September 2010

 

 Strategic Sustainability

 Performance Plan

 
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MEMORANDUM FROM THE OPM SENIOR SUSTAINABILITY OFFICER 

As the largest employer in the United States (U.S.), the Federal government has a unique opportunity to influence 

our country’s ecological and financial future. The U.S. Office of Personnel Management (OPM) is excited to play a 

part in the worldwide sustainability movement. OPM is tasked with recruiting, retaining, and honoring a worldclass workforce for the American people. There is no better way to honor government employees and all 

Americans than to help ensure their communities are healthy. With this goal in mind, OPM will begin 

implementing our first Strategic Sustainability Performance Plan. 

Several current initiatives will aid OPM’s sustainability agenda. We are in the process of updating the Theodore 

Roosevelt Building’s heating, ventilation, and air conditioning system and installing solar panels on the roof. OPM 

is also working with the Department of the Interior and the General Services Administration to begin local food 

programs such as a farmer’s market and community gardens around the Washington, D.C. buildings. We are 

promoting flexible work arrangements that will lead to reduced building energy use and vehicle emissions. 

Furthermore, we are continuing to investigate sustainability opportunities and improvements at all of our facilities. 

To tackle these environmental and energy initiatives, OPM established an internal Green Team comprised of both 

senior leadership and employee volunteers. The group’s main objectives for the upcoming year are to raise 

awareness, provide guidance, create a broader recycling program and supply employees with information on 

various energy efficiency and recycling topics that can be used at both work and home. The group will use creative 

approaches to integrate sustainability efforts into daily operations. 

In upcoming years, OPM will continue to develop its sustainability strategy to ensure the agency continually 

improves and builds upon our sustainability program. OPM is confident that changes made will have far reaching 

effects. As employees are educated and taught the best stewardship practices, they will be given the ability and 

power to influence exponential numbers of lives as they take these lessons back to their own homes and 

communities. 

Conscious and concerted efforts to reduce the negative impact of daily operations are essential to the Federal 

government’s standing in both the business and the public community. The environmental consequences of our 

actions are passed on through multiple sectors of society, and to ignore these externalities would be a disservice to 

those who have served in the past and those that hope to serve in the future. Achieving our greening initiatives 

will not only ensure that OPM remains in compliance with the major requirements laid out in Federal 

environmental provisions such as Executive Order (EO) 13514, EO 13423, the Energy Independence and Security 

Act (EISA) of 2007, and the Energy Policy Act (EPAct) of 2005, but also that the agency is a highly desired place of 

employment and a stewardship leader. 

Environmental and financial sustainability are inherently linked. The healthier our environment, the more 

resources will be available for ourselves and future generations to live more prosperous, fulfilling and enjoyable 

lives. To best serve the American people, OPM will pursue positive environmental policies to its fullest capability.

Sincerely, 

Tina B. McGuire 

Director, Facilities, Security, and Contracting 

Senior Sustainability Officer 
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TABLE OF CONTENTS

Memorandum from the OPM Senior Sustainability Officer ......................................................................... 2

Section 1: Agency Policy and Strategy

I. Agency Sustainability Policy Statement ................................................................................................ 5

II. Sustainability and the Agency Mission ................................................................................................. 5

III. Greenhouse Gas Reduction Goal .......................................................................................................... 6

IV. Plan Implementation ............................................................................................................................ 6

V. Evaluating Return On Investment ......................................................................................................... 8

Section 2: Performance Review and Annual Update

I. Summary of Accomplishments ......................................................................................................... 100 

II. Goal Performance Review ................................................................................................................. 100 

Goal 1: Scope 1 & 2 Greenhouse Gas Reduction ...................................................................................... 100 

Goal 2: Scope 3 Greenhouse Gas Reduction ............................................................................................. 166 

Goal 3: Develop & Maintain Ccomprehensive Agency Greenhouse Gas Inventory ................................... 19

Goal 4: High-Performance Sustainable Design / Green Buildings ............................................................ 211 

Goal 5: Regional and Local Planning ........................................................................................................... 25

Goal 6: Water Use Efficiency and Management ......................................................................................... 28

Goal 7: Pollution Prevention and Waste Elimination ................................................................................. 32

Goal 8: Sustainable Acquisition ................................................................................................................... 40

Goal 9: Electronic Stewardship & Data Centers .......................................................................................... 44

Goal 10: Agency Innovation ........................................................................................................................ 49

Section 3: Agency Self Evaluation

I. 2010 Questions ................................................................................................................................... 52

II. Narrative ............................................................................................................................................. 52

ENCLOSURES 

Table A: Critical Planning Coordination ......................................................................................................................... 7

Table 1-1: Scope 1 & Scope 2 Greenhouse Gas Reduction Sub-Goals .........................................................................11

Table 1-2: Buildings: Reduce Energy Intensity & Increase Renewables ......................................................................12

Table 1-3: Fleet: Reduce Petroleum Use & Optimize Fleet .........................................................................................13

Table 2-1: Scope 3 Greenhouse Gas Reduction Sub-Goals ..........................................................................................16

Table 2-2: Travel: Reduce Miles Traveled ...................................................................................................................17

Table 2-3: Improve Scope 3 Data Tracking ..................................................................................................................17

Table 4-1: High-Performance Green Building Targets ................................................................................................. 21

Table 4-2: Meeting Guiding Principles Actions ............................................................................................................22
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Table 4-3: Minimizing Energy, Water and Materials Consumption Actions ................................................................23

Table 4-4: Sustainable High Performance Buildings Planning Table ...........................................................................24

Table 5-1: Regional and Local Planning Targets ..........................................................................................................26

Table 5-2: Regional Transportation Planning Actions ..................................................................................................26

Table 5-3: Local Energy Planning Actions ....................................................................................................................26

Table 5-4: Sustainable Building Location Actions ........................................................................................................26

Table 6-1: Potable Water Reduction Actions ...............................................................................................................28

Table 6-2: Industrial, Landscaping, and Agricultural Water Reduction Actions ..........................................................29

Table 6-3: Water Reuse Actions ..................................................................................................................................30

Table 6-4: Achieving Stormwater Guidance for Federal Facilities Objective Actions ..................................................30

Table 6-5: Water Use Efficiency & Management ........................................................................................................31

Table 7-1: Source Reduction Actions ...........................................................................................................................33

Table 7-2: Solid Waste Diversion Actions ....................................................................................................................34

Table 7-3: Construction and Demolition Material Diversion Actions ..........................................................................35

Table 7-4: Paper Printing Reduction Actions ...............................................................................................................35

Table 7-5: Uncoated Paper and 30% Post Consumer Paper Actions ...........................................................................35

Table 7-6: Reducing Acquisition, Use, and Disposal of Hazardous Materials Actions .................................................36

Table 7-7: Compostable and Organic Material Diversion Actions ...............................................................................36

Table 7-8: Integrated Pest Management Implementation Actions .............................................................................37

Table 7-9: Increasing Use of Alternative Chemicals and Processes Actions ................................................................37

Table 7-10: Decreasing Use of Chemicals to Reach GHG Reduction Targets Actions..................................................38

Table 7-11: Reporting in Accordance with EPCRA Actions ..........................................................................................38

Table 7-12: Pollution Prevention & Waste Elimination Planning Table .......................................................................39

Table 8-1: EP Products in New Contracts Actions ........................................................................................................41

Table 8-2: Affirmative Procurement Plan Update Actions ..........................................................................................42

Table 8-3: Sustainable Acquisition Planning Table ......................................................................................................43

Table 9-1: EP Electronics Management Actions ..........................................................................................................45

Table 9-2: Responsible Electronics Disposal Actions ...................................................................................................46

Table 9-3: Electronics and Data Center Best Management Practices Actions .............................................................47

Table 9-4: Electronic Stewardship & Data Center Planning Table ...............................................................................48

Table 10-1: Agency Innovation Planning Table ............................................................................................................50

Table B: 2010 CEQ Agency Sustainability Questions ...................................................................................................52
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SECTION 1: AGENCY POLICY & STRATEGY 

I. AGENCY SUSTAINABILITY POLICY STATEMENT 

It is the vision of the Office of Personnel Management (OPM) that all business and operations will be 

conducted with the least environmental impact possible and that energy and resource efficiency will be 

agency priorities. Due to OPM’s unique role in affecting the work habits of Federal employees, work in 

this area will be particularly geared toward increasing employee education in sustainability and 

leveraging flexible work environments to enhance environmental performance. 

II. SUSTAINABILITY AND THE AGENCY MISSION 

The core mission of OPM is to recruit, retain, and honor a world-class workforce for the American 

people. OPM recognizes the connection between its mission principles and sustainability in at least 

three major areas. 

First, OPM recognizes sustainability as an opportunity to make its operations more efficient and robust. 

For example, the energy generated and stored by rooftop solar generation at headquarters will allow 

the agency to continue operating in the case of an emergency power outage. In addition, by focusing on 

energy efficiency initiatives, OPM will be able to redirect money saved into supporting its core mission. 

Second, sustainability initiatives create a positive physical work environment which serves to recruit and 

retain top talent. The quality of the work environment indicates the respect and appreciation the 

employer has for its workforce, striving to create physical and cultural space that fosters a healthy, 

comfortable environment. If OPM and the Federal government are to attract the leaders we need, our 

facilities and operations should be of the highest caliber and efficiency. The physical work space impacts 

productivity and job satisfaction, and OPM aims to communicate that the Federal workforce is ahead of 

the curve and constantly moving forward in these areas. 

Finally, reducing the negative impact of daily operations is essential to the Federal government’s 

standing in the business and the public community. The environmental consequences of our actions are 

passed on throughout society, and to ignore these externalities would be a disservice to those who have 

served in the past and those who hope to serve in the future. If OPM hopes to be the premier employer 

of the twenty-first century, we cannot simply follow the trend; we must lead it. 

OPM occupies twenty-four GSA-owned or GSA-leased facilities, and OPM has been given the 

“Delegation of Authority” to manage three of these facilities. Of these three facilities, the Theodore 

Roosevelt Building is the largest consumer of energy, and OPM has identified it as the top energy 

reduction investment priority. However, OPM foresees two key technical sustainability challenges 

related to its building energy intensity goals. First, the Theodore Roosevelt Building (TRB) contains 

outdated heating, ventilation and air-conditioning systems. The HVAC system was installed in the mid1960s, and it was designed for wide open office areas, not the current configuration of cubicles. 

Therefore, the system is hard to control, extremely inefficient, and costly to upgrade. 
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Second, OPM provides applicant testing in the Theodore Roosevelt Building for other Federal agencies 

that often occurs on weekends. OPM facilities personnel must operate the chiller plant and other HVAC 

systems outside normal building operating hours. These energy intensive devices are inefficient and 

costly to operate but must be run to maintain building comfort levels during testing. 

OPM also faces non-technical challenges, such as coordinating sustainability goals internally, shifting 

agency culture to ‘think green’, and internal and external communication. The agency must start 

building a culture of sustainability within OPM. Integrating environmental responsibility into all areas of 

agency work will be a great challenge. There is currently no central office of environmental 

management, nor any position that focuses exclusively on agency sustainability. As a result, most of the 

planning and implementation will be done by a wide swath of employees with little to no background in 

this area. Employee education and communication will be critical for all of OPM’s efforts. This also 

means that defining roles and assigning responsibilities will be extremely complicated, since currently all 

those working on sustainability issues have competing work objectives. 

III. GREENHOUSE GAS REDUCTION GOAL

OPM is committed to reducing its Scope 1 and 2 greenhouse gas (GHG) emissions by 20% from FY 2008 

levels by FY 2020. We believe such a reduction will be an ambitious, yet achievable task, and will 

complement the many smaller efforts the agency has made in the past ten years to become more 

energy efficient. 

OPM also aims to reduce its Scope 3 GHG emissions. OPM will examine its emissions from transmission 

and distribution losses, contracted waste and employee commuting. OPM has the most influence over 

employee commuting. OPM has targeted a 5% reduction of Scope 3 emissions from the FY 2008 baseline 

by FY 2020. 

IV. PLAN IMPLEMENTATION

OPM recognizes the importance of the sustainability goals outlined in EO 13514, EO 13423, the Energy 

Independence and Security Act of 2007 (EISA), and the Energy Policy Act of 2005 (EPACT). OPM 

understands achieving these objectives requires effective delegation of tasks and efficient coordination 

of Green Team leadership. OPM has developed protocols to ensure that this agency’s sustainability plan 

incorporates all elements of these federal directives and that all goals are successfully implemented. 

Specifically, OPM is taking the following steps to build a culture of sustainability throughout OPM: 

a. Internal Coordination and Communication – The agency Senior Sustainability Officer will coordinate 

and delegate implementation of the Strategic Sustainability Performance Plan. Internal coordination 

will occur through the Green Team, whose members come from the Director’s Office, 

Communications, Congressional Relations, Chief Financial Office, Chief Information Office and 

Facilities, Security and Contracting. In future plans, OPM will create an organizational chart to show 

the members of the Green Team and their designated responsibilities. 

b. Coordination and Dissemination of the Plan to the Field – OPM is only responsible for a few field 

offices under Executive Order (EO) 13514 (a total of three buildings where OPM pays utility bills). 

Any agency-wide policies or changes in operation that will affect field offices will be disseminated 

via directives from OPM’s central office. 
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c. Leadership and Accountability – The Senior Sustainability Officer will be responsible for reporting all 

progress to the Director and also for submitting plans and evaluations to the White House Council 

on Environmental Quality (CEQ) and the Office of Management and Budget (OMB). This new 

responsibility will be added to the Senior Sustainability Officer’s official portfolio, and they will have 

discretion to delegate duties to others within OPM. Currently, there is no full-time staff devoted to 

environmental initiatives. If OPM is to successfully carry out the requirements of EO 13514, three 

full-time positions will be needed, at a minimum, to support the current Facilities, Security, and 

Contracting staff. OPM will investigate how to best integrate such positions into the operations and 

work of the agency, without creating the impression that sustainability is a stand-alone initiative. 

d. Agency Policy and Planning Integration – The goals set out in the following plan will be circulated to 

senior staff so that they may integrate the relevant strategies into daily operation and plans for 

coming years. Additionally, the Senior Sustainability Officer will review future OPM Strategic Plans to 

ensure that they are consistent with the intentions and priorities of EO 13514. 

e. Methods for Evaluation of Progress – Facilities Management has secured the services of Utilities 

Management Corporation who will provide ongoing monitoring, diagnosing and the optimization of 

energy and water use, billing and operations at the OPM headquarters building. The Chief of 

Building Operations and the Theodore Roosevelt Building Building Manager will review all energyrelated data to evaluate progress being made by agency. 

OPM has not yet implemented an environmental management system (EMS) at the agency or at the 

facility level. There is an energy management system in place for Facilities Management with SIEMENS. 

However, efforts toward environmental stewardship have been made related to many of the goals 

outlined in this plan without the EMS in place. OPM will work on creating an EMS or a Compliance 

Management Plan agency-wide. 

The agency plans to provide all OPM employees with a sustainability awareness training describing the 

background and purpose of this Strategic Sustainability Performance Plan. Employees will be provided 

with a mandatory web-based self-administered training on behavioral strategies to increase energy 

efficiency and reduce consumption. 

OPM plans to integrate this Strategic Sustainability Performance Plan with other planning and reporting 

efforts across the agency. The table below illustrates opportunities for integrating sustainability 

requirements into existing planning documents and vice versa. This table is a guide for ensuring that 

sustainability programs are supported in the appropriate agency planning processes. 

Table A: Critical Planning Coordination 

Originating Report / Plan

Scope 1 & 2 Greenhouse 

Gas GHG) Reduction

Scope 3 GHG Reduction

Develop and Maintain 

Agency Comprehensive 

GHG Inventory

High-Performance 

Sustainable Design / Green 

Buildings

Regional and Local Planning

Water Use Efficiency and 

Management

Pollution Prevention and 

Waste Elimination

Sustainable Acquisition

Electronic Stewardship and 

Data Centers

Agency Specific Innovation

“Sample Plan” Yes n/a n/a n/a n/a n/a n/a n/a Yes No

GPRA Strategic Plan No No No No No No No No No No

Agency Capital Plan No No No No No No No No No No
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A-11 300s No No No No No No No No No No

Annual Energy Data Report No No No No No No No No No No

EISA Section 432 Facility 

Evaluations/Project Reporting No No No No No No No No No No

Budget No No No No No No No No No No

Asset Management Plan / 3 Year Timeline No No No No No No No No No No

Circular A-11 Exhibit 53s No No No No No No No No No No

OMB Scorecards Yes No No No Yes Yes Yes Yes Yes No

DOE's Annual Federal Fleet Report to 

Congress and the President1

Yes No Yes N/A Yes N/A N/A Yes N/A N/A

Data Center Consolidation Plan N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

Environmental Management System2 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

Other (reports, policies, plans, etc.)3 No No No No No No No No No No

V. EVALUATING RETURN ON INVESTMENT

ECONOMIC LIFECYCLE COST/RETURN ON INVESTMENT 

Assessing the return on investment is essential for the integrity of any government-funded project. If the 

benefits of a given action are not significantly more than the costs incurred, it may not be a worthy use 

of funds. Using money and other resources wisely and for the most benefit to the American public is the 

guiding principle of Federal government. However, OPM also recognizes that the traditional definition of 

a cost or benefit in monetary terms may fail to capture the more abstract value of alternatives. 

Therefore, OPM is committed to defining ROI in the economic, social, environmental, and missionoriented terms as described below. 

SOCIAL COSTS AND BENEFITS 

Government actions often have multiplied effects on social institutions that are not accounted for in 

traditional financial cost-benefit analyses. Since these effects cannot be expressed in monetary terms, 

OPM’s goal is to use quantitative terms whenever possible (e.g., number of jobs saved or internships 

created). When quantitative terms are inappropriate (e.g., historical/cultural significance, aesthetic 

value), OPM will fully describe the context of the cost or benefit, the audience it affects, and any 

mediating steps that could be taken. 

ENVIRONMENTAL COSTS AND BENEFITS 

Similarly, environmental costs and benefits may or may not be quantifiable, yet they must be 

incorporated into any comprehensive return on investment analysis. Environmental costs and benefits 

are difficult to estimate because many effects are not produced immediately. OPM will take a long-term 

perspective when weighing the relative costs and benefits of different courses so that delayed benefits 

are not overly discounted when compared to immediate benefits. 

Before such standards can take effect, however, OPM will need to train and educate employees about 

the principles behind social and environmental cost-benefit accounting. Simply issuing a policy requiring 

employees to use this type of analysis without giving them the knowledge and tools to do so will not 

further this goal. OPM will plan and hold training sessions during the first year of implementation of EO 

13514 specifically addressing methods for meeting this standard. After the first round of training, this
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information will be integrated with standard employee orientations so that all future OPM employees 

will receive the same type of information. 

In partnership with the General Services Administration (GSA), OPM has already incorporated return on 

investment calculations, in terms of energy efficiency, into its capital project assessments. The 

headquarters renovations funded by the American Recovery and Reinvestment Act (ARRA) were 

designed based on the estimated annual energy savings per dollar of construction cost. OPM was able to 

choose the renovations that would yield the largest energy savings per investment, and thus maximize 

its future financial savings. 

MISSION-SPECIFIC COSTS AND BENEFITS 

The OPM mission is to recruit, retain, and honor a world-class workforce for the American people. OPM 

is integrating the goals of EO 13514 with existing goals to ensure that the agency is in position to provide 

the best possible workforce and have a positive effect on the environment. The agency believes 

integrating sustainability into the OPM mission will ensure the best possible talent is retained and 

current personnel will see the agency is investing in their future prosperity. 

OPERATIONS AND MAINTENANCE AND DEFERRED INVESTMENTS 

OPM maintains equipment on a regular schedule to ensure all facilities are running efficiently and to 

stay ahead of equipment failure. OPM will integrate technologies and practices that help reduce the 

agency’s deferred maintenance costs in delegated buildings. OPM will coordinate with GSA in the 

agency’s leased spaces to ensure that all facility management departments are taking necessary steps to 

keep mechanical systems in efficient working order. 

CLIMATE CHANGE RISK AND VULNERABILITY 

OPM has little climate change risk and vulnerabilities. The three delegated OPM facilities are being fitted 

with double paned windows that will help with heating and cooling costs and reduce energy use. Even 

with changing climate, OPM facilities anticipate energy use will not increase because of the equipment 

upgrades proposed in this plan. Facilities Management is looking into other ways to mitigate climate 

change impacts on OPM. 
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SECTION 2: PERFORMANCE REVIEW & 

ANNUAL UPDATE 

I. SUMMARY OF ACCOMPLISHMENTS

OPM has already taken the following steps to improve the energy efficiency and sustainability of its 

facilities, particularly headquarters – the Theodore Roosevelt Building – in Washington, D.C.: 

In partnership with GSA, replaced the chiller plant in FY 2001. 

Performed a total retrofit of lighting in FY 2001. 

Replaced perimeter heating system in FY 2007. 

Installed rain sensors on landscaping irrigation system. 

Reduced time span on landscaping irrigation system to reduce water flow. 

Replaced and installed motion detectors in all common areas and restrooms in FY 2009/10. 

Additional projects underway at Theodore Roosevelt Building include: 

Developing an employee energy awareness program. 

Instituting a program to utilize motion sensing power strips. 

ARRA projects scheduled to start at Theodore Roosevelt Building in late FY 2010 and early FY 2011 

include: 

Installing an upgraded energy management system to include new Variable Air Volume (VAV) 

boxes, air handler fans, variable speed motors, chill water coils and dampeners on all floors. 

Installing a second inner pane of glass to all windows. 

Replacing all existing urinals and commodes with low volume fixtures. 

Replacing a major portion of existing lighting fixtures and approximately 275,000 sq. ft. of metal 

pan ceiling to reduce the actual number of fixtures with energy efficient units. 

Installing a photovoltaic panel system on roof. 

Installing new elevator controllers on all passenger elevators. 

Installing the backbone of a lighting control system. 

Installing light emitting diode (LED) lighting throughout the garage. 

Upgrading the Building Automation Systems/ Energy Management Control System (EMCS). 

II. GOAL PERFORMANCE REVIEW

GOAL 1: SCOPE 1 & 2 GREENHOUSE GAS REDUCTION

AUTHORITY 

EO 13514, Federal Leadership in Environmental, Energy, and Economic Performance (2009) 

EO 13423, Strengthening Federal Environmental, Energy, and Transportation Management (2007) 

Energy Independence and Security Act of 2007 (EISA) 

Energy Policy Act of 2005 (EPACT) 
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A. GOAL DESCRIPTION 

OPM has committed to a 20% reduction in Scope 1 & 2 GHG emissions from FY 2008 levels by FY 2020. 

We anticipate a significant portion of these reductions to come from renovations on the Theodore 

Roosevelt Building (OPM headquarters) planned to begin in FY 2011 and continue through FY 2013. 

Various training sessions and workgroups will provide the needed education for staff to comply with the 

various EOs. OPM will also assess our fleet for opportunities to reduce gas consumption and increase 

fuel economy. 

Scope 1 & 2 Greenhouse Gas Reduction Sub-Goals

A. Reduce energy intensity by 3% per year through FY 2015, or 30% total, relative to FY 2003 

baseline. 

B. Increase the use of electricity from renewables by 5% annually between FY 2010 and FY 

2012, then 7.5% annually beginning in FY 2013. 

C. Reduce petroleum use by 2% annually from FY 2006 through FY 2020, or 30% total, relative 

to FY 2005 baseline.1

D. Increase the use of alternative fuels by 10% compounded annually through FY 2015 

compared to FY 2005 baseline. 

E. “Right-size” our fleet, employing the most fuel-efficient vehicle for the required task and 

having the appropriate number of vehicles relative to need. 

F. Employ efficiency strategies such as low rolling resistant tires, synthetic oil, and other 

technologies. 

G. Reduce vehicle miles traveled through such methods as trip consolidation practices, 

increased use of videoconferencing and web conferencing, and the use of mass 

transportation/agency shuttles. 

H. Increase overall fleet fuel economy through acquisition of higher fuel economy vehicles 

(e.g., smaller sized vehicles, hybrid-electric vehicles, and other advanced technology 

vehicles). 

B. AGENCY LEAD FOR GOAL 

The agency lead for the strategy and oversight of this goal will be the Senior Sustainability Officer, while 

implementation will be through the Security, Facilities and Contracting team. 

C. IMPLEMENTATION METHODS 

OPM will reduce Scope 1 and Scope 2 GHG emissions by focusing on reducing facility energy intensity 

and reducing vehicle fuel consumption. However, OPM does not own any facilities or vehicles; all 

facilities and vehicles are leased or owned by GSA. Therefore, any physical alterations to facilities will 

need to be approved by GSA, and OPM will focus on behavioral change to meet GHG emissions 

reduction goals.

The agency anticipates a significant portion of facility energy intensity reductions will come from 

renovations on the Theodore Roosevelt Building headquarters planned for 2010. (Please see section on 

High Performance Green Buildings for more details.) 

In addition to renovating the Theodore Roosevelt Building, OPM will: 

 

1

 Please see the section below detailing actual timeline for this goal. 
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Assess current energy usage and opportunities to reduce energy intensity by conducting an energy 

audit on facilities to identify inefficiencies. 

Monitor and track utility bills. 

Retrofit all facilities with more energy efficient fixtures and bulbs. 

Ensure all appliances are energy efficient and that energy efficiency options are enabled. 

Institute new policies and/or best practices that improve energy efficiency (set ambient 

temperatures, turn lights off, turn electronics off, etc.). 

Develop a training and communications program to educate employees about energy efficient 

behaviors. 

Explore opportunities to switch to energy from renewable sources. 

OPM also plans to assess the vehicle fleet for opportunities to reduce fuel consumption and increase 

fuel economy. Where feasible, OPM will: 

Increase the number of hybrid vehicles in its fleet. 

“Right-size” its fleet, employing the most fuel-efficient vehicle for the required task and having the 

appropriate number of vehicles relative to need. 

Employ efficiency strategies such as low rolling resistant tires, synthetic oil, and other technologies. 

Reduce vehicle miles traveled through such methods as trip consolidation practices, increased use 

of videoconferencing and web conferencing, and the use of mass transportation/agency shuttles. 

OPM has identified training and awareness opportunities that integrate with existing programs. For 

example, OPM plans to include eco-driving tips with its current vehicle safety training. Other 

educational materials, such as posted signs to remind employees to turn lights and appliances off, will 

be developed as needed. Records of all training sessions related to the Strategic Sustainability 

Performance Plan goals and sub-goals will be maintained and will describe the date of training, 

attendees, trainer, and topics covered. 

 

The Scope 1 and 2 goals directly relate to the following goals developed in this plan: 

Goal 4 (High Performance Green Buildings) - renovated and retrofitted buildings will improve 

energy efficiency and a switch to renewables will reduce Scope 1 and 2 emissions. 

Goal 6 (Water Use) - using less water means heating less water, less energy expended to heat 

means reduction in GHGs. 

Goal 8 (Sustainable Acquisition) - purchasing more energy efficient appliances and electronics 

reduces energy use and therefore GHGs. Also, purchasing more fuel efficient vehicles and 

videoconferencing equipment means reduced fossil fuel use from vehicles. 

Goal 9 (Electronics Stewardship and Data Centers) - more efficient electronics reduces energy use 

and thus GHGs. 

BUILDINGS: REDUCE ENERGY INTENSITY & INCREASE ELECTRICITY FROM 

RENEWABLES 

Reducing energy intensity means reducing the amount of energy consumed per square foot. In order to 

prioritize actions and focus resources at the outset, OPM with assistance from GSA, will conduct energy 

audits of facilities. Since GSA owns or leases all OPM facilities, any facility upgrades and retrofits will be 

conducted in conjunction with GSA and building owners, where appropriate. Energy intensity reductions 

will come largely from behavioral changes, such as switching off lights and appliances, and from 

replacing appliances and electronics with more efficient models. Renewable energy sources include 

wind, solar, hydropower, geothermal, and biomass. Specific actions are listed in Table 1-1.
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Table 1-1: Buildings: Reduce Energy Intensity & Increase Renewables 

Concept Actions

Assess current usage 

and opportunities

Conduct an energy audit.

Monitor and track utility bills.

Identify most energy intensive facilities and develop energy profile of 

each.

Renovate and retrofit Renovate Theodore Roosevelt Building.

Replace Theodore Roosevelt Building HVAC system.

Potential energy audit finding: Upgrade lighting fixtures.

Potential energy audit finding: Seal building envelope.

Potential energy audit finding: Insulate pipes.

Potential audit finding: Install solar panels/wind turbines/geothermal.

Work with electricity provider to explore renewable source options.

Upgrade appliances 

and electronics

Replace non-EPEAT electronics.

Replace non-Energy Star appliances.

Instruct employees to enable Energy Star features (e.g., develop 

instructions, deliver to employees).

Train employees Conduct a survey to assess employees’ current understanding of and 

attitude towards energy efficiency and GHG emissions reductions .

Develop a training and communications program about energy 

efficiency and GHG reduction.

FLEET: REDUCE PETROLEUM USE AND OPTIMIZE FLEET 

OPM acknowledges a number of challenges it faces while trying to achieve the petroleum reduction goal 

of 2% per year relative to FY 2005 baseline. OPM’s vehicles are used primarily by field agents who 

conduct in-person field visits across the U.S. to interview candidates seeking employment with the 

Federal government. These field agents ensure all employment candidates meet the security, 

qualification, and integrity requirements to become employed by the Federal government. Due to the 

expansion of field agent responsibilities, OPM’s vehicle fleet increased from 49 vehicles in FY 2004 to 

1,585 vehicles in FY 2009 (a 3,135% increase). As a result, OPM’s petroleum fuel use has increased by 

82% for FY 2009 relative to FY 2005. In addition, OPM is currently planning to hire more than 100 new 

field agents over the next year to support Federal hiring initiatives, and these additions will add more 

vehicles (and more petroleum consumption) to the OPM fleet. OPM is currently exploring options to 

reduce petroleum consumption and to define a realistic and achievable reduction goal. For example, as 

one initiative, OPM replaces all end-of-life vehicles almost exclusively with hybrid gasoline-electric 

vehicles. However, given that OPM’s current petroleum use is 82% higher than FY 2005, the agency is 

still working to define a realistic path toward a 30% reduction by FY 2020 relative to a FY 2005 baseline. 

Table 1-2: Fleet: Reduce Petroleum Use & Optimize Fleet 

Concept Actions

Assess current 

vehicle fleet and 

agency driving needs

Conduct a comprehensive survey.

Provide alternatives 

to driving

Assist employees with trip consolidation and carpooling opportunities.

Provide incentives for using public transportation rather than OPM 

fleet vehicles during work-related trips.
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Increase use of video and web conferencing.

“Right-size” the fleet Identify the most fuel-efficient vehicles and designate these priority 

vehicles.

Inform employees of vehicle prioritization system.

Increase use of 

alternative fuels

Identify and acquire hybrid-electric vehicles.

Identify and acquire alternative fuel vehicles (where alternative fueling 

stations are available).

Develop a training program on eco-driving tips to include with vehicle 

safety training.

Drive more efficiently Develop and administer training on eco-driving techniques.

D. POSITIONS 

Please refer back to Section 1 Part IV for a discussion of OPM’s staffing needs. 

E. PLANNING TABLE 

Table 1-3 presents Scope 1 and 2 targets by annual percent reduction and estimated financial resources. 

Table 1-3: Scope 1 & 2 Targets Planning Table

TARGETS AND FINANCIAL 

RESOURCES

Basis* Unit FY 10 FY 

11

FY 

12 FY 13 FY 14

FY 

15

FY 

16 ....

FY 

20

Buildings

Energy Intensity Reduction Goals 

(BTU/SF reduced from FY03 base 

year)

% 15 18 21 24 27 30 hold .... hold

Planned Energy Intensity 

Reduction 

(BTU/SF reduced from FY03 base 

year)

% 0 0 0 10 14 15 16 .... 20

Renewable Electricity Goals

(Percent of electricity from 

renewable sources)

% 5 5 5 7.5 hold hold hold hold hold

Planned Renewable Electricity 

Use

(Percent of electricity from 

renewable sources)

% 5 5 5 8 hold hold hold hold hold

Fleet

Petroleum Use Reduction Targets

(Percent reduction from FY05 

base year)4

% 10 12 14 16 18 20 22 .... 30

Planned Petroleum Use Reduction

(Percent reduction from FY05 

base year)2

% TBD5TBD TBD TBD TBD TBD TBD --- TBD

 

2

Please see narrative under “Reduce Petroleum Use and Optimize Fleet” for explanation of TBD status.
Alternative Fuel Use in Fleet AFV 

Target

(Percent increase from FY05 base 

year)6

% 61 77 95 114 136 159 hold ..... hold

Planned Alternative Fuel Use in 

Fleet AFV

(Percent increase from FY05 base 

year)

% 61 77 95 114 136 159 hold --- hold

Other, as defined by agency n/a

Scope 1 & 2 - Reduction Target 

(reduced from FY08 base year)7

% 0 0 0 0 14 14 16 18 20

 

F. AGENCY STATUS 

OPM completed its first GHG emissions inventory in FY 2010 and will be continuing to inventory the 

agency’s emissions each year. This is a new and ongoing project for the agency. By measuring the 

emissions and energy use of OPM, the agency will be able to find inefficiencies and make investments to 

reduce the agency’s energy costs in the future. 

OPM will also improve data collection and accuracy. Facilities Management has secured the services of 

Utilities Management Corporation who will provide ongoing monitoring, diagnosing and the 

optimization of energy and water use, billing and operations at the Theodore Roosevelt Building. The 

Chief of Building Operations and the Building Manager will also review all energy related data to 

evaluate progress being made by agency.
Page 16 of 54

GOAL 2: SCOPE 3 GREENHOUSE GAS REDUCTION

AUTHORITY 

EO 13514, EO 13423, EISA, EPACT 

A. GOAL DESCRIPTION 

OPM aims to reduce its Scope 3 GHG emissions from an FY 2008 baseline by FY 2020. OPM is working on 

quantifying its Scope 3 emissions at the same time as this plan is being developed. In future plans, OPM 

will quantify the sub-goals below with percentage targets. 

Scope 3 Greenhouse Gas Reduction Sub-Goals*

A. Reduce miles traveled by air annually. 

B. Attend annual meetings and conferences by video or teleconference rather than in person. 

C. Inform all OPM employees about Smart Benefits and the biking subsidy. 

D. Increase biking and walking annually relative to FY 2010 baseline. 

E. Ensure employees have the ability to work from home. 

F. Increase ride-sharing annually relative to FY 2010 baseline. 

G. Reduce amount of non-hazardous solid waste generated and disposed of at landfills. 

H. Begin tracking emissions from wastewater treatment. 

I. Begin tracking emissions from purchased energy transmission and distribution losses. 

*Note: These sub-goals will be quantified in the upcoming year(s). 

B. AGENCY LEAD FOR GOAL 

The agency lead for the strategy and oversight of this goal will be the Senior Sustainability Officer, while 

implementation will be through the Security, Facilities and Contracting team. 

C. IMPLEMENTATION METHODS 

Since quantification of Scope 3 emissions currently does not exist, completion of a comprehensive GHG 

inventory will help inform how best to approach GHG reductions. However, OPM will aim to reduce 

Scope 3 GHG emissions by focusing primarily on employee travel and waste disposed of in landfills. OPM 

will also take steps to improve data tracking for all scope 3 emissions, including wastewater treatment 

and emissions from transmission and distribution of purchased energy. 

All OPM employees will be provided with an awareness training describing the background and purpose 

of the Strategic Sustainability Performance Plan, including an overview of this goal. Employees will be 

provided with awareness and/or training on strategies to reduce scope 3 emissions. Where possible, 

awareness and/or training on Scope 3 reduction strategies will be included in existing training sessions. 

For example, OPM will add a new section to employee orientation on the details of Smart Benefits and 

the biking subsidy. The agency will also create a ride-sharing board on the internal website. OPM 

employees responsible for tracking data will receive training on how to do so. Records of all training 

sessions related to the Strategic Sustainability Performance Plan goals and sub-goals will be maintained 

and will describe the date of training, attendees, trainer, and topics covered. 

 

There may be some crossover with Scope 1 & 2 GHG emissions, specifically between sub-goals related to 

travel. Completing the GHG inventory will inform progress towards meeting Scope 1, 2 and 3 goals, as 
Page 17 of 54

well as data availability, accuracy and collection methods. Reducing waste at the source (i.e., source 

reduction) translates into reduced waste disposed of in landfills and reduced GHGs. 

TRAVEL: REDUCE MILES TRAVELED 

Primary reductions in Scope 3 emissions will come from employee business travel and commuting. 

Business travel includes travel by air, rail, bus, and personal vehicles (including rental cars) to meetings 

and conferences. Emissions related to employee commuting can be reduced through telework programs 

and promotion of alternative forms of transport such as biking, walking and public transport. Specific 

actions are listed in Table 2-1. 

Table 2-1: Travel: Reduce Miles Traveled 

Concept Actions

Assess current travel 

preferences and 

behavior

Develop a comprehensive survey to understand current travel needs 

and preferences related to conferences and meetings, employee 

commuting and teleworking.

Reduce miles traveled 

to conferences and 

meetings

Develop internal policies to guide decision-making related to air 

travel to conferences and meetings.

Develop guidance to help employees decide between attending 

conferences and meetings in person or via videoconference.

Include this guidance and awareness about travel reduction goals in 

annual training

Develop a system to record avoided travel across the agency.

Reduce employee 

commuting

Develop and administer an awareness program on the Smart Benefits 

and the biking subsidy. Can be administered through new employee 

orientation.

Develop a system to track employee commuting by public 

transportation, car, bike and foot.

Develop a system to track how often employees work from home.

Develop a ride-sharing board on the internal website.

Assist employees with trip consolidation and carpooling 

opportunities.

Provide incentives for using public transportation.

LANDFILL WASTE 

This sub-goal relates to actions in Goal 7. 

DATA TRACKING 

Over the next year, OPM will develop a strategy to track and analyze Scope 3 data for the agency. 

Table 2-2: Improve Scope 3 Data Tracking 

Concept Actions

Data tracking Begin tracking emissions from wastewater treatment.

Begin tracking emissions from purchased energy transmission and 

distribution losses.
Page 18 of 54

D. POSITIONS 

Please refer back to Section 1 Part IV for a discussion of OPM’s staffing needs. 

E. PLANNING TABLE 

Table 2-3 presents Scope 3 targets by annual percent reduction and estimated financial resources. 

Table 2-3: Scope 3 Targets Planning Table 

TARGETS AND FINANCIAL RESOURCES Units8 FY 10 FY 11 FY 12 FY 13 FY 14 .... FY 20

Overall Agency Scope 3 Reduction Target 

(reduced from FY08 base year)9

% 2 2 2 3 3 ... 5

Sub-Target for Federal Employee Travel % 1 2 2 3 3 .... 5

Sub-Target for Contracted Waste Disposal % 2 2 2 2 3 .... 5

Sub-Target for Transmission and Distribution 

Losses from Purchased Energy % 0 0 2 2 3 .... 5

Other, as defined by agency % TBD TBD TBD TBD TBD .... TBD

F. AGENCY STATUS 

As the personnel management agency for the Federal government, OPM is in a unique position to 

influence employee travel guidance. OPM is initiating several strategies on this front. First, due to the 

high priority of work flexibility, more work can be done via telework and teleconferences and webinars. 

Second, OPM will increase marketing of Smart Benefits and the bike subsidy for all Federal employees. 

OPM will also create a ride-share board on the internal website.

OPM will also improve data collection and accuracy. Facilities Management has secured the services of 

Utilities Management Corporation who will provide ongoing monitoring, diagnosing and the 

optimization of energy and water use, billing and operations at the Theodore Roosevelt Building.
Page 19 of 54

GOAL 3: DEVELOP & MAINTAIN AGENCY COMPREHENSIVE GREENHOUSE GAS

INVENTORY

AUTHORITY 

EO 13514, EO 13423 

A. GOAL DESCRIPTION 

OPM is in the process of gathering quantitative emissions data from GHG generating sources at all 

locations which OPM has been given the “Delegation of Authority” to operate, including the 

responsibility for the payment of all utility bills. In addition, OPM will compile data on governmentleased vehicles, commuting patterns, and agency transportation practices. This data will be maintained 

in a comprehensive database. OPM will use FY 2008 as the baseline to assess progress in meeting GHG 

reduction goals through FY 2020. Facilities Management will track the agency’s GHG inventory and 

report progress to the Senior Sustainability Officer. As previously mentioned (Goal 1), OPM is requesting 

additional staffing to comply with all existing EOs. 

Greenhouse Gas Inventory Sub-Goals

A. Define organizational and operational boundaries. 

B. Identify data sources. 

C. Collect data. 

D. Document procedures. 

E. Report emissions. 

F. Develop emissions reduction strategy. 

B. AGENCY LEAD FOR GOAL 

The agency lead for the strategy and oversight of this goal will be the Senior Sustainability Officer, while 

implementation will be through the Security, Facilities and Contracting team. 

C. IMPLEMENTATION METHODS 

OPM will develop a GHG inventory according to the procedures described in the Federal Energy 

Management Program’s (FEMP) Federal Greenhouse Gas Accounting and Reporting Guidance (Guidance) 

and the World Resource Institute’s Public Sector GHG Accounting and Reporting Standard (Public Sector 

Standard, or PSS). The inventory will support the principles of GHG accounting: relevance, completeness, 

consistency, transparency, and accuracy. 

Inventory development and management will be overseen by a designated employee responsible for 

ensuring procedures meet EO GHG requirements. 

To the extent practicable, the inventory will capture GHG emissions related to all agency activities over 

which the agency has operational control, and, in some instances, financial control. OPM will include all 

facilities for which OPM has been given the “Delegation of Authority” to operate, including responsibility 

for payment of all utility bills. 

All OPM facilities and vehicles are leased or owned by the GSA. Emissions related to leased spaces and 

vehicles will be included in the organizational boundary if the agency directly pays for energy or fuel 

purchases. 
Page 20 of 54

The baseline FY 2008 inventory and FY 2010 inventory will include Scope 1, Scope 2, and select Scope 3 

emissions. 

a) Scope 1 emissions include direct emissions from: 

Generation of heat, electricity, cooling or steam. 

Mobile sources. 

Fugitive emissions. 

Process emissions. 

b) Scope 2 emissions include indirect emissions associated with: 

Consumption of purchased electricity (including for electric vehicles), steam, heating or 

cooling. 

c) Scope 3 emissions include all other indirect emissions not included in scope 2. The agency shall 

report the following scope 3 emissions: 

Employee business air travel. 

Contracted solid waste disposal. 

Transmission and distribution losses related to purchased electricity. 

Development of the GHG inventory will proceed as follows: 

1. Define organizational and operational boundaries. 

2. Identify data sources and collect data. 

3. Input data into an approved calculation tool. 

4. Document all procedures. 

5. Report emissions through the DOE FEMP GHG Reporting Portal. 

6. Develop an emissions reduction strategy. 

OPM will complete the inventory using an approved calculation tool, such as GSA’s Carbon Footprint 

Tool. OPM will develop an inventory management plan that will detail all methods and assumptions to 

ensure consistency and transparency from year to year. OPM will ensure continual improvement in data 

collection and emissions estimation methods and consider the addition of new Scope 3 sources as data 

become available. 

All OPM employees will be provided with an awareness training describing the background and purpose 

of the Strategic Sustainability Performance Plan, including an overview of this goal. 

D. POSITIONS 

Please refer back to Section 1 Part IV for a discussion of OPM’s staffing needs. 

E. PLANNING TABLE 

Planning table not required for this Goal. 

F. AGENCY STATUS 

OPM is in the process of gathering all GHG generating sources into a comprehensive database to use as 

a baseline for all future reduction efforts. 
Page 21 of 54

GOAL 4: HIGH-PERFORMANCE SUSTAINABLE DESIGN / GREEN BUILDINGS

10

AUTHORITY 

EO 13514, EO 13423, Federal Leadership in High Performance and Sustainable Buildings Memorandum 

of Understanding 

A. GOAL DESCRIPTION 

OPM currently occupies twenty-four GSA-owned buildings throughout the country. GSA has delegated 

operation of three of these Federal facilities to OPM. OPM commits to meet all requirements under EO 

13514 that pertain to high-performance sustainable design and green buildings in OPM-delegated 

buildings. OPM further commits to coordinate with GSA to meet EO 13514 requirements in all GSA 

facilities within which they have leased space. OPM’s goals are outlined below: 

High-Performance Green Building Targets

A. Beginning in FY 2020, all new Federal buildings are designed to achieve zero-net energy by FY 

2030. 

B. All new construction, major renovation or repair and alteration of Federal buildings complies 

with, “Guiding Principles for Federal Leadership in High Performance and Sustainable Buildings 

(Guiding Principles).”

C. At least 15% of agency’s existing buildings and building leases meet Guiding Principles by FY 

2015 [5,000 gross square foot threshold for existing buildings and building leases]. 

D. Demonstrate annual progress toward 100% conformance with Guiding Principles for entire 

building inventory. 

E. Demonstrate use of cost-effective, innovative building strategies to minimize energy, water and 

materials consumption. 

F. Manage existing building systems to reduce energy, water and materials consumption in a 

manner that achieves a net reduction in agency deferred maintenance costs. 

G. Optimize performance of the agency’s real property portfolio – examine opportunities to 

decrease environmental impact through consolidation, reuse and disposal of existing assets 

prior to adding new assets. 

H. Ensure use of best practices and technology in rehabilitation of historic Federal properties. 

B. AGENCY LEAD FOR GOAL 

The agency lead for the strategy and oversight of this goal will be the Senior Sustainability Officer, while 

implementation will be through the Security, Facilities and Contracting team. 

 

C. IMPLEMENTATION METHODS

OPM does not own any buildings, and it does not plan to alter its current practice of having GSA acquire 

and assign OPM. However, OPM will work with GSA to ensure that this goal is achieved for any existing 

buildings delegated to OPM and for any new Federal building that OPM might occupy. 

In February 2006, OPM was a signatory to the Federal Leadership in High Performance and Sustainable 

Buildings Memorandum of Understanding to promote and encourage common strategies for planning, 

acquiring, siting, designing, building, operating, and maintaining high performance and sustainable 

buildings. 
Page 22 of 54

At present, OPM has fourteen green building and sustainable design projects slated for implementation, 

demonstrating OPM’s commitment to the High Performance Sustainable Design objectives of Goal 4. 

GSA has dedicated a portion of the ARRA funds allocated to their agency to sponsor OPM in fulfillment 

of these projects. The combined impact of these projects will help OPM reduce agency-wide GHG 

emissions, and provide cost-effective solutions to minimize energy, water, and material consumption 

within the Theodore Roosevelt Building. 

BEGINNING IN FY 2020, ALL NEW FEDERAL BUILDINGS ARE DESIGNED TO ACHIEVE 

ZERO-NET ENERGY BY FY 2030 

OPM will work with GSA to ensure that this goal is achieved for any new Federal building that OPM 

might occupy. OPM will also train all members of its Space Management staff to implement a 

design/build process that will ensure all spaces designed in FY 2020 and beyond are net-zero energy. 

ALL NEW CONSTRUCTION, MAJOR RENOVATION OR REPAIR AND ALTERATION OF 

FEDERAL BUILDINGS COMPLIES WITH GUIDING PRINCIPLES 

Typically, all major renovations, repairs and alterations that are performed in any OPM-occupied Federal 

building are designed and completed in coordination with GSA. Also, all space that OPM occupies is 

acquired and assigned to OPM by GSA. OPM will work with GSA to ensure compliance with the Guiding 

Principles. 

AT LEAST 15% OF AGENCY’S EXISTING BUILDINGS AND BUILDING LEASES MEET 

GUIDING PRINCIPLES BY FY 2015 

OPM’s schedule for meeting this sub-goal is dependent on GSA’s ability to procure funding for 

improvements in all OPM-leased space. OPM will work closely with GSA in delegated buildings, like the 

Theodore Roosevelt Building, to ensure all measurable steps are taken to achieve the objectives of this 

sub-goal. This schedule is illustrated in the table below. This schedule also demonstrates annual 

progress toward 100% conformance with Guiding Principles for OPM’s entire assigned spaces.

Table 4-1: Meeting Guiding Principles Actions

Concept Actions

Project design Develop a catalog of cost-effective building improvement projects that 

could be implemented to ensure OPM delegated space meets Guiding 

Principles by 2015.

Strategic planning Work closely with GSA to prioritize renovation options and identify 

potential sources of funding for project implementation.

DEMONSTRATE ANNUAL PROGRESS TOWARD 100% CONFORMANCE WITH GUIDING 

PRINCIPLES FOR ENTIRE BUILDING INVENTORY 

OPM has begun project planning efforts to incorporate the Guiding Principles into OPM/GSAcoordinated renovations of the Theodore Roosevelt Building. The High-Performance Sustainable Design 

projects that OPM has slated to begin in FY 2011 can be found in Table 4-2. OPM will continue to 

incorporate the Guiding Principles in all future requests for space made to GSA and will work closely 

with GSA to achieve this objective. 
Page 23 of 54

Table 4-2: Projects Developed to Conform with Guiding Principles 

Concept Actions

Planned GSAsponsored ARRA 

projects

Modernize below grade HVAC systems.

Program temperature reset schedule into the control 

sequence for all AC units.

Reset chilled water schedule into the control sequence for 

all air conditioning units.

Install CO2 sensors.

Install variable exhaust system to operate based on 

restroom occupancy.

Reduce lighting power density.

Install occupancy sensors.

Replace garage fixtures with LED-type fixtures.

Install lighting control system backbone.

Install adaptive controllers on all elevators.

Upgrade toilets and urinals.

Improve windows.

Reduce infiltration through lobby doors.

Install photovoltaic panel for lighting power.

DEMONSTRATE USE OF COST-EFFECTIVE, INNOVATIVE BUILDING STRATEGIES TO 

MINIMIZE ENERGY, WATER AND MATERIALS CONSUMPTION 

OPM will continue to coordinate with GSA to identify opportunities for minimizing energy, water and 

materials consumption. This is particularly the case at the Theodore Roosevelt Building where OPM has 

implemented energy and water conservation techniques, and where OPM and GSA have begun the 

design phase of ARRA projects. (Installation should begin FY 2011.) OPM will replace aging outdated 

equipment with new energy efficient equipment where feasible; this will greatly reduce energy, water 

and materials consumption which in turn will reduce maintenance costs. 

Table 4-3: Minimizing Energy, Water and Materials Consumption Actions 

Concept Actions

Minimizing energy 

consumption

Replace aging outdated equipment with new energy efficient equipment.

See Goal 1, Greenhouse Gas Reduction, for specific actions to achieve this 

sub-goal.

Minimizing water 

consumption

Replace aging outdated equipment with new water efficient equipment.

See Goal 6, Water Use Efficiency and Management, for specific actions to 

achieve this sub-goal.

Minimizing materials 

consumption

Use recycled content asphalt for repaving projects.

Purchase office furniture and equipment that is durable and made from 

recycled content.

Incorporate salvaged, refurbished, and remanufactured furniture and 

features into the building. If major renovations are taking place, 

determine if any of the materials from the original structure can be 

saved.

Purchase materials that have been extracted and manufactured locally to 

the building site.
Page 24 of 54

MANAGE EXISTING BUILDING SYSTEMS TO REDUCE ENERGY, WATER AND 

MATERIALS CONSUMPTION IN A MANNER THAT ACHIEVES A NET REDUCTION IN 

AGENCY DEFERRED MAINTENANCE COSTS 

OPM will integrate technologies and practices that help reduce the agency’s deferred maintenance costs 

in delegated buildings. OPM will coordinate with GSA in the agency’s leased spaces to ensure that all 

facility management departments are taking necessary steps to keep mechanical systems in efficient 

working order. 

4-4: Reducing Deferred Maintenance Costs 

Concept Actions

Maintenance 

reporting

Install an automated computer program to request and track work 

orders for system maintenance.

Work with GSA to audit facility conditions, and prioritize repair 

efforts.

Mechanical efficiency Install leak detection and efficiency monitoring systems to accurately 

track mechanical system operations.

OPTIMIZE PERFORMANCE OF THE AGENCY’S REAL PROPERTY PORTFOLIO 

OPM does not own any real property. 

ENSURE USE OF BEST PRACTICES AND TECHNOLOGY IN REHABILITATION OF 

HISTORIC FEDERAL PROPERTIES 

OPM will rely on GSA to achieve this objective. At present OPM does not occupy any historic Federal 

properties. 

D. POSITIONS 

Please refer back to Section 1 Part IV for a discussion of OPM’s staffing needs. 

E. PLANNING TABLE 

The agency does not own any facilities. All 24 facilities are owned or leased by GSA and OPM manages 

three delegated properties (Macon, Georgia; Charlottesville, Virginia; and Washington, DC) from the 

inventory. The ARRA funded projects are expected to be completed in FY 2015 and will put the 

Theodore Roosevelt Building in Washington, DC in compliance with the Guiding Principles. Since the 

Theodore Roosevelt Building represents one-third of OPM’s delegated facilities, OPM anticipates 33% of 

its delegated leased facilities will comply with the Guiding Principles by FY 2015. In addition, OPM is 

currently considering other leased facilities options from GSA for FY 2010, and OPM has requested that 

100% of these facilities meet the Guiding Principles. 

F. AGENCY STATUS 

OPM will depend upon and coordinate with GSA to identify opportunities for minimizing energy, water 

and materials consumption. As these opportunities are recognized, OPM will notify GSA and work with 

them to secure funding or cooperation to implement the opportunity. OPM’s Space Management staff is

aware of the Guiding Principles and these are incorporated whenever feasible into designs the staff 

completes. 
Page 25 of 54

GOAL 5: REGIONAL AND LOCAL PLANNING

AUTHORITY 

EO 13514, EO 13423 

A. GOAL DESCRIPTION 

Regional and local planning incorporates the involvement of a wide variety of stakeholders. OPM uses 

GSA to procure space nationwide and OPM will coordinate with GSA to implement the objectives of this 

goal. Sustainable approaches to planning include ‘future-proofing’ facilities, which often requires the 

involvement of city planners, area occupants, architects, experts, consultants and the general public. 

Regional and Local Planning Targets

A. Incorporate participation in regional transportation planning (recognition and use of existing 

community transportation infrastructure) into existing policy and guidance. 

B. Align agency policies to increase effectiveness of local energy planning. 

C. Incorporate sustainable building location into policy and planning for new Federal facilities and 

leases. 

D. Update agency policy and guidance to ensure that all Environmental Impact Statements and 

Environmental Assessments required under the National Environmental Policy Act (NEPA) for 

proposed new or expanded Federal facilities identify and analyze impacts associated with 

energy usage and alternative energy sources. 

E. Update agency policy and guidance to ensure coordination and (where appropriate) 

consultation with Federal, State, Tribal and local management authorities regarding impacts to 

local ecosystems, watersheds and environmental management associated with proposed new 

or expanded Federal facilities. 

B. AGENCY LEAD FOR GOAL 

The agency lead for the strategy and oversight of this goal will be the Senior Sustainability Officer, while 

implementation will be through the Security, Facilities and Contracting team. 

C. IMPLEMENTATION METHODS

OPM does not currently have any existing policies relating to this topic. The implementation of such new 

policies will lead the effort to design, construct, maintain, and operate high performance sustainable 

buildings in sustainable locations and strengthen the vitality and livability of the communities in which 

OPM facilities are located. OPM’s involvement will include overall policy on such issues as 

telecommuting, parking, transportation subsidies, and others. 

INCORPORATE PARTICIPATION IN REGIONAL TRANSPORTATION PLANNING INTO 

EXISTING POLICY AND GUIDANCE. 

By understanding what community transportation infrastructure currently exists and how agency 

employees use this infrastructure, OPM can identify how alternative transportation options would 

improve the economic, environmental, and social welfare of the agency and its employees. By 

participating on local/regional transportation planning committees, OPM will collaboratively work to 

develop a livable and sustainable community. 

 
Page 26 of 54

Table 5-1: Regional Transportation Planning Actions 

Concept Actions

Regional 

transportation 

planning11

Identify local/regional transportation planning committees.

Create a task force to coordinate between OPM, GSA as well as 

local/regional transportation departments.

Incorporate requirement to participate in regional transportation planning 

efforts into existing policies. Identify purpose and goals of participation in 

these planning efforts.

Recognition and use 

of existing community 

transportation 

infrastructure

Coordinate with GSA to conduct a review of existing transportation 

systems impacting OPM facilities.

Survey employees to identify current use of transportation infrastructure, 

and areas of interest for expansion.

Explore the possibilities of implementing or increasing the use of 

telecommuting, parking policies, transportation subsidies, etc.

Education and 

outreach

Educate employees on existing mass transit opportunities.

Encourage employees to use mass or exercise-based (e.g., biking) transit 

through incentive programs.

ALIGN AGENCY POLICIES TO INCREASE EFFECTIVENESS OF LOCAL ENERGY 

PLANNING. 

In an effort to support this goal, OPM is using ARRA funds to install solar photovoltaic panels on the roof 

of the Theodore Roosevelt Building to supply electricity for building lighting. In addition, OPM plans to 

research future actions it can take to support local clean energy planning through agency policies. 

Table 5-2: Local Energy Planning Actions 

Concept Actions

Local clean energy 

planning12

Research existence of clean/renewable energy alliances in local area.

Endorse goals of local renewable energy planning efforts.

Incorporate goals of local renewable energy planning efforts into existing 

policies.

Aligning agency 

policies

Create a working group composed of GSA and OPM employees, with the goal 

of increasing the effectiveness of local renewable energy planning.

Identify opportunities and challenges in attaining local renewable energy.

INCORPORATE SUSTAINABLE BUILDING LOCATION INTO POLICY AND PLANNING 

FOR NEW OPM SPACE ASSIGNMENTS. 

OPM does not own any buildings, and all of its building space is leased from GSA. Therefore OPM will 

coordinate sustainable building design and location goals with GSA to the greatest extent possible. 

Table 5-3: Sustainable Building Location Actions 

Concept Actions

Building location Develop internal policies requiring all newly leased facilities be located in 

existing central cities or town centers, accessible to public transportation, 

located near existing employment centers, and/or pedestrian friendly
Page 27 of 54

Coordinate with GSA to ensure facilities are located in areas which are:

pedestrian friendly

near existing employment centers

accessible to public transportation

in existing central cities and town centers, etc. 

UPDATE AGENCY POLICY AND GUIDANCE TO ENSURE THAT OPM NOTIFIES GSA OF 

THE AGENCY’S CONCERN THAT ALL ENVIRONMENTAL IMPACT STATEMENTS AND 

ENVIRONMENTAL ASSESSMENTS REQUIRED UNDER THE NATIONAL 

ENVIRONMENTAL POLICY ACT (NEPA) FOR PROPOSED NEW OR EXPANDED 

FEDERAL FACILITIES IDENTIFY AND ANALYZE IMPACTS ASSOCIATED WITH ENERGY 

USAGE AND ALTERNATIVE ENERGY SOURCES. 

OPM does not own any buildings, and OPM does not anticipate it will alter its current practice of having 

GSA acquire and assign to OPM the spaces that this agency occupies. Therefore, OPM will develop a 

policy asking GSA to ensure that any new or expanded facilities occupied by OPM will incorporate an 

environmental assessment and energy analysis as part of the NEPA process. 

COORDINATE WITH REGIONAL PROGRAMS FOR FEDERAL, STATE, TRIBAL AND 

LOCAL ECOSYSTEM, WATERSHED AND ENVIRONMENTAL MANAGEMENT. 

OPM does not own any buildings, and OPM does not anticipate it will alter its current practice of having 

GSA acquire and assign to OPM the spaces that this agency occupies. Therefore, OPM will work with 

GSA to ensure that Federal, state, tribal, and local management authorities are consulted on any 

potential ecosystem, watershed, and environmental management impacts associated with proposed 

new or expanded facilities. 

D. POSITIONS 

Please refer back to Section 1 Part IV for a discussion of OPM’s staffing needs. 

E. PLANNING TABLE 

EO 13514 does not mandate a specific timeline for goal implementation. However, it is understood that 

OPM will implement the goals and initiatives during the course of FY 2010 through FY 2020. The goal 

attainment is reasonable and feasible and OPM plans on incorporating the goals listed in EO 13514. 

OPM will assess the cost-effectiveness of the planning measures, as well as account for the social and 

local economic benefits that regional and local planning provide. Anticipated cost of planning entails 

staff time in coordinating with GSA. 

F. AGENCY STATUS 

This initiative is very new and OPM’s staff is not trained in its implementation. OPM will provide staff 

training and engage in dialogue with GSA to ensure regional and local planning objectives are addressed 

when OPM’s office locations are sought.
Page 28 of 54

GOAL 6: WATER USE EFFICIENCY AND MANAGEMENT

AUTHORITY 

EO 13514, EO 13423, EISA, Federal Leadership in High Performance and Sustainable Buildings 

Memorandum of Understanding 

A. GOAL DESCRIPTION 

There already exist several Federal controls on water management and treatment. EO 13514 goes 

further by requiring agencies to reduce the total volume used and the use intensity, aimed as much at 

water conservation as at water pollution prevention. The water efficiency and management goal 

established several standards for water use intensity reduction that agencies must meet. 

Water Efficiency and Management Targets

A. Reduce potable water use intensity by at least 26% by FY 2020. 

B. Reduce industrial, landscaping, and agricultural water use by at least 20% by FY 2020. 

C. Identify and implement water reuse strategies. 

D. Achieve objectives established by Environmental Protection Agency (EPA) in Stormwater 

Guidance for Federal Facilities. 

B. AGENCY LEAD FOR GOAL 

The lead for the agency is the Building Operations and Facilities Management staff. 

C. IMPLEMENTATION METHODS

This section identifies and describes OPM’s methods for implementation of the cost, schedule, and 

performance towards water use efficiency and management. This goal is interrelated with Goal #4, since 

reducing potable water use by facilities will be accomplished through high performance building 

requirements. Water conservation and energy conservation are also interrelated goals, so replacing 

fixtures and equipment with high-efficiency models will additionally save energy and reduce GHG 

emissions (Goal 1). 

REDUCE POTABLE WATER USE BY 26%13

Potable water is water that can be consumed or used without risk of immediate or long term harm. For 

OPM, opportunities to reduce potable water exist within office buildings and their associated 

landscapes. Specific actions for conserving water include the following. 

Table 6-1: Potable Water Reduction Actions 

Concept Actions

Analyzing efficiency Calculate baseline water consumption metrics.

Conduct an audit of the water system.

Replacing/ retrofitting 

existing fixtures14

Replace existing toilets with low-flow and/or dual-flush models, or 

retrofit existing toilets with dual-setting flush valves.

15

Install low-flow and/or waterless urinals.

Replace faucets with low-flow models, or retrofit existing faucets with 

aerators.

Install circulating cooling system.

Replace water-cooled ice machines with Energy Star labeled, air cooled 
Page 29 of 54

models.

Install self-closing, air-cooled water fountains.

Updating commercial 

kitchen

Replace kitchen appliances (e.g., dishwasher, steam cooker) with highefficiency, Energy Star models.

Set equipment water temperatures and flow rates to minimum 

recommended by manufacturer.

Install flow restrictors in pre-rinse spray valves.

Attain Green Commercial Kitchen certification.

16

Education and 

outreach

Research EPA’s WaterSense Commercial and Institutional Program for 

program ideas.

Post water awareness information to encourage efficiency from staff.

Specify purchase of WaterSense labeled products in purchasing 

agreements.

Train facility staff to report leaks and malfunctioning water-using 

equipment.

Operation and 

maintenance

Develop and implement a routine inspection and maintenance program 

for HVAC system.

Install automatic shut-off valves for equipment not in operation.

Develop and implement a standard operating procedure (SOP) for 

checking, reporting, and resolving building water leaks every six

months.

Install conductivity controller on cooling tower.

Optimize water cooling tower by maintaining optimal cycles of 

concentration (i.e., 6 or more cycles).

Repair leaks and/or replace pipes as necessary.

REDUCE INDUSTRIAL, LANDSCAPING, AND AGRICULTURAL WATER USE BY 20%17

A sustainable landscape is in balance with the local climate and requires minimal resource inputs, such 

as fertilizer, pesticides and water. Sustainable landscaping begins with an appropriate design and 

includes functional, cost-efficient, visually pleasing, environmentally friendly and maintainable areas. 

Sustainable landscaping means using water appropriately and avoiding waste. Specific actions for 

reducing water use in landscaping include the following. 

Table 6-2: Industrial, Landscaping, and Agricultural Water Reduction Actions 

Concept Actions

Landscape planning and 

design

Minimize the amount of turf. In areas where turf is used, plant 

drought-tolerant, slow-growing turf.

Group plants that have similar water requirements.

Select and plant native vegetation with water requirements that 

correspond to local rainfall patterns.

18

Improving irrigation Hire a contractor certified through the WaterSense Labeled Program 

to conduct a water audit of existing irrigation system.

Inspect irrigation system monthly.

Trim or remove vegetation blocking irrigation to preserve intended 

pattern of system.

Install low trajectory sprinklers.

Install rain shutoff and other sensory devices as appropriate for site 
Page 30 of 54

conditions.

Minimizing evaporation Irrigate plants in early morning or evening.

Install drip or sub-surface irrigation for trees, shrubs and garden beds.

IDENTIFY AND IMPLEMENT WATER REUSE STRATEGIES 

Water reuse is the reclamation of wastewater or raw water for a direct beneficial purpose. 

Opportunities for OPM to reclaim water results from building activities such as dishwashing and bathing 

(greywater), and rain water (raw water). Specific actions for reusing non-potable water include the 

following. 

Table 6-3: Water Reuse Actions 

Concept Actions

Using greywater Identify opportunities to capture building greywater (e.g., laundry, 

dishwashing, showers).

Identify opportunities to reuse greywater throughout building (e.g., 

for irrigation, toilets, exterior washing).

Check with local authorities regarding special/local concerns and 

regulations pertaining to greywater usage.

Hire a contractor to design and install a greywater recycling system.

Using raw water19 Identify opportunities to use raw water throughout building (e.g., 

washing walkways, watering plants).

Research systems available for collecting raw water for reuse (e.g., 

rain barrels, cisterns).

Install system to collect and use raw water.

Other Modify single-pass cooling equipment (e.g., ice machines) to 

recirculate water, or replace with air-cooled models.

20

ACHIEVE STORMWATER GUIDANCE FOR FEDERAL FACILITIES OBJECTIVES21

Any development or redevelopment project involving an OPM facility with a footprint that exceeds 

5,000 square feet will use site planning, design, construction, and maintenance strategies for the 

property to maintain or restore, to the maximum extent technically feasible, the predevelopment 

hydrology of the property with regard to the temperature, rate, volume, and duration of flow. 

 

Table 6-4: Achieving Stormwater Guidance for Federal Facilities Objective Actions 

Concept Actions

Evaluate design 

options22

Minimize building footprint by building up instead of out.

Install wellness garden at south end of property.

Re-vegetate area using native plants and trees.

Convert impervious roof surfaces to green roofs.

Install rain gardens, bioretention and infiltration planters.

Replace impervious surfaces (e.g., sidewalks, parking lots) with 

porous/permeable pavements.

Documenting 

implementation

Finalize design and have it reviewed by a registered professional 

engineer (PE).

Develop and maintain design criteria documentation for each project.

Join EPA’s Green Infrastructure Partnership.

23
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D. POSITIONS 

Please refer back to Section 1 Part IV for a discussion of OPM’s staffing needs. 

E. PLANNING TABLE 

Table 6-5 below is designed to show quantitative targets and the projected internal financial resources 

needed to achieve the targets outlined in this plan. 

Table 6-5: Water Use Efficiency & Management 

TARGETS AND FINANCIAL RESOURCES Units FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 .... FY 20

Potable Water Reduction Targets (gal/SF 

reduced from FY07 base year) % 6 8 10 12 14 16 .... 26

Planned Potable Water Reduction (gal/SF 

reduced from FY07 base year) % 6 8 10 12 14 16 .... 26

Industrial, Landscaping, and Agricultural 

Water Reduction Targets (gal reduced from 

FY10 base year)

% -- 2 4 6 8 10 .... 20

Planned Industrial, Landscaping, and 

Agricultural Water Reduction (gal reduced 

from FY10 base year)

% -- 2 4 6 8 10 .... 20

Other, as defined by agency NA NA NA NA NA NA NA NA NA

F. AGENCY STATUS 

OPM will depend upon and coordinate with GSA to identify opportunities for minimizing water 

consumption. As these opportunities are recognized, OPM will notify GSA and work with them to secure 

funding or cooperation to implement the opportunity. 
Page 32 of 54

GOAL 7: POLLUTION PREVENTION AND WASTE ELIMINATION

AUTHORITY 

EO 13514, EO 13423, 40 Code of Federal Regulations (CFR) 355 Emergency Planning and Community 

Right-to-Know Act (EPCRA), 40 CFR 1910.1200 Hazard Communication Standard 

A. GOAL DESCRIPTION 

OPM currently complies with all Federal mandates such as Occupational Safety and Health Standards, 

Safety and Health Regulations for Construction, the Clean Water Act, EPCRA, the Pollution Prevention 

Act of 1990, the National Oil and Hazardous Substances Pollution Contingency Plan, and EPA regulations 

on Oil Pollution Prevention, and will continue to do so. OPM currently compiles reports in accordance 

with the requirements of each regulation or standard mentioned. In the Theodore Roosevelt Building, 

OPM recycles newspapers, paper, cardboard, metal, copper, aluminum, plastic bottles, light bulbs, 

batteries and ink/toner cartridges, with regular deliveries to the local Recycling Center. OPM also 

donates computers to the Computers for Learning Program which keeps computers out of the waste 

stream.

OPM will implement all aspects of EO 13514, develop additional goals as appropriate, and identify other 

areas for further reductions in waste. 

Pollution Prevention and Waste Elimination Sub-Goals

A. Increase source reduction of pollutants and waste. 

B. Divert at least 50% non-hazardous solid waste by FY 2015, excluding construction and 

demolition (C&D) debris. 

C. Divert at least 50% C&D materials and debris by FY 2015. 

D. Reduce paper printing. 

E. Increase use of uncoated printing and writing paper containing at least 30% postconsumer fiber. 

F. Reduce and minimize the acquisition, use, and disposal of hazardous chemicals and materials. 

G. Increase diversion of compostable and organic materials from the waste stream. 

H. Implement integrated pest management (IPM) and landscape management practices to reduce 

and eliminate the use of toxic and hazardous chemicals and materials. 

I. Increase agency use of acceptable alternative chemicals and processes. 

J. Decrease agency use of chemicals to assist agency in achieving FY 2020 GHG reduction targets. 

K. Report in accordance with Sections (301-313) of EPCRA. 

B. AGENCY LEAD FOR GOAL 

In conjunction with OPM’s Senior Sustainability Officer and Facilities Operational Staff, and in 

compliance with EO 13514, the Facility Management Staff is responsible for developing and managing 

the OPM pollution prevention system, as well as the hazardous materials and chemicals program. 

C. IMPLEMENTATION METHODS

This section identifies and describes OPM’s methods for implementation of the cost, schedule, and 

performance towards preventing pollution and eliminating waste. To facilitate the process, OPM will 

develop an agency-wide tool to track waste generated, diverted, and disposed. OPM has begun 

implementing a waste tracking system at the Theodore Roosevelt Building but there is not currently an 

agency-wide procedure for capturing these data. This task presents challenges due to the number of 
Page 33 of 54

other tenants in OPM’s buildings and the difficulty in controlling waste management among these 

tenants. For that reason, the development of an agency-wide waste tracking tool is a long-term goal. 

Schedule: EO 13514 establishes an abbreviated timeline for two of the goals mentioned in the pollution 

prevention sub-goals. 

Divert at least 50% non-hazardous solid waste by FY 2015, excluding construction and 

demolition (C&D) debris; and 

Divert at least 50% C&D materials and debris by FY 2015. 

The remaining sub-goals of EO 13514 pertaining to pollution prevention and waste elimination are to be 

implemented on the FY 2020 timeline or sooner by OPM. 

Source reduction, pollution prevention and issues relating to the handling of hazardous waste all carry 

different levels of cost-benefit relationships. Implementing greater levels of source reduction is an 

inherently cost effective measure. While the procurement of less harmful chemicals may not be the 

most economical decision upfront, environmental benefits may outweigh this initial financial cost. OPM, 

working in conjunction with contractors, will increase levels of initial investment in alternative chemicals 

and practices, which will yield a safer work environment, while providing greater economic benefit. 

Pollution prevention and waste elimination directly relates to reducing GHG emissions, efficiently 

managing water use, implementing sustainable acquisition practices, and managing electronics 

responsibly. Hazardous chemicals, such as refrigerants, are a significant factor contributing to GHG 

emissions. By reducing the amounts and types of hazardous chemicals used by the agency, OPM can 

reduce its contribution to GHG emissions. Water is used in the manufacturing process for most, if not all, 

products on the market. Reusing already manufactured products internally or through donation will 

create less of a demand for newly manufactured products, thereby reducing the need for water in the 

process. By purchasing environmentally preferable products, such as those that are biodegradable, OPM 

can reduce the amount of waste generated and accumulated in landfills. Electronic products contain 

heavy metals which should not be disposed of with regular trash. By donating usable electronics and 

deconstructing electronics for their reusable components harmful substances will be diverted from the 

waste stream. 

SOURCE REDUCTION OF POLLUTANTS AND WASTE 

Source reduction refers to the practice of designing, manufacturing, purchasing, or using materials in 

ways that reduce the amount or toxicity of trash created24. For OPM, source reduction opportunities 

exist through sustainable acquisition (see Goal 8) and product reuse. OPM’s Affirmative Procurement 

Program (APP) describes source reduction activities that employees should strive to implement. In 

addition, staff at Theodore Roosevelt Building have already begun developing a system to reuse 

products within the agency. Some specific actions for source reduction are listed below in Table 7-1. 

Table 7-1: Source Reduction Actions 

Concept Actions

Reduce amount of new 

products acquired

Develop a centralized web-based program for employees to share 

usable office products (similar to Craigslist).

Advertise the product sharing database in an announcement or 

already established newsletter.

Reuse products Identify opportunities to reuse items (such as packaging) and to 
Page 34 of 54

substitute single use items with reusable items (e.g., reusable mugs 

rather than Styrofoam cups).

Donate single use items or phase out purchase of them until they are 

no longer present.

Purchase and incorporate reusable items.

Purchase products with 

minimal packaging/bulk

Research office products that can be ordered and delivered to OPM 

with minimal packaging.

Develop a forum to coordinate bulk purchases with colleagues.

Communicate forum and research to colleagues through a bulletin or 

other method.

DIVERT 50% OF NON-HAZARDOUS SOLID WASTE, EXCLUDING C&D 

EPA defines solid waste as any garbage or refuse, sludge from a wastewater treatment plant, water 

supply treatment plant, or air pollution control facility and other discarded material, including solid, 

liquid, semi-solid, or contained gaseous material resulting from industrial, commercial, mining, and 

agricultural operations, and from community activities25. OPM’s APP requires that all OPM locations 

implement an office recycling program for waste white paper; other materials will be incorporated 

where feasible. Specific actions for diverting non-hazardous solid waste are listed below in Table 7-2. 

Table 7-2: Solid Waste Diversion Actions 

Concept Actions

Increase participation 

by OPM employees in 

recycling efforts

Update the recycling program to include toner cartridges, batteries, 

fluorescent lamps, and cardboard.

Continue holding meetings with the Pollution and Waste Control 

Committee to monitor the program and track recycling amounts.

Develop web-based training for employees on the recycling program 

(and document training date, who completes it, and what topics were 

covered).

Develop a “How to Dispose” chart for Theodore Roosevelt Building and 

place on the intranet for easy access.

Set up a recycling area for less common materials (e.g., printer 

cartridges, CDs/DVDs, household/office batteries, phone 

books/magazines, hard bound books, and colored paper).

Purchase and distribute recycling containers and post signage to 

promote the program.

Maintain records of recycled non-hazardous solid wastes to 

demonstrate diversion.

Donate Identify products that are no longer needed.

Create a system to collect these items in a centralized location and 

track quantity of items to donate.

Identify suitable organizations to receive donations.

DIVERT 50% OF C&D MATERIALS AND DEBRIS 

C&D materials consist of the debris generated during the construction, renovation, and demolition of 

buildings, roads, and bridges. C&D materials often contain bulky, heavy materials, such as concrete, 

wood, metals, glass, and salvaged building components26. Specific actions for diverting C&D materials 

are listed below in Table 7-3. 
Page 35 of 54

Table 7-3: Construction and Demolition Material Diversion Actions 

Concept Actions

Reduce Research contractors that use advanced framing techniques and 

Optimum Value Engineering for new construction.

Join EPA’s WasteWise Building Challenge27 to receive 

implementation assistance.

Identify opportunities to deconstruct structures in order to salvage 

building materials.

Reuse28 Where possible, specify the reuse of suitable C&D materials within 

OPM.

If internal reuse is not possible, donate or sell materials for reuse.

Identify which materials generated by OPM C&D activities can be 

recycled.

Research C&D materials recyclers.

Recycle29 Require all contractors to recycle C&D waste in accordance with 

Leadership in Energy and Environmental Design (LEED) certification 

criteria.

Maintain records of recycled C&D materials to demonstrate 

diversion.

REDUCE PAPER PRINTING USE 

Paper is the most prevalent material in the municipal solid waste stream. Reducing and reusing paper 

lessens GHG emissions, conserves natural resources, and saves landfill space30. Specific actions for 

reducing paper printing use are listed below in Table 7-4. 

Table 7-4: Paper Printing Reduction Actions 

Concept Actions

Avoid and reduce 

printing

Limit reviews and proofreads of documents to computer screen only.

Implement use of electronic routing system for documents that tracks 

changes.

Program network printers to automatic duplex printing.

Ensure that all new printers purchased are equipped with the duplex 

setting.

INCREASE USE OF UNCOATED PAPER AND 30% POST CONSUMER PAPER

Certain types of paper are more environmentally preferable than others. Buying recycled-content 

products ensures that the materials collected in recycling programs will be used again in the 

manufacture of new products31. The EPA Comprehensive Procurement Guideline (CPG) sets minimum 

standards for recycled-content products, including printing and writing paper. Federal agencies are 

required to purchase CPG products at or above the minimum recycled content specified. Specific actions 

for increasing use of uncoated printing and writing paper containing at least 30% postconsumer fiber are 

listed below in Table 7-5. 

Table 7-5: Uncoated Paper and 30% Post Consumer Paper Actions 

Concept Actions

Purchase Research uncoated printing and writing papers and papers with at 
Page 36 of 54

environmentally 

preferable (EP) printing 

and writing paper

least 30% postconsumer fiber.

Require employees to only purchase printing and writing paper that is 

30% post consumer fiber.

Test EP products and assess effectiveness, cost, and availability.

If products are effective, reasonably priced, and readily available limit 

staff to the purchase of only these products.

REDUCE ACQUISITION, USE, AND DISPOSAL OF HAZARDOUS MATERIALS 

As consumers become more educated about the potential human health and environmental effects of 

hazardous materials, the demand for non-toxic products has grown significantly. The Federal 

government is a leader in the market and, as such, has been tasked with positively influencing the 

demand for EP chemicals. Specific actions for reducing acquisition, use, and disposal of hazardous 

materials are listed below in Table 7-6. 

Table 7-6: Reducing Acquisition, Use, and Disposal of Hazardous Materials Actions 

Concept Actions

Acquire nonhazardous products

Research EP alternatives for the materials identified.

Test EP products and assess effectiveness, cost, and availability.

If products are effective, reasonably priced, and readily available, limit 

staff to the purchase of only these products.

Use existing hazardous 

materials responsibly32

Require contractors to use EP products in place of toxic/hazardous 

materials wherever feasible.

Obtain material safety data sheets (MSDSs) for all hazardous materials 

used33.

Train employees on hazardous materials management (document date 

of training, who attended, who administered the training, and what 

topics were covered).

Dispose of hazardous 

materials responsibly

Designate an individual or team to monitor hazardous materials 

management.

Where possible, reuse materials within OPM.

If reuse by OPM is not possible, donate or sell materials for reuse by 

other entities.

If the material can no longer be used, hire a hazardous waste 

contractor to appropriately dispose of the hazardous material.

DIVERT COMPOSTABLE AND ORGANIC MATERIALS FROM THE WASTE STREAM 

Compost is organic material that, when managed properly, can be used as a nutrient-rich medium to 

grow plants34. In office spaces, food wastes are likely one of the most significant contributions to the 

solid waste stream. By implementing a program to compost organic materials generated at the office, 

OPM can effectively reduce the amount of waste it sends to the landfill. OPM has begun the planning 

and budgeting process to implement an extensive composting program. This program will be the 

agency’s focus for the upcoming years to help achieve the waste diversion goals set forth in EO 13514. 

Specific actions for diverting compostable and organic materials from the waste stream are listed in 

Table 7-7. 

Table 7-7: Compostable and Organic Material Diversion Actions 

Concept Actions
Page 37 of 54

Use organic and 

compostable 

materials and 

Compost

Identify opportunities to substitute conventional single use items with 

compostable alternatives.

Purchase and use compostable items.

Purchase and use only compostable paper and plastic products in 

cafeteria operations.

Purchase and distribute collection containers for compostable 

materials.

Evaluate opportunities for composting on site.

If composting on site is not a practical option, research local 

organizations to whom compostable materials can be donated.

IMPLEMENT INTEGRATED PEST MANAGEMENT 

IPM is an effective and environmentally sensitive approach to pest management that uses current, 

comprehensive information on the life cycles of pests and their interaction with the environment35

. 

Specific actions for implementing IPM practices are listed in Table 7-8. 

Table 7-8: Integrated Pest Management Implementation Actions 

Concept Actions

Commit to 

follow GSA’s 

IPM policies

Identify pests common in the OPM workplace that may require control.

Evaluate methods to prevent the identified pests from entering the space 

(such as removing attractants).

If prevention does not suffice, research environmentally preferable 

control options (mechanical control and highly targeted chemicals such as 

pheromones are ideal).

INCREASE USE OF ALTERNATIVE CHEMICALS AND PROCESSES 

Contractors can contribute significantly to an agency’s impact on the environment. By requiring 

contractors to implement EP practices, OPM can increase its use of alternative chemicals and processes 

and reduce its environmental impact. Specific actions for increasing the use of alternative chemicals and 

processes actions are listed below in Table 7-9. 

Table 7-9: Increasing Use of Alternative Chemicals and Processes Actions 

Concept Actions

Increase 

alternative 

chemical use by 

contractors

Through contract language and assessments, require contractors to use EP 

and/or biobased products in place of toxic or environmentally harmful 

products.

Through contract language and assessments, require contractors to 

conduct an annual assessment to see if any toxic chemicals can be 

replaced by EP products.

DECREASE USE OF CHEMICALS TO REACH GHG REDUCTION TARGETS 

Some equipment, such as HVACs, emit GHGs (such as refrigerants) and contribute to global climate 

change (See Goals 1 and 2). By decreasing the purchase and use of certain chemicals, OPM can reduce 

its GHG emissions. Specific actions for decreasing the use of chemicals to reach GHG reduction targets 

are listed in Table 7-10. 

Table 7-10: Decreasing Use of Chemicals to Reach GHG Reduction Targets Actions 
Page 38 of 54

Concept Actions

Phase out high global 

warming potential 

(GWP) substances

Compile an inventory of all chemicals with high GWP (e.g., building and 

vehicle air conditioning units, vending machines, refrigerators).

Research replacement chemicals, processes, and/or systems that are 

EP.

If cost effective, test replacement chemicals and processes.

If effective chemicals are identified, replace current chemicals with 

alternatives and prohibit purchase and use of high GWP products.

Track the purchase of non-GHG emitting refrigerants in the EP product 

tracking tool.

REPORT IN ACCORDANCE WITH EPCRA 

EPCRA outlines requirements for notifying local authorities if large quantities of hazardous materials are 

stored at a facility. OPM may be subject to these requirements if any one facility stores a hazardous 

material above the threshold designated for that hazardous material. 

Table 7-11: Reporting in Accordance with EPCRA Actions 

Concept Actions

Understand EPCRA 

requirements36

Identify hazardous substances which are stored at or above the 

threshold planning quantity for EPCRA reporting.

If OPM is subject to EPCRA, identify and the State Emergency 

Response Commission (SERC) and notify them of OPM’s status.

Choose a representative for each applicable facility to participate in 

the Local Emergency Planning Committee (LEPC).

Develop a procedure that instructs employees to immediately notify 

the LEPC and SERC in the event of a release of the applicable 

hazardous materials..

Train employees on the notification procedure (document date of 

training, who attended, who administered the training, and what 

topics were covered).

Complete EPCRA 

chemical inventory 

reporting

Assign an individual or team to manage EPCRA reporting.

If EPCRA hazardous substances are identified, obtain an MSDS for each 

hazardous substance and submit to the LEPC, SERC, and local fire 

department.

Develop a system to ensure Tier I or Tier II reports are submitted 

annually to the LEPC, SERC, and local fire department for EPCRA 

hazardous substances.

37

Complete Toxic 

Release Inventory 

(TRI) reporting38

Identify hazardous substances which are stored at or above threshold 

amounts for TRI reporting.

Prepare and submit a TRI report (also known as Form R) to SERC and 

EPA for EPCRA hazardous substances by July 1 annually. Maintain a 

copy of TRI reports for at least three years.

D. POSITIONS 

Pollution prevention and waste elimination is not new for the agency, but OPM continues to face a lack 

of personnel with the appropriate skill set to support these sustainability initiatives. OPM estimates one 

FTE or part-time equivalent (PTE) for approximately six hours per week to complete Goal 7 tasks. 
Page 39 of 54

E. PLANNING TABLE 

Table 7-12 below is designed to show quantitative targets and the projected internal financial resources 

needed to achieve the targets outlined in this plan. 

Table 7-12: Pollution Prevention & Waste Elimination Planning Table 

TARGETS AND FINANCIAL RESOURCES Units FY 10 FY 11 FY 12 FY 13 FY 14 FY 15

Non-Hazardous Solid Waste Diversion Targets 

(non C&D) % 14 16 31 39 43 50

C&D Material & Debris Diversion Targets % 0 0 15 17 25 50

Other, as defined by agency n/a n/a n/a n/a n/a n/a n/a

F. AGENCY STATUS 

OPM will depend upon and coordinate with GSA to identify opportunities for minimizing materials 

consumption. As these opportunities are recognized, OPM will notify GSA and work with them to secure 

funding or cooperation to implement the opportunity. 

For FY 2009, OPM measured a 14% diversion rate for non-hazardous solid waste. If FY 2010 diversion 

rates stay consistent with current calculations, OPM will achieve a 29% non-hazardous solid waste 

diversion rate in FY 2010. The Pollution and Waste Committee believes the 50% solid waste diversion 

rate can be achieved through the activities presented in Table 7-2.
Page 40 of 54

GOAL 8: SUSTAINABLE ACQUISITION

AUTHORITY 

EO 13514, EO 13423 

A. GOAL DESCRIPTION 

OPM has developed and implemented an existing Affirmative Procurement Plan (APP) to ensure 

sustainable acquisition contract clauses are included in all agency acquisitions. OPM is committed to 

taking further steps to update its APP and measure the percentage of its contract actions that fulfill the 

sustainable acquisition requirements. 

Sustainable Acquisition Sub-Goals

A. Ensure 95% of new contract actions, including task and delivery orders under new contracts and 

existing contracts, require the supply or use of products and services that are energy efficient 

(Energy Star or FEMP-designated), water efficient, biobased, environmentally preferable 

(excluding EPEAT-registered products), non-ozone depleting, contain recycled content, or are 

non-toxic or less toxic alternatives. 

B. Update agency affirmative procurement plans (also known as green purchasing plans or 

environmentally preferable purchasing plans), policies and programs to ensure that all 

Federally-mandated designated products and services are included in all relevant acquisitions. 

B. AGENCY LEAD FOR GOAL 

In conjunction with OPM Chief Sustainability Officer and Facilities Operational Staff, and in compliance 

with EO 13514, the Contracting Staff is responsible for developing and managing OPM sustainable 

acquisition. 

C. IMPLEMENTATION METHODS

OPM has developed an APP and will develop a tool to track purchases of environmentally preferable 

products and services. 

OPM developed an agency-wide APP in 2009 to address the environmental purchasing requirements set 

forth in paragraph 23.404 of the Federal Acquisition Regulation (FAR) and EO 13423. The plan will be 

updated to include new requirements described in EO 13514.

Sustainable acquisition directly affects reducing GHG emissions, constructing high-performance green 

buildings, efficiently managing water use, and preventing pollution and eliminating waste. By purchasing 

non-ozone depleting refrigerants, OPM will reduce its GHG emissions. OPM can purchase sustainably 

harvested wood, recycled content carpeting, low-volatile organic chemical paints, and many other 

environmentally preferable products to support sustainable building design for construction and 

renovation projects. Purchasing water efficient products, such as those identified by the EPA 

WaterSense program, will preserve valuable resources and likely reduce water management costs 

significantly in the long term. By purchasing EP products, such as those that are biodegradable, OPM can 

reduce the amount of waste generated and accumulated in landfills. 

ENSURE 95% OF NEW CONTRACT ACTIONS USE EP PRODUCTS 
Page 41 of 54

EP products or services are those that have a lesser or reduced effect on human health and the 

environment when compared with competing products or services that serve the same purpose39

. 

Practicing sustainable acquisition often leads to long-term financial benefits, improved worker safety, 

and reduced impacts to the environment. Federal agencies make up a purchasing power that greatly 

influences the market, so in addition to the benefits listed above, Federal purchases of EP products will 

lead to increased availability of EP products for all other customers. OPM has some procedures for green 

contract management in place. For example, clauses are inserted into contracts explaining the EP 

product requirements set forth in section 23.402 of the FAR. Specific actions for incorporating EP 

products into 95% of new contracts are listed below in Table 8-1. 

Table 8-1: EP Products in New Contracts Actions 

Concept Actions

Green contract 

management

Identify contracts that have the potential to incorporate EP products 

and services.

Incorporate the 1752.223-71 FAR clause regarding the purchase of EP 

products and services into applicable new contracts.

Train contracting staff on use of the EP product tracking tool (see 

Table 8-3).

Buy energy efficient 

products

Identify products used at OPM that are available in Energy Star 

rated40 or FEMP-designated41 varieties.

Develop a procedure to phase out non-Energy Star/FEMP products as 

they get old or when new renovations are made (incorporate into the 

APP).

Buy water efficient 

products

Identify products used at OPM that are sold in WaterSense42 labeled 

varieties.

Develop a procedure to phase out non-WaterSense products as they 

get old or when new renovations are made (incorporate into the 

APP).

Track the purchase of water efficient products in the EP product 

tracking tool.

Buy biobased 

products43

Identify products used at OPM that are available in biobased 

varieties.

Develop a procedure to phase in biobased products as non-biobased 

products are used up or otherwise disposed (incorporate into the 

APP).

Track the purchase of biobased products in the EP product tracking 

tool.

Buy recycled content 

products 

Identify products used at OPM that are available in recycled content 

varieties.

Review the EPA’s Comprehensive Procurement Guidelines (CPG) 44

(which contains requirements for minimum recycled content 

products).

Develop a procedure to phase in recycled content products as nonrecycled content products are used up or when new renovations are 

made (incorporate into the APP).

Track the purchase of recycled content products in the EP product 

tracking tool.
Page 42 of 54

Buy non-ozone 

depleting substances 

(ODSs) 45

Identify products used at OPM that are available in non-ozone 

depleting varieties.

Develop a procedure to phase out ODSs as they are used up or when 

new renovations are made (incorporate into the APP).

Track the purchase of non-ODSs in the EP product tracking tool.

Buy EP products Identify the types of products used at OPM that may have EP 

alternatives.

Research EP alternatives for the products identified (such as non-toxic 

hazardous materials.

Test EP products and assess effectiveness, cost, and availability.

If products are effective, reasonably priced, and readily available,

limit staff to the purchase of only these products.

Track the purchase of recycled content products in the EP product 

tracking tool.

Buy sustainable 

vehicles/fuel 

Inventory OPM’s fleet to determine average use and need for 

vehicles. Where cuts can be made, consider donating or removing 

vehicles from the fleet (right-sizing).

When new vehicles are needed, consider hybrids, plug ins, or more 

fuel efficient options.

Track the purchase of more sustainable vehicles in the EP product 

tracking tool.

Develop and use a tool to compare fuel efficiency of sustainable 

versus conventional vehicles within OPM.

UPDATE OPM AFFIRMATIVE PROCUREMENT PLANS 

Affirmative procurement plans (otherwise known as green purchasing or environmental purchasing 

plans) set forth policies to incorporate environmental considerations into purchases of goods and 

services. OPM contracting employees and those employees with purchase cards are provided APP 

awareness training annually. Specific actions for updating OPM’s APP are listed below in Table 8-2. 

Table 8-2: Affirmative Procurement Plan Update Actions 

Concept Actions

Manage sustainable 

acquisition

Assign an individual or team responsibility for managing sustainable 

acquisitions and plan updates.

Review existing APP.

Review recently instituted environmental purchasing requirements 

(such as those in EO 13514).

Review agency and department EP initiatives.

Update plan to incorporate the new requirements.

Develop a tool to track EP purchases (should include justifications for 

not purchasing EP products when they are available, e.g., the product 

did not perform adequately).

Provide training to staff at all levels on plan updates and the EP 

product tracking tool (document date of training, who attended, who 

administered the training, and what topics were covered).

D. POSITIONS 
Page 43 of 54

Sustainable acquisition is not new for the agency, but OPM has not institutionalized sustainable 

acquisitions throughout the entire agency. Please refer back to Section 1 Part IV for a discussion of 

OPM’s staffing needs. 

E. PLANNING TABLE 

Table 8-3 below is designed to show quantitative targets and the projected internal financial resources 

needed to achieve the targets outlined in this plan. 

Table 8-3: Sustainable Acquisition Planning Table 

TARGETS AND FINANCIAL RESOURCES Units FY 10 FY 11 FY 12 ... FY 20

New Contract Actions Meeting Sustainable Acquisition 

Requirements % 95 95 hold hold hold

Energy Efficient Products (Energy Star, FEMPdesignated, and low standby power devices) % 95 95 95 95 95

Water Efficient Products % 95 95 95 95 95

Biobased Products % 95 95 95 95 95

Recycled Content Products % 95 95 95 95 95

Environmentally Preferable Products/Services (excluding 

EPEAT) % 95 95 95 95 95

SNAP/non-ozone depleting substances % 95 95 95 95 95

Other, as defined by agency n/a

F. AGENCY STATUS 

In the year ahead, OPM will work to institutionalize sustainable acquisition throughout the agency. OPM 

will document the successes and challenges encountered while trying to create a culture of 

sustainability. 
Page 44 of 54

GOAL 9: ELECTRONIC STEWARDSHIP & DATA CENTERS

AUTHORITY 

EO 13514, EO 13423 

A. GOAL DESCRIPTION 

OPM is dependent on the efficient and optimal functioning of its datacenter46. OPM is already 

developing policies to promote an Electronic Stewardship program. In order to further reduce OPM’s

GHG footprint, OPM’s Network Management commits to the following objectives prescribed by EO

13514: 

a. Establish and implement policy and guidance to ensure use of power management, 

duplex printing, and other energy efficient or environmentally preferred options and 

features on all eligible agency electronic products. 

b. Update agency policies as needed, but no less than annually, to reflect environmentally 

sound practices for disposition of all agency excess or surplus electronic products. 

c. Update agency policies as needed, but no less than annually, to ensure implementation 

of best management practices for energy efficient management of servers and Federal 

data centers 

The bullets below are the sub-goals for electronic stewardship and managing data centers. Section C, 

(Implementation Methods) describes detailed actions OPM will take to accomplish each sub-goal. 

Electronic Stewardship & Data Centers Sub-Goals

A. Identify how the agency intends to meet technology energy consumption reduction goals in its 

data centers 

B. Establish and implement policy and guidance to ensure use of power management, duplex 

printing, and other energy efficient or environmentally preferred options and features on all 

eligible agency electronic products. 

C. Update agency policy to reflect environmentally sound practices for disposition of all agency 

excess or surplus electronic products. 

D. Update agency policy to ensure implementation of best management practices for energy 

efficient management of servers and Federal data centers. 

B. AGENCY LEAD FOR GOAL 

The Senior Sustainability Officer will carry out the mandates related to meeting technology energy 

consumption reduction goals in its data centers. 

The Office of the Chief Information Officer (OCIO) will be the primary party responsible for 

implementing the objectives discussed under Goal 9: Electronic Stewardship and Datacenters. Other 

divisions will become an equal responsible partner where applicable. Examples of such partnerships 

include facilities in the areas of disposal of electronic equipment and contracting in the areas of 

procuring EPEAT and Energy Star electronics. 

C. IMPLEMENTATION METHODS

Schedule: OPM will revise existing policy to reflect EOs 13423 and 13514 mandates regarding data 

centers by end of FY 2010. 
Page 45 of 54

Where current equipment is capable of greater energy efficiencies, establishing and implementing 

sustainability policies will require minimal cost. In addition, OPM expects a cost savings in many cases 

due to enforcement of such policies covering power management, duplex printing, and other energy 

efficient or environmentally preferred options and features on all eligible agency electronic products. 

When new information technology (IT) equipment is purchased for refresh and other purposes (i.e., 

through Capital Planning Investment Control and other procurement processes), the new IT equipment 

will be held to “green” standards (examples include, but are not limited to Energy Star and EPEAT). 

Capital costs may be required to implement systems to reduce GHG emissions, but the expectation is 

that these costs will be recuperated over the life of the system. 

Implementing data center and server best practices may require greater capital investment. These 

activities may be financed through alternative financing which will help finance energy efficient 

products. Appropriations may be requested as needed. 

OPM’s IT Strategic Plan states that the OCIO will address any technology initiatives that arise related to 

Presidential initiatives, such as EO 1351447. In addition, OCIO has committed to implementing innovative 

practices, such as green IT and cloud computing, to ensure the successful modernization of OPM’s IT 

solutions and infrastructure. 

The use of electronics requires energy, which is most often generated through processes that emit 

GHGs. Electronics contain heavy metals that, if not managed properly, can be harmful to human health 

and the environment. By managing electronics to extend their life and ensuring that electronics are 

properly disposed OPM can further prevent pollution. Purchasing electronics that are more energy 

efficient or that contain fewer hazardous substances will help OPM meet its sustainable acquisition 

goals. 

EP ELECTRONICS MANAGEMENT 

Making EP electronics purchases and implementing smart management practices can greatly reduce the 

environmental impact of electronics. In its IT Strategic Plan, OPM has committed to implementing green 

IT practices such as enabling green settings on 50% of IT equipment in 2010 and 100% of equipment 

thereafter. Specific actions for EP electronics management are listed below in Table 9-2.

Table 9-1: EP Electronics Management Actions 

Concept Actions

Update Electronic 

Stewardship Policy

Review and incorporate EO 13514 requirements into the existing 

electronics stewardship policy.

Review policy on electronics life cycle to identify opportunities for 

using equipment beyond five years.

Promote electronic alternatives to printing and enable the duplex 

printing feature for printing/copying (Cross references with Table 7-

5).

Develop a procedure to phase out non-EPEAT-registered products as 

they get old or when new renovations are made (incorporate into the 

APP).
Page 46 of 54

Identify products used by OPM that are available in Energy Star 

certified varieties.

Purchase Energy Star48

electronics

Track the purchase of Energy Star certified products.

Identify equipment used by OPM that has energy saving and resource 

saving features (such as duplex printing).

Enable energy & 

resource saving 

features on 100% of 

applicable workstations 

and monitors

Develop instructions for enabling energy and resource saving 

features.

Train staff or provide written guidance on enabling instructions.

Research printers and copiers with duplex capabilities & ensure all 

new purchases of these products are adequately equipped.

Update electronics 

procurement process

Work with Contracting to update the APP and include strategies to 

exceed the existing baseline of purchasing 95% EPEAT-registered 

electronics.

*Notes: 

OPM IT has committed to ensuring that 50% of IT equipment is green certified in 2010, 75% in 

2011, 90% in 2012, and 95% in 2013. 

OPM has committed to improving its power usage efficiency to be 1.94 in 2010, 1.8 in 2011, 1.7 

in 2012, and 1.6 in 2013. 

RESPONSIBLE ELECTRONICS DISPOSAL 

If functional, electronics should be reused, donated, or sold before considering disposal. When complete 

diversion from the waste stream is not possible, electronics should be sent to an R2 to ensure that 

harmful constituents and recyclable pieces are removed and only true waste parts are disposed. Specific 

actions for responsible electronics disposal are listed below in Table 9-3.

Table 9-2: Responsible Electronics Disposal Actions 

Concept Actions

Review and update 

End-of-Life policy

Review the existing Electronics End-of-Life policy.

Review and incorporate EO 13514 requirements into the policy.

Develop a standard operating procedure describing proper recycling 

and disposal actions.

Communicate policy revisions and standard operating procedures to 

staff via memo or training.

Prepare equipment for 

disposal

Remove sensitive data from electronic equipment.

Determine if equipment is usable.

Reuse equipment 

internally 

Post equipment details on a centralized web-based program for OPM 

employees to share products (See Goal 7).

Develop and provide a disclaimer indicating that the new owner of the 

equipment must dispose of it using an R2 when the time comes.

Keep a record (in the form of a receipt or other statement) of the 

transfer of ownership to track the equipment’s diversion from the 

waste stream.

Give equipment to 

another Federal

Prepare a report of Excess Property and submit to GSAXcess.

49

Keep a record (in the form of a receipt or other statement) of the 
Page 47 of 54

agency donation to track the equipment’s diversion from the waste stream.

Donate equipment Donate usable computers and related peripheral equipment to GSA’s 

CFL Program.

50

Research local charities and non-profit organizations that may need 

the equipment and donate if possible.

Develop and provide a disclaimer indicating that the new owner of the 

equipment must dispose of it using an R2 when the time comes.

Keep a record (in the form of a receipt or other statement) of the 

donation to track the equipment’s diversion from the waste stream.

Sell equipment Research appropriate sources to post unneeded equipment for sale 

and post.

Develop and provide a disclaimer indicating that the new owner of the 

equipment must dispose of it using an R2 when the time comes.

Keep a record (in the form of a receipt or other statement) of the 

donation to track the equipment’s diversion from the waste stream.

Recycle equipment Look up which Unicor51 recycling facility is closest to the office that 

needs to recycle equipment.

Complete and submit Unicor’s vendor registration package.

Package and ship equipment according to Unicor’s website.

Keep a record (in the form of a receipt or other statement) of the 

transfer of materials to track the equipment’s diversion from the 

waste stream.

ELECTRONICS AND DATA CENTER BEST MANAGEMENT PRACTICES 

Using electronic equipment such as computers can greatly increase the operational efficiency of an 

agency by allowing for quick communication and file creation, among other benefits. Efficiency can be 

increased even more if electronics are configured for optimal energy use and if staff are trained to shut 

down equipment when not in use. Specific actions for electronics and data center best management 

practices are listed below in Table 9-4.

Table 9-3: Electronics and Data Center Best Management Practices Actions 

Concept Actions

Review and update 

policies to include data 

center best 

management practices

Identify OPM plans and policies relevant to electronics management.

Review and update the Electronic Stewardship policy.

Review commitments set forth in the IT Strategic Plan.

Increase energy 

efficiency of servers

Review energy bills for the past year to establish an estimated

baseline of usage related to servers.

Review cooling systems and research opportunities to enclose servers 

in hot aisles in order to concentrate cooling directly onto the racks.

Review redundancy requirements and streamline use where possible.

Research and purchase high-efficiency power supplies for servers 

(ideally 80% or higher efficiency power supplies).

Identify underused servers and consolidate multiple physical servers 

into virtualized servers.

Research energy efficient appliances, such as cooling systems, to 

reduce energy use where Energy Star products are not available.
Page 48 of 54

Reduce GHG emissions Research the feasibility of using alternative clean power sources such 

as photovoltaic systems, wind energy, and geothermal for data

centers.

Review current contracts with energy providers to maximize use of 

renewable energy (e.g., wind, solar, geothermal).

Allow employees to telework.

D. POSITIONS 

Please refer back to Section 1 Part IV for a discussion of OPM’s staffing needs. 

E. PLANNING TABLE 

In recent years, OPM has encountered issues that, unless addressed, will be detrimental to the agency 

over time. For example, key infrastructure (e.g., hardware and software tools) is aging and in need of 

modernization. Necessary funding to accommodate a refresh of technology, equipment, and staffing is 

severely lacking, delaying the required modernization of the agency’s IT infrastructure. Several 

mandates and requirements remain unfunded. Although OCIO continues to effectively manage its IT 

spending, issues of adequate funding remain in the forefront of OCIO priorities; it is hoped that these 

will be resolved expeditiously. Table 9-5 below is designed to show quantitative targets to achieve the 

targets outlined in this plan. 

Table 9-4: Electronic Stewardship & Data Center Planning Table 

TARGETS AND FINANCIAL RESOURCES Units FY 11 FY 12 ... FY 20

% of device types covered by current Energy Star specifications that must be 

energy-star qualified % 95 100 ... 100

% of electronic assets covered by sound disposition practices % 95 95 ... 99

% of cloud activity hosted in a data center % 99 99 ... 99

% of agency data centers independently metered or advanced metered and 

monitored on a weekly basis % 10 25 ... 100

Reduction in the number of agency data centers % 0 10 ... 70

% of agency, eligible electronic products with power management and other 

energy-environmentally preferable features (duplexing) actively implemented 

and in use

% 95 100

...

100

% of agency data centers operating with an average CPU utilization of 60-70% % 5 15 ... 75

% of agency data centers operating at a PUE range of 1.3-1.6 % 25 50 ... 75

% of covered electronic product acquisitions that are EPEAT-registered % 95 95 ... 100

% of agency data center activity implemented via virtualization % 5 15 ... 90

Other, as defined by agency: Renewable energy source feeding data centers % ? ? ... 100

F. AGENCY STATUS 

In the year ahead, OPM will work to institutionalize electronic stewardship and green data center 

management throughout the agency. OPM will document the successes and challenges encountered 

while trying to create a culture of sustainability within the OPM OCIO. 
Page 49 of 54

GOAL 10: AGENCY INNOVATION

A. GOAL DESCRIPTION 

OPM Director John Berry has encouraged innovation and creativity when designing OPM’s strategy to 

meet EO 13514 sustainability goals. OPM intends to use its unique mission and position to investigate 

non-traditional personnel policies to incentivize Federal employees to conserve resources and reduce 

GHG emissions. 

OPM will approach agency innovation through several different avenues. First, OPM is experimenting 

directly with sustainability-supporting personnel policies within the agency. For example, OPM is 

investigating new flexible work initiatives to reduce the number of commuting trips taken by employees. 

Second, OPM is executing cross-agency sustainability initiatives that have natural synergies with other 

internal initiatives such as health and wellness. Finally, the OPM Green Team is researching behaviororiented sustainability initiatives that can be implemented to create a culture of sustainability 

throughout the agency. 

B. AGENCY LEAD FOR GOAL 

The Office of the Director will be responsible for developing and implementing new personnel policies 

and connecting these initiatives to sustainability to support Goal 10. 

C. IMPLEMENTATION METHODS

OPM is currently experimenting with personnel policies to support the achievement of EO 13514 

sustainability goals. This year, OPM is implementing an initiative called Results-Only Work Environment 

(ROWE) for approximately 400 employees. This program is designed to focus managers and employees 

on results rather than procedure and process. This management strategy has the potential to greatly 

reduce employee commute GHG emissions and improve the quality of life for OPM employees. While 

traditional teleworking programs allow employees to work from home on pre-defined days, ROWE 

provides even greater flexibility by focusing on results. For example, an OPM employee who knows what 

is expected of him or her by a certain deadline could work an alternative work schedule one week, 

telework on Tuesday and Wednesday the next week, and telework Thursday and Friday of the following 

week to produce the desired result while better managing personal and family responsibilities. OPM 

understands the need for a better work-life balance, and ROWE provides a better balance by allowing 

employees to focus on results and set their own work schedule. While trying this experiment, OPM 

plans to study its impact on employee effectiveness, the use of technology that enhances work-fromanywhere capabilities, and the reduction in GHG emissions. 

In addition, OPM is pursuing a government-wide expansion of the use of telework. OPM has established 

a high priority performance goal to increase by 50% the number of employees who telework at least one 

day per week on average by the end of FY 2011. To do this, OPM has asked agencies to establish a clear 

agency telework policy based on a best practices checklist. Each agency has also been asked to 

designate a manager to establish telework goals and to apply the telework policy uniformly. Another 

step in the initiative is the creation of a clear appeals process. Finally, agencies are asked to 

systematically track and report on numbers and trends in telework within their agency. An interagency 

group has been collaborating since summer 2009 on ways to strengthen, broaden and deepen the 

telework programs of the Federal government. Later this year, that panel will release a final report and 

call for executive action on the use of telework and other workplace flexibilities to improve delivery of 

government services and ensure continuity of operations. 
Page 50 of 54

Also, OPM is executing cross-agency and cross-program sustainability initiatives. As one example, OPM 

is currently collaborating with GSA and the Department of the Interior (DOI), two agencies located in 

close proximity to OPM headquarters, on a Federal Campus initiative to build a sense of community 

within these agencies. As one initiative, the group is organizing a shared farmer’s market in the OPM 

plaza, and is also investigating the potential for community gardens. In addition, this initiative overlaps 

with OPM’s existing health and wellness program and creates opportunities for OPM staff to benefit 

personally from sustainability initiatives. 

Finally, OPM acknowledges the need for a greater culture of sustainability throughout the organization. 

The Green Team is currently reviewing behavioral research, Federal employee telework surveys, and 

other data to determine how to communicate sustainability initiatives throughout the organization to 

ensure all employees know about the Strategic Sustainability Performance Plan goals and feel they are 

able to participate in the process. 

OPM is currently developing metrics to measure the progress of agency innovation initiatives. First, for 

the ROWE pilot program, OPM is discussing the way we will measure employee productivity, morale, 

commuter miles reduced, and overall success of the program. The ROWE team will work with the OPM 

Green Team to understand ROWE’s impact on OPM’s Scope 3 GHG emissions. Second, OPM will track 

the number of cross-agency or cross-program events with greater than 50 attendees in which 

sustainability goals have been included. For example, a mid-week farmer’s market that attracts more

than 50 attendees will be counted as one event. Finally, OPM is developing a plan for tracking employee 

awareness of sustainability initiatives as part of the annual employee commute survey. We will use 

these results to determine our effectiveness of Strategic Sustainability Performance Plan training and 

internal outreach efforts. 

At this time, OPM does not anticipate these initiatives will require additional funding since they have 

been designed to integrate with existing programs. However, if the ROWE program is expanded beyond 

400 employees, the ROWE team anticipates additional funding and resources will be necessary. The 

ROWE team will develop these estimates after the 400-person pilot project has concluded. 

D. POSITIONS 

The OPM Green Team is currently leading all agency innovation initiatives, and no further staffing needs 

are anticipated at this time. 

E. PLANNING TABLE 

Table 10-1: Agency Innovation Planning Table 

AGENCY INNOVATION Units FY 10 FY 11 FY 12 .... FY 20

Number of cross-agency or cross-program events with greater than 

50 attendees. # 3 5 Hold Hold

Employee awareness of Strategic Sustainability Performance Plan

goals % 10 25 33 90

F. AGENCY STATUS 

In the year ahead, OPM will continue the implementation of the ROWE program and develop an 

executive summary of lessons learned that can be shared with other Federal agencies. At the end of the 
Page 51 of 54

year, OPM’s Green Team can share information about its joint sustainability initiatives with GSA and DOI 

as well as the successes and challenges encountered while trying to create a culture of sustainability. 
Page 52 of 54

SECTION 3 – AGENCY SELF EVALUATION

I. 2010 QUESTIONS

Table B: 2010 CEQ Agency Sustainability Questions 

Question Yes/No

Does your plan provide/consider overarching strategies and approaches for achieving longterm sustainability goals? Yes

Does your plan identify milestones and resources needed for implementation? Yes

Does your plan align with your agency’s 2011 budget submission? Yes

Is your plan consistent with your agency’s FY 2011 budget and appropriately aligned to reflect 

your agency’s planned FY 2012 budget submission? Yes

Does your plan integrate existing EO and statutory requirements into a single framework and 

align with other existing mission and management related goals to make the best use of 

available resources?

Yes

Does your plan provide methods for obtaining data needed to measure progress, evaluate 

results, and improve performance? Yes

II. NARRATIVE

OPM is excited to present our first Strategic Sustainability Performance Plan to CEQ and OMB. We 

believe this is the first step to creating a sustainable culture within OPM and the entire Federal 

government. 

Starting in July, 2010, OPM will be completing the following tasks within each goal: 

Goal 1 – Begin implementing ARRA-funded projects for the Theodore Roosevelt Building. 

Goal 2 – Improve collection of employee travel data. 

Goal 3 – Improve quantification of Scope 1, 2 and 3 GHG emissions and look to add more Scope 3 

emissions to the OPM inventory. 

Goal 4 – Work with GSA to implement sustainability initiatives at OPM’s leased facilities. 

Goal 5 – Develop internal policies requiring all newly leased facilities be located in existing central 

cities or town centers, accessible to public transportation, located near existing 

employment centers, and/or pedestrian friendly. 

Goal 6 – Reduce potable water use through installation of low-flow fixtures from ARRA funding. 

Goal 7 – Initiate composting program for cafeteria waste. 

Goal 8 – Develop procedure for tracking sustainable acquisition percentages for each type of 

product required by EO 13514. 

Goal 9 – Implement energy saving equipment and initiatives throughout the agency. 

Goal 10 – Implement the Results-Orientated Work Environment (ROWE) program for Federal 

employee telecommuting and work with GSA and DOI on a campus food sharing 

program by improving garden areas for employees and starting a farmer’s market.
Page 53 of 54

 

1

EPAct 

2

 Agencies that have a Compliance Management Plan rather than an EMS should modify the table accordingly. 

3

 Sustainable Building Implementation Plans, Sustainable Procurement (also known as Green or Affirmative 

Procurement, or Green Purchasing), Electronic Stewardship Plans, Chemical Reduction Plans, Pollution Prevention 

Plans, Compliance Management Plans, etc. 

4 In fleet vehicles. 

5 OPM has addressed the challenges with this goal in the narrative titled “Fleet: Reduce Petroleum Use and 

Optimize Fleet”

6 The increased percentage of alternative fuel use is relative to the FY 2005 baseline. 

7 GHG emissions are measured in mtCO2e and the percentage reductions are reductions in mtCO2e 

8

 GHG emissions are measured in mtCO2e and the percentage reductions are reductions in mtCO2e. 

9

Refer to the OFEE Scope 3 GHG Emissions Reduction Target Tool and User’s Manual for detailed descriptions of 

each scope 3 categories and calculation methods. When writing narrative for this goal area, please note that it is 

not necessary to provide a great deal of detail. Agencies should focus on general strategy for reducing Scope 3 

emissions and should plan to provide greater detail on milestones and actions taken to reduce emissions 

associated with agency-specific targets in subsequent updates to this plan. 

10 EPA Green Building: http://www.epa.gov/greenbuilding/index.htm; US Green Building Council: 

http://www.usgbc.org/DisplayPage.aspx?CategoryID=19 

11 US DOT, Regional Concept for Transportation Operations: 

http://www.plan4operations.dot.gov/reg_concept.htm 

12 Example - NH Carbon Coalition: http://www.carboncoalition.org/community/EnergyCommitteesResources.php

13 EPA Water Efficiency Guidance for Federal Agencies: 

http://www.epa.gov/WaterSense/water_efficiency/federal_agencies.html

14 EPA BMPs to design, implement, and evaluate water conservation efforts: 

http://www.epa.gov/oaintrnt/water/best_practices.htm

15 Toilet Retrofit Devices: http://www.allianceforwaterefficiency.org/Toilet_Retrofit_Devices.aspx 

16 Certified Green Commercial Kitchen: http://cgck.org/

17 Alliance for Water Efficiency Landscape and Irrigation Resources: 

http://www.allianceforwaterefficiency.org/Landscape_and_Irrigation_Introduction.aspx

18 H2ouse Water Conserving Garden Guide: http://www.h2ouse.org/gardensoft/index.aspx

19 HarvestH2O.com Rainwater Harvesting: http://www.harvesth2o.com/resources.shtml

20 FEMP Single-Pass Cooling Equipment BMPs: 

http://www1.eere.energy.gov/femp/program/waterefficiency_bmp9.html

21 Technical Guidance for Implementing the Stormwater Runoff Requirements for Federal Projects under Section 

438 of the EISA: http://www.epa.gov/owow/NPS/lid/section438/pdf/final_sec438_eisa.pdf.

22 EPA’s Green Infrastructure Applications: http://cfpub.epa.gov/npdes/greeninfrastructure/technology.cfm

23 EPA’s Green Infrastructure Partnership: http://cfpub.epa.gov/npdes/greeninfrastructure/gisupport.cfm

24 EPA’s Reduce, Reuse, Recycle: http://www.epa.gov/osw/conserve/rrr/reduce.htm

25 EPA’s Non-Hazardous Waste: http://www.epa.gov/osw/nonhaz/index.htm

26 EPA’s Construction & Demolition Materials: http://www.epa.gov/osw/conserve/rrr/imr/cdm/index.htm

27 EPA’s WasteWise Program: http://www.epa.gov/osw/partnerships/wastewise/challenge/building.htm

28EPA’s Deconstruction and Reuse: http://www.epa.gov/osw/conserve/rrr/imr/cdm/reuse.htm

29 Construction Materials Recycling Association: http://www.cdrecycling.org/

30 EPA’s Paper Recycling: http://www.epa.gov/osw/conserve/materials/paper/index.htm

31 EPA’s Comprehensive Procurement Guidelines: http://www.epa.gov/wastes/conserve/tools/cpg/index.htm

32 OSHA’s HAZCOM Program: http://www.osha.gov/dsg/hazcom/index.html
Page 54 of 54

 

33 SIRI MSDS Index: http://hazard.com/msds/

34 EPA’s Composting: http://www.epa.gov/waste/conserve/rrr/composting/index.htm

35 EPA’s Integrated Pest Management Principles: http://www.epa.gov/pesticides/factsheets/ipm.htm

36 EPCRA Requirements: http://www.epa.gov/oem/content/epcra/index.htm

37 EPCRA Requirements: http://www.epa.gov/oem/content/epcra/epcra_storage.htm#tier2

38 EPA’s Toxic Release Inventory Program: http://www.epa.gov/tri/index.htm

39 EPA’s Environmentally Preferable Purchasing: http://www.epa.gov/opptintr/epp/index.htm

40 Energy Star: http://www.energystar.gov/

41 FEMP: http://www1.eere.energy.gov/femp/

42 EPA’s WaterSense Program: http://www.epa.gov/watersense/index.html

43 USDA BioPreferred Program: http://www.biopreferred.gov/?SMSESSION=NO

44 EPA’s Comprehensive Procurement Guidelines: http://www.epa.gov/wastes/conserve/tools/cpg/index.htm

45 EPA’s Significant New Alternative Policy Program: http://www.epa.gov/ozone/snap/

46 OPM has one, centrally managed, logical datacenter with equipment in several locations to support the mission 

and DR. Locations include Theodore Roosevelt Building (i.e., BH12, BH04, SB330, SB347, OIG’s closet, etc), Macon 

(two server facilities), Ft. Meade (one server facility), and Boyers (two server facilities). 

47 http://www.opm.gov/about_opm/reports/OPM_IT_Strategic_Plan_FY10-13.pdf

48 Energy Star: http://www.energystar.gov/

49 GSAXcess: http://gsaxcess.gov/

50 GSA Computers for Learning: http://computersforlearning.gov/

51 Unicor: http://www.unicor.gov/?navlocation=Recycling
United States

Office of Personnel Management

 Facilities, Security, 

 & Contracting

 1900 E St. NW

 Washington, DC 20415

FSC/SSPR-10