strategic planning & sustainability integration at an army installation gregory g. bean, pe

The Right Way….The Green Way….All the Way!The Right Way….The Green Way….All the Way!


STRATEGIC PLANNINGSTRATEGIC PLANNING

&&

SUSTAINABILITY INTEGRATIONSUSTAINABILITY INTEGRATION

At an Army InstallationAt an Army Installation

Gregory G. Bean, PEGregory G. Bean, PE

Director of Public WorksDirector of Public Works

Fort Bragg, NCFort Bragg, NC


Air Water Energy Resources Materials Land

Inform Protect/Serve Deploy Sustain TrainPlan/Build

Mission

Mission

Train Sustain Plan/Build Protect/Serve InformDeploy


FORT BRAGG - “More Than A City”FORT BRAGG - “More Than A City”

Office Buildings: 32M SF Shopping Centers: 11 Restaurants: 28 Railroad Lines: 19 miles Roads and Utilities

784 Lane Miles Paved Roads

Utilities: Water, Waste Water, Electricity, Natural Gas

IT Structure 511 miles fiber optic cable 11,281 miles copper cable

Simmons Army Airfield Camp Mackall Museums: 2

Hospital: 1 Medical Clinics: 4 Dental Clinics: 5

Schools Elementary: 7 Junior High/Middle: 2

Army Family Housing 4,643 On-Post 250 Off-Post

(Approximately 27,000 Soldiers Reside Off-Post)

Churches: 11 Consolidated Library: 1 Child Care Centers: 4 Recreational Facilities:

183

Size: 251 Square Miles (160,789 Acres)


Fort Bragg Sustainability Goals

1. Reduce water use by 70%

2. Water quality exceed HQW

3. Reduce waste to 0%4. Platinum standard

on all construction5. Land use and

balanced growth6. Achieve energy self-

sufficiency

7. Implement regional commuting program

8. Reduce use of fuels by 99%

9. Develop integrated environmental education program

10. Obtain 100% Environmentally Preferred Purchasing

11. Create sustainable training areas


Combining Sustainability & Combining Sustainability & EMSEMS

• EMS provides structure for the sustainability program

• ISO 14001 framework is very generic and easily applied

• PLAN, DO, CHECK, ACT – provides for continual improvement

• Prioritizes environmental aspects and impacts

• Measures progress towards goals

• Allows for review of goals


SUSTAINABLEFORT BRAGGSUSTAINABLEFORT BRAGG

Sustainable Fort Bragg…….securing the legacy of Fort Bragg for soldiers, families, and the community through the Sustainability Management System.

The Right Way…Obey environmental laws

The Green Way…

Practice pollution prevention

All The Way…Keep improving

Visit the Sustainable Fort Bragg website at

www.bragg.army.mil/sustainability

SMS Policy


Sustainability issues don’t start or stop at the installation boundary!


Vision: The Sandhills of North Carolina is a thriving, viable and prosperous region that balances environmental, economic, military and social needs for all in the region. Sustainable Sandhills ensures that this region is sustainable, responding to current needs while not compromising the capacity of future generations to meet their needs.

Mission: Sustainable Sandhills is a cooperative effort with involvement from stakeholders that represents the Sandhills regions of North Carolina. We promote consensus, cooperation, shared visions and collaborative actions. Sustainable Sandhills is a model for regional sustainability planning that preserves natural resources and enhances economic development, improving the quality of life in the region for current and future generations.

Community Resource Teams: Air Quality, Land Use, Energy, Materials Use and Wastes, Water Resources


Environmental Sustainability wasn’t enough to Environmental Sustainability wasn’t enough to address all of the installation’s challenges…address all of the installation’s challenges…

• Army Modular ForceArmy Modular Force• Base Re-Alignment and Closure (BRAC)Base Re-Alignment and Closure (BRAC)• GWOTGWOT• OIF/OEF and ReconstitutionOIF/OEF and Reconstitution• SGO/CLSSGO/CLS• NSPSNSPS• A-76A-76• PrivatizationPrivatization

Needed to Incorporate Sustainability into the Needed to Incorporate Sustainability into the Installation’s Strategic Plan and Planning Installation’s Strategic Plan and Planning ProcessProcess


Strategic Plan

InstallationSustainability

Process

EnvironmentalManagement

System

Defines how the installation will support the future mission

Identifies and plans for external variables that could impact mission (environment, community, economic)

Management and correction of the implementation of the strategic plan with respect to the environment

Command Aligns organizations and activities to the Army strategy.

The Sustainability Solution


MissionMission

EnvironmentEnvironment

CommunityCommunity

Principles of the Triple Bottom Line


MISSIONProvide the people, infrastructure, and services to

train, sustain, mobilize, and rapidly deploy America’s forceswhile enhancing the environment, security, and well-being

of the greater Fort Bragg community.

VALUESLoyalty: Bear true faith and allegiance to the U.S. Constitution, the Army, and the Fort Bragg community team.

Duty: Fulfill your obligations.

Respect: Treat people as they should be treated.

Selfless Service: Put the welfare of the nation, the Army, andyour subordinates before your own.

Honor: Live up to all the Army values.

Integrity: Do what’s right, legally and morally. Be responsible for those resources given to you in public trust; it is your duty to improve them for generations to come.

Personal Courage: Face fear, danger or adversity (physical or moral).

GOALS

1. Fort Bragg – a sustainable community meeting the needs of the Soldier today, tomorrow, and forever.

2. Forecast and manage the effects of change in mission requirements in a systematic manner so that we can marshal our resources to prepare instead of react.

3. Satisfy our customers with a full spectrum of seamless services – always responsive and exceeding their expectations in order to:

1. Delight the customers2. Be the provider of choice.

4. Invest in the future of our Soldiers and community by ensuring effective stewardship of our resources through

1. An effective, responsive programming and budget prioritization process.2. Use of a system that determines the actual cost for providing customer needs to preclude mission failure.3. Leveraging other people’s money.4. An effective methodology to communicate to higher headquarters our customers’ requirements and the associated costs.

5. Fort Bragg – where the Army’s Leaders of Tomorrow are forged.

FORT BRAGG

VISIONAmerica’s premier military community of enduring excellence

emulatingTHE SPIRIT OF THE FORT BRAGG SOLDIER

in the quality of our work,stewardship of our resources,

and commitment of our people.


FORT BRAGG Strategic Goals1. Fort Bragg – a sustainable community meeting the needs of

the Soldier today, tomorrow, and forever.

2.Forecast and manage the effects of change in mission requirements in a systematic manner so that we can marshal our resources to prepare instead of react.

3.Satisfy our customers with a full spectrum of seamless services – always responsive and exceeding their expectations in order to:1. Delight the customers2. Be the provider of choice.

4.Invest in the future of our Soldiers and community by ensuring effective

stewardship of our resources

5.Fort Bragg – where the Army’s Leaders of Tomorrow are forged.


Fort Bragg – a sustainable community meeting the needs of the Soldier today, tomorrow, and forever.

Indicator of Success: A safe, secure and efficient community, meeting the needs of our Soldiers and citizens while improving the natural environment.

Forum: The quarterly meeting on Sustainable Communities by the Sustainability Management Council, chaired by the Garrison Commander with all garrison directors as council members.

Fort Bragg GarrisonFort Bragg GarrisonStrategic Goal 1Strategic Goal 1


LAND USEFACILITIES

SUSTAINABLE COMMUNITIES

MATERIALS/COMMODITIESUTILITIESTRANSPORTATION

PEOPLE


1.1 Land Use: Chief Proponent - DPTM Objective Statement: Create and enhance sustainable training and urban areas to ensure military readiness and promote compatible growth of the Sandhills region by 2030.

1.2 Facilities: Chief Proponent - DPW Objective Statement: To become the model sustainable military community of the world by using sustainable design and development principles throughout the life cycle of all facilities and supporting infrastructure (FSI) by 2020.

1.3 Materials/Commodities: Chief Proponent - DOLObjective Statement: Achieve zero waste by 2025 through waste diversion and environmentally preferable products procurement.

1.4 Utilities/Infrastructure: Chief Proponent - DOIM Objective Statement: Supply reliable, secure utility services and infrastructure to support a zero net impact by 2030.

1.5 Transportation: Chief Proponent - DOL Objective Statement: Build a sustainable, world-class mass transportation network providing seamless transition between multiple modes of travel while reducing harmful emissions by 2030.

1.6 People: Chief Proponent - RSOObjective Statement: Provide sustainable Services that enhance the quality of life to meet the needs of the “Greater Fort Bragg Community”.


PEOPLE

LAND USEF

AC

ILIT

IES

UT

ILITIE

S

TRANSPORTATION

MATERIALS


Objective Statement: To become the model sustainable military community of the world by using sustainable design and development principles throughout the life cycle of all facilities and supporting infrastructure (FSI) by 2020.

Measures Leading:

% of facilities programmed to be constructed to LEED platinum standard

% of facilities programmed to be renovated to the LEED certified standard

Lagging: % of square footage of facilities in the inventory meeting LEED platinum standard

Fort Bragg GarrisonFort Bragg GarrisonStrategic Goal #1Strategic Goal #1

Objective 1.2 FacilitiesObjective 1.2 Facilities Chief Proponent - DPWChief Proponent - DPW


Initiative: To use LEED as the framework for sustainable design, construction, operation and maintenance of Fort Bragg’s facilities. To accomplish this, LEED rating systems will be applied to facilities as follows:

• Base sustainable design and development in new construction on a LEED Platinum standard. Target: Meet minimum LEED Platinum standard for all new construction by 2020.

• Base sustainable design and development for existing buildings on a LEED Certified standard. Target: Meet minimum LEED Certified standard for 25% of the total square footage of all existing structures by 2020.

1.2: To become the model sustainable military community of the world by using sustainable principles throughout the life cycle of all facilities and supporting infrastructure (FSI)


Typical Facilities

1930

1940

1950

2000

1990


FORT BRAGG CONSTRUCTION

Buildings: 23 Million SF, 1984

33 Million SF, 2005

60 Million SF, 2011

FY 85 108,100,000$ FY 86 65,100,000$ FY 87 23,700,000$ FY 88 37,000,000$ FY 89 36,800,000$ FY 90 59,600,000$ FY 91 53,000,000$ FY 92 65,900,000$ FY 93 12,700,000$ FY 94 202,775,000$ FY 95 135,505,000$ FY 96 60,035,000$ FY 97 143,687,000$ FY 98 58,306,000$ FY 99 147,340,000$ FY 00 75,724,000$ FY 01 159,762,000$ FY 02 198,135,000$ FY 03 195,860,000$ FY 04 148,900,000$ FY 05 182,700,000$

TOTAL 2,170,629,000$

21 Years Of Construction

FY 06 $ 248,785,000

FY 07 $ 261,123,000

FY 08 $ 480,313,000

FY 09 $ 651,100,000

FY 10 $ 323,580,000

FY 11 $ 146,609,000

PMH$ 400,000,000

Other Projects

$ 469,000,000

TOTAL $ 2,980,510,000

Construction Budget FY06 – FY11


LEED at Fort Bragg

Establish and maintain an architectural vision LEED-NC Silver now to 2015, Gold by 2015,

Platinum by 2020 LEED-EB Certified for 25% of existing square

footage by 2020 LEED fully integrated into all processes Proper site selection and building orientation Measurement of building performance,

database for data collection, continual improvement

Training, training, training One-for-one demolition to new construction


LEED-EB Building Audit Glide Path to Success

(Does not include MILCON/BRAC Projects)

2007 – 5 million sq. ft., about 50 buildings

2008-2010 – 2.5 million sq. ft., 100 buildings

2011-2015 – 2.5 million sq. ft., 100-150 buildings

2016-2020 – 2.5 million sq. ft., 200 buildings

Total of 12.5 million sq. ft., or about 41% of the total building inventory

From 2020 on, buildings on a regular 5-7 year audit cycle


LEED Credit Cross-over


1.1 Land Use SS Prerequisite 2

SS 2: high development density bldg & area

SS 7: Light pollution reduction

1.2 Facilities SS 6.1: Heat island reduction

SS 6.2: Heat island reduction: roof surfaces

SS 1.1 & 1.2: Water efficient landscaping

EA Prerequisites 1 & 3

EA 3.1: Bldg operation & maintenance: staff education

EA 4: Additional ozone protection

MR 1.1-1.2: Construction waste mgmt

MR 2.1-2.5: Optimize use of alternative materialsSS = sustainable sites, WE=water efficiency, Ea=Energy & Atmosphere,

MR=materials & resources, IEQ=indoor environmental quality

GG 1 LEED Cross-over


1.2 Facilities(cont)

MR 3.1-3.2: Optimize use of IAQ compliant products

IEQ Prerequisite 2, 3 and 4

IEQ 1: Outdoor air delivery monitoring

IEQ 3: Construction IAQ management plan

IEQ5.1: Indoor chemical & pollutant source control, air filters

IEQ 5.2: Indoor chemical & pollutant source control, isolation of high volume copying, print room, fax stations

IEQ 8.1 & 8.3: Daylighting and views

IEQ 9: Contemporary IAQ Pritice

IEQ 10.1: Green cleaning: entryway systems


SS = sustainable sites, WE=water efficiency, Ea=Energy & Atmosphere,



1.2 Facilities(con’t)

IEQ 10.2: Green cleaning: isolation of janitorial closets

IEQ 10.3: Green cleaning: low environmental impact cleaning policy

IEQ 10.4-5: Green cleaning: low environmental impact pest mgmt policy

IEQ 10.6: Low environmental impact cleaning equipment policy

1.3 Materials

MR Prerequisites 1,2 & 3

MR 4.1-4.3: Sustainable cleaning products & materials

MR 5.1-5.3: Occupant recycling

MR 6: Additional toxic materials source reduction: reduced mercury in light bulbs





1.4 MaterialsEnergy

EA Prerequisite 2

Credit 1: Optimize energy performance

Credit 3.3: Building operation & maintenance: bldg systems monitoring

Credit 5.4: Performance measurement: emission reduction reporting

IEQ Prerequisite 1

IEQ 6.1: Controllability of systems: lighting

IEQ 6.2: Controllability of systems: temp & ventilation

IEQ 7.1: Thermal comfort: compliance

Water SS Prerequisite 1

SS 4.1: Reduced site disturbance: protect or restore open space





1.4 UtilitiesWater (cont)

SS 4.2: Reduced site disturbance: development footprint

SS 5.1 & 5.2: Stormwater mgmt: 25% rate and quantity reduction

WE Prerequisites 1 & 2

WE 2: Innovative wastewater technologies

WE 3.1: Water use reduction: 10% reduction

1.5 Transportation

SS 3.1: Alternative transportation: public transportation access

SS 3.2: Alternative transportation: bicycle storage & changing rooms

SS 3.3: Alternative Transportation: alternative fuel vehicles


SS = sustainable sites, WE=water efficiency, Ea=Energy & Atmosphere, MR=materials & resources, IEQ=indoor environmental quality


Sustainable Communities Sustainable Communities ChallengesChallenges

Maintaining the Momentum Buy-in of mid-level managers and front-line supervisors Integration into Garrison and Directorate Strategic Planning Crisis Management and Financial Constraints Telling the Sustainability story

Expanding the Base – All Directorates/Support Staff/Other Agencies Changing Cultural Norms

Conservation/Recycling Reliance on Automobile

Community Interface How do we interact with established organizations and external communities Land Planning and Compatible Development

Breaking stovepipes Recognition of the interdependence of Directorates and Sustainable practices

in the accomplishment of our Mission(s) Identification and resolution of overlapping targets both within goal team and

with other goals Changing established practices from standard functional area structure

Integrating with other initiatives (i.e. Lean 6 Sigma, EMS, Balanced Scorecard)

Tracking and reporting metrics, capturing and articulating progress Keeping faith in the process…

strategic planning & sustainability integration at an army installation gregory g. bean, pe

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