Transforming Installation Management through Integration of Sustainability and Well-Being into the IMA Strategic Plannin

1. 1 Transforming Installation Management throughIntegration of Sustainability and Well-Beinginto the IMA Strategic Planning Process �SECURE THE MISSION � SUSTAIN THE FUTURE�

2. 2 The Office of the Director of Environmental Policy (ODEP) has provided funding to underwrite IMA�s efforts of integrating sustainability into the IMA strategic plan. IMA Plans has taken on the challenge of inculcating the IMA strategic plan with the philosophy of sustainability. It is the purpose of this briefing to outline a conceptual approach integrating sustainability into the IMA strategic planning process. A sustainable installation simultaneously meets mission requirements, safeguards human health, improves quality of life and enhances the natural environment. Sustainability reaches across all functional areas of installation management, and is not a stand alone effort, limited to environmental aspects. Sustainability and strategic planning are inextricably linked. Next slide�The Office of the Director of Environmental Policy (ODEP) has provided funding to underwrite IMA�s efforts of integrating sustainability into the IMA strategic plan. IMA Plans has taken on the challenge of inculcating the IMA strategic plan with the philosophy of sustainability. It is the purpose of this briefing to outline a conceptual approach integrating sustainability into the IMA strategic planning process. A sustainable installation simultaneously meets mission requirements, safeguards human health, improves quality of life and enhances the natural environment. Sustainability reaches across all functional areas of installation management, and is not a stand alone effort, limited to environmental aspects. Sustainability and strategic planning are inextricably linked. Next slide�

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4. 4  IMA�s corporate management process�F R O M S T R A T E G Y T O R E S U L T S Strategy is driving the corporate management process, strategy drives resources, performance and continuous improvement IMA�s Mission mandates us to support people, readiness and transformation. But how can we sustain mission support well into the future, in an environment of declining resources and increasing demand? In answer to this challenge IMA developed a strategic planning model and process integrating the concepts of sustainability and well-being IMA�s corporate management process�F R O M S T R A T E G Y T O R E S U L T S Strategy is driving the corporate management process, strategy drives resources, performance and continuous improvement IMA�s Mission mandates us to support people, readiness and transformation. But how can we sustain mission support well into the future, in an environment of declining resources and increasing demand? In answer to this challenge IMA developed a strategic planning model and process integrating the concepts of sustainability and well-being

5. 5 IMA Strategic Planning for Sustainability Workshop September 2004 resulting in strategic planning model/process IMA Strategic Planning for Sustainability Workshop September 2004 resulting in strategic planning model/process

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7. 7 IMA Strategic Planning Model This brief will provide overview of CLS Why does the Army need the CLS initiative What is CLS and what components make up CLS How is IMA developing the components needed for CLS What are the Army�s goal and objectives for implementing CLS This brief will provide overview of CLS Why does the Army need the CLS initiative What is CLS and what components make up CLS How is IMA developing the components needed for CLS What are the Army�s goal and objectives for implementing CLS

8. 8 This brief will provide overview of CLS Why does the Army need the CLS initiative What is CLS and what components make up CLS How is IMA developing the components needed for CLS What are the Army�s goal and objectives for implementing CLS This brief will provide overview of CLS Why does the Army need the CLS initiative What is CLS and what components make up CLS How is IMA developing the components needed for CLS What are the Army�s goal and objectives for implementing CLS

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14. 14 FY2005 EXPECTATIONS - PMR Continue to Use the Current PMR Framework PMR Will Report Productivity Improvement Reviews (PIR) and Command Initiatives (CI) Continue to Use the METL (Mission Essential Task List) As Defined by the Garrison Commanders Task Force Regions Will Direct What Measurements Are Used

15. 15 BEYOND FY2005 - PMR Prescribe Common Set of Metrics Evolve PMR into strategic and operational views Integrate with Common Levels of Support Conduct a PMR minimum of twice a year Annual Review of Action Plans, Objectives, and Goal Execution 2 Year Agency Strategic Planning Cycle

16. 16 WHAT IS SUSTAINABILITY? Sustainability? What is it? It is certainly not a new concept�many international organizations, industry and local, state and national governments seek to understand how to sustain their activities well into the future. What is a sustainable Army? �one that meets current and future mission, safeguards human health, improves quality of life and enhances the natural environment. An Army that makes along-term commitment to support people, readiness and transformation Sustainability? What is it? It is certainly not a new concept�many international organizations, industry and local, state and national governments seek to understand how to sustain their activities well into the future. What is a sustainable Army? �one that meets current and future mission, safeguards human health, improves quality of life and enhances the natural environment. An Army that makes along-term commitment to support people, readiness and transformation

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18. 18 WHY STRATEGIC PLANNING FOR SUSTAINABILITY? The Army is transforming partially due to: Resources continuing decline; compromising the future ability of installations to sustain their missions Demands continuing to rise The interdependence and required balance of mission, community and the environment Diminishing space available for training Technologies expansion of operating footprints for Army units Examples set by international organizations and governments A need to sustain Soldier�s and the Army�s ability to operationally succeed in the long-term

19. 19 Where is this coming from? Why is the Army concerned? The concept of declining resources and rising consumption applies at many levels. From a global perspective, as the population increases (at an exponential level), the planet�s life supporting environmental services are taxed by over utilization and expansion of our species into undeveloped lands. We are starting to see that life supporting resources are in decline. This will increase the cost and value of natural resources over time. The issue is not just about population increase. It is about population and consumption patterns. As such, high consumptive patterns in developed world also contribute to the decline of natural resources. The people of this planet are faced with increasing consumption caused by: population growth increasing standard of living � QOL � �more better stuff�; and inefficient technology to manufacture goods �Currently, North America and Western Europe (12 percent of the global population) account for 60 percent of the global private consumer spending.� Put in other ways, �the United States with less than 5 percent of the global population, uses about a quarter of the world�s fossil fuel resources� produced annually. �The United States, Canada, Australia, Japan, and Western Europe � with among them 15 percent of the world�s population � use 61 percent of the aluminum produced each year, 60 percent of the lead, 59 percent of the copper, and 49 percent of the steel.� Reference: The State of the World 2004, pages 5-6, 10-11. The World Watch Institute. 2004. Norton and Company. Additional information can be found at www.worldwatch.org. Where is this coming from? Why is the Army concerned? The concept of declining resources and rising consumption applies at many levels. From a global perspective, as the population increases (at an exponential level), the planet�s life supporting environmental services are taxed by over utilization and expansion of our species into undeveloped lands. We are starting to see that life supporting resources are in decline. This will increase the cost and value of natural resources over time. The issue is not just about population increase. It is about population and consumption patterns. As such, high consumptive patterns in developed world also contribute to the decline of natural resources. The people of this planet are faced with increasing consumption caused by: population growth increasing standard of living � QOL � �more better stuff�; and inefficient technology to manufacture goods �Currently, North America and Western Europe (12 percent of the global population) account for 60 percent of the global private consumer spending.� Put in other ways, �the United States with less than 5 percent of the global population, uses about a quarter of the world�s fossil fuel resources� produced annually. �The United States, Canada, Australia, Japan, and Western Europe � with among them 15 percent of the world�s population � use 61 percent of the aluminum produced each year, 60 percent of the lead, 59 percent of the copper, and 49 percent of the steel.� Reference: The State of the World 2004, pages 5-6, 10-11. The World Watch Institute. 2004. Norton and Company. Additional information can be found at www.worldwatch.org.

20. 20 Resource scarcity is an increasing problem from a strategic, operational, and tactical perspective: �Operational inefficiencies� impact �resource availability�; and mankind�s manipulation of resources is creating waste streams that are not easily absorbed by the Earth�s natural systems. This creates conditions that lead to instability and, logically, more conflict due to increased competition for these resources. From an Army perspective, we can expect that the American Soldier will face even greater deployments to carry out a wide variety of missions, and therefore -- to be ready -- our Soldiers must have access to tough realistic training at our installations -- both at home and abroad.Resource scarcity is an increasing problem from a strategic, operational, and tactical perspective: �Operational inefficiencies� impact �resource availability�; and mankind�s manipulation of resources is creating waste streams that are not easily absorbed by the Earth�s natural systems. This creates conditions that lead to instability and, logically, more conflict due to increased competition for these resources. From an Army perspective, we can expect that the American Soldier will face even greater deployments to carry out a wide variety of missions, and therefore -- to be ready -- our Soldiers must have access to tough realistic training at our installations -- both at home and abroad.

21. 21 Current definitions of sustainability on a national, corporate and community level.Current definitions of sustainability on a national, corporate and community level.

22. 22 WHAT SUSTAINABILITY MEANSTO THE ARMY �A long-term commitment, to radically change the way we design, build, buy, transport, and otherwise perform our mission, as we transform our weapons systems, tactics, and installations over the coming decades.� Mr. Ray Fatz Deputy Assistant Secretary of the Army April 2004 Army leadership recognizes the challenges that the nation faces with respect to people, profit, and planet. Leadership also understands how these challenges translate into current and future impacts that we must address moving forward. This quote was made by the DASA I&E prior to publication (October 2004) of the Army Environmental Strategy. Leadership also realizes that while this change will require many years, it will require the Army to �radically change the way we design, build, buy, transport and otherwise perform our mission��Army leadership recognizes the challenges that the nation faces with respect to people, profit, and planet. Leadership also understands how these challenges translate into current and future impacts that we must address moving forward. This quote was made by the DASA I&E prior to publication (October 2004) of the Army Environmental Strategy. Leadership also realizes that while this change will require many years, it will require the Army to �radically change the way we design, build, buy, transport and otherwise perform our mission��

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25. 25 INSTALLATION CHALLENGES Installations today face a variety of challenges that threaten the mission Current installation plans are stove piped by functional area rather than using an integrated approach Planning horizon for installations is linked to POM The mission of the Army is to fight and win our nation�s wars. To successfully execute the mission, the Army must: Train and deploy combat ready forces We must have reliable power projection and support platforms that will support any scenario the Army faces (as a Power Projection Army) Recognize that our installations are our flagships. Without sustainable flagships and their surrounding communities we may compromise our future ability to support the mission � Several references describe the importance of our installations for current and future missions they include the Army Environmental Strategy, Environmental Campaign Plan and Chief of Staff of the Army Guidance on Strategic Planning. At present, we do not necessarily consider the long-term viability of our installations the same way we plan for the long-term of existing and new systems. For example, the Army plans weapon systems 25+ years in advance to meet potential risks. Installations that are used to house/train systems and operators are planned on a 7 year cycle (tied to the Program Objective Memorandum POM). This incongruity can lead to shortfalls that impact the mission. The mission of the Army is to fight and win our nation�s wars. To successfully execute the mission, the Army must: Train and deploy combat ready forces We must have reliable power projection and support platforms that will support any scenario the Army faces (as a Power Projection Army) Recognize that our installations are our flagships. Without sustainable flagships and their surrounding communities we may compromise our future ability to support the mission � Several references describe the importance of our installations for current and future missions they include the Army Environmental Strategy, Environmental Campaign Plan and Chief of Staff of the Army Guidance on Strategic Planning. At present, we do not necessarily consider the long-term viability of our installations the same way we plan for the long-term of existing and new systems. For example, the Army plans weapon systems 25+ years in advance to meet potential risks. Installations that are used to house/train systems and operators are planned on a 7 year cycle (tied to the Program Objective Memorandum POM). This incongruity can lead to shortfalls that impact the mission.

26. 26 Installations suffer from increasing pressures and challenges...Installations suffer from increasing pressures and challenges...

27. 27 From an Army perspective, these global resource issues translate into impacts on our mission and installations. We are already noticing some of these constraints at our installations. The installation of today faces many challenges that force the Army to seek innovative solutions to difficult problems.The Senior Readiness Oversight Council reported 8 major encroachment treats to DOD Military Training in their Report to Congress 2001. SROC Report to CONGRESS Of those 8 issues, 7 apply directly to the Army. The 8th issue of Maritime Sustainability may impact our installations found in coastal areas. These issues are of concern to our installations as well as the surrounding communities and regions. Integrated, collaborative strategic and master planning is needed today to identify and address these concerns. All of these types of concerns have lead the Army to develop its environmental strategy that focuses on sustainability. 2004 Army Environmental Strategy From an Army perspective, these global resource issues translate into impacts on our mission and installations. We are already noticing some of these constraints at our installations. The installation of today faces many challenges that force the Army to seek innovative solutions to difficult problems.The Senior Readiness Oversight Council reported 8 major encroachment treats to DOD Military Training in their Report to Congress 2001. SROC Report to CONGRESS Of those 8 issues, 7 apply directly to the Army. The 8th issue of Maritime Sustainability may impact our installations found in coastal areas. These issues are of concern to our installations as well as the surrounding communities and regions. Integrated, collaborative strategic and master planning is needed today to identify and address these concerns. All of these types of concerns have lead the Army to develop its environmental strategy that focuses on sustainability. 2004 Army Environmental Strategy

28. 28 HOW DID WE GET HERE? Issues of sustainability are not unique to the Army Population is growing (affluent society, more disposable income, more leisure time) Increasing everyone�s personal ecological footprint Natural resources are rapidly being depleted Advances in technology increase training footprints Initial strategy to environmental protection was to �stop the bleeding� The issues facing the Army and its installations are not unique. They are a reflection of what is occurring worldwide. In developing an understanding of how to plan for future installation needs, the Army has studied the emerging understanding of the challenges that face our installations, nation, and global community. The issues facing the Army and its installations are not unique. They are a reflection of what is occurring worldwide. In developing an understanding of how to plan for future installation needs, the Army has studied the emerging understanding of the challenges that face our installations, nation, and global community.

29. 29 WHERE WE WANT TO BE

30. 30 The Path to Sustainability Sustainability is about radically changing our mindset: Defining links between the mission, environmental, and community challenges Identifying long-term challenges that face the installation and its surrounding communities Providing a framework for long-range installation strategic planning and management systems Sustainability is not a program � it is an end-state. Our goal in promoting sustainable behavior is to educate people about the challenges, provide them with viable (cost effective, meeting mission requirements, socially acceptable, environmentally preferable) options to replace traditional approaches. To become sustainable, we must change how we view and approach the resolution of problems and most importantly change our daily decisions to embrace sustainable solutions. We need to understand how to invest and use the resources we will have in the future to move our installation toward sustainability.Sustainability is not a program � it is an end-state. Our goal in promoting sustainable behavior is to educate people about the challenges, provide them with viable (cost effective, meeting mission requirements, socially acceptable, environmentally preferable) options to replace traditional approaches. To become sustainable, we must change how we view and approach the resolution of problems and most importantly change our daily decisions to embrace sustainable solutions. We need to understand how to invest and use the resources we will have in the future to move our installation toward sustainability.

31. 31 Sustainable Design and Development (SDD) Sustainable Range Plan (SRP) Sustainable Range Design R & D program FORSCOM adopted sustainability and moved forward resulting in Installation front runners in Sustainability Army Sustainability Working Group (ASWG) Army Sustainability Videos Army Sustainability �Big Picture� Posters Office of the Director, Environmental programs (ODEP) recognizes that sustainability is not just an environmental program and funds IMA to integrate the concept of sustainability into the installation strategic planning process Army Strategy for the Environment We believe sustainability is the framework that will help us improve how we do business. As you can see from this slide, the Army has already taken many important steps in beginning our sustainability quest. For example, the Army is using the sustainable project rating tool (SpiRiT) as a self-evaluation process to measure the sustainability of various projects. The value of this tool became very evident when we began entering into 50-year corporate partnerships under Mr. Armbruster�s leadership to provide housing communities. This Residential Communities Initiative affords us a great opportunity to look at life-cycle costs and environmental impacts to make smarter decisions. On our ranges, the G3 Trainers have taken the lead in developing a Sustainable Range Management Plan. Sustainable ranges are clearly vital to realistic training and testing, especially with the new weapons systems that shoot further and require more space. Our Research and Development initiatives are focusing on supporting sustainable range design, to include everything from �replacing lead projectiles with tungsten� to �designing new bullet traps�. In 2001, Fort Bragg was our first installation to pilot an Army Installation Sustainability Program, and this concept is spreading. While the concept of sustainability has fostered many great initiatives, it was piecemeal with no overarching policy. Thanks to the Secretary and the Chief of Staff, we now have that overarching policy.We believe sustainability is the framework that will help us improve how we do business. As you can see from this slide, the Army has already taken many important steps in beginning our sustainability quest. For example, the Army is using the sustainable project rating tool (SpiRiT) as a self-evaluation process to measure the sustainability of various projects. The value of this tool became very evident when we began entering into 50-year corporate partnerships under Mr. Armbruster�s leadership to provide housing communities. This Residential Communities Initiative affords us a great opportunity to look at life-cycle costs and environmental impacts to make smarter decisions. On our ranges, the G3 Trainers have taken the lead in developing a Sustainable Range Management Plan. Sustainable ranges are clearly vital to realistic training and testing, especially with the new weapons systems that shoot further and require more space. Our Research and Development initiatives are focusing on supporting sustainable range design, to include everything from �replacing lead projectiles with tungsten� to �designing new bullet traps�. In 2001, Fort Bragg was our first installation to pilot an Army Installation Sustainability Program, and this concept is spreading. While the concept of sustainability has fostered many great initiatives, it was piecemeal with no overarching policy. Thanks to the Secretary and the Chief of Staff, we now have that overarching policy.

32. 32 Sustainability � �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.� As you can see, this strategy centers around six goals It focuses on long-term sustainability �Sustain the Mission � Secure the Future� The strategy supports Army in all missions And applies to all Army units, organizations, personnel, suppliers, support contractors, and partners It is built on the �Triple bottom line� of sustainability� the Army�s balance of Mission, Environment and Community Bottom line is�the strategy mandates us to initiate an integrated planning process� As you can see, this strategy centers around six goals It focuses on long-term sustainability �Sustain the Mission � Secure the Future� The strategy supports Army in all missions And applies to all Army units, organizations, personnel, suppliers, support contractors, and partners It is built on the �Triple bottom line� of sustainability� the Army�s balance of Mission, Environment and Community Bottom line is�the strategy mandates us to initiate an integrated planning process�

33. 33 EVOLUTION OFIMA SUSTAINABILITY EFFORTS Applying collaborative process 50 reps consisting of planners, environmentalists, MWR, HR and PW from across IMA, ASA I & E, ACSIM, Army National Guard and Reserves Using straw man strategic planning model as point of departure Resulting in final strategic planning model Compilation of team efforts Incorporates concept of sustainability Applies balanced scorecard architecture Simple ABCDEF format What has IMA done to integrate sustainability into the strategic planning process? IMA hosted a strategic planning for sustainability workshop in September We used a straw man model as the point of departure and through a collaborative planning process developed a strategic planning model This model represents a compilation of team efforts, incorporates sustainability, applies the balanced score card architecture, and is in a simple formatWhat has IMA done to integrate sustainability into the strategic planning process? IMA hosted a strategic planning for sustainability workshop in September We used a straw man model as the point of departure and through a collaborative planning process developed a strategic planning model This model represents a compilation of team efforts, incorporates sustainability, applies the balanced score card architecture, and is in a simple format

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36. 36 Integrating Sustainability and Well-Being concepts into the installation�s management process and installation strategic plan is not just an Environmental, DPW, MWR or DPTM Responsibility�.It is theGARRISON AND INSTALLATION COMMANDER�S RESPONSIBILITYfor it will only work when they champion it.

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39. 39 INSTALLATION SUSTAINABILITY SUCCESS STORIES Facilities Goals � Renewable, Secure Energy Build to Spirit Standards Water Goals � Reduce Use, Improve Quality Regional Goals � Joint Planning and Outreach Procurement Goals � Recyclable Materials, No Waste Transportation Goals � Clean and Convenient Military Training Goals � Better Land Use On and Off Post In the first category, our facilities goals have centered around building to SPiRiT standards. At Fort Bragg, their Installation Design Guide was rewritten to integrate sustainability standards throughout the document and later received a prestigious national award. A Fort Carson training facility was built with a limited budget but demonstrated how easy and affordable it is to include sustainable features. For example, the building was oriented to take advantage of its southern and western exposures to save 20-40% in utilities costs over the life of the facility. Next in the area of Water, Ft Carson has become a regional leader by reducing water consumption 30% -- water being a critical factor in the future of the region. A specific example is the 88 million gallons of �waste water� now being diverted annually to water the golf course. On a regional perspective, Ft Bragg�s new definition of planning incorporates the 6 surrounding communities�not just inside the fenceline�and a state law now requires the local zoning authorities to consult with Ft Bragg for developments within 5 miles of the fenceline. Again, this helps to prevent unintended, incompatible uses. The Army has just signed up with OSD in elevating its green procurement efforts, and we are already changing how weapons systems are designed. Ft Bragg has been working with the City of Fayetteville on an integrated bus network using cleaner vehicles. An added benefit resulted when so many reservists and National Guardsmen were unexpectedly stationed there without transportation. Due to DOD�s good reputation as natural resource managers, Congress passed specific legislation that helps buffer the impacts of military training by setting aside conservation easements around military bases. These green spaces are also very important to the local communities and the States. For example, the Army was recently able to leverage $18M of funding by the State of Florida for only a $1/2M investment around Camp Blanding. In the first category, our facilities goals have centered around building to SPiRiT standards. At Fort Bragg, their Installation Design Guide was rewritten to integrate sustainability standards throughout the document and later received a prestigious national award. A Fort Carson training facility was built with a limited budget but demonstrated how easy and affordable it is to include sustainable features. For example, the building was oriented to take advantage of its southern and western exposures to save 20-40% in utilities costs over the life of the facility. Next in the area of Water, Ft Carson has become a regional leader by reducing water consumption 30% -- water being a critical factor in the future of the region. A specific example is the 88 million gallons of �waste water� now being diverted annually to water the golf course. On a regional perspective, Ft Bragg�s new definition of planning incorporates the 6 surrounding communities�not just inside the fenceline�and a state law now requires the local zoning authorities to consult with Ft Bragg for developments within 5 miles of the fenceline. Again, this helps to prevent unintended, incompatible uses. The Army has just signed up with OSD in elevating its green procurement efforts, and we are already changing how weapons systems are designed. Ft Bragg has been working with the City of Fayetteville on an integrated bus network using cleaner vehicles. An added benefit resulted when so many reservists and National Guardsmen were unexpectedly stationed there without transportation. Due to DOD�s good reputation as natural resource managers, Congress passed specific legislation that helps buffer the impacts of military training by setting aside conservation easements around military bases. These green spaces are also very important to the local communities and the States. For example, the Army was recently able to leverage $18M of funding by the State of Florida for only a $1/2M investment around Camp Blanding.

40. 40 This approach recognizes the cross-functional aspects of sustainability and how they impact installation management, readiness and future Army war fighting capabilities. This approach guarantees that sustainability will be a fully integrated component of our installations� long-range strategic planning. This approach represents a unified single agency intent to ensure that current and future business practices will not compromise the long-term ability of Army installations to sustain the war fighting ability of future generations of Soldiers. This approach recognizes the cross-functional aspects of sustainability and how they impact installation management, readiness and future Army war fighting capabilities. This approach guarantees that sustainability will be a fully integrated component of our installations� long-range strategic planning. This approach represents a unified single agency intent to ensure that current and future business practices will not compromise the long-term ability of Army installations to sustain the war fighting ability of future generations of Soldiers.

41. 41 WHAT ISWELL-BEING?

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50. 50 SUSTAINABILITY ONLINE

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