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Ingredients for a Successful Sustainability Program

Sustainability Sustainability Planning

Mr. Paul WirtOffice of the Chief, Army Reserve

August 11, 2015

Energy Exchange: Federal Sustainability for the Next Decade2

Army Reserve Footprint


Securing the Cornerstone• Defining clear goals• Utilizing diverse

funding strategies• Building critical

partnerships• Leveraging accurate

information

Building Connections• Gaining leadership

buy-in• Maintaining high-

level visibility• Identifying

champions• Fostering culture

change

Measuring Success• Tracking program

progress• Maintaining

accountability• Pursuing and

receiving recognition

Expanding Into Sustainability • Leveraging

relationships• Mimicking

successes• Developing best

management practices

Building a Successful Sustainability Program


Cornerstone:Developing Strategies & Goals

ESG #4: Energy Program Foundation

ESG #1: Energy Conservation

ESG #2: Energy EfficiencyESG #3: Renewable &

Alternative (R&A) Energy

4.1 Develop Energy Program Investment Strategy4.2 Man the Energy Program4.3 Collect, Validate, and Analyze Data4.4 Help Shape the AR Sustainability Campaign Plan

1.1 Establish Mission Command Structure

1.2 Establish BEM Program

1.3 Deploy AR Energy and Sustainability Communications Plan

1.4 Provide Energy Conservation Training

2.1 Champion New Designs / Construction

2.2 Ensure Efficient Building Operations

2.3 Upgrade Existing Buildings

2.4 Optimize Decommissioning Process

2.5 Modernize transportation equip’t and portable power

3.1 Track R&A Energy

3.2 Develop Comprehensive Portfolio of R&A Opportunities

3.3 Implement R&A Projects

3.4 Operate, Maintain, and Enhance R&A Infrastructure

3.5 Support Net Zero Energy, Water, and Waste Initiative

30% reduction in EUI 2003-201525% of energy use from renewable sources by 2025


Cornerstone: Multi-pronged Funding Strategy

QUTM

PPAs

ECIP

ESPC/ UESC

ESTCP

NDCEE


Cornerstone: Partnerships


Collect Accurate Data

Analyze Data

Cornerstone: From Data to Decisions

IntegrateSolutions


Meter Data Evaluation

Night and Weekend SetbacksNo Setbacks

Cornerstone: Data Integrity Example – Metering


Leadership Buy In: AR Senior Sustainability Council (AR SSC)

Chief,Army

Reserve(CAR)

Chief, Army

ReserveAR SSC

Membership: Commanders

Convenes: Semi-annuallyAdvisory & Steering Group

“Council of Colonels”Membership: DirectorsConvenes: Quarterly

Senior Working GroupMembership: Energy Managers

Convenes: Monthly


ARCampaign Objectives

AR 2020 Ends

7.0Shape the Army

ReserveG-3/5/7

4.0Support Global Operations with

Ready LandpowerG-3/5/7

6.0Sustain the Force

MCE

5.0Equip the

ForceMCE

A Force that more effectively provides land power for National Security Decision Makers

Modernized, ready, tailored land forces capable of meeting CCDR’s requirements across the range

of military operations

Developed leaders who are able to meet the challenges of the 21st century

An All-Volunteer Force of High Quality Soldiers, Civilians, and Leaders

ImperativeOutcomes

A high quality, all-volunteer Army Reserve of Leaders, Soldiers, and

Civilians, supported by a network of Families and Employers.

An AR that is manned, equipped, trained, and employed as an operational

force, fully integrated into the Total Army.

A restored, reconstituted, and ready AR prepared for 21st Century Operations in

support of Combatant Commanders.

An Army Reserve transformed to provide expeditionary enablers to the Total Army, meet

Combatant Command requirements, and maintain strategic depth.

AR 1-1 Acquire & Retain Best Qualified

Soldiers(G1)

AR 1-2 Develop & Maintain a

Sustainable & Affordable Force

(G1)

AR 1-7 Improve Individual Medical

Readiness(SURG)

AR 2-1 Deliver Services to Support the Total Force &

Protect Installations, People & Environment

(ARIMD/PM)

AR 2-2 Provide AR Facilities & Infrastructure to Support the Total Force (ARIMD)

AR 2-3Implement

Environmental Stewardship

(ARIMD)

AR 4-1 Provide Ready Forces

ISO Operational Requirements

(G33/G35)

AR 4-5 Implement Theater Security

Cooperation Support Strategy

(G35)

AR 4-6 Improve Communication Synchronization

(ARC)

AR 4-2 Adapt Army Force Generation ISO Changing

Operational Requirements

(G35)

AR 8-1 Enhance Energy & Water

Security & Sustainability

Strategies(ARIMD)

AR 7-1 Develop Concepts,

Capabilities, & Design the Future AR

(FM)

AR 6-4 Integrate the Single Army

Logistics Enterprise (SALE)

(G4)

AR 6-2 Sustain AR Units for

Operations(G4)

AR 6-3 Enhance AR Readiness

(G4)

AR 5-1 Provide Validated & Approved Materiel

Requirements(G4)

AR 5-2Modernize & Equip the Army Reserve

(G4)

ARMajor

Objectives

AR 8-3 Improve water security and

sustainability across AR facilities and

installations (ARIMD)

AR 7-2 Powering America’s AR Through LandWarNet

(G6/CIO)

AR 9-2 Monitor & Report on

Implementation of AR Efficiencies

(CPIO)

AR 8-2 Achieve Energy-Informed

Operations (ARIMD)

AR 9-3 Adapt Resource

Management to Support AR

(RM)

AR 9-4 Achieving Audit Readiness

(IR)

AR 9-1 Improve Business Processes

(CPIO)

AR 1-8 Execute Civilian/MILTECH

Work Force Transformation

(CPMO)

AR 6-1 Improve Contract Execution &

Oversight(CASO)

AR 4-4 Provide Ready Units and Capabilities ISO

Disaster Response Operations (G33)

AR Core Enterprise (CE) Lead Responsibility

AR Human Capital CE

G-3/5/7

AR Materiel CE

AR Service & Infrastructure CE

Assistant Chief, AR/COS

AR 1-3 Establish a Capabilities-based Civilian Workforce

(EPO)

AR 3-4 Maintain Relevant,

Recognized ARTS (G37)

AR 4-3 Train Units for Decisive Action & Joint Operations

(G37)AR 3-3 Provide

Training Capability & Support

(G37)

AR 3-2 Develop Professional Army

Leaders(G37)

AR 3-1 Provide Institutional

Training(G37)

3.0Train & Develop

LeadersG-3/5/7

AR 1-5 Prevent Sexual Assault & Harassment

(G1)

AR 1-4 Implement Ready & Resilient

Campaign(G1)

AR 1-6 Support Soldiers & Families

throughout the Soldier’s Life Cycle

(FPO)

AR 2-4 Ensure Medical Systems Support the Total

Force (SURG)

AR 3-5 Adapt the Army Civilian/MT Leader

Development Strategy

(CPMO)

AR 7-3 Operate Effectively in Cyberspace(G39/G6)

AR 4-7 Protect AR Capabilities &

Formations(G34)

AR 2-5Bolster AR Security

Resiliency (G2)

AR 7-5Shape AR

Intelligence (G2)

Leadership Buy In: Army Reserve Campaign Plan Strategy Map

9.0Sustain and

Enhance Business Operations

MCE

8.0Achieve Energy

Security & Sustainability

ObjectivesSICE

1.0Man the AR &

Enhance the All-Volunteer Force

HCCE

2.0Deliver Services &

Provide Infrastructure to

Enable Global Operations

SICE


Leadership Buy In:Change Agents – Identifying Champions

• Identifying champions• Providing forums for

interaction • Creating opportunities

for ownership• Fostering inclusion

and collaboration


Leadership Buy In: Culture Change• Leading Events

– Earth Day– America Recycles Day– Energy Awareness Month

• Utilizing Outreach Tools– Trainings and Education – Newsletters– Website– Social Media


Mandate Congressional / OMB Goal

Army Reserve FY14Score

FY14Trend Performance Issues/Actions

Reduction in Energy Intensity: Reduce 3% per year to total by 30% by 2015 (2003 baseline)

Score: Amber

• 12.2% reduction vs 27% reduction requirement

• 28.2% reduction in energy intensity in FY14 vs a 3% reduction goal

• ESPC includes Energy Conservation Measures

• Many new energy efficient buildings are starting to come online

• Energy reduction programs of the past taking effect

Use of Renewable Energy: At least 3% of total electricity consumption (FY07-09), 5% (FY10-12), 7.5% (FY13 +) Score: Green

• 20.4 % vs 7.5% goal• Goal to achieve 7% by FY15

• ESPC includes RE projects (Solar and Wind)

• Cannot purchase RECs

Reduction in Potable Water Intensity: Reduce consumption by 2% annually for 26% total by FY 2020 (2007 baseline )

Score: Green

• 45% potable WUI reduction from FY07 baseline vs 14% reduction goal for FY14

• Goal is to achieve 36% reduction by FY20

• Inadequate Data for baseline year

• ESPC includes Water Efficiency projects

• Net Zero Water Installation

Reduction in Fleet Petroleum Use: Reduce by 2% per year thru FY20 (Base 2005)

Score: Green

• –16.2% USAR vs –14% goal for petroleum reduction

• 64% increase in alt fuels vs 60% goal

• 70% of non-tactical fleet is alternatively fueled vehicles

• On track to meet or exceed all goals

• 2:1 turn-in requirement of NTV when mission allows

Measuring Success: Fort Buchanan Energy Scorecard


Measuring Success:Energy Dashboard


Measuring Success:Army Reserve Awards

• GreenGov 2014– Fort Buchanan – Sustainability Hero

• Secretary of the Army 2014– Fort Hunter Liggett – Energy

and Water Management• Secretary of the Army 2015

– 99th RSC – Energy Program Effectiveness

– Fort Buchanan – Alternative Financing• Federal Energy and Water Management 2015

– 9th MSC – Program Award– 99th RSC – Program Award

COL Patrick O. Briley and COL Caryn S. Heard with 2014 GreenGov Award Winner Anibal Negron of Fort Buchanan.


Expanding into Sustainability:Additional Integrated Strategies

Leveraging relationships– Making new connections through

existing contacts

Mimicking successes– Using successful elements of mastered

program to stand up other programs

Learning lessons– Valuing experiences in all program areas

as important steps toward a comprehensive sustainability program


In Place In Development

Army Reserve SustainabilityCampaign Plan

TBP FY16

AR SSC

Army Reserve Solid Waste

Implementation Strategy

Published Aug 15

Implementing Guidance

Execution PlanAction PlansWaste Dashboard

AR SSC

Charter

Army Reserve Energy Security Implementation

Strategy

Published Dec 13


Execution Plan Action PlansEnergy Dashboard

Army Reserve Water Security Implementation

Strategy

Published Aug 15


Execution PlanAction PlansWater Dashboard

Army Reserve Environmental

Programs Strategies and

Policies

Scheduled Dec 15

ComplianceConservationRestoration

Pollution PreventionEnvironmental Liabilities

Expanding into Sustainability:Comprehensive Strategies


Land Use

Transporta-tion

Capital Investment

FacilitiesUtilities

Human Capital

Materials & Services

Solid Waste

Energy

Water

Mission

CommunityEnvironment

Triple Bottom Line

Expanding into Sustainability:Integrated Approach to Sustainability


Questions ?


BACK UP SLIDES

How do we systematically work with our Installations/ RSCs/MSC to incorporate sustainability into their strategic plans and/or strategies?

Planning Approach (“top down”)• Organization-wide planning event with subject

matter experts and stakeholders developing sustainability goals and objectives

Implementation Approach (“bottom up”)• Incorporate sustainability into existing programs

such as Environmental Management System and Building Energy Monitor Program

Installations/RSCs/MSC

21


Strategy: A plan that sets Vision, advances ARCP, and charts the path forward

Action Plans: Detailed implementation plans focused on key Strategic goals

Metrics: “Energy Dashboard” tracks key energy measures updated semi-annually

Periodic Reviews: Monthly telecons with Installation/RSC Energy Managers (EMs)

Performance Assessments: Quarterly reviews with supporting command/DPWS

Command Emphasis: Semi-annual overview by Senior General Officers

Training: Annual workshops to build the bench, consolidate gains

Tech Support: On-call DOE support for project development, analyses, and studies

Reference Library: Shared site with project templates, training materials, and complete

“toolkits” that capture Best Management Practices from across the Reserve Command

Philosophy: Centralized management and enabling, decentralized execution

Progressing SustainabilityA Comprehensive, Holistic Approach


How we did it:• Regular Site Visits• Monthly Teleconferences with Field POCs• Annual Workshops• Program Specific Working Groups• PICS: one of our team members at a site visit.

Picture of telephone.


How we did it:• Constant development of new projects ready

for execution • PIC: projects list.

Leadership Buy In –Preparing for Funding Execution


Mastering One Program Area

• Surpassing expectations– More than just meeting mandates– Using Innovative systems/technologies– Newsletter

• PICS: ARIMD team. Innovated technology that we use. newsletter.


Leadership Buy In

• Communicating with HQ• Supporting leaders in the field• Preparing for funding execution• Maintaining accountability


How we did it:• Created the Senior Sustainability Council• Coordination and collaboration on new policy

initiatives• Remaining highly responsive to all HQ

communication and requests • PICS: SSC. New executive order.

Leadership Buy In – Communicating with HQ


Change Agents

• Identifying champions• Engaging points of contact • Collaborating on actions


How we did it:•Asking for their opinion/view on large program decisions

–Field review of strategies and action plans•Inclusion and collaboration

• Inviting change agents to Strategic Planning Session

• PICS: Anibal greengov award. Snapshot of water and waste strategy field review tasker. Picture from last strategic planning session.

Change Agents – Collaborating on Actions

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