management Control
Motion, Occupancy and Lighting Controls
Security and Access Control
59

60. Advanced Analytics Aid Decision Making
Statistical Analysis
y
• Benchmarking
• Input Inference
Empirical Analysis
• Historical Information
• Advanced Data Mining
Predictive Analysis
• Calibrated Simulation
• Rules Engines
• NNeural Networks
lN k
Built Upon Billions Of Time Series Control Data Points
60

61. Visualization Technologies Enhances
Communication And Visibility
Building Performance Dashboard
3D, Real time, BIM based Visualization
3D, Real‐time, BIM‐based Visualization
Portfolio Analysis and Benchmarking
Building Performance Labeling
B ildi P f L b li

62. Active Systems & Services Deliver End to
End-to-
End Solutions for Sustainable Buildings
Demand Response
Building Automation
Energy Services
Integrated Building Management (Energy,
Facilities, Operations, Asset, Maintenance)
, p , , )
Lighting, HVAC Retrofits
Lighting HVAC Retrofits

63. Bringing It All Together
3 1
MODEL
MANAGE
verify
optimize
2
MEASURE
63

64. Real-time, BIM-based
Real time BIM based Energy Performance
Dashboard
64

65. Alternate Incentive And Contract Structures
Needed For Successful Retrofits
Owner
BIM Digital Modeling Based
Web
Collaboration
and Collaboration
Architect/ User
Contractor
Engineer
E E S S F S
Lessons from Integrated Project Delivery
65

66. Some Of The Standards Accelerating
Retrofits
Phase Entity Name Goal
Model ASTM BEPA Data Collection
Model RESNET COMNET Energy Assessment Software Compliance
Model ASHRAE 90.1 Building Energy Standard
Model Open Source gbXML BIM Based Energy Analysis
Measure ASHRAE BACNet BEMS Control
Measure Open source Project Haystack Taxonomy For Building Equipment & Points
Measure ASHRAE SPC205 HVAC Equipment Performance
Manage ASHRAE SPC201 Smart Grid Information Model
g
Manage ISO ISO 5001 Energy Management Systems
gy g y
Manage Various Building Energy Asset and Operational Ratings
Labeling
66

67. Technology Conclusions
Tech. Value Benefits To Benefits To
Proposition Finance Operations
Data • ↓Risks • ↑ Performance
Transparency • Data for Visibility
Appraisal • Aid M&V
Infinite • Key Metrics • ↑ Data G th i
D t Gathering
Computing • Proof to ↑ Value • Optimize ↑ROI
ECMs
Convergence • Manage Risks • ↑ Visibility
• Communicate • Improves O+M
Value

68. Retrofit Triangle
Conclusions
68

69. Operations Conclusions
• Technology aids in g
gy gathering q
g quality
y
data, which enables clear analysis and
decision-making
• Robust performance data can help get
access to capital, whether internal or 3rd
party
• Sharing data post retrofit helps support
hard and soft value creation, and higher
property values
• Ongoing M&V tools enable continuous
building operations improvement
Investigate, Implement, Improve

70. FINANCE CONCLUSIONS
Finance Conclusions
• Integration: transparency, data over time,
manage risk, behavioral economics
• Public/private credit enhancement,
incentives can defray costs
• Value beyond cost savings: risk and
reputation
• Need credible due diligence reporting by
experts, just like other risks have been
assessed in the past The Resource
past…
Appraisal
Assess, Access Capital, Appraise 70

71. FINANCE CONCLUSIONS
Technology Conclusions
• Technology can bridge the gap between
finance and operations
• Data Transparency helps to quantify,
reduce,
reduce and manage risk
• Modeling through BIM allows for rigorous
analysis of potential combinations of ECMs
• Performance visibility leads to behavior
change and opportunities for continuous
improvement
• Performance measurement provides data
for Resource Appraisal, and supports
property valuation
Model, Measure, Manage 71

72. Key Take aways
Take-aways
• Monitoring system is an investment, not a cost
• “D t f ” = nothing h
“Data fog” thi happens
• Make the numbers mean something to the intended audience
• Technology allows for quantification and management of risk at
each project stage
• Ti operational d t t k value d i
Tie ti l data to key l drivers… rents and occupancy
t d
• Implementing efficiency retrofit projects translates to investment
value with social and environmental benefits

73. QUESTIONS
73

74. END! -- Thank You
THANK YOU!
74

75. Section IV
PANELIST BIOS
75

76. David Hodgins
In hi
I his role with th CCI EEBRP, D id consults t commercial portfolio
l ith the EEBRP David lt to i l tf li
owners undertaking resource efficiency projects, and works with Cities to
develop programs to facilitate and incentivize such projects. David has
consulted on the development of over 30mm square feet of resource
p q
efficiency projects, and is currently consulting with several large US cities
to develop and implement financing programs to accelerate the commercial
energy efficiency market. David’s areas of expertise include resource
efficiency retrofit finance performance contracting portfolio strategy and
finance, contracting, strategy,
environmental policy.
Commercial Sector Project Development Manager
Clinton Climate Initiative
Building Energy Efficiency Retrofit Program
624 S Dunsmuir Ave #102
Los Angeles , CA 90036
Office: (857) 277 – 4291
dhodgins@clintonfoundation.org
dh d i @ li t f d ti
76

77. Daniele Horton, LEED AP + O&M
Horton
Daniele Horton has over 15 years of industry experience. She is the Sustainability Manager
for Thomas Properties Group, where she administers the sustainability p
p p, y performance of the
real estate portfolio nationwide spanning entitlement, design, construction and operations.
She runs the LEED EB O&M Certification program for the firm’s nationwide portfolio of 33
office buildings and has managed the LEED Certification of more than 13Million sf to date in
house. The company has been recognized by several institutions for their leadership in
p y g y p
sustainability including the NAREIT Leader in the Light Gold Award, Energy Star Leader
Award and has most recently been ranked as the highest environmental performer among
public funds in North America by the Global Real Estate Sustainability Benchmark.
A LEED AP since 2003, with a Professional Certification in Construction Management and a
California Real Estate License, she sits on the California Sustainability Alliance Green
Buildings Committee, the BOMA LA Sustainability Committee, the USGBC-LA Board of
Directors and founded and Chairs the first Existing Buildings Committee in the country
country.
Previously, Ms. Aquino worked as an architect and planner in Brazil and the US. She earned
her Master's in Sustainable Development from Harvard University and her Bachelor's in
Architecture & Urban Planning from Catholic University of Goias in Brazil.
Sustainability Manager
Thomas Properties Group
515 South Flower Street, 6th Floor
Los Angeles, CA 90071
Angeles
Office: 2132332530
dhorton@tpgre.com
77

78. Aniruddha Deodhar
Aniruddha Deodhar is Sustainability Program Manager at Autodesk, where
he is responsible for end to end energy solutions. He recently led one of
end-to-end solutions
Autodesk’s Sustainable Buildings Living Labs strategies - rapid energy
modeling, that make attaining green energy retrofits in commercial
buildings quicker and more cost effective. He also co-developed C-FACT, a
co developed C FACT,
novel, business friendly approach to corporate greenhouse gas reduction
targets.
Aniruddha brings more than a decade’s experience in high technology in
decade s
Asia, Europe and North America. Aniruddha received his M.B.A with
Distinction from the Kellogg School of Management and B.A.Sc. Computer
Engineering with Honors, from Nanyang Technological University,
g g , y g g y,
Singapore.
Sustainability Program Manager
Autodesk
1 Market Street, Suite 500,
San Francisco CA 94105
Office. 415-356-3242
aniruddha.deodhar@autodesk.com
78

79. James Finlay
In addition to managing and reviewing appraisals and a wide variety of commercial
property types, he is also th primary appraisal manager f LEED d i
t t h i l the i i l for designed and
d d
high performance real estate collateral. These valuations can also include solar
photovoltaic arrays and other types of on-site distributed power systems. Since
early 2006 h h b
l he has been the appraisal/valuation representative of the b k’
h i l/ l i i f h bank’s
Environmental Initiative Team. To date Wells Fargo has extended over $3.25 billion
to high performance / “green” real estate. Prior to being an appraiser he was a
commercial leasing and sales agent based in Santa Monica for a total more than 20
years in commercial real estate. He currently chairs the USGBC LA Chapter’s
Commercial Real Estate & Finance subcommittee and holds a B.A in Mechanical
Engineering and Economics at the University of Kentucky, he is a General Certified
Appraiser, and has a CA Real Estate Sales license.
VP, S i Commercial A
VP Senior C i l Appraisal M
i l Manager
Wells Fargo
707 Wilshire Blvd, 11th Floor
Los Angeles CA 90017
Office: 310-821-8111
James.F.Finlay@WellsFargo.com
79

80. END! -- Thank You