David Zuckerman / SFIM-AEC-EQM / 410-436-1226 / DSN 584-1226 / [email protected] of 35131450RMAR2008 Army Installation Sustainability Program

David Zuckerman / SFIM-AEC-EQM / 410-436-1226 / DSN 584-1226 / [email protected] 1 of 35 131450RMAR2008

Army Installation Sustainability Program

27 March 2008David Zuckerman

US Army Environmental Command



Overview

• What is Sustainability?

• How to Move Forward

• The Army Planning Process

• Some Initial Results



What is Sustainability?

“Sustainability is a national security imperative in a world of decreasing natural resources and

increasing demand. The Army is building green, buying green, and going green in order to ensure

that Soldiers have the resources they need to accomplish their mission in the United States and

globally.”

- Secretary of the U.S. Army, Mr. Pete Geren.From STAND-TO! Edition: October 09, 2007


Army Installation Sustainability Program“Planet Earth” - The Challenges



Challenges to the Military Mission

Urban GrowthAir Quality

NoiseDemands for Airspace

• Decreased access to resources• Increased costs• Work-arounds

Endangered Species

• Encroachment• Lost productivity

UXO

Frequency encroachment

SROC Concerns

READINESS READINESS

Source: SECDEF Senior Readiness Oversight Council Report to Congress 2001



Formal Drivers

• EO 13423

• Energy Policy Act of 2005

• Energy Independence and Security Act of 2007

• Army Strategy for the Environment



Our Goals

• Foster a sustainability ethic• Strengthen Army operations• Meet test, training, and

mission requirements• Minimize impacts and total

ownership costs• Enhance well-being• Drive innovation

“Triple bottom line” Plus – Mission, Environment, Community + Economy

Sustainability Defined

A sustainable Army simultaneously

• meets current as well as future mission requirements worldwide

• safeguards human health

• improves quality of life, and

• enhances the natural environment.

The Army Strategy for the Environment

The Vision



Another Look – Triple Bottom Line Plus

• Earth – Necessary to live

• Mission – Necessary to succeed

• Community – Necessary to thrive

• Plus – Create new economic capacity/sustain improvement



Sustainability Myths• Myth: Sustainability costs more• Myth: Sustainability = environment• Myth: Sustainability is not environment

• Truth: Sustainability improves odds for success

• Truth: Sustainability supports effective mission

• Truth: Sustainability creates efficiencies (Business Transformation)



Planning

• Army Sustainability Committee• HQDA Strategic Plan• IMCOM Action Plan• Tool Development• Demonstrations and Validations



Planning Workshops• Coordinate installation selection with IMCOM Region

– current priorities are Tier I and II installations

• Conduct scoping visit to installation

• Formalize workshop commitment, expectations, and schedule

• Conduct sustainability planning workshops to:– Assist installation better understand how sustainability challenges affect operations

– Facilitate installation identify long-term sustainability goals

– Facilitate development of installation action plans for near and mid-term sustainability initiatives

– Help integrate Army sustainability goals into installation strategic planning and everyday management through EMS



JacksonWhite Sands Missile Testing Center

Fort Hood

Pine Bluff Ars

McAlester AAP

Red River ADLone Star AAP

Camp Stanley Storage Actv

Louisiana AAP

Fort Sam Houston

Corpus Christi AD

Presidio of Monterey

Fort Irwin

Yuma Proving Ground

Riverbank AAP

Sierra Army Depot

Hawthorne AD

Fort Hunter Liggett (USAR)

Parks RFTA (USAR)

Natick R&D Ctr

Devens RFTA (USAR)

Fort McPherson

Fort Gordon

Fort StewartHunter Army Airfield

Fort BenningFt. Gillem

Mississippi AAP

Fort Bragg

MOT Sunny Point

Redstone Arsenal

Holston AAP

Milan AAP

Blue Grass AD

Detroit Ars

USAG Selfridge

Fort Leavenworth

Kansas AAP

Lake City AAP

Dugway Proving Ground

Pueblo Depot

Fort CarsonTooele AD

Deseret Chem Depot

Yakima TrainingCenter

Umatilla Chem Depot

USAG Miami

Moffett FieldRFTA (USAR)

Fort MonmouthPicatinny Arsenal

Watervliet ArsFt. Hamilton

West Point

Fort Belvoir

Fort Story

Ft. AP Hill

Radford AAP

Letterkenny AD

Carlisle Barracks

Fort McNairFt. Meade

Fort Myer

Walter Reed

Ft Detrick

Tobyhanna Army Depot

Adelphi Lab Ctr

Scranton AAP

Lewis

Carson

Hood Polk

CampbellBragg

Benning

Rucker Stewart / HAAF

Eustis

Knox

Installations with completed Sustainability Plans

Installations in sustainability planning process

Lima Army Tank Plt

Iowa AAPRock Island Arsenal

Anniston AD

AP Hill

as of Mar 08

PA ANG

USAG Wiesbaden

Installation Sustainability Planning

Letterkenny AD

Detrick

CA ANG

USAG Kaiserslautern

USAG Hawaii

Installations proposed for FY08/09 planning

Drum

Irwin

Bliss

RadfordRedstone

Wainwright

Riley

USMA

White Sands

Huachuca



How to Move Forward



Strategic Planning for Sustainability IMCOM “ABCDEF” Model

5-Year Plan(D)

NTP+12-14 Weeks

Goal-Setting(ABC)

NTP+6-8 Weeks

Continuous Improvement (EF) 16-18 Weeks

Pre-planning(Start) WHERE WE

WANT TO BE

GGet

Better

HOW WE GET THERE



The Players and Their Roles

• Garrison Commander– Proponent

• Sustainability planning team– Coordinates the whole planning process

• Leadership Players– Approve steps in process and provide resources



The Players and Their Roles

• Core Teams – Based on core business processes of installation– Do the planning and implementation work

• Stakeholders – Tenants– Community members – Provide ideas and consensus

• Support Players – HQ, other installations, technical support

organizations– Provide sanity check, broader view, facilitation,

logistics, and ultimately resources



Garrison Commitments

• Commitment from GC to AEC Commander requesting support

• Appoint installation lead who will work to coordinate the 18-24 week planning cycle and to support plan implementation

• Garrison Commander support and participation in key portions of planning process

• Participation of Directors (or their deputies) in all of Pre-planning session and goal-setting as well as key times during other sessions

• Location for working sessions• Engagement with community as appropriate



Start-up Activities

• Coordinate to schedule pre-planning session• Establish planning cycle based upon start

date of pre-planning• Command direction for key staff to

participate in process• Establish communication schedule (every

other week)• Collect initial baseline information• Participate in various sustainability forums

over the course of the year



The Army Sustainability Planning Process




5-Year Plan(D)

12-14 Weeks

Goal-Setting(ABC)

6-8 Weeks



WANT TO BE

GGet

Better

HOW WE GET THERE



Strategic planning is really about…

“Organizational alignment”

in other words,

Everyone focused on the same priorities.




5-Year Plan(D)

12-14 Weeks

Goal-Setting(ABC)

6-8 Weeks



WANT TO BE

GGet

Better

HOW WE GET THERE

WE START HERE



Pre-Planning Session• Content

– Introduction to strategic planning process and sustainability

– Working sessions to identify and characterize core business processes and installation issues

• Participants– Commander (or Representative) receives out-brief– Directors (or Deputies) and key staff– Installation sustainability lead (PAIO)– AEC team

• Deliverables:– Team proponents and membership– Core business areas – Initial list of significant impacts on mission, well-being,

environment



Articulate Potential Installation Concerns

Determine your starting point by reviewing these factors:

• Installation mission and tenants• Strategic planning status• Existing environmental and well-being

programs• Geographic and regional information

(environmental, economic, and social)• Regional land use and transportation

plans• Existence/maturity of regional

sustainability initiatives



Articulating local concerns…

Fort Bragg, faces the following issues that may impact its mission:

• A 125,000 acre training land shortfall – and a community growing up to the fenceline

• Air quality failing to meet federal standards -> potential constraints on smoke/obscurant use, construction, and transportation

• Annual water demand of over 3 billion gallons – and the upstream demand for water growing exponentially

• Skyrocketing resource costs: $40M/year for energy alone

Incompatible development near Fort Bragg’s Ste. Mere Eglise

drop zone, which can no longer be used for some activities.




5-Year Plan(D)

12-14 Weeks

Goal-Setting(ABC)

6-8 Weeks



WANT TO BE

GGet

Better

HOW WE GET THERE

INSTALLATION PLANNING EVENT



The Goal-Setting Workshop• Content

– Executive session to energize senior stakeholders– Work session to further refine long-term threats to mission, community and

environment that result from core activities– Work session for to develop initial long-range goals– Participants and CDR select goals that comprise the vision for installation’s

future– List of first projects

• Participants– Required Participants

• CDR – Master of Ceremony (MC) • Core team members

– Invite Other Participants• Senior Leadership • Invited community members• Other installations, headquarters

– Facilitators and Subject Experts• Deliverables

– A set of 25-year goals– List of initial activities– Each goal assigned to a Core Team and Documented in an After Action

Report (AAR)



Military Training:

• Increase percentage of existing lands available for training to 80% against 2006 baseline (approx 50%).

• Increase training efficiency and capacity.

• Develop an objective system of indicators to track quality of life for the Ft Jackson community.

Fort Jackson Example Goal



Fort Benning Example Goal

“Capture Full Economic Potential For Energy Efficiency Through The Use Of Innovative And Sustainable Approaches To Energy Acquisition, Management And Consumption”

– No net increase in fossil fuel based energy usage through greater efficiency, conservation and alternate sources, without restricting growth

– Partner with energy producer to generate cost-effective energy from alternate sources/methods, such as solid waste, biomass, solar, fuel cells.

– Eliminate fossil fuel usage in government tactical and non-tactical vehicles and material handling equipment on the installation by 2030



• Facilities – meet platinum SPiRiT standards• Energy – renewable, secure energy• Water – reduce use, improve quality

• Strategic and Functional Planning – joint regional planning, planned development/growth, compatible land use, regional education

• Procurement – completely recyclable non-toxic materials, no waste, local sources

• Military Training/Land Management – optimize use of existing training lands, create easements/buffers around fencelines

• Transportation – convenient (reduced congestion), reliable, clean (emission-free), renewable fuels

DPWlead

Planslead

DOC/DOL lead

DPTM lead

DOLlead

Typical 25-year Goals and Proponents




5-Year Plan(D)

12-14 Weeks

Goal-Setting(ABC)

6-8 Weeks



WANT TO BE

GGet

Better

HOW WE GET THERE

TEAM SESSIONS



5-Year Plan Workshop

• Content– Briefing on plan format and strategic planning terms– Review of team challenge and goal(s)– Work sessions to produce a plan with Mid-term

Objectives (5-8 years out) with Measures, Targets, supporting Actions and Owners

• Participants– Core Teams– Strategic Planner– Facilitator for first session

• Deliverables – initial draft of the 5-year implementation plan




5-Year Plan(D)

12-14 Weeks

Goal-Setting(ABC)

6-8 Weeks



WANT TO BE

GGet

Better

HOW WE GET THERE

FINALIZE PLAN



Continuous Improvement• Content

– Review of team-completed plans 4 weeks after the planning session

– Work sessions on specific technical needs on key projects

– Work session to develop summary presentation of the 5-year plan to the GC

• Participants– Core Teams– Strategic Planner– Facilitator for first session– GC for brief backs on 5-year plans from each team

• Deliverables - an actionable, measurable plan



Follow-on

• Provide links between installation decision-makers and technical expertise:– Integration support– Demonstration and validation projects– Results from other installations– Training

• Objective is to link installation sustainability advocates to Army and Government expertise

• Will provide on-site support as available and appropriate depending on installation needs.

• IMCOM/AEC is planning for sustainability implementation resources



Reduce the amount of water taken from the Little River by 70% by 2025.

5-Year Planning and Continuous Improvement• determine water use/consumption patterns• implement irrigation controls FY02 on• install waterless urinals in all new bldgs FY02 on• recycle washrack water FY03 project• find cheap technology to fix leaking pipes/mains

Result:Water Use Reduced by 40% against 2002 baseline.

Fort Bragg – from Challenge to Result (Water)

Goal-SettingChallenge: Potential water sources for Fort Bragg have been steadily declining. How can Fort Bragg reduce its dependence on these sources and provide premium quality drinking water as well as the “right” quality of water for other uses without aggravating future regional water supply issues?

Implementation support, funding opportunities, and information sharing



Implementation Support Activities• Army Compatible Use Buffers (ACUB) • Sustainable Range Program (SRP)• http://www.sustainability.army.mil and

resources on AKO (under construction)• Facility technology investment fund• AEC sustainability support • Demonstration programs (ESTCP)• Energy investment programs (ECIP)• OPM – DOE, USDA, DOT, others• Transformation tools – balanced score card,

NSPS, EPM



Some Initial Results



Sustainability Successes-Fort Lewis

– Reused 9100+ tons of waste concrete/asphalt ($340K / year savings)

– ACUB & ITAM are restoring habitat, growing native species, etc.

– Sustainable Interiors Showroom ($180K of recyclable furniture)

– Alternate fuel/dual fuel vehicle use increased to 40%

– Increased post’s Ride Share program



Sustainability Successes – Fort Bragg

• Sustainable Sandhills partnership formed• Urban training village built from recycled containers (saved

$220K)• LEED standards implemented in new construction & 45

renovations• Sustainability principles incorporated into Master Plan &

Installation Design Guide• $1.2M generated in FY07 from Qualified Recycling Program



Sustainability Successes –Fort Carson

• Citizens Soldier Connection Program• Solar collector wall saves $25-35K/year in natural gas• Partnering with Western Area Power Assoc.• Improving on-post transportation flow, including bike traffic• Diverting over 80% of construction debris from barracks

renovations• Solid waste reduction initiatives saved $500K in FY06• ACUB placed 12,000 acres in conservation easements



Sustainability Successes –Fort Hood

• $1.739M generated in FY06 from solid waste recycling

• Agri-board construction reduced construction labor by 20%

• Almost 90% reclaimed product from used oil

• Recycled tires used in tank firing range platform to reduce dust

• LED lights & reflectors at airfield saves over $60K/year (reduced energy consumption by 63%)



More Sustainability Successes

• USAG Hawaii’s solar-powered Army Family Housing– 30% of community’s electricity from PV-generated power– Solar hot water heaters reduce energy demand by 40%

• Ft Leonard Wood – 71% of vehicles use alternate fuels– 112 vehicles use biodiesel & 209 vehicles use E85– 460 tactical vehicles use B20

• Ft Polk – Energy Savings Performance Contract (ESPC) installed heat pumps in 4,000 housing units

– Contract also included low-flow shower heads, compact fluorescent lights, & attic insulation

• Ft Irwin – fleet of 120 Global Electric Motorcars



SustainableFuture Combat Systems

“…every Manned Ground Vehicle, is going to be hybrid electric," said FCS Program Manager Maj. Gen. Charles Cartwright, during a session at AUSA’s Institute of Land Warfare Winter Symposium and Exposition. "Coming off the engine is about 420 kilowatts of power, which means now, for the first time, you are looking at all-electric vehicles. We'll have fiber optics inside vehicles, and the capability of bringing sensor commutations – which all use electrical power -- inside these platforms for the very first time."

The Mounted Combat System is 1 of 8 new Manned Ground Vehicle types -- all hybrid-electric powered vehicles

Hybrid-Electric Tactical Vehicles



On the Horizon• Focus on energy security

– Pilot for Zero Net Energy Installations• IPR to identify & address sustainability successes &

roadblocks• Development of Resources List (e.g., sustainability POCs,

funding sources, technology assistance, support agencies)• Establishment of Army EO 13423 Committee• Implementation of plans supporting EO 13423 and other

requirements:– Electronic Stewardship Plan– Toxic & Hazardous Chemicals Reduction Plan– Green Procurement Strategy– EMS



IMCOM POCs

Antonia Giardina (IMAE-EQM)Chief, Program Management Branch410.436.7069 office (DSN 584)[email protected]

Robert Shakeshaft (IMAE-EQM)EMS Lead410.436.1222 office (DSN 584)[email protected]

David Zuckerman (IMAE-EQM)Sustainability Lead410.436.1226 office (DSN 584)[email protected]

Dr. Dave Guldenzopf (IMAE-EQD)Chief, Environmental Quality Division410.436.1204 office (DSN 584)[email protected]



Questions?



Backups


Army Installation Sustainability ProgramMEASURE 9: Establish Sustainability Goals and Implement through Installation Environmental Management System (EMS). Establish Long Term Strategic Sustainability Goals Aligned with EO 13423, Energy Policy Act of 2005, and Energy Independence and Security Act of 2007 by the End of FY10. Sustainability Goals Supported by EMS Objectives and Targets by the End of FY10.

Formula: Based on compliance with milestones

R/A/G: G=Installation has sustainability goals that are supported by EMS objectives and targets A=Installation has initiated development of sustainability goals R=Installation has not initiated the development of sustainability goals.

AEC POC:Antonia Giardina, 410.436.7069

ANALYSIS:

•XXXX.

•Summary of strengths.

•Summary of deficiencies

DPWOverall Office AssessmentG A R

WAY AHEAD:

•Strategy to sustain/improve.

Compliance

PERFORMANCE:

2004 2005 2006 2007 2008

R

A

G

Fort X

Go

od

Sustainability is Good Leadership;EMS is Good Management



Starting Point - The Installation Strategic Plan

• The Strategic Plan Provides– Context: Mission, Vision, Goals– Structure: Core Competencies, Strategic Planning

Process– Management System: Fielding, Measurement, Review and

Analysis, Improvement• Installation Sustainability Planning Provides

– Long-Range Component– Triple Bottom Line Plus Integrated Planning– Cross-functional approach built around core business

processes



Goals from Other Installations

• Increase training space (air, land, water, bandwidth) by 50%

• Fort Benning becomes the Army Live-Virtual-Constructive (LVC) Center of Excellence for Joint and Combined Arms Operations

• Establish world’s most innovative Infantry Training System Support Center of Excellence




• Achieve procurement of 100% sustainable goods and services by establishing an effective procurement network that minimizes life cycle costs, maximizes acquisition options, reduces delays, and establishes system-wide accountability and ownership

• Fort Benning leads DOD in the provision of Soldier and Family Support Services – Establish one easily identifiable and

accessible facility that houses all Human Resource service organizations for soldiers, family members, retirees and civilians.




Implement sustainable water acquisition, use and management practices that support the mission of Fort Benning

- Implement water conservation best practices to reduce per person usage by

50% by 2030

- Zero contaminants in surface water runoff by 2015




Facilities at Fort Benning meet sustainability objectives:

- Life cycle considerations are included in planning, design, construction, operations and maintenance (ONGOING)

- All new construction projects designed GOLD per LEED by 2006

- All revitalization/repair projects meet GOLD LEED by 2006

- LEED standards for residential and other construction types established by 2010

- Residential projects meet these standards by 2015




• Increase deployment capacity and decrease deployment time for brigade elements by 2030 to 25% of FORSCOM standards:– Increase capacity and consolidate NODES and

infrastructure (rail, airlift, maintenance, line haul, supply)

– Improvements in transportation systems by land, air, and ports

– Optimize installation transportation systems




• Eliminate frustrated cargo and decrease deployment time through reduction and improved management of HAZMAT on the installation and during deployment

• Provide multi-purpose mob/demob support facility & one stop processing center for joint units & individuals

• A Chattahoochee Valley community that sustains the Fort Benning mission, enhances quality of life, and protects and restores the environment



Fort Jackson ISP Workshop #3

Results

14 March 2006



Infrastructure:1. Operate an integrated, sustainable water system.2. Achieve 100% energy self sufficiency.

Transportation:1. Use renewable energy sources for all mobility

systems to provide efficient transportation of materials and personnel.

2. Access-friendly and secure installation.

ISP Workshop #3

Final Strategic Goals



Procurement:

1. Enhance current policies and procedures to ensure a flexible and sustainable procurement process to work towards achieving zero waste.

2. A logistic program that provides total asset visibility.

ISP Workshop #3 Final Strategic Goals



Regional Interaction:

1. Achieve sustainable, long-term economic development in the Fort Jackson region.

2. Integrated compatible regional land use.

3. An active regional recreational partnership with facilities/activities that maximize community and military participation, well-being, revenue, fitness and promote active living

ISP Workshop #3 Final Strategic Goals



Strategic Plan (25 Years) Goals & ObjectivesAligned to Core Business ProcessesDefines how installation will enhance mission, the military community and environment, simultaneously

Functional Plans (5-7 year)Initiativesthat support objectives above

Annual Work Plans (1 Year) Supports Initiativesand major processes with actions, strategies and metrics defined

Next Step: Integrate Strategic Goals into functional and work plans

Documents

David Zuckerman / SFIM-AEC-EQM / 410-436-1226 / DSN 584-1226 / [email protected] of 35131450RMAR2008 Army Installation Sustainability Program