STRATEGIC PLANNING & SUSTAINABILITY INTEGRATION At an Army Installation Gregory G. Bean, PE

2. STRATEGIC PLANNING & SUSTAINABILITY INTEGRATION At an Army Installation Gregory G. Bean, PE Director of Public Works Fort Bragg, NC

3. Mission Train Sustain Deploy Plan/Build Protect/Serve Inform Air Water Energy Resources Materials Land Inform Protect/Serve Plan/Build Deploy Sustain Train Mission

4. 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 FORT BRAGG - “More Than A City” Size: 251 Square Miles (160,789 Acres) • 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

5. Enclaves Of Preservation Inefficient Use Of Resources Well-being Concerns Aging Infrastructure Env. Laws & Regulations Increasing In Number & Severity Need For More Training Area

6. Reduce water use by 70% Water quality exceed HQW Reduce waste to 0% Platinum standard on all construction Land use and balanced growth Achieve energy self-sufficiency Implement regional commuting program Reduce use of fuels by 99% Develop integrated environmental education program Obtain 100% Environmentally Preferred Purchasing Create sustainable training areas Fort Bragg Sustainability Goals

7. Combining Sustainability & EMS • 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

8. SMS Policy 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

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

10. 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

11. Environmental Sustainability wasn’t enough to address all of the installation’s challenges… • Army Modular Force • Base Re-Alignment and Closure (BRAC) • GWOT • OIF/OEF and Reconstitution • SGO/CLS • NSPS • A-76 • Privatization • Needed to Incorporate Sustainability into the Installation’s Strategic Plan and Planning Process

12. The Sustainability Solution Command Aligns organizations and activities to the Army strategy. Management and correction of the implementation of the strategic plan with respect to the environment Identifies and plans for external variables that could impact mission (environment, community, economic) Strategic Plan Defines how the installation will support the future mission Installation Sustainability Process Environmental Management System

13. Principles of the Triple Bottom Line Environment Mission Community

15. F O R T B R A G G FORT BRAGG Strategic Goals • Fort Bragg – a sustainable community meeting the needs of the Soldier today, tomorrow, and forever. • 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. • Satisfy our customers with a full spectrum of seamless services – always responsive and exceeding their expectations in order to: • Delight the customers • Be the provider of choice. • Invest in the future of our Soldiers and community by ensuring effective stewardship of our resources • Fort Bragg – where the Army’s Leaders of Tomorrow are forged.

16. Fort Bragg Garrison Strategic Goal 1 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.

17. LAND USE UTILITIES FACILITIES MATERIALS/COMMODITIES TRANSPORTATION SUSTAINABLE COMMUNITIES PEOPLE

18. 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 - DOL Objective 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 - RSO Objective Statement: Provide sustainable Services that enhance the quality of life to meet the needs of the “Greater Fort Bragg Community”.

19. FACILITIES PEOPLE MATERIALS LAND USE TRANSPORTATION UTILITIES

20. Fort Bragg Garrison Strategic Goal #1 Objective 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. • 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

21. 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) • 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.

22. Typical Facilities 2000 1930 1940 1990 1950

23. FORT BRAGG CONSTRUCTION 21 Years Of Construction Construction Budget FY06 – FY11 Buildings: 23 Million SF, 1984 33 Million SF, 2005 60 Million SF, 2011

24. 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

25. 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

26. LEED Credit Cross-over

27. GG 1 LEED Cross-over SS = sustainable sites, WE=water efficiency, Ea=Energy & Atmosphere, MR=materials & resources, IEQ=indoor environmental quality

28. GG 1 LEED Cross-over SS = sustainable sites, WE=water efficiency, Ea=Energy & Atmosphere, MR=materials & resources, IEQ=indoor environmental quality

29. GG 1 LEED Cross-over SS = sustainable sites, WE=water efficiency, Ea=Energy & Atmosphere, MR=materials & resources, IEQ=indoor environmental quality

30. GG 1 LEED Cross-over SS = sustainable sites, WE=water efficiency, Ea=Energy & Atmosphere, MR=materials & resources, IEQ=indoor environmental quality

31. GG 1 LEED Cross-over SS = sustainable sites, WE=water efficiency, Ea=Energy & Atmosphere, MR=materials & resources, IEQ=indoor environmental quality

32. Sustainable Communities Challenges • 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…

33. Facilities Air/Trans Land Water Energy Resources Materials/Waste DOIM DOL DPW PAIO DPTM DMWR DES Training Readiness Q.O.L. Com. Rel. Growth/Dev. Mob/Demob Deploy Community Strategic Goal 1 Sustainable Fort Bragg

34. Mission Community Environment