DEPARTMENT OF HOMELAND SECURITY

STRATEGIC SUSTAINABILITY

PERFORMANCE PLAN

June 2010
DHS Strategic Sustainability Performance Plan

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TABLE OF CONTENTS

Executive Summary................................................................................................................. 1

Section 1: Department Policy and Strategy ........................................................................... 2

I. Department Policy Statement................................................................................... 2

II. Sustainability and the Department Mission ............................................................. 6

III. Greenhouse Gas Reduction Goals ........................................................................... 7

IV. Plan Implementation.................................................................................................11

A. Leadership and Accountability.................................................................................11

B. Internal Coordination and Communication...............................................................12

C. Coordination and Dissemination of the Plan to the Field..........................................13

D. Department Policy and Planning Integration:...........................................................13

E. Department Budget Integration:...............................................................................14

F. Methods for Evaluation of Progress:........................................................................15

V. Evaluating Return on Investment ............................................................................16

A. Economic Lifecycle Cost / Return on Investment:....................................................16

B. Social Costs & Benefits: ..........................................................................................17

C. Environmental Costs & Benefits: .............................................................................17

D. Mission-Specific Costs & Benefits: ..........................................................................17

E. Operations & Maintenance and Deferred Investments:............................................18

F. Climate Change Risk and Vulnerability:...................................................................18

VI. Transparency ............................................................................................................19

Section 2: Performance Review & Annual Update................................................................20

 VII. Summary of Accomplishments...................................................................20

 VIII. Goals.......................................................................................................20

1. GOAL 1: Scope 1 & 2 Greenhouse Gas Reduction .................................................20

2. GOAL 2: Scope 3 Greenhouse Gas Reduction .......................................................30

3. GOAL 3: Develop and Maintain Department Comprehensive Greenhouse Gas 

Inventory ...........................................................................................................................36

4. GOAL 4: High-Performance Sustainable Design/Green Buildings ...........................37

5. GOAL 5: Regional and Local Planning ....................................................................41

6. GOAL 6: Improve Water Use Efficiency and Management ......................................43

7. GOAL 7: Pollution Prevention and Waste Elimination..............................................45

8. GOAL 8: Sustainable Acquisition.............................................................................51

9. GOAL 9: Electronic Stewardship and Data Centers.................................................54

10. GOAL 10: Department Innovation - Department Specific.........................................57

Section 3: Department Self Evaluation..................................................................................61

Appendix 1 Acronyms and Abbreviations ............................................................................62

Appendix 2 High Performance Sustainable Building Requirements...................................64
DHS Strategic Sustainability Performance Plan

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Executive Summary

In Executive Order (EO) 13514 - Federal Leadership in Environmental, Energy, and Economic 

Performance – President Obama made sustainable practices the policy of the United States 

Government. Sustainability is the multidisciplinary integration of mission and environmental 

considerations, in which an activity and its phases are viewed on a full life-cycle basis. The 

sustainable approach balances economic and environmental performance, from beginning to 

end, and how they integrate with cost, schedule, operations, maintenance, and 

worker/employee considerations. 

To comply with the order, the Department must adhere to sustainable principles and implement 

sustainable practices throughout the DHS. Sustainability must also align with the Department‘s 

Efficiency Review Initiative to improve current and future business practices to save resources. 

Sustainability and the DHS Mission

The Department of Homeland Security is responsible for preventing terrorism and enhancing 

security; securing and managing the borders; enforcing and administering immigration laws; 

safeguarding and securing cyberspace; and ensuring resilience to disasters. Based on these 

mission areas, the Department is well positioned to develop a new business model for 

sustainable practices in law enforcement operations and integration of sustainability into its 

everyday business practices. Sustainability defines a consistent and coherent set of values and 

goals for all projects and processes, stimulates innovation and excellence, and serves as a 

unifying concept for One DHS. 

Informing Sustainability at DHS

The Sustainability and Efficiency Task Force of the Homeland Security Advisory Committee 

recently provided a report on the current state of sustainability in the Department as well as 

future courses of action required for DHS to become nationwide leader in sustainability. In 

order to meet sustainability objectives established by President Obama and the Task Force, the 

Department must develop a Sustainability Plan that establishes clearly defined goals and 

metrics to measure progress. Each component and functional area must participate in a 

significant and viable manner to fully integrate sustainable principles into business processes 

and projects. 

Strategic Sustainability Performance Plan

The Strategic Sustainability Performance Plan (Sustainability Plan) reflects the department‘s 

strategic vision for doing business in a more efficient way. The next step following the plan will 

be a series of tactical implementation plans to be developed by DHS Components called 

Operational Sustainability Performance Plans. These Component level plans will follow a 

template developed by DHS headquarters, and will outline a series of milestones and objectives 

that will accomplish the goals of the EO 13514. 
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Section 1: Department Policy and Strategy

I. Department Policy Statement

DHS is committed to becoming a leader in sustainability to ensure its operations and actions are 

carried out in an environmentally, economically and fiscally sound manner. Incorporating 

sustainable practices into our mission conserves energy and natural resources, reduces 

pollution and contamination releases, enhances the workplace through less exposure to 

hazardous materials and chemicals and strengthens our national defense by encouraging 

energy independence. Employees at all levels must be responsible and accountable for 

integrating environmental stewardship into their day-to-day activities to reduce the 

environmental impact of their activities and to protect natural resources. These precepts are 

integral aspects of all Departmental activities. Incorporating sustainability into day-to-day 

business processes and decision-making is an important step in enhancing mission 

performance and demonstrating our commitment to compliance with environmental and energy 

statues, regulations and Executive Orders and protecting the nation's natural resources.

To this end, sustainability is emerging as a central, organizing concept for the Department of 

Homeland Security. This common thread ties together a diverse number of mission-related 

operations, projects, stakeholders, and issues. Added to this is the need for responsible 

expenditure of taxpayer dollars and the need to deliberately evaluate sustainable alternatives for 

everything we do. Sustainability therefore represents a value system embraced by DHS 

leadership, which guides mission operations and supporting projects as well as the business 

processes for contracting, acquisition, financial planning, information technology, and 

project/program execution. 

DHS defines sustainability as the multidisciplinary integration of mission and environmental 

considerations, in which an activity and its phases are viewed on a full life-cycle basis. The 

sustainable approach balances economic and environmental performance, from beginning to 

end, and how it integrates with cost, schedule, operations, maintenance, and worker/employee 

considerations. To accomplish mission integration with sustainability considerations, we hold 

the following as Strategic Objectives:

Strategic Transformation toward sustainable business processes. One of the most 

important aspects of sustainability is accounting for life cycle costs and return on 

investment in budget analysis and decision-making, and building the infrastructure for 

data collection to ensure accurate, defensible metrics. Because the Department lacks 

much of the infrastructure to implement many of the goals of EO 13514, it must take 

iterative steps to transform its business models and establish short-, mid-, and long-term 

goals for promoting sustainability; 

Human Capital Investment to raise awareness of sustainable practices and how they 

can support DHS missions. By training every employee, the Department will empower 

its workforce to promote sustainability in daily operations; and

Leadership in Sustainable Law Enforcement for the federal government. The 

Department will leverage best practices and seek out new innovations to make its law 

enforcement and emergency response operations more sustainable without 

compromising mission capabilities.
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The Sustainability and Efficiency Task Force (SETF) of the Homeland Security Advisory 

Committee recently provided a report on the current state of sustainability in the Department as 

well as recommended future courses of action required for DHS to become nationwide leader in 

sustainability. The SETF is composed of industry members who are recognized experts in the 

fields of construction and design, environmental projects, and sustainability. 

To ensure the Department‘s sustainability efforts are well coordinated across the functional lines 

of business in the Department, the Secretary has tasked the Management Directorate with 

developing the program. On October 3, 2009 Secretary Napolitano appointed the Chief of Staff 

for the Directorate, Chris Cummiskey, to serve as the Senior Sustainability Official for the 

Department. 

Executive Order 13514 (EO), Federal Leadership in Environmental, Energy, and Economic 

Performance, offers the opportunity to develop successful initiatives to strengthen the 

Department‘s sustainability and efficiency goals, while helping to further secure the nation. The 

EO requires the Department to develop a Strategic Sustainability Performance Plan (SSPP) to 

guide its implementation efforts toward the goals. 

To lead this work the Department has established a cross-functional Sustainability Council. 

Council membership includes the Departmental Senior Sustainability Officer, Chief 

Administrative Officer, Chief Financial Officer, Chief Human Capital Officer, Chief Information 

Officer, Chief Procurement Officer, Chief Security Officer and the Components‘ Member of the 

Management Council. The SSPP assigns the lead for implementation to the appropriate CXO. 

A Sustainability Working Group was established to perform work on the behalf of the 

Sustainability Council. The Sustainability Council is composed of representatives from each of 

the CXO offices and the operational components. 

We will plan and budget for the success of these efforts. We will develop systems to assist in 

measuring and reporting our progress. We will initiate course corrections when we are not 

meeting our goals. In supporting these goals, the Department will comply with all environment 

and energy laws, regulations, and executive orders. 

To ensure the success of our efforts awareness training will be presented to every employee 

and they will be encouraged to contribute. We will inform the public about our efforts and 

provide for their involvement. 

The signature below indicates approval and commitment for the goals of the Sustainability Plan:
DHS Strategic Sustainability Performance Plan

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Major sustainability successes:

DHS developed a preliminary Greenhouse Gas (GHG) inventory for Scope 1 and 2 

emissions using a FY 2008 baseline. This effort will facilitate the creation of the 

inventory required by EO 13514; 

DHS reduced its energy consumption in FY 2009 by 13.6 percent compared to the 2003 

base year and is on track for a 30 percent reduction by 2015;

Since 2007, DHS has conducted 5 US Green Building Council Leadership in Energy and 

Environmental Design (LEED®) training courses, educating a total of 125 individuals;

DHS teamed with General Services Administration (GSA) to develop a sustainable plan 

for consolidating key headquarters and Component executive leadership at the St. 

Elizabeth‘s site. Sustainable practices will be incorporated into the construction. 

Specific details are listed below:

o Reuse 52 of 62 historic buildings contributing to the National Historic Landmark 

status (8 of the 10 buildings to be demolished are dilapidated greenhouses with 

little reuse potential); 

o New construction is placed to minimize impacts to the contributing landscapes 

and view sheds;

o Walking campus design consistent with historic use. Parking is on the exterior; 

o Rehabilitate existing pedestrian tunnel connections between buildings where 

possible and provide on-campus electric shuttle to assist employees if 

necessary;

o Meet or exceed the 30% energy savings of ASHRAE 90.1 per the Energy Act of 

2005;

o The campus is being designed to LEED Silver (minimum) under the US Green 

Building Council Leadership in Energy and Environmental Design; 

o Create a co-generation Central Utility Plant capable of providing up to 25% of 

electrical demand at full build-out. Waste heat from the CUP will provide 15% 

energy savings for building heating/cooling and boiler reduction;

o Provide electric and alternate fuels (natural gas) fueling stations; and.

o Purchase electric carts for on-campus security activities.

Working with GSA, DHS has a 1.1 million square feet US Coast Guard Headquarters 

building for the St. Elizabeth‘s campus is under design. Currently the design will achieve 

a Silver rating under the US Green Building Council Leadership in Energy and 

Environmental Design and efforts are being made to achieve Gold. The new building 

will include:

o Green Roof (approximately 8 acres);

o Energy efficient lighting;

o Demolition of existing concrete warehouse on project site will crush and reuse 

concrete as a base for construction haul road;

o Harvesting rainwater for irrigation; and

o Bio-retention of storm water for irrigation (2/3 of campus storm water drains 

through the USCG site). 
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DHS obtains 4.1 percent of its electricity from renewable energy sources;

DHS reduced water intensity 5.5 percent and is on track for a 16 percent reduction by 

2015; 

DHS has been following the Guiding Principles for all new construction and major 

renovations and has built 4 LEED®certified or higher buildings with 9 awaiting 

certification, 16 under construction 12 in design and 45 in planning;

DHS acquired approximately 125 hybrids electric vehicles and over 800 Alternate Fuel 

Vehicles (AFV‘s) through General Services Administration (GSA) leasing during the 

2010 ordering cycle. A total of 300 AFV‘s and 140 hybrids were acquired through the 

American Recovery and Reinvestment Act program in 2009; and.

DHS placed 600 E85 vehicles in locations where E85 fueling stations are available.

Significant challenges and opportunities:

Strategic Transformation:

To date, sustainability has been the responsibility of the environment and safety 

communities. The shift to sustainability will require greater attention from all functions in 

DHS. Over the years, other DHS functions have largely relied on the environment and 

safety functions to address those areas of concern. For DHS to be successful, every 

employee needs to understand, participate in and contribute to the attainment of 

sustainability goals. This culture shift will require years to be fully imbedded in all 

government agencies, including DHS. To ensure the highest level of participation, DHS 

must engage the commitment of all employees, and managers, through proper training 

and incentives. Sustainability goals also should be incorporated into job descriptions 

and employee performance reviews. Extensive employee involvement will facilitate 

employee-driven innovation.

DHS will need to implement organizational changes to realign existing functions to 

integrate sustainable practices into all Departmental processes and procedures. DHS 

should provide the staff and systems needed to manage Executive Order 13514 

compliance, establish accountability measures and report regularly on sustainability 

benchmarks. (See the short, medium and long term tasks listed throughout the 

document.)

DHS needs to create a data Information Management System that is capable of 

capturing all of the data required to measure and report performance under the EO. It 

will take two to four years to either acquire or build an operational system capable of 

performing this function and implement processes to capture the data. In the interim, 

manual data collection will be used to obtain the information required for reporting. This 

will likely be a significant drain on existing resource levels. 

The Department of Homeland Security identified short-, medium- and long-term tasks to take 

advantage of the opportunities listed above. These tasks are located throughout this Plan and 

are necessary for overcoming or adapting to the challenges present in the opportunities listed 

above. 
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Mission Expansion and Tactical Requirements:

Mission requirements have increased with subsequent increases in people, materials 

and vehicles. This makes it increasingly difficult to achieve the required GHG, energy 

reduction targets and fuel reduction goals. A large percentage of the DHS fleet is used 

for law enforcement which is excluded according to section 12 of EO 13514. Meeting the 

2% petroleum reduction target will continue to be a challenge. Additionally, the lack of 

alternative fuel infrastructure impedes meeting the goals.

As a result of increased mission and operational changes over the past few years, DHS 

facilities are now expending considerable efforts and resources on revamping or creating 

new operational controls (such as hazardous materials pharmacies) required for 

activities that pose risks to the environment, safety or to the mission. To the maximum 

extent possible these operational controls are being created and integrated into the 

facility-level environmental management systems that are currently being developed and 

implemented. Nonetheless, this is a significant, labor intensive and sometimes costly 

endeavor for the facilities.

In some cases, security interests related to locating facilities may be in conflict with the 

goal of increased regional and local planning coordination. DHS will strive to 

accommodate sustainable building location while ensuring the security of its facilities, 

employees, and the public. 

The challenge of implementing the open government directive and a sustainable culture 

of open government for DHS is striking a just balance between the release of 

appropriate and timely information while ensuring the protection of national security, 

privacy and civil rights. To achieve these goals and improve the process for providing a 

full spectrum of end-users with the information they seek, the Department must expand 

partnerships at all levels and improve methods of communication.

The Department of Homeland Security identified short-, medium- and long-term tasks to take 

advantage of the opportunities listed above. These tasks are located throughout this Plan and 

are necessary for overcoming or adapting to the challenges present in the opportunities listed 

above. 

II. Sustainability and the Department Mission

The Department of Homeland Security is responsible for preventing terrorism and enhancing 

security; securing and managing the borders; enforcing and administering immigration laws; 

safeguarding and securing cyberspace; and ensuring resilience to disasters. Sustainability 

defines a consistent and coherent set of values and goals for all projects and processes, 

stimulates innovation and excellence, and serves as a unifying concept for One DHS. 

DHS sees uncertain and unsustainable supplies of energy, water, and other resources, and the 

unpredictability of natural disasters and terrorism, as having a major impact on the nation‘s 

security. DHS is in a unique position to set the paradigm for a sustainable, secure, and resilient 

future by demonstrating how efficiency and sustainability will enhance America‘s national 

security. Successful E.O. implementation will produce a pragmatic, flexible, and strategic DHS 

that is a leader in efficiency among the executive agencies, and a model to state, local, private 

sector, and citizen sustainability efforts and increase the nation‘s security. 
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The implementation of distributed energy projects at DHS facilities will increase their operational 

security by making them less dependent on grid supplied power. This is especially important for 

our operations and data centers which must maintain 24-7 operations. Use of domestically 

produced biofuels and products can also decrease dependency upon imported oil and could 

help to stabilize costs.

III. Greenhouse Gas (GHG) Reduction Goals 

The Department is committed to creating a clean energy economy that will increase American

prosperity. Reducing GHG emissions supports the Department mission through promotion of 

energy security, protecting the interest of taxpayers and safeguarding the public health and the 

health of the environment. Heads of Components will identify and prioritize actions to achieve 

these goals and annually evaluate their performance. 

A. Scope 1 and 2 Targets

Scope 1 GHG emissions are direct emissions from the operation of sources that are owned or 

controlled by DHS to include those emissions from:

Stationary fuel combustion equipment such as boilers, furnaces, and emergency 

generators;

Mobile sources such as vehicles, aircraft, and marine vessels; and

Fugitive and process carbon emissions associated with current land use management 

practices and activities (e.g., forest management practices) and from the operation of 

refrigeration and air conditioning systems, electrical switchgear, and other 

equipment/systems.

Scope 2 GHG emissions are indirect emissions that occur as a result of DHS operations but are 

produced by sources owned or controlled by another entity. Scope 2 includes emissions from 

the consumption of purchased electricity and steam generated by other entities. 

In accordance with the requirements in EO 13514, DHS submitted its Scope 1 and 2 GHG 

emissions reduction target to the Council on Environmental Quality (CEQ) and the Office of 

Management and Budget (OMB) on January 1, 2010. The Department‘s goal is to reduce by 

2020 its combined Scope 1 and 2 GHG emissions 25 percent from a FY 2008 baseline

inventory. 

Below is a list of Component FY 2020 GHG Scope 1 and 2 emission reduction goals 

established by the SSO relative to a FY 2008 baseline. The Component goals will be used to 

assist in tracking progress towards achieving the Department‘s 25 percent reduction goal.
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Table 1: Component GHG Reduction Goals

DHS Component Scope 1 & 2 GHG

Reduction Goal

Customs and Border Protection 28%

Federal Law Enforcement Training Center 28%

Federal Emergency Management Agency 20%

Immigration and Customs Enforcement 34%

Science and Technology Directorate 15%

Transportation Security Administration 2.6%

US Coast Guard 25%

US Citizenship and Immigration Services 2%

US Secret Service 20%

DHS Overall Reduction Goal 25%

B. Scope 3 Targets

Scope 3 GHG emissions account for all other indirect emissions not included in scope 2. These 

emissions are a consequence of the activities of DHS and come from sources not controlled by 

DHS. Scope 3 emissions represent an important opportunity for DHS to influence the behavior 

of its employees and suppliers toward behaviors that reduce greenhouse gas emissions and 

protect the climate.

In deciding which scope 3 emissions to include in the reduction target at this time, CEQ and 

OMB considered the availability of data, the existence of methodologies to accurately calculate 

emissions quantities, and the ability of agencies to measure changes in emissions as a result of 

their actions. OMB determined the following categories will be included in the initial scope 3

GHG emission reduction targets:

Category 1 - Transmission and distribution (T&D) losses from purchased energy to 

include;

o Purchased electricity T&D losses;

o Purchased steam T&D losses; and

o Purchased chilled water T&D losses.

Category 2 - Federal employee travel to include;

o Business air travel;

o Business ground travel; and

o Federal employee commuting

Category 3 - Contracted waste disposal to include:

o Contracted solid waste disposal; and

o Contracted wastewater treatment

As required, DHS will establish a reduction target for each scope 3 category and an overall 

single goal that encompasses all three categories. The Department is currently using the CEQ 

approved calculation tool to estimate the DHS scope 3 reduction targets. This target is due to 
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OMB on June 2, 2010, the same date as the Sustainability Plan. The reduction goal is not yet 

available for inclusion in this version of the Sustainability Plan. Components are also 

developing their own scope 3 emission reduction targets using the same CEQ tool. 

C. Baseline Efforts

DHS prepared a GHG inventory in response to a specific request in H.R. 2638, Public Law 110-

329, The Consolidated Security, Disaster Assistance, and Continuing Appropriations Act of 

2009. This inventory provided an assessment of GHG emissions associated with DHS and 

Component activities, including a top-down emission estimate of the six internationallyrecognized GHGs, including carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), sulfur 

hexafluoride (SF6), hydrofluorocarbons (HFCs), and perfluorocarbons (PFCs). It also contained 

an analysis of mitigation measures, including sequestration potential. The GHG inventory 

served as a first step in preparing an inventory that complies with the inventory requirements in 

EO 13514.

This was the first attempt, prior to the issuance of the E.O., by DHS to quantify GHG emissions 

from all DHS and Component operations. The GHG inventory was limited by the Department‘s 

data collection capabilities. Since direct measurements of GHG emissions are not part of DHS

monitoring activities, the information was collected from the Components through a data call, 

the FY08 annual energy report, and from a real property database, and GHG emission 

measurements were obtained through indirect calculations. The inventory does not fully meet 

EO 13514 requirements for the following reasons:

The inventory did not address the scope 3 emissions categories recently identified by 

OMB;

The inventory included some emissions vehicles/vessels that are excluded by EO 

13514; and

The inventory included emissions from EO 13514 excluded facilities.

DHS will update this past inventory in accordance with the upcoming OMB and CEQ guidance 

for completing the inventory. This baseline inventory is due January 2011.

D. Overall Strategy to Meet Targets

In order to achieve its GHG targets, DHS has developed a high level approach that includes 

short-term, medium-term and long-term activities/initiatives. These activities and initiatives build

on existing efforts to reduce energy use, reduce the energy intensity of its operations, increase 

the utilization of alternative fuels, and purchase renewable energy. 

Short Term (FY2010-FY2012)

DHS will identify the resources necessary for acquiring the data to measure: 

o Transmission and distribution losses related to purchased electricity, steam, and 

heating/cooling;

o Business air travel; and 

o Contracted solid waste. 
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CAO (Environmental Management) will establish a Scope 3 GHG reduction goal;

CAO (Environmental Management) with support from CXOs and Components will 

finalize the baseline GHG inventory;

CAO (Environmental Management) will update the sustainable practices directive to 

reflect the new requirements in EO 13514;

CAO (Fleet Management) will issue guidance on EISA section 141 to improve 

awareness of the requirement to acquire low GHG emitting vehicles; 

CAO (Fleet Management) will establish a Department-wide committee to develop 

guidelines and requirements for defining and sizing vehicle fleets;

The CHCO will develop and deploy an employee training program and employee 

commuting survey to calculate the FY2008 baseline inventory, reduction goal and 

annual progress;

CSO will use more energy efficient security systems, equipment, lighting and 

infrastructure; and

CSO will increase the use of automation and paperless processes in security 

administration functions that are currently done manually thus reducing energy and 

resource requirements and waste.

Medium Term (FY2013-FY2017)

The Sustainability Council will identify and deploy solutions for automating, collecting, 

collating, tracking and reporting GHG emission reduction results;

The Sustainability Working Group will identify and prioritize opportunities and 

Department-level initiatives to reduce GHG emissions for Scopes 1, 2 and 3;

CAO (Environmental Management) will coordinate any new OMB mandated scope 3 

GHG reduction initiatives;

CAO (Fleet Management) will begin an awareness campaign and review of the entire 

fleet to ensure optimal use of vehicles and right sizing the fleet;

CAO (Fleet Management) will establish procedures to ensure all DHS vehicle orders will 

be reviewed by the Fleet Manager to ensure compliance with reduction efforts; and

CAO (Fleet Management) will establish policy and procedures to ensure all motor 

vehicles operators consolidate trips and improving routing in order to reduce miles 

travelled. 

Long Term (FY2018-FY2021)
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The Sustainability Council will use the resulting from GHG emission collecting, collating, 

tracking and reporting systems to identify and correct problem areas and target 

opportunities for success;

CAO (Fleet Management) will continue the awareness campaign and review of the entire 

fleet to ensure optimal use of vehicles and right sizing the fleet. Emphasis will be placed 

on replacing the fleet with low GHG vehicles wherever practicable; 

IV. Plan Implementation 

A. Leadership & Accountability:

Once appointed, Secretary Napolitano reviewed the Department's strategic goals as a means to 

articulate her priorities for homeland security. The Secretary's priorities did not ignore the 

complementary safety, stewardship, and legislatively mandated responsibilities of various DHS 

Components. Those complementary activities currently include those designed to protect the 

environment. In support of sustainability, the Secretary established the Sustainability Efficiency 

Task Force (SETF) consisting of professionals outside of government. The SETF reviewed 

DHS policies and procedures and made recommendations to assist the Department in 

becoming a leader in sustainability. Recommendations from the SETF report were incorporated 

into the Sustainability Plan. 

The Department leadership and accountability roles for the Sustainability Plan are defined 

below:

The Deputy to the Under Secretary for Management (USM) is designated by Secretary 

to serve as the SSO for the Department and will be accountable for DHS conformance 

with EO 13514. The following key functions, referred to as the CXOs, report to the USM 

and are responsible for implementing the Sustainability Plan;

o Chief Administrative Officer (CAO) with responsibility for fleet, energy and 

environmental management;

o Chief Financial Officer (CFO);

o Chief Human Capital Officer (CHCO);

o Chief Information Officer (CIO);

o Chief Procurement Officer (CPO); and

o Chief Security Officer (CSO).

The Management Council consisting of the CXOs and Component Management Officials

serves as the Sustainability Council and guides EO 13514 implementation efforts;

o The Sustainability Work Group was established by the Sustainability Council to 

perform technical analysis and work for the Sustainability Council. 

Representatives from the CXOs, Components and other technical advisors as 

needed are assigned to this work group to address specific tasks from the 

Sustainability Council. 

The CAO provides coordination and management for the SSO over the Sustainability 

Plan and performs the following:
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o Maintains the Sustainability Plan and coordinates inputs from the Sustainability 

Council, Sustainability Work Group, CXOs and Components;

o Report progress on the Sustainability Plan to the SSO, Sustainability Council, 

Sustainability Work Group and others as required;

o Monitors and reports on EO 13514 compliance; and

o Prepares required reports and metrics for submittal to OMB and CEQ.

CXOs are responsible for defining their role and specific CXO actions and initiatives for 

the Sustainability Plan and provide updates as required to the CAO; and

Components are responsible for preparing an Operational Sustainability Performance 

Plan (OSPP) that implements the goals, targets and objectives of the Sustainability Plan. 

Components will provide updates and metrics to the CAO as requested. 

The leadership roles are graphically displayed in the flow chart below.

B. Internal Coordination and Communication

Each CXO is responsible for driving the change to sustainability through their functional area 

and support integration of sustainability across the Department. This requires communicating 

sustainability policies, goals, objectives and targets to their staff and developing the initiatives 

and tasks for implementation. Each of the CXO chiefs must establish and enforce standards 

that ensure their aspects for implementing sustainability are carried out, reported accurately and 

updated to reflect changing circumstances. Metrics must be established, tracked and reported. 

This action takes leadership and the ability to make hard choices during a period when 

resources are already stretched thin. 

Existing internal coordination processes will be used to modify, update and revise the 

Sustainability Plan. The CAO is charged with maintaining the most current copy of the 

approved and signed Sustainability Plan and will be responsible for coordinating it through the 

Sustainability Council, Sustainability Work Group and Departmental offices. CXOs are 
DHS Strategic Sustainability Performance Plan

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responsible for coordinating the Sustainability Plan through appropriate offices and Committees. 

CXOs are also responsible for coordinating the Sustainability Plan through Component level 

CXOs. CXOs will submit Sustainability Plan information, updates, status and required reports to 

the CAO for appropriate review and coordination. CXO‘s Committees will supply information to 

the appropriate CXO. 

The SSO challenges all DHS employees to work towards sustainability goals and encourages 

employees to solve tough sustainability challenges. Supervisors and managers must work to 

enable employee solutions to have an appropriate impact on the resolution of those challenges. 

In order to facilitate this action, the Sustainability Plan must be communicated to all employees. 

This is a continuous activity as employees need to receive updates on new issues, progress 

towards attaining objectives and targets and recognizing the achievements of individual groups 

and functions within DHS. Sustainability awareness training must be conducted periodically to 

remind existing employees and educate new ones on the DHS Sustainability Policy, the 

existence of the Sustainability Plan, the sustainability objectives and targets, and what they can 

do to participate and contribute to the attainment of those objectives and targets. Competency 

training addresses the specific competency that certain individuals need to exhibit when they 

are given roles and responsibilities that impact sustainability goals and objectives. DHS must 

develop and implement the appropriate systems, methods and standards to support the 

management of a department-wide sustainability program and ensure optimal outreach to DHS 

employees. 

 

C. Coordination and Dissemination of the Plan to the Field:

The signed and approved Sustainability Plan will be shared with Components through the 

Sustainability Council, Sustainability Work Group and CXO committees. Components will use 

the Sustainability Plan to develop their Operational Sustainability Performance Plans.

Informational and awareness articles will be developed for DHS Today, the CAO Pathways, and 

other CXO or Component newsletters. Progress reports will become a standing item for the 

Management Council. Specific tasks include:

CAO will coordinate posting the plan on the DHS intranet; and

CAO (Environmental Management) will develop awareness materials for distribution to

Components and field locations.

D. Department Policy and Planning Integration:

DHS will issue an overall sustainability policy letter signed by the Secretary. Components have 

the option to issue a separate policy letter. The DHS policy letter will establish and promote 

sustainable practices and creates a culture for achieving our sustainability goals at all levels of 

the organization. Tasks include: 

Short Term (FY2010-FY2012)

The Secretary will sign and issue a Sustainability Policy;

CAO (Environmental Management) will update Directive 025-1, Sustainable Practices 

for Environmental, Energy and Transportation Management, to reflect the requirement 

of the new EO and issue a companion Sustainable Practices Manual;
DHS Strategic Sustainability Performance Plan

14

CAO (Environmental Management) will develop a gap analysis tool for CXOs to use to 

determine if policy, guidance, procedures and reporting processes address 

sustainability requirements;

CXOs will update the plans and documents listed in Table 2 Critical Planning 

Coordination;

CXOs will perform a gap analysis to identify shortfalls with sustainability compliance in 

their policy, guidance, procedures and reporting mechanisms and develop corrective 

plans for the Sustainability Plan; and

CXOs will identify opportunities to incorporate sustainability into day-to-day operations 

and modify operation to address EO requirements; and

The DHS Climate Change Adaptation Task Force will forward recommendations to 

the Sustainability Council for prioritization in the SSPP.

Medium Term (FY2013-FY2017)

Sustainability Council will prioritize the DHS Climate Change Adaptation Task Force 

recommendations; and

CXOs will be executing their sustainability corrective action plans;

Long Term (FY2018-FY2021)

Sustainability Council will execute DHS Climate Change Adaptation Task Force 

recommendations according to the schedule.

E. Department Budget Integration: 

DHS envisions sustainability incorporated in day-day-activities. In order to achieve this vision, 

sustainability must be fully integrated into the budget process. OMB will review the 

Sustainability Plan and compare the status and tasks to current budget submittals. 

Sustainability should not be a separate line-item in a budget rather each budget item should 

fully integrate and address sustainability requirements. The following tasks have been identified 

to facilitate sustainability and budget process integration:

Short Term (FY2010-FY2012)

The CFO will issue supplemental guidance to the Components on developing and 

justifying budget initiatives to support EO implementation;

CFO will provide guidance to include lifecycle costs in the budget analysis and 

budget decision-making; and 

CPO (Cost Analysis Division) will provide guidance to include lifecycle costs in the 

budget analysis and budget decision-making during the rewrite of the PPBE 

sections.
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F. Methods for Evaluation of Progress:

DHS will develop and maintain a series of metrics consistent with the upcoming OMB metrics. 

The current quarterly environmental metric reporting system managed by the CAO will be used 

to complete OMB metrics and determine DHS progress. Under the CAO process each 

Component is evaluated and rated for status and progress scores. The CAO will also review 

Component level Plan and use the information in these plans for updating the Sustainability 

Plan. The CAO also developed an EO 13514 dashboard for a quick assessment of DHS status 

towards achieving the goals of EO 13514. Results of the metrics and dashboard are used to 

update the SSO and Sustainability Council.

DHS must develop the capability to efficiently and effectively gather data and report progress on 

sustainability metrics, including energy consumption, waste production, and water usage. If 

DHS cannot accurately account for its consumption, it will not be able to effectively reduce 

consumption in compliance with the EO. Currently the data is collected manually on an 

infrequent basis in response to DHS data calls to meet OMB reporting requirements. New 

reporting requirements will rely on data that has not been collected in the past.

An enterprise-wide Sustainability Performance Management System is needed that will support 

the Department‘s information needs to adequately manage environmental and energy efforts to 

meet Administration requirements. These requirements include but are not limited to 

greenhouse gas emissions (Scopes 1, 2 and 3), acquisition data, inventory data, utility (energy) 

consumption data, fuel data, operations and maintenance data, program costs (direct and 

indirect), and disposal data. Each of these overarching data requirements will enhance the 

Department‘s ability to better manage its assets, reduce costs (near and long-term), provide 

mandatory reporting, minimize fraud, waste and abuse, enhance oversight, and ensure 

transparency of effort and cost. In addition, the knowledge gained from this information will 

allow the Department to make informed and educated decisions about environmental and 

energy management that will reduce operating costs through reduced energy consumption, 

better operations and maintenance programs, and overall portfolio management. Additionally, 

the Department would be better positioned to reduce costs related to carbon emission credits. 

DHS is working to implement a Headquarters higher-tier environmental management system 

that provides the overarching construct that brings all DHS activities into a framework designed 

to achieve the sustainability objectives and targets of the Sustainability Plan. The 

environmental management system would aggregate and analyze data from many individual 

program areas such as energy, water, waste management, recycling, and environmentallypreferable purchasing. 

Table 2 below indicates whether the EO goal is relevant to and has been fully integrated into 

listed reports or plans listed. A ―Yes‖ response indicates that the EO goal has already been 

integrated. A ―No‖ indicates that the EO Goal has not yet been fully integrated, is only partially 

integrated or no effort has yet begun on integrating the EO Goal into the plan. ―n/a‖ indicates 

that the EO Goals are not applicable to the listed report or plan. ―P‖ indicates that the EO goal 

has been partially integrated, integration is underway or the fully integrated report or plan is 

awaiting official approval. ―E‖ indicates the report or plan is being evaluated for an opportunity 

to integrate the EO goal. The results indicate the current status of incorporating sustainability 

into the originating report and/or plan.
DHS Strategic Sustainability Performance Plan

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Table 2: Critical Planning Coordination

Originating Report / Plan

Scope 1 & 2 GHG 

Reduction

Scope 3 GHG Reduction

Develop and Maintain 

Departmental 

Comprehensive GHG 

Inventory

High-Performance 

Sustainable Design / 

Green Buildings

Regional and Local 

Planning

Improve Water Use 

Efficiency and 

Management

Pollution Prevention and 

Waste Elimination

Sustainable Acquisition

Electronic Stewardship 

and Data Centers

Departmental Specific 

Innovation

GPRA Strategic Plan

[DHS Strategic Plan] E E n/a E E n/a n/a n/a n/a E

Departmental Capital Plan

[Capital Investment Plans(CIP)]

n/a n/a n/a P E E n/a n/a E E

A-11 300s n/a n/a n/a E E E n/a n/a E E

Annual Energy Data Report P P P Yes n/a Yes Yes Yes Yes Yes

EISA Section 432 Facility 

Evaluations/Project Reporting E E E E n/a E n/a E n/a E

Budget E E E E n/a n/a n/a n/a n/a E

Asset Management Plan / 3 

Year Timeline E E n/a P n/a n/a E E E E

Circular A-11 Exhibit 53s n/a n/a n/a n/a n/a E n/a E E E

OMB Scorecards P P P Yes n/a Yes Yes Yes Yes n/a

DOE's Annual Federal Fleet 

Report to Congress and the 

President

E E E E n/a E E E n/a E

Data Center Consolidation Plan n/a n/a n/a No n/a n/a n/a n/a Yes n/a

EMS n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

Affirmative Procurement Plan for 

Green Purchasing E E n/a n/a n/a Yes Yes Yes Yes E

Directive 025-01 P P No Yes P Yes Yes Yes Yes No

NEPA Documents (EAs and 

EISs) E E n/a E P E E E E E

V. Evaluating Return on Investment

A. Economic Lifecycle Cost / Return on Investment:

When evaluating initiatives and construction of new buildings, DHS will conduct lifecycle cost 

analyses and seek to fund projects with a high return on investment (ROI). Using this approach 

recognizes the full service life of buildings and building systems by assessing the long-term 

effects of renovations or operational changes. Full lifecycle cost analyses help to ensure that 

federal dollars are spent wisely and energy savings are maximized. As a general guideline, for 

energy and water efficiency and conservation projects, DHS will pursue implementation of 

projects with a 10-year or shorter simple payback. However, as stated above, the ROI relative 

to the full life cycle of the project or system will be taken into account. Thus, in some cases, the 

payback period for a project may be longer than 10 years, but if it is shorter than the expected 

life of the asset; such projects will also be considered.
DHS Strategic Sustainability Performance Plan

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B. Social Costs & Benefits:

Most DHS facilities are not open to the public so there is little potential for recreational value,

except for the employees at the facility. However, there are many other opportunities for 

consideration of social costs and benefits. This will be demonstrated through seeking to 

address geographically localized challenges or social benefits to personnel. For example, water 

conservation projects near high-drought areas will be more highly prioritized than in nondrought-prone areas.

Currently, DHS employs a review process pursuant to the National Environmental Policy Act 

(NEPA) for all proposed construction projects and major actions. The NEPA process is currently 

used to evaluate the social benefits and costs of new construction projects. Environmental 

justice issues are an integral part of these analyses. Other social costs and benefits are also 

considered, such as cultural, historical and socioeconomic impacts (e.g., local employment). 

While these analyses are typically more qualitative than quantitative, DHS will strive to 

streamline the NEPA review process and ensure these aspects of the NEPA review are robust. 

Future efforts within DHS can focus on ensuring the purchase of products from socially 

responsible vendors such as those who employ disabled persons and ensuring a fair living 

wage in contracts. 

C. Environmental Costs & Benefits:

DHS will continue to integrate environmental considerations into the Department‘s planning and 

budgeting processes. As stated above, DHS employs a NEPA review process for all proposed 

construction projects and major actions to consider potential environmental impacts. DHS will 

continue to strive to ensure robust NEPA reviews and to minimize environmental impacts and 

costs. At this time, DHS identifies the cost of sustainability initiatives and measures quantitative 

benefits in terms of emission reductions, gallons of water saved, reduction in vehicle miles 

traveled, etc. Not all of the benefits can be translated into dollar figures.

DHS has not tracked environmental cost and benefits for non-environmental projects. And 

therefore DHS can only produce qualitative information about the benefits of its environmental 

program. Capturing environmental costs within these projects would enable DHS to better 

identify the benefits of its environmental program. Costs could be identified in terms of dollars 

spent on the environmental portion of projects, disposal costs, fines and penalties for noncompliance, and/or environmental response to incidents.

D. Mission-Specific Costs & Benefits:

Sustainability offers DHS the opportunity to reduce mission operational costs by reducing

energy costs in facilities and vehicles. Increasing mileage in vehicles provides opportunities to 

extend the range of mission activity before filling the tank. Employing sustainable products 

provides benefits through enhanced operations, reduced maintenance and improved 

performance. The Federal Law Enforcement Training Center began synthetic oil instead of 

petroleum based oil. This process extended the life of the fluid reducing oil changes by one 

third, reduced the amount of hours dedicated to oil changes and freed up maintenance 

personnel for other tasks and reduced the amount and therefore the cost to dispose of the used 

oil. Mechanics also report that engines are lasting longer.
DHS Strategic Sustainability Performance Plan

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Practicing sustainability improves operational performance. Sustainable buildings provide better 

temperature and lighting control, are typically visually pleasing and perform better than nonsustainable buildings. Occupants of sustainable buildings typically display pride and ownership 

of the building. All this leads to increased productivity from occupants working in these 

buildings. 

The United States Coast Guard (USCG) recently completed a project that extracts methane gas 

from a landfill and burns it for energy production. Once fully operational this project turns a 

previous waste pollutant into a source of energy that will eliminate the need for the USCG to 

purchase electricity and sell excess electrical power to the grid.

The United States Secret Service (USSS) established a recycling program for spent brass from

firing ranges. Rather than pay for disposal of brass, USSS now has a source of revenue for 

sustainability projects. This indicates that sustainability can be self-sustaining.

E. Operations & Maintenance and Deferred Investments:

The CAO is developing a process for assessing a facility‘s condition to determine repair needs 

in operations & maintenance and deferred maintenance. In addition, a Decision Support Tool 

(DST) is also under development. DST will aid in prioritizing investments to address repair 

needs, including deferred maintenance. The prioritization process utilizes Federal Real 

Property Category Council defined Performance Measures, including sustainability. 

F. Climate Change Risk and Vulnerability:

Climate change has the potential to accelerate and intensify extreme weather events which 

threaten the nation‘s stability and security. DHS will implement its own cost-effective strategies 

to address these concerns by focusing on energy efficiency, conservation, and renewable 

energy sources; GHG reduction; and resilience and adaptation. This includes but is not limited 

to: transitioning to high-performance buildings; using all resources more efficiently; and 

incorporating resiliency measures to potential changes in the natural environment into mission 

plans. These strategies can save taxpayer dollars, safeguard public health and the 

environment, and create new domestic jobs.

Costs and benefits resulting from climate change impacts are currently not addressed or 

quantified. Climate change could have significant mission and cost impacts for DHS. Possible 

factors relevant to the Department include the following:

Increased frequency and intensity of adverse weather would tax Federal Emergency 

Management Agency‘s ability to respond to concurrent events; 

Many USCG and Customs and Border Protection facilities, by their mission, are 

located in the coastal zone which will be adversely impacted by sea level rise. Costs 

will increase for protecting existing facilities from the impacts of sea level rise and 

some facilities might have to be abandoned in the longer term;

Flood hazard maps could require further updating; 

Ships and aircraft may need to be designed to handle larger storm conditions;
DHS Strategic Sustainability Performance Plan

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Life-saving and response equipment may be required to address more intense 

conditions; and

DHS will take a proactive approach in evaluating climate change risks in the planning, design, 

construction, renovation of its facilities. DHS will consider the following strategies for 

addressing and prioritizing considerations involving climate change risks and vulnerabilities:

As part of other facility security, vulnerability, and/or condition assessments, include 

evaluations related to climate change vulnerabilities; 

Develop a climate change adaptation plan at the Department and Component level; 

and 

Address sea level rise in new and existing facility design and renovations. Possible 

strategies include elevating existing facilities or building with larger setbacks to 

accommodate the rise.

VI. Transparency

DHS has a goal to improve the way government and the public interact, fostering a renewed 

partnership and public trust. The Department views information sharing as a critical success 

factor for DHS to meet its many missions including: protecting against and preventing terrorism, 

responding to emergencies of all kinds, and investing in response and recovery capabilities.

The common thread throughout the Department and throughout the mission areas is the critical 

need to share accurate and appropriate information in a timely manner. In many cases, 

sensitive information held by the Department is inappropriate for public release; however, it may 

need to be shared with other government entities entrusted with protecting public safety. Other 

types of information provide the public with valuable insights into how the Department carries 

out its missions and promote a public dialogue on departmental operations. 

All efforts for transparency will follow the DHS Open Government Plan. This document 

describes current resources that support Open Government, shares insights received from 

public feedback, and identifies best practices to redefine relationships between the Department, 

other government agencies, private sector organizations, and citizens. 
DHS Strategic Sustainability Performance Plan

20

Section 2: Performance Review & Annual Update

VII. Summary of Accomplishments 

DHS has made significant progress toward the goals of the EO 13514 through activities to 

accomplish similar requirements under EO 13423. DHS had issued implementing guidance for 

environment, energy, and transportation management and initiated programs that directly 

support EO 13514. From FY 2003-2009 DHS had reduced energy consumption by 13.6 

percent compared to the 2003 base year and is on track for 30 percent reduction by 2015. DHS 

has been following the Guiding Principles for all new construction and major renovations and 

has built 4 LEED®certified or higher buildings with 9 awaiting certification, 16 under construction 

12 in design and 45 in planning. Since 2007, DHS has conducted 5 US Green Building Council 

Leadership in Energy and Environmental Design (LEED®) training courses, educating a total of 

125 individuals. In FY 2008, DHS won the President‘s Award for Leadership in Federal Energy 

Management. DHS has exceeded the targeted alternative fuel increase goal set for 2009 by 

over 250,000 gallons. To ensure that we continue in this direction, DHS acquired approximately 

125 hybrids electric vehicles and over 800 AFV‘s through GSA Leasing during the 2010 

ordering cycle. A total of 300 AFV‘s and 140 hybrids were purchased through the American 

Recovery and Reinvestment Act program in 2009. 

DHS prepared a top-down GHG inventory for FY 2008 in response to a specific request in H.R. 

2638, Public Law 110-329, The Consolidated Security, Disaster Assistance, and Continuing 

Appropriations Act of 2009 as well as to prepare for future regulatory requirements to quantify 

and report GHG emissions. This inventory was the first attempt by DHS to quantify GHG 

emissions from all DHS and Component operations. 

CSO, as part of physical security technical support, routinely salvages and recycles used 

security cameras, system components, locks, CPUs and other IT components. In the first two 

quarters of FY 2010, in-house CSO technicians handled 900 service calls (versus contracting 

them out) and in the course of their work, salvaged approximately 100-each high-dollar parts 

with a total estimated value of $52,000. In addition, CSO routinely salvages significant 

quantities of small common equipment hardware (mounts, connections, wire, nuts and bolts, 

etc) and returns it to the inventory for later use. 

VIII. Goals

1. GOAL 1: Scope 1 & 2 Greenhouse Gas Reduction 

Goal Performance Review:

a. Goal description: The Department‘s target is to reduce GHG emissions from Scope 1 

and Scope 2 sources by 25 percent by 2020 relative to a FY 2008 baseline. The Department 

calculated its reduction goal using CEQ approved GHG reduction tool called the 

Development of Agency Reduction Targets. Rather than push this Department goal onto 

each Component, the DART was also used by each Component to develop a Component 

specific GHG reduction goal. DHS used consumption data from the FY 2008 Department of 

Energy's Federal Energy Management Program (FEMP) annual energy reports, Federal 

Automotive Statistical Tool, assumptions based on Regulatory reductions in energy and fuel 

and input from each Component as inputs to the tool. Data from FY05 and FY08 could not 
DHS Strategic Sustainability Performance Plan

21

be validated completely due to the fact that the Department was stood up during that time 

frame and data was not consistent. 

Specific scope 1 and 2 targets for the Department and Components are listed below in 

Table 3. The out year estimates have not yet been calculated. Components level plans due 

later this year will provide the input necessary to calculate the out year estimates.

Table 3: Scope 1 and 2 GHG Reduction Targets and Goal

Agency Total Scope 1 & 2 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20

DHS 25% 1% 1% 1% 1% 1% 2% 4% 4% 4% 3% 3%

b. Department lead for goal 

The SSO will direct the activities of the Sustainability Council for target development, 

implementation and oversight. 

The Sustainability Council will:

Establish GHG emissions targets and other sustainability goals;

Identify and prioritize implementation methods;

Identify and prioritize opportunities to reduce GHG emissions;

Assess the Department‘s progress;

Engage other functional leaders, as necessary;

Coordinate with OMB and CEQ leadership on EO 13514/13423 issues, as 

necessary;

The Sustainability Workgroup (SWG) supports the Sustainability Council efforts. The SWG 

will:

Review GHG emissions targets and other sustainability goals, and provide 

recommendations;

Coordinate with CXO Committees, as necessary, to involve necessary experts, avoid 

duplication of effort, and communicate issues;

Lead discussions to seek consensus decisions on issues and recommendations;

The CXOs will:

Coordinate with Component CXOs and Sustainability Councils to support the 

Sustainability Council efforts;

Coordinate activities with Committee members and evaluate progress;
DHS Strategic Sustainability Performance Plan

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Communicate and coordinate with program managers to ensure rapid collection and 

dissemination of information; and

Work with Components to identify and implement projects.

The CAO will:

Update the Sustainability Plan and Table 2 with information received from the 

Components and CXOs.

Components will:

Identify out-year targets for Table 2 in the Operational Sustainability Performance 

Plan;

Develop, track and report GHG reduction initiatives and projects in the Operational 

Sustainability Performance Plan; and

Provide necessary data to the CAO for updating the Sustainability Plan.

c. Implementation methods

The Department‘s scope 1 and 2 target will mainly be achieved through four approaches: 

energy efficiency, the use of renewable energy, reduced fossil fuel use by vehicle fleets and 

the capture and use of methane from a landfill. The following are initiatives already 

underway to reduce scope 1 and 2 emissions: 

Reduce Facility Energy Intensity in facilities where DHS pays utility bills separately 

(e.g., not included in lease payments);

Utility Meter Installation - The Department recognizes the importance of measuring 

energy use and the value of the data; and plans to implement an advanced metering 

infrastructure that will provide a system for collecting, tracking and reporting monthly 

data at the facility level, consistent with EPAct and EISA requirements. Advanced 

meters provide critical data on how and when facilities use energy that is crucial to 

attaining energy use reductions and associated cost savings. Installing energy 

meters is only an enabling step--in itself; it does nothing to reduce energy intensity or 

costs. Realizing cost and energy reduction benefits will require DHS to design and 

implement an effective metering data collection, analysis, and reporting system. 

Appropriate DHS personnel will require training in the evaluation and application of 

metering data;

The Department has developed a Metering Implementation Plan to address 

opportunities to install and utilize meters and advanced electrical meters to reduce 

energy costs and improve operations throughout the Department. In the future, 

advanced metering will be applied towards natural gas and steam;

DHS intends to meet and exceed Federal renewable energy requirements by 

purchasing renewable energy and installing on-site generation capacity. DHS will 

evaluate available technologies and our facilities to identify cost effective renewable 
DHS Strategic Sustainability Performance Plan

23

energy projects. Over time, the percentage of renewable energy produced on-site 

will increase, and DHS will use appropriate financing mechanisms to execute these 

projects;

As part of the DHS Secretary‘s 120 Day Efficiency Review (ER) Initiative, policy was 

implemented instructing Components to acquire hybrid electric vehicles or alternative 

fuel vehicles (AFV‘s) when hybrids are not practicable. In addition, the ER will 

establish a pilot program to determine the feasibility of replacing law enforcement 

vehicles used for administrative purposes with AFVs;

To ensure compliance with the Energy Policy Act of 1992 which states that 75% of 

light duty acquisitions not used for law enforcement be AFV‘s; all orders for DHS 

owned and leased vehicles will be reviewed by the Department Fleet Manager; and 

In FY09, as part of the Secretary‘s 60 Day ER Initiative, DHS implemented an 

electronic tracking tool for fleet usage data to identify opportunities for alternative fuel 

usage. This tool will be a critical element in bringing DHS closer to achieving the 

petroleum reduction goals.

DHS will address GHG emissions associated with energy consumption through a variety of 

strategies that align with Federal and DHS goals to reduce the energy intensity (Btu/square 

foot) of Federal buildings, construct high-performance Federal buildings and maximize the 

use of renewable (e.g., solar, wind) and alternative energy (e.g., combine heat & power), 

especially through on-site generation).T he following are the two goals of the DHS 

Renewable Energy Plan:

Renewable energy resources will supply 7.5 percent of DHS‘ annual energy 

requirements by FY 2010; and

Renewable energy resources will supply 15 percent of DHS‘ annual energy 

requirements by FY 2015.

DHS recognizes that appropriated funding for energy investments will not cover all 

Departmental priorities, and will employ a variety of financing mechanisms, as appropriate, 

to execute energy projects. These may include:

Continued use of energy savings performance contracts (ESPCs);

Utility energy services contracts (UESCs);

Third party agreements such as Power Purchase Agreement; 

Enhanced Use Leases (EULs);

Participate in demand response incentive programs offered by utilities and other 

organizations (such as regional transmission operators). These incentive programs 

include rebates or grants given for installing energy- or water-saving equipment or 

systems; and 
DHS Strategic Sustainability Performance Plan

24

Reinvestment of Savings: Cost savings generated by alternative financing (including 

incentives) should be reinvested back into the Energy Program.

 Other strategies and methods that may be used include;

Capturing Fugitive Emissions;

Reducing energy use excluded from energy reduction goals, such as: process 

energy loads, excluded mobility fuel use, and other energy use excluded from energy 

reduction goals;

Using non-electrical forms of renewable energy (i.e., thermal, mechanical, biomass, 

landfill gas); and

Maximizing building operations and maintenance through re/retro-commissioning 

programs.

Task for achieving target goals:

Short Term (FY2010-FY2012)

CAO will procure software tools that evaluate GHG emissions from energy, fuel, 

petroleum, chemical use, and other sources within available budget guidance;

CSO will research, identify, and evaluate systems, equipment, and lighting that 

require less energy without degrading effectiveness. This includes more energy 

efficient standalone systems as well as opportunities to combine multiple systems 

into fewer or single systems with a reduced energy requirement. Also research, 

identify, and evaluate security system infrastructure such as power and signal lines, 

cabling, connections, barrier materials, etc to determine those that require less 

energy, have less energy loss, or reduce energy needs;

CSO will identify those functions suitable for automation and paper reduction, and 

determine new more efficient methods of performing;

CAO will evaluate the implementation of advanced metering infrastructure and data 

collection and analysis approach within available budget guidance; this information 

will be used to target potential projects and measure results. Provide training on use 

of these data tools and protocols to appropriate personnel so the information can be 

effectively analyzed and applied;

DHS will perform preliminary renewable opportunity analysis to target states/regions 

that offer renewable opportunities based on 1) DHS facility footprint 2) Resources 

availability 3) Economics (e.g., utility rates, state incentives);

DHS will use available information to target facilities for retro-commissioning and/or 

energy audits. Facility re/retro-commissioning plans will be based on available data

and prioritize facilities to be commissioned; 
DHS Strategic Sustainability Performance Plan

25

Components will ensure annual energy audits are completed and are consistent with 

Federal mandates and include GHG analysis;

CFO and CPO will ensure level 1 and 2 acquisitions capital and operating projects 

that affect energy usage will prepare lifecycle cost assessments. This approach 

recognizes the full service life of buildings and building systems by assessing the 

long-term effects of renovations or operational changes. These assessments ensure 

that federal dollars are spent wisely and energy savings are maximized;

DHS will ensure facilities review existing Operations & Maintenance training and

conduct gap analysis to identify potential improvement areas; 

CAO (Fleet Management) will establish a pilot program to determine the feasibility of 

replacing law enforcement vehicles used for administrative purposes with AFV‘s;

CAO (Fleet Management) will continue outreach to privately owned alternative fuel 

stations to gain access for DHS vehicles;

CAO will set mandatory targets for energy savings from retrofits and work with 

performance contractors and Energy Service Companies (ESCOs) to establish DHS 

retrofit performance rates to determine final department-wide percentage reduction; 

and

DHS will enhance current energy outreach and awareness activities (e.g., October is 

Energy Awareness Month) to include information about GHG impacts. Educating 

employees regarding the energy and GHG impacts of their daily activities and simple 

changes they can make, for example:

o Securing and turning off energy-consuming systems and equipment under 

their personal control when not in use, including lights, fans, personal 

computer equipment;

o Securing and turning off appropriate common systems and equipment such 

as lighting, coffee pots, kitchen appliances, and copiers, at the end of the 

workday;

o Switching off unnecessary lights and equipment;

o Photocopying only what is needed and using double-sided printing as much 

as possible;

o Where available, close blinds at appropriate times of the day to reduce 

energy loss through windows.

o Unplugging equipment that drains energy when not in use (e.g., cell phone 

chargers, coffee makers, and radios); and

o Using ENERGY STAR®products and ensuring that power-down features are 

activated.

Medium Term (FY2013-FY2017)

CSO will deploy energy efficient systems, equipment, and techniques into new 

security modernization, renovation, construction, and replacement projects;
DHS Strategic Sustainability Performance Plan

26

CAO (Fleet Management) will conduct a fleet analysis to identify right-sizing and 

alternative fuel opportunities;

CSO will establish and Implement new processes, measure effectiveness, make 

improvements and expand as possible;

DHS and Components will conduct benchmarking analysis to assess facility 

performance over time and to compare like facilities. The outcomes will be used to 

prioritize target projects and investments;

DHS and Components will evaluate renewable energy opportunities: DHS facilities 

have extensive land and rooftop area that can be used for land-intensive, alternative 

energy sources like solar, biofuels, geothermal, and wind – as the U.S. Coast Guard 

has already begun to demonstrate in its sustainability efforts. These installations can 

often be cost competitive and implemented with minimal upfront capital through 

lease arrangements on land or facilities already owned by DHS. The department 

should look for additional opportunities appropriate to local conditions such as 

availability of local natural resources, local utility rates, and other local factors. DHS 

should also periodically reevaluate opportunities as these technologies mature and 

the prices or trend downward;

DHS and Components will continue to implement the DHS retro-commissioning plan, 

targeting facilities in priority order. Retro-commission DHS facilities to ensure they 

are operating at the highest levels of efficiency currently possible; 

DHS and Components will continue to update and enhance energy awareness and 

education activities. Develop an awards program to recognize individuals, teams and 

projects that have advanced DHS goals;

CAO (Energy Management) will develop a plan for performance assessment and 

measurement of completed energy projects. The plan will include benchmarking and 

long-term measurement and verification (M&V) of cost, energy and GHG savings; 

CAO (Energy Management) will develop a plan for implementing preventative 

maintenance programs at appropriate facilities. The maintenance programs will 

focus on optimizing the efficiency of current systems. This program will incorporate 

the results of on-going building retro-commissioning. It will also include an approach 

for proving needed training to facility O&M staff: 

o Work with maintenance managers and key stakeholders to update and 

redefine, if necessary, specific maintenance procedures for the O&M staff 

targeted at improving the efficiency of operations; and

o Develop training for the operations staff in the principles and technologies 

applicable to their buildings or systems and integrate that training into existing 

courses.

CAO (Energy Management) will ensure that lighting retrofits typically are short 

payback investments. Accordingly, lighting upgrades have been and will continue to 

be a high priority investment for DHS. Similarly, proper lighting design offers 
DHS Strategic Sustainability Performance Plan

27

opportunity to improve the efficiency of new construction. DHS will continue to take 

advantage of high efficiency lighting technology such as:

o Spectrally enhanced lighting (SEL) - These lamps have a better CRI and 

color temperature, which translates to light that is perceived as being brighter 

and of better quality by the human eye. Energy savings are possible because 

enhanced lighting allows equal vision with lower lighting levels; 

o Explore opportunities to establish daylight as primary daytime lighting source 

to offset reliance on electrical lighting systems; and

o Light Emitting Diodes (LEDs) for both interior task lighting and exterior sight 

lighting. LEDs are a rapidly evolving technology. The most appropriate 

application for LEDs is parking lot and exterior lighting. LED sight lighting is a 

relatively new technology that has proven to be successful. Although the 

upfront investment will be greater than conventional technologies, operational 

savings often make the LED life cycle cost effective;

Long Term (FY2018-FY2021)

CSO will retrofit any remaining energy inefficient security systems, equipment, 

lighting, and infrastructure;

CSO will establish and Implement new processes, measure effectiveness, make 

improvements and expand as possible;

DHS and Components will implement renewable and clean energy options using 

land and facilities available to DHS;

Components will Identify sites for the construction of large-scale renewable energy 

facilities that will help the department accomplish its mission with a more reliable and 

secure energy supply;

CAO (Energy Manager) will put in place a plan to deploy regional energy managers 

focused on energy efficiency who can work with multiple components in their 

respective regions;

DHS and Components will direct their facilities to perform retro-commissioning to 

ensure they are operating at the highest levels of efficiency currently possible;

CFO will ensure that subject level 3 acquisitions capital and operating projects that 

affect energy use lifecycle cost assessments. This approach recognizes the full 

service life of buildings and building systems by assessing the long-term effects of 

renovations or operational changes. These assessments would ensure that federal 

dollars are spent wisely and energy savings are maximized; and

DHS and Components will conduct performance assessment and M&V of energy 

investments as defined in the DHS M&V plan. Document and incorporate into 

training best practices and lessons learned.

d. Positions - At the Department level there are no positions dedicated solely to the 

reduction of scope 1 and 2 GHG emissions. The Environmental Manager, Energy 
DHS Strategic Sustainability Performance Plan

28

Manager and Fleet Manager, in addition to their other tasks, will perform the tasks 

necessary to reduce scope 1 and 2 GHG emissions. Component level data on positions 

will be available later this year. The CAO has plans to hire additional personnel to 

support the environmental and energy programs.

e. Planning table - The planning table below has not been completed. Component data 

will be submitted later this year and will be used to estimate reductions during the out 

years.

Table 4: Scope 1 &2 GHG Target Planning Table

SCOPE 1&2 GHG TARGET 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)

%

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)

%

Fleet

Petroleum Use Reduction Targets

(Percent reduction from FY05 base 

year)

% 1% 2% 4% 6% 8% 10% 12% .... 16%

Planned Petroleum Use Reduction

(Percent reduction from FY05 base 

year)

%

Alternative Fuel Use in Fleet AFV 

Target

(Percent increase from FY05 base 

year)

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

Planned Alternative Fuel Use in 

Fleet AFV

(Percent increase from FY05 base 

year)

%

Other, as defined by agency ?

Scope 1 & 2 – Reduction Target 

(reduced from FY08 base year) % ? ? ? ? ? ? ? ? ?

f. Department status

Directive 025-01 Sustainable Practices for Environmental, Energy and Transportation 

Management established basic policy for reducing Scope 1 and 2 GHG emissions 

through the following programs:

Renewable energy purchase programs and programs for the development of 

renewable distributed generation energy projects at DHS facilities; 

Procurement programs to acquire low GHG, hybrid and alternative fuel vehicles;
DHS Strategic Sustainability Performance Plan

29

Programs to ensure that new construction and major renovation of Departmental 

buildings complies with the Guiding Principles for Federal Leadership in High 

Performance and Sustainable Buildings and when direct leasing or leasing through 

the General Services Administration, that DHS requests space that meets these 

principles;

Programs to ensure that the Department operates the vehicle fleet to reduce its total 

consumption of petroleum, increase the total fuel consumption of alternative fuels, 

and acquire hybrid electric vehicles or alternative fuel vehicles when hybrids are not 

practicable; and

Programs to ensure the Department buys EPEAT-registered electronic products, 

enables the EnergyStar® features on Department computers and monitors, 

establishes and implements policies to extend the useful life of its electronic 

equipment, and uses environmentally sound practices with respect to disposition of 

electronic equipment that has reached the end of its useful life.

The Department adopted an Energy Management Program that is very proactive and 

aggressive. It is guided by this DHS Master Energy Plan, which establishes program 

strategies and tactical actions for achieving substantial energy savings which will also 

reduce GHG emissions. The Master Energy Plan addresses energy sources, supply 

management, emerging technologies, and energy reliability and security.

In accordance with the CEQ guidance, DHS established a goal to reduce scope 1 and 2 

GHG emissions by 25% by the end of fiscal year 2020 against a FY 2008 baseline.

DHS implemented a number of initiatives that target the energy efficiency aspects of its 

facilities. The resultant effects of such measures include reductions in GHG emissions 

and cost-savings associated with lower energy usage. Examples of DHS energy 

intensity reduction initiatives are as follows:

Replacing old fluorescent light fixtures with new energy efficient fixtures;

Upgrading old heating, ventilation, and air conditioning (HVAC) controls;

Installing solar film on windows;

Replacing single pane windows with energy efficient windows;

Replacing old heat pumps with new energy efficient models;

Installing surge suppression/peak preventers on buildings‘ Energy Management 

Control System and electrical systems;

Replacing old exit lights with LED exit lights; and

Addition/replacement of insulation in building walls, ceilings, and roofs. 

Additionally, DHS employs Energy Savings Performance Contracts (ESPCs) as a means 

for implementing alternative energy and energy efficiency projects across Components. 
DHS Strategic Sustainability Performance Plan

30

ESPCs serve as a means for DHS to integrate energy-savings technologies and 

infrastructure in a cost-effective and efficient manner. 

2. GOAL 2: Scope 3 Greenhouse Gas Reduction

Goal Performance Review:

a. Goal description 

OMB determined the following categories will be included in the initial scope 3 GHG 

emission reduction targets:

Category 1 - Transmission and distribution (T&D) losses from purchased energy to 

include;

o Purchased electricity T&D losses;

o Purchased steam T&D losses; and

o Purchased chilled water T&D losses.

Category 2 - Federal employee travel to include;

o Business air travel;

o Business ground travel; and

o Federal employee commuting

Category 3 - Contracted waste disposal to include:

o Contracted solid waste disposal; and

o Contracted wastewater treatment

As required, DHS will establish a reduction target for each scope 3 category and an overall 

single goal that encompasses all three categories. The Department is currently using the 

CEQ approved calculation tool to estimate the DHS scope 3 reduction targets. This target is 

due to OMB on June 2, 2010, the same date as the Sustainability Plan. The reduction goal 

is not yet available for inclusion in this version of the Sustainability Plan. Components are 

also developing their own scope 3 emission reduction targets using the same CEQ tool. 

Employee surveys will be conducted. CHCO will be the lead with support from CIO. 

Business travel calculations may be retrieved using a GSA product. 

b. Department lead for goal

The SSO, as the designated Department lead, will direct the activities of the Sustainability 

Council for target development, implementation and oversight. 

The Sustainability Council will:

Identify and prioritize implementation methods;

Identify and prioritize opportunities to reduce GHG emissions;
DHS Strategic Sustainability Performance Plan

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Assess the Department‘s progress; and

Engage other functional leaders, as necessary;

The Sustainability Work Group will:

Review GHG emissions targets and other sustainability goals, and provide 

recommendations;

Coordinate with CXO Committees, as necessary, to involve necessary experts, avoid 

duplication of effort, and communicate issues; and

Lead discussions to seek consensus decisions on issues and recommendations;

The CXO and their Committees will:

Coordinate activities with Committee members and evaluate progress;

Communicate and coordinate with program managers to ensure rapid collection and 

dissemination of information; and

Identify and implement projects.

The CAO will:

Collect data for updating the SSPP; and

Prepare reports and metrics.

c. Implementation methods

Below is a list of implementation methods for each category of scope 3 GHG reduction goal:

Transmission and distribution losses:

DHS will calculate transmission and distribution losses in accordance with Federal guidance 

for addressing these emissions. The process for developing these estimates and the 

accuracy of the results will evolve over time. Transmission and distribution losses are 

dependent on a variety of local issues, such as the type of fuel used (e.g., coal, nuclear, 

natural gas) and the efficiency of the generating station. Currently, DHS energy 

consumption data are available only at the aggregated component level. Accordingly, 

transmission and distribution losses will be evaluated at this level. Moving forward, as DHS 

successfully implements advanced metering and data collection infrastructure, it will be 

possible to estimate these losses and associated emissions at a lower, more accurate level 

of detail. DHS will reduce transmission and distribution losses by implementing the following 

short, medium, and long term initiatives.
DHS Strategic Sustainability Performance Plan

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Short Term (FY2010-FY2012)

DHS and Components will implement energy conservation and efficiency measures 

that reduce the amount of electricity required from the grid;

CSO will identify local sources that provide CSO-needed products and can be 

routinely utilized in a manner consistent with laws and procurement rules. Identify 

security work and services that are routinely obtained from external providers and 

determine which could be locally provided or accomplished in-house by CSO staff 

with the right skill-sets; and

DHS and Components will meet as much of that demand as possible through on-site 

generation, such as:

o Renewable energy sources, including solar, wind and biomass;

o Alternative energy sources, such as combine heat and power, which may use 

conventional fuels (i.e., natural gas), but which are extremely efficient; and

Medium Term (FY2013-FY2017)

DHS and Components will Identify and evaluate life-cycle cost effective investments 

in on-site renewable generation. When implemented, these projects will increase 

DHS renewable compliance (on-site generation counts double toward Federal goals) 

and reduce grid purchased energy and associated losses and emissions;

DHS and Components will employ Smart-grid technologies to reduce need to 

transport energy long distances;

DHS and Components will develop a plan to improve transmission and distribution 

loss estimated based on improved available data;

DHS and Components will evaluate use of combined heat & power technologies 

(e.g., distributed energy resources (DER) and combined heat and power (CHP) 

systems) available to help Federal agencies meet increased demand, reduce peak 

operating costs, and increase system-wide reliability. These technologies can 

increase the efficiency of the transmission system and have the potential for energy 

saving through transmission and distribution loss reduction; and

CSO will establish CSO protocols for locally obtained goods and for providing own 

work or services or contracting for same locally.

Long Term (FY2018-FY2021)

DHS and Components will identify and execute projects and initiatives to improve 

transmission and distribution losses; and

CSO will implement CSO protocols for locally obtained goods, and for providing own 

work or services or contracting for same locally.
DHS Strategic Sustainability Performance Plan

33

 Business Travel:

DHS intends to calculate emissions from airline and rental business travel by using the GSA

Travel Management Information System. Going forward, DHS will reduce and manage 

business travel by adopting technology to eliminate the need for travel and minimizing the 

impact of essential travel. Business travel will be reduced through enhanced use of 

technology such as teleconferencing, video conferencing, web-based meetings and webconferences. DHS will evaluate available tools (e.g., software and hardware) that make 

these virtual meetings more effective and easier to execute. Examples may include update 

videoconference equipment or providing webcams to more employees. 

DHS will review travel approval processes to ensure that only essential travel is requested 

and approved. When travel is essential, DHS can implement policies to minimize the GHG 

impact of that travel. 

DHS will reduce and manage business travel by implementing the following short, medium, 

and long term initiatives.

Short Term (FY2010-FY2012)

Each CXO and Component will review travel approval processes to ensure that only 

essential travel is requested and approved. When travel is essential, DHS can 

implement policies to minimize the GHG impact of that travel; and

DHS and Components will develop policy and guidance that specifies preferences

for lower intensity methods of travel, and work with vendors to make these options 

more affordable (e.g., rail travel instead of airline travel).

Medium Term (FY2013-FY2017)

DHS and Components will develop policy and guidance that specifies:

o Coordinating multiple trips in a manner that allows multiple topics to be covered 

in one visit or for visits to multiple sites within one geographic area to be visited 

within a single trip;

o When traveling, encourages employees to use mass transit, van services (e.g., 

airport shuttle) and car pooling to the extent possible;

o Seek opportunities to work with vendors and encourage use of lower carbon, 

alternative fuels. For example, as jet fuel alternatives are developed and put into 

use, specify preference for airlines that use these fuels; and

o Investigates further use of videoconferencing; lower carbon-emitting methods of 

travel.

Long Term (FY2018-FY2021)

CAO (Environmental Management) will develop strategies and plans for continued 

GSA service through Travel Management Information Service when the system 

begins charging for service.
DHS Strategic Sustainability Performance Plan

34

Contracted solid waste:

DHS and Components will ensure that facilities will work with their solid waste vendors to 

identify opportunities to reduce the GHG impacts of these operations. In future contracts, 

DHS will include specifications for mitigating these impacts. DHS also realizes that the best 

way to reduce emissions from solid waste contractors is to internally minimize the amount of 

waste generated. This will be achieved through: 

Short Term (FY2010-FY2012)

DHS and Components increasing recycling/composting programs, both on-site and 

by vendors; and

Ensuring DHS and Components reducing solid waste generation by implementing a 

sustainable purchasing program.

Medium Term (FY2013-FY2017)

DHS and Components ensure facilities optimizing collection systems and processes 

to reduce vehicle traffic.

Long Term (FY2018-FY2021)

DHS and Components ensure facilities work with solid waste contractors to install 

landfill gas capture systems at landfills operated by contractors and seek 

opportunities to use the captured landfill gas for energy generation.

Employee commuting:

DHS and Components will establish programs to encourage the use of alternative means of 

commuting to work rather than single car drivers. The program will include incentives for 

using public mass transit, car pooling, bicycling and teleworking. This will be achieved 

through:

Short Term (FY2010-FY2012)

CHCO with assistance from CAO will establish processes for conducting employee 

commuter survey data; 

SSO will direct investigations to further incentivize employee use of teleworking, 

mass transit, bicycling, and walking, while locating facilities to reduce their 

transportation impacts; and

DHS will ensure new construction and major renovation project include locating

secure storage for bicycles inside buildings and install proper facilities to support 

commuting via bicycle, where needed, feasible, and cost-effective. 

Medium Term (FY2013-FY2017)
DHS Strategic Sustainability Performance Plan

35

SSO will direct the investigations to develop and implement live where you work 

programs in conjunction with telework, to encourage DHS employees to live in 

communities and neighborhoods surrounding DHS work sites. Provide incentives for 

employees to move into surrounding communities from which it is close enough to 

walk or take public transit to work. 

Long Term (FY2018-FY2021)

DHS and Components will establish policy and guidance to site or locate facilities:

o In areas where Vehicle Miles Traveled (VMT) correlates inversely to 

residential density; the greater the density, the fewer miles traveled

Neighborhood structure and mix of uses are also contributing factors. To limit 

individual automobile commuting, the majority of DHS facilities—except those 

limited by strategic and security concerns, such as border stations—should 

be located near transit stops in more urban areas of America‘s low VMT 

cities; current and future DHS facilities are located near transit stops in more 

urban areas of America‘s low VMT cities;

o Where they are an integrated part of the community, where possible and 

achieving this objective will not inhibit DHS‘ security mission;

o Within existing communities and neighborhoods of low VMT cities, where 

possible and achieving this objective will not inhibit DHS‘ security mission;

and

o In existing communities that would provide porous and activated facades 

along sidewalks that welcomes pedestrian traffic, where possible and 

achieving this objective will not inhibit DHS‘ security mission.

Wastewater Treatment:

The CEQ guidance for calculating the wastewater treatment goal uses the total number of 

Federal employees located in facilities that utilize off-site wastewater treatment. DHS and 

Component will strive to reduce wastewater discharges through water reduction strategies 

listed under goal 6 of the Sustainability Plan. 

d. Positions - At the Department level there are no positions dedicated solely to the 

reduction of scope 3 GHG emissions. The Environmental Manager and Energy Manager

with support from other CXOs, in addition to their other tasks, will perform the tasks 

necessary to reduce scope 3 GHG emissions. Component level data on positions will be 

available later this year. 

e. Planning table – The planning table below has not been completed. Component data 

will be submitted later this year and will be used to estimate reductions during the out years.
DHS Strategic Sustainability Performance Plan

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Table 5: Scope 3 GHG Target Planning Table

SCOPE 3 GHG TARGET Units FY 10 FY 11 FY 12 FY 13 FY 14 .... FY 20

Overall Agency Scope 3 Reduction 

Target (reduced from FY08 base year) % ? ? ? ? ? ?

Sub-Target for Federal Employee 

Travel % ? ? ? ? ? .... ?

Sub-Target for Contracted Waste 

Disposal % ? ? ? ? ? .... ?

Sub-Target for Transmission and 

Distribution Losses from Purchased 

Energy 

% ? ? ? ? ? .... ?

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

f. Department status

Directive 025-01 Sustainable Practices for Environmental, Energy and Transportation 

Management established policy for reducing Scope 3 GHG emissions through the following 

programs:

Procurement programs to purchase bio-based, environmentally preferable, and 

recycled-content products and paper (at least 30 percent post-consumer fiber 

content) programs; and

Programs to ensure that the Department reduces the quantity of toxic and hazardous 

chemicals and materials acquired, used, or disposed, increases the diversion of solid 

waste as appropriate, and maintains cost-effective waste prevention and recycling 

programs at its facilities.

The Department operates an active transit subsidy program that encourages employees to 

commute to work by means other than single driver automobiles. In FY 2009, DHS spent 

$2,018,481 on transit subsidies. 

3. GOAL 3: Develop and Maintain Department Comprehensive Greenhouse Gas 

Inventory

Goal Performance Review:

a. Define the Department targets for each goal

DHS will develop and maintain an inventory of GHG emissions across all three scopes in 

accordance with OMB requirements. DHS will report GHG emissions data to CEQ Chair 

and OMB Director by January 31, 2011 for their FY 2008 base year and FY 2010 

activities, and by January 31 annually thereafter for the preceding fiscal year. OMB has 

indicated that in the future, additional categories may be added to the inventory requiring 

DHS to update its inventory.

b. Department lead for goal 

The SSO, as the designated Department lead, will direct the activities of the 

Sustainability Council for developing and maintaining a comprehensive GHG inventory.
DHS Strategic Sustainability Performance Plan

37

The Sustainability Council will provide a framework for development and evaluation of 

management strategies for reduction of GHG emissions and develop a long-term plan to 

manage the inventory process going forward.

The CAO will coordinate data and information across the Department and prepare the 

inventory data for submittal to OMB including annual updates.

c. Implementation methods

DHS will accurately and consistently quantify and account for GHG emissions from all 

scope 1, 2, and 3 sources, using OMB accepted GHG accounting and reporting 

principles. Components will provide the data to DHS for roll-up to a Department 

inventory. It is anticipated that the inventory conducted in FY 2009 will provide 

opportunities for updating rather than reinvention. In instances where the OMB 

accepted accounting and reporting is not feasible, DHS will provide the information using 

alternative means and fully describe the process to OMB. 

d. Positions - At the Department level there are no positions dedicated solely to the 

completing and updating the GHG emission inventory. The Environmental Manager, 

Energy Manager, Fleet Manager and Real Property, in addition to their other tasks, will 

perform the tasks to complete and update the inventory. Component level data on 

positions will be available later this year. 

e. Planning table – The template did not provide a planning table for this goal. 

f. Department status – In FY 2009, DHS conducted an initial FY 2008 baseline GHG 

inventory for Scope 1 and 2 emissions. This inventory was conducted before the 

issuance of Executive Order 13514 and did not fully capture the requirements in the 

Executive Order or CEQ guidance. 

4. GOAL 4: High-Performance Sustainable Design/Green Buildings

Goal Performance Review:

a. Goal description – The following are the goals for high-performance sustainable 

design and green buildings: 

Beginning in FY 2020, all new construction shall be designed to achieve zero-net energy 

by FY 2030;

All new construction, major renovation or repair and alteration of federal buildings 

shall comply with, ―Guiding Principles for Federal Leadership in High Performance 

and Sustainable Buildings, December 1, 2008 (Guiding Principles)‖;

DHS must demonstrate annual progress toward 100 percent conformance with 

incorporating the Guiding Principles into at least 15% of entire building inventory by 

2015;

New construction designs shall be at least 30% more energy efficient than the 

applicable standard;
DHS Strategic Sustainability Performance Plan

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DHS must employ the use of cost-effective, innovative building strategies to minimize 

energy, water and materials consumption;

DHS will manage existing building systems to reduce energy, water and materials 

consumption in a manner that achieves a net reduction in Department deferred 

maintenance costs;

DHS will optimize performance of the Department‘s real property portfolio – examine 

opportunities to decrease environmental impact through consolidation, reuse and 

disposal of existing assets prior to adding new assets; and

DHS will ensure use of best practices and technology in rehabilitation of historic DHS 

properties. 

b. Department lead for goal – The SSO, as the designated Department lead, will 

direct the activities of the Sustainability Council for target development, implementation 

and oversight. The CAO has the primary responsibility for developing the policy, 

guidance and tools for policy, guidance, metrics, tracking and reporting.

c. Implementation methods

CAO (Real Property) will ensure that policy and procedures exist to incorporate 

sustainability-related issues into lease agreements and occupancy agreements to 

enable faster dissemination and implementation of the EO and other sustainability 

initiatives. 

CAO will develop an inventory of land and rooftop areas that can be used for landintensive, alternative energy sources like solar, biofuels, geothermal, and wind – as the 

U.S. Coast Guard has already begun to demonstrate in its sustainability efforts. These 

installations can often be cost competitive and implemented with minimal upfront capital 

through lease arrangements on land or facilities already owned by DHS. 

CAO will look for additional opportunities appropriate to local conditions such as 

availability of local natural resources, local utility rates, and other local factors. CAO will 

also periodically reevaluate opportunities as the price for these technologies trend 

downward.

CAO (Real Property) leads an initiative to consolidate and co-locate real property across 

the Department. This initiative enables consolidating or co-locating Department and 

Component offices or functions into one facility rather than separate facilities. Moving 

forward with this initiative should result in decreasing the overall footprint of the 

Department‘s real property, gain efficiencies through shared facility resources and 

reduce greenhouse gas emissions. The Asset Management Plan contains details of this 

initiative. 

Appendix 3 contains a list of sustainable building practices that help achieve the 

requirements of these goals. DHS and Components will ensure these practices are 

incorporated into guidance documents.

The following are tasks necessary to achieve success in achieving this goal:
DHS Strategic Sustainability Performance Plan

39

Short Term (FY2010-FY2012)

CFO will ensure that level 1 and 2 acquisitions capital and operating projects that affect 

energy or water usage are subject to lifecycle cost assessments;

CAO (Energy Management) will establish processes for evaluating opportunities to 

implement renewable and clean energy opportunities using land and facilities available 

to DHS;

CAO (Energy Management) will develop a department-wide goal of a specific 

percentage of energy consumption that must come from renewable energy; 

CAO (Environmental Management) will develop a sustainable practice guidance manual 

that will include Sustainability requirements and recommendations;

CAO (Environmental Management) will develop policy and guidance that new 

construction and major renovation be designed to at least the USGBC LEED® Silver 

Standard; 

CAO (Environmental Management and Real Property) and Components will develop 

specific percentage targets to measure compliance with the 15 percent goal; 

CAO (Real Property) and Components will update the planning table for this goal; and

CAO (Asset Logistics Management) will develop a Design and Construction Guidance 

Manual that will include sustainability requirements and recommendations.

Medium Term (FY2013-FY2017)

CAO will develop a plan for performance assessment and measurement that includes a 

plan for benchmarking, long-term monitoring, and verification of savings;

CAO will establish & implement criteria to prioritize buildings for retrofit, replacement, or 

consolidation; 

CAO (Energy Management) will establish a process to ensure that retro-commission 

DHS facilities are operating at the highest levels of efficiency currently possible;

CAO will develop guidance and policy for employees engaged in facility maintenance, 

design, construction, and property management to complete recognized LEED®training 

courses and determine if Senior employees within these career fields should achieve 

some level of LEED® Accredited Professionals (LEED® AP);

CAO (Real Property) will work with GSA to develop standardized leasing requirements 

that incorporate the elements of sustainability, and provide status updates on metrics to 

DHS; and

The CAO will develop a system for reporting individual project progress toward 

addressing the Guiding Principles in the following building life cycle stages: 
DHS Strategic Sustainability Performance Plan

40

This system will specify how progress to the goal of 15 percent compliant buildings will 

be tracked and assign roles, responsibilities, and authorities:

o Siting;

o Design;

o Construction;

o Operations & maintenance;

o Renovation; and

o End-of-life.

Long Term (FY2018-FY2021)

DHS and Components will identify sites for the construction of large-scale renewable 

energy facilities that will help the department accomplish its mission with a more reliable 

and secure energy supply;

CFO will establish processes to ensure that level 3 acquisitions capital and operating 

projects that affect energy or water usage are subject to lifecycle cost assessments; 

CSO will integrate and balance sustainable design issues with Force Protection measure 

necessary to protect our facilities and infrastructure; and

SSO will strive to ensure that sustainability will be incorporated into the interagency 

security standards guidance to ensure appropriate measures to secure federal facilities

rather than treating this as a separate program.

d. Positions - At the Department level there are no positions dedicated solely to 

sustainable buildings. The Environmental Manager, Energy Manager, and Real 

Property, in addition to their other tasks, manage the initiatives and requirements for 

sustainable buildings. Component level data on positions will be available later this 

year. 

e. Planning table – The planning table below has not been completed. Component 

data will be submitted later this year and will be used to estimate reductions during the 

out years.

Table 6: Sustainable High Performance Buildings Planning Table

SUSTAINABLE HIGH 

PERFORMANCE BUILDINGS

(Buildings Meeting Guiding 

Principles)

Units FY 10 FY 11 FY 12 FY 13 FY 14 FY 15

Owned Facilities Targets % ? ? ? ? ? ?

Leased Facilities Targets % ? ? ? ? ? ?

Total Facility Targets % ? ? ? ? ? 15%

Other, as defined by agency ? ? ? ? ? ? ?

f. Department status
DHS Strategic Sustainability Performance Plan

41

Directive 025-01 Sustainable Practices for Environmental, Energy and Transportation 

Management established policy that new construction, major renovation and leases 

comply with the Guiding Principles for Federal Leadership in High Performance and 

Sustainable Buildings and when direct leasing or leasing through the General Services 

Administration, that DHS requests space that meets these principles. Quarterly 

scorecards track individual Component progress towards achieving the goals and 

ensuring that 15 percent of existing buildings be sustainable by 2015. 

DHS had developed and initiated a Sustainable Buildings Plan under EO 13423. All of 

the tasks were completed except building a system to track and report status, update of 

the Sustainability Directive with EO 13514 and development of Component specific 

goals. These tasks have been moved from the plan into the Sustainability Plan and the 

Sustainable Buildings Plan is rescinded.

The CAO Real Property AMP was modified to include sustainable building practices. A 

building condition assessment tool is in development that includes grading a facility on 

compliance with sustainable practices (guiding principles).

5. GOAL 5: Regional and Local Planning

Goal Performance Review:

a. Goal description – The following are the goals for regional and local planning:

Incorporate participation in regional transportation planning (recognition and use of 

existing community transportation infrastructure) into existing policy and guidance; 

Align Department policies to increase effectiveness of local energy planning; 

Incorporate sustainable building location into policy and planning for new Federal 

facilities and leases;

Update policy and guidance to ensure that all Environmental Impact Statements and 

Environmental Assessments required under the NEPA for proposed new or 

expanded Federal facilities identify and analyze impacts associated with energy 

usage and alternative energy sources; and

Update its 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. Department lead for goal – The SSO, as the designated Department lead, will 

direct the activities of the Sustainability Council for target development, implementation 

and oversight. The CAO has primary responsibility for developing the policy, guidance 

and tools for policy, guidance, metrics, tracking and reporting.

c. Implementation methods – The following are the implementation methods and 

tasks necessary to achieve the regional and local planning goals: 

Short Term (FY2010-FY2012)
DHS Strategic Sustainability Performance Plan

42

CHCO working with CAO will examine and implement cost effective programs to 

incentivize employee use of teleworking, mass transit, bicycling, and walking, while 

locating facilities to reduce their transportation impacts. Vehicle Miles Travelled 

(VMT) correlates inversely to residential density; the greater the density, the fewer 

miles traveled. Neighborhood structure and mix of uses are also contributing factors. 

To limit individual automobile commuting, the majority of DHS facilities—except 

those limited by strategic and security concerns, such as border stations—should be 

located near transit stops in more urban areas of America‘s low VMT cities; 

CAO will ensure that EO 13514 siting recommendations issued by OMB are adopted 

into DHS policy and guidance.

CAO will ensure that DHS policy and guidance include the following: 

o Locating secure storage for bicycles inside buildings and install proper 

facilities to support commuting via bicycle, where needed, feasible, and costeffective;

o Locating facilities near transit stops;

o Ensuing facilities are an integrated part of the community, where possible and 

achieving this objective will not inhibit DHS‘ security mission;

o Locating offices and facilities within existing communities and neighborhoods 

of low VMT cities, where possible and achieving this objective will not inhibit 

DHS‘ security mission; 

o Designing buildings in existing communities that would provide porous and 

activated facades along sidewalks that welcomes pedestrian traffic, where 

possible and achieving this objective will not inhibit DHS‘ security mission; 

and

o Building location and design uses a matrix similar to the one below to 

evaluate site choices.

More Sustainable Less Sustainable

In a low-VMT city In a high-VMT city

In an existing neighborhood In a planned neighborhood or subdivision

In a dense urban neighborhood In a low density, suburban or rural neighborhood

Well served by transit Badly served by transit

In a historic building In a more recent building

In a pre-existing building In a new building

In a building with friendly open edges In a building with unfriendly closed edges

With Bicycle Storage Without bicycle storage

Medium Term (FY2013-FY2017)

CHCO will investigate ―live where you work‖ programs in conjunction with telework, 

to encourage DHS employees to live in communities and neighborhoods surrounding 

DHS work sites. Provide incentives for employees to move into surrounding 

communities from which it is close enough to walk or take public transit to work.

Long Term (FY2018-FY2021)

DHS will encourage its Components to consider the acquisition and use of historic 

buildings in central business districts. Additionally, Components will consider the use 
DHS Strategic Sustainability Performance Plan

43

of both developed and undeveloped sites within historic districts if historic property 

within the central business district is not available.

d. Positions - At the Department level there are no positions dedicated solely to 

regional and local planning. The Environmental Planning and Historic Preservation 

Manager and Real Property, in addition to their other tasks, manage the initiatives and 

requirements for regional and local planning. Component level data on positions will be 

available later this year. 

e. Planning table – The planning table below has not been completed. Component 

data will be submitted later this year and will be used to estimate reductions during the 

out years.

Table 8: Regional and Local Planning Table

REGIONAL AND LOCAL PLANNING Units FY 10 FY 11 FY 12 FY 13 .... FY 20

Other, as defined by agency ?

f. Department status –

DHS participated in E.O 13514 Siting Work Group meetings assisted in developing draft 

siting recommendations for OMB review. This draft document was forwarded to OMB 

and CEQ for review and issuance. DHS also participates in a Chesapeake Bay 

Committee and work group to oversee the development and coordination of programs 

and activities, including data management and reporting for the protection and 

restoration of the Chesapeake Bay. This Committee manages the development and 

implementation of strategies and program plans for the watershed and ecosystem of the 

Bay. 

6. GOAL 6: Improve Water Use Efficiency and Management

Goal Performance Review:

a. Goal description – The following are the goals for improving water use efficiency 

and management:

Reduce potable water use intensity by at least 26 percent by FY 2020;

Reduce non-potable water use (industrial, landscaping, agricultural) by at least 20

percent by FY 2020; 

Identify and implement water reuse strategies; and

Achieve objectives established by EPA in Technical Guidance on Implementing the 

Stormwater Runoff Requirements for Federal Projects under Section 438 of EISA, 

December 2009.

b. Department lead for goal – The SSO, as the designated Department lead, will 

direct the activities of the Sustainability Council for target development, implementation, 

and oversight. The CAO has primary lead for achieving this goal.
DHS Strategic Sustainability Performance Plan

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c. Implementation methods – The following are the implementation methods and 

tasks necessary to achieve the regional and local planning goals:

Short Term (FY2010-FY2012)

CAO (Energy Manager) will refine the existing water efficiency program to achieve 

the goals of EOs 13514 and 13423;

CAO (Energy Manager) will ensure policy and guidance address the following:

o Using cost-neutral retrofits involving low-flow and waterless fixtures;

o Where appropriate, developing a plan to incrementally move away from using 

potable water in toilets, cooling, and irrigation; 

o Implementing strategies for capture and storage of rainwater for irrigation, 

toilet flushing, vehicle washing, laundry and other non-potable uses; and

o Investigating and implementing strategies for onsite water reclamation. 

Medium Term (FY2013-FY2017)

DHS will ensure that sites with footprints exceeding 5,000 square feet follow the EPA 

EISA Section 438 guidance on stormwater runoff management; and

CAO (Environmental Management and Real Property) will develop a Sustainable 

Sites guide. 

Long Term (FY2018-FY2021)

DHS will use composting toilets and graywater systems - on-site system that 

converts toilet waste into useful end-products for agriculture. 

DHS will identify and evaluate innovative and sustainable methods to provide potable 

water following disasters in an effort to improve mission-critical resiliency. 

DHS will move toward decentralized, low-energy wastewater treatment systems, 

such as ―living-machine‖ treatment systems that rely on gravity and horticultural 

engineering; and 

CAO will develop policy and guidance for diverting rainwater from entering sewage 

treatment systems through: 

o Dispersed rainwater catchment systems (producing new supplies of water 

for irrigation, gray-water systems, etc); 

o Green roofs in urban areas where there are limited opportunities for 

rainwater filtration; and

o Urban forestation in DHS projects (to absorb storm water and reduce 

urban heat island effects characterized by spikes on peak-load due to 

increased air conditioning). 

d. Positions - At the Department level there are no positions dedicated solely to 

improving water use efficiency and management. The Environmental Manager, Energy 
DHS Strategic Sustainability Performance Plan

45

Manager, and Real Property, in addition to their other tasks, manage the initiatives and 

requirements for this goal. Component level data on positions will be available later this 

year. 

e. Planning table – The planning table below has not been completed. Component 

data will be submitted later this year and will be used to estimate reductions during the 

out years.

Table 9 Water Use Efficiency and Management Planning Table

WATER USE EFFICIENCY & MGMT 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) %

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) %

Other, as defined by agency ?

f. Department status – Directive 025-01 Sustainable Practices for Environmental, 

Energy and Transportation Management established policy to reduce water consumption 

intensity and purchase water efficient products and services. Component compliance is 

tracked quarterly through DHS internal scorecards. 

7. GOAL 7: Pollution Prevention and Waste Elimination

Goal Performance Review:

a. Goal description – The following are the goals for improving water use efficiency 

and management:

Increase source reduction of pollutants and waste;

Divert at least 50 percent non-hazardous solid waste by FY 2015, excluding 

construction and demolition (C&D) debris;

Divert at least 50 percent C&D materials and debris by FY 2015;

Reduce printing paper use;

Increase use of uncoated printing and writing paper containing at least 30 percent

postconsumer fiber;
DHS Strategic Sustainability Performance Plan

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Reduce and minimize the acquisition, use, and disposal of hazardous chemicals and 

materials and products that require hazardous waste disposal, such as leadstabilized electrical wire and cable;

Increase diversion of compostable and organic materials from the waste stream;

Implement integrated pest management and landscape management practices to 

reduce and eliminate the use of toxic and hazardous chemicals and materials;

Increase the use of less toxic or hazardous chemicals and processes;

Implementing a Hazardous Material Pharmacy program to reduce the quantities of 

hazardous materials purchased, used, and disposed; and

Report in accordance with Sections (301-313) of the Emergency Planning and 

Community Right-to-Know Act (EPCRA) of 1986.

b. Department lead for goal – The SSO, as the designated Department lead, will 

direct the activities of the Sustainability Council for target development, implementation 

and oversight. CAO and CPO share primary responsibility for achieving these goals. 

c. Implementation methods – The following are the implementation methods to 

achieve Pollution Prevention and Waste Elimination goals:

Solid Waste Management:

―Solid waste‖ for the purpose of this goal refers to municipal solid waste (MSW) 

(including landscape waste and food waste) and C&D debris. Universal waste items 

(lead-acid batteries, fluorescent lamps, etc.), ―special‖ non-hazardous wastes (scrubber 

and wastewater treatment sludge, etc.), or hazardous wastes are not included. Below 

are implementing methodologies to be studied and, if cost-effective, implemented within 

DHS to achieve required goals:

Divert at least 50 percent of non-hazardous solid waste by FY 2015, excluding C&D 

debris:

o Conduct waste audits of facilities to gather comprehensive data on local 

markets and recycling collection companies;

o Establish effective office waste recycling programs that include not only highgrade paper and corrugated cardboard but other items including beverage 

containers, compostable cafeteria wastes, newspapers, dry cell batteries, 

toner cartridges, used furniture, and e-waste (e-waste management is 

discussed under Goal 9); and

o Execute long-term contracts with waste collection contractors to ensure best 

possible revenue from recyclable sales (or alternatively place the majority of 

market-related risks with the contractor).

Divert at least 50 percent of C&D materials and debris by FY 2015:
DHS Strategic Sustainability Performance Plan

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o Require that construction and demolition contractors develop a project waste 

management plan, and place recycling container(s) on site for duration of the 

project;

o Use just-in-time methods to reduce excessive construction-related debris;

o Ensure that demolition is performed in a manner that allows debris to be 

readily recycled (e.g., wrecking ball rather than explosives, shear 

attachments to separate scrap metal from other debris);

o Where possible, use crushed brick and concrete rubble as fill material on the 

project site; and 

o Where feasible, permissible, and cost-effective, decontaminate debris on site 

rather than directly dispose of it at off-site facilities.

Increase diversion of compostable and organic materials from the waste stream:

o Use a three-bin collection system at the point of generation, to ensure 

organics are not mixed with other MSW; and

o For facilities that generate small amounts of organic waste, evaluate benefits, 

limitations, and costs of on-site composting; if composting on site, take all 

necessary steps to control odor.

Pollution Prevention

Pollution prevention is reducing or eliminating waste at the source by modifying 

production processes, promoting the use of non-toxic or less-toxic substances, 

implementing conservation techniques, and re-using materials rather than putting them 

into the waste stream. The Pollution Prevention Act declared a national policy that 

pollution should be prevented or reduced at the source whenever feasible; pollution that 

cannot be prevented should be recycled in an environmentally safe manner, whenever 

feasible; pollution that cannot be prevented or recycled should be treated in an 

environmentally safe manner whenever feasible; and disposal or other release into the 

environment should be employed only as a last resort and should be conducted in an 

environmentally safe manner. Pollution prevention strategies generally consist of one of 

the following actions: equipment or technology modifications; process or procedure 

modifications; reformulation or redesign of products; substitution of raw materials; and/or 

improvements in housekeeping, maintenance, training, or inventory controls. Some 

specific actions that can be studied and, if cost-effective, implemented within DHS are:

Increase source reduction of pollutants and waste by:

o Exploring technologies and processes that potentially could (1) reduce 

quantity of decontamination rinse water, (2) reduce temperature of heated 

decontamination water to conserve energy, and/or (3) reduce quantity of 

infectious waste requiring disposal (e.g., autoclave infectious solid waste on 

site). Any measures selected must comply with applicable safety, health, and 

environmental protection laws and regulations; and

o Where feasible, minimizing the use of toxic or hazardous solvents and 

cleanup chemicals in laboratory operations.

Reduce printing paper use by:

o Setting all printers and copiers to produce double-sided copies by default;
DHS Strategic Sustainability Performance Plan

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o Purchasing digital magazine subscriptions and route them via e-mail; and

o Establishing web sites for employee discussion forums and Department 

policies; discourage production of hard copy memos.

Improve integrated pest management and landscape management practices to 

reduce and eliminate the use of acceptable alternative chemicals and processes by:

o Using traps and physical barriers to prevent contact between pests and 

plantings;

o Leaving mowed grass clippings on lawn areas (provided odor is not 

objectionable) and use recycled wood chips or compost for mulch;

o Evaluating potential use of organic and non-toxic soil amendments and/or 

pesticides; and

o Where appropriate, using natural vegetation and xeriscaping rather than turf 

grass and non-native trees or shrubs.

Increasing use of uncoated printing and writing paper containing at least 30 percent 

post-consumer fiber; and

Decreasing the use of chemicals to assist in achieving FY 2020 GHG reduction 

targets:

o Specific all new chillers and refrigeration units to be non-CFC and non-HCFC;

o Convert existing units to non-CFC and non-HCFC where practicable; and

o Prevent fugitive emissions and manage CFCs purged from older units in 

accordance with Clean Air Act requirements.

The following are the implementation methods to achieve Pollution Prevention and 

Waste Elimination goals:

Short Term (FY2010-FY2012)

SSO will direct investigating the feasibility of establishing an incentive program to 

encourage waste minimization and P2 ideas from employees;

All CXOs will identify those functions suitable for automation and paper reduction, 

and determine new more efficient methods of performing;

All CXOs will increase automation and paperless processes in security 

administration functions that are currently done manually thus reducing 

energy/resource requirements and waste;

CAO (Environmental Management) will establish policy and guidance for conducting 

pollution prevention and waste audits at priority facilities to include assessment of 

waste generation and disposal; waste streams; waste stream composition; source 

reduction opportunities; effectiveness of current recycling programs; and 

implemented waste diversion technologies;

CAO (Environmental Management) will ensure that policy and guidance addresses:
DHS Strategic Sustainability Performance Plan

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o Establishing a pilot programs for collecting and composting organic wastes; 

o Creating a system or process for tracking key program metrics.

o Implementing hazardous materials pharmacies;

o Developing pollution prevention and Waste Management Strategic Plan 

focusing on source reduction, recycling, and (where absolutely necessary) 

disposal or diversion; and

o Identifying and evaluating ways to use operations and purchasing, where 

possible, to contribute to chemical security by promoting a transition to the 

purchasing and use of safer chemicals.

CSO will deconstruct/recycle salvageable security systems and equipment rather 

than disposing of and purchasing new;

CSO will develop routine procedures and processes to identify and reclaim systems, 

equipment, parts, and materials for the purposes of deconstruct/recycle salvageable 

security systems and equipment rather than disposing of and purchasing new: and

CPO will develop contract language that specifies that all vendors reduce the amount 

of packaging waste, including substitution of reusable shipping containers for 

disposable packaging.

Medium Term (FY2013-FY2017)

CSO will establish and Implement new processes, measure effectiveness, make 

improvements and expand as possible;

CSO will implement processes for routine reclamation and reuse of 

deconstruct/recycle salvageable security systems and equipment rather than 

disposing of and purchasing new;

CAO (Environmental Management) will identify innovative technologies for water, 

energy, and waste reduction for development of potential pilot projects;

CAO (Environmental Management) will determine a baseline for the amount of food 

waste generated at every DHS facility; and

CAO (Environmental Management) identify materials and products that DHS uses in 

large quantities and then perform life-cycle assessments of those materials or 

products that DHS uses in large quantities.

Long Term (FY2018-FY2021)

CAO (Environmental Management) will determine a baseline of CFCs and HCFCs 

and work towards ensuring that all DHS facilities are CFC- and HCFC-free;

CSO will establish and Implement new processes, measure effectiveness, make 

improvements and expand as possible;

CPO will implement steps to reduce overall air, water, waste, carbon, and other 

impacts from the supply chain, consistent with LCAs; and
DHS Strategic Sustainability Performance Plan

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CPO will engage with vendors and contractors to reduce upstream impacts in the 

supply chain, e.g., carbon emissions, air pollutants, wastewater, solid wastes, etc.

d. Positions - At the Department level there are no positions dedicated solely to 

pollution prevention and waste elimination. The Environmental Manager and CPO, in 

addition to their other tasks, manage the initiatives and requirements for pollution 

prevention and waste elimination. Component level data on positions will be available 

later this year. 

e. Planning table – The planning table below has not been completed. Component 

data will be submitted later this year and will be used to estimate reductions during the 

out years.

Table 10: Pollution Prevention and Waste Elimination Planning Table

POLLUTION PREVENTION & WASTE 

ELIMINATION Units FY 10 FY 11 FY 12 FY 13 FY 14 FY 15

Non-Hazardous Solid Waste Diversion 

Targets (non C&D) % ? ? ? ? ? 50%

C&D Material & Debris Diversion Targets % ? ? ? ? ? 50%

Other, as defined by agency ?

f. Department status – Directive 025-01 Sustainable Practices for Environmental, 

Energy and Transportation Management established policy to reduce the quantity of 

toxic and hazardous chemicals and materials acquired, used, or disposed, increases the 

diversion of solid waste as appropriate, and maintains cost-effective waste prevention 

and recycling programs at its facilities. The Chemical Management Plan developed for 

EO 13423 is rescinded and the remaining elements have been integrated into the 

Sustainability Plan. Quarterly internal scorecards track Component progress towards 

reporting quantity and cost of hazardous waste disposed. Other significant waste 

reduction and pollution prevention initiatives include:

The Secretary directed an Efficiency Review Initiative for Printing and Distribution of 

Report that requires distribution of reports in electronic format rather than paper and 

use of double-sided copying was completed in June 2009; 

FLETC implemented facility-wide recycling programs for post-consumer items were 

implemented at three of our five facilities in FY 2009; and 

USSS: The Secret Service Training Center recently joined in the GSA National 

Capital Region recycling program. The recycling program was initiated for cans, 

bottles, glass, and most notably the thick stock paper target used on the weapon 

ranges. Through the GSA contract the recycle material is picked up and any 

proceeds that may be received by GSA are then passed down based upon the 

weight and type recycle material. The diversion of this material has substantially 

reduced the solid waste allowing the Service to renegotiate its trash hauling contract 

– an estimated savings of $28K should be realized. The other notable change is the 

identification of lead from weapons projectiles that can be recycled rather than 

handled as solid/hazardous waste. The diversion of this waste stream is expected to 
DHS Strategic Sustainability Performance Plan

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reduce the hazardous material contract by an estimated $840K over the expected 7-

year contract. Additionally, the lead that is recycled will generate revenue for the 

Service.

8. GOAL 8: Sustainable Acquisition

Goal Performance Review:

a. Goal description – DHS adopted the goal from EO 13514 that 95 percent of new 

contract actions including task and delivery orders, for products and services with the 

exception of acquisition of weapon systems, are energy-efficient (Energy Star or Federal 

Energy Management Program (FEMP) designated), water-efficient, biobased, 

environmentally preferable, non-ozone depleting, contain recycled content, or are nontoxic or less toxic alternatives, where such products and services meet agency 

performance requirements. This goal focuses on implementing cost effective acquisition 

and reducing resource consumption, without compromising the Department‘s paramount 

mission to secure the nation and deter and respond to threats against the country. It is 

DHS‘ policy to achieve 100 percent compliance with mandatory federal sustainable 

procurement requirements in all applicable acquisition transactions. Other DHS goals 

include:

Supporting sustainability by engaging in the planning of high-performance, 

sustainable buildings to ensure that contractors are, where feasible and costeffective, using ―green‖ building materials and subcontractors follow sustainability 

practices (refer to Goal 4: High-Performance Sustainable Design/Green Buildings 

and Goal 7: Pollution Prevention and Waste Elimination);

Developing and implementing a system of tracking and reporting ―green‖ 

procurements with support from CIO and CAO;

Developing pollution prevention and recycling policies for inclusion in DHS contracts 

and leases (refer to Goal 7: Pollution Prevention and Waste Elimination);

Implementing standard contract language to reduce GHG emissions, consistent with 

the DHS‘ Department-wide GHG reduction target developed pursuant to Section 2 of 

EO 13514;

Developing and implementing mandatory acquisition workforce sustainability training 

and qualifications with CHCO;

Leveraging purchasing power to incentivize the innovation of goods and services that 

align with the EO goals; and

Establishing DHS-wide contract for the replacement of ink jet and toner cartridges 

that includes mandatory recycling of (and credit for) spent ink jet and toner 

cartridges.

b. Department lead for goal – The SSO, as the designated Department lead, will 

direct the activities of the Sustainability Council for sustainable acquisition target 
DHS Strategic Sustainability Performance Plan

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development, implementation, and oversight. CPO has primary responsibility for 

achieving the sustainable acquisition goal.

c. Implementation methods –

CPO with assistance from CAO will develop ways to use its purchasing power to procure 

goods and services that address key sustainability issues such as GHG emissions, 

water efficiency, pollution prevention, and high-performance sustainable buildings to 

encourage manufacturers and corporations to invest in research and innovation, and to 

increase the production and availability of environmentally preferable goods and 

services. This can lead to competitive pricing and increase reliance on abundant, 

renewable, and environmentally-preferable resources.

The CPO Homeland Security Acquisition Manual and Affirmative Procurement Plan 

provide guidance and procedures for ensuring DHS achieves the goal. All Department 

program offices, Components, operation offices, sites, facilities, and applicable 

contractors will follow the Affirmative Procurement Plan. DHS components have been 

instructed to take the necessary steps to carry out the requirements of the Affirmative 

Procurement Plan for all products and services provided by its vendors. 

The following are tasks necessary to achieve the goal for sustainable acquisition:

Short Term (FY2010-FY2012)

CPO, with assistance from CAO, will review annually the Acquisition Forecast 

website (fido.gov) and its semi-annual update, and other appropriate data, to identify 

target procurements for early intervention in acquisition planning;

CPO will review the DHS Affirmative Procurement Plan to ensure it fully addresses 

EO 13514 requirements paying particular attention to GHG emission requirements 

and ensuring it leverages DHS purchasing power to incentivize innovation of goods 

and services that align with EO 13514 goals;

CPO will develop a plan for performing in-house reviews of contracts for compliance 

with EO 13514 and creating corrective action plans for discrepancies; 

CPO with support from CAO, CFO and CHCO will work together develop sustainable 

acquisition training for government purchase card holders;

CPO with assistance from CAO will develop suggested sustainable purchasing 

language for contracts, statements of work and contract evaluations; 

CPO will establish requirements for Contracting Officers, Contracting Officer 

Technical Representatives, Program Managers, Project Managers, micro-purchase 

card holders and other members of the acquisition workforce to complete 

sustainability training; 

CAO (Environmental Management) will develop policy and guidance for 

implementing Hazardous Material Pharmacy programs to reduce the quantities of 

hazardous materials purchased, used, and disposed; and
DHS Strategic Sustainability Performance Plan

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CSO will strive to obtain security goods and services locally or internally thus 

reducing energy requirements for their delivery and use.

Medium Term (FY2013-FY2017)

CPO will establish a DHS-wide contract for replacement of ink jet and toner 

cartridges. This contract would include mandatory use of remanufactured ink jet and 

toner cartridges, easy recycling of spent ink jet and toner cartridges (i.e., mailing 

envelopes), and credit for recycled ink jet and toner cartridges.

Long Term (FY2018-FY2021)

CPO with assistance from CAO will develop policies, guidance and procedures to 

encourage carbon footprint minimization through the supply chain by including 

contract provisions with suppliers of all materials, goods, and services to identify and 

use more energy-efficient products.

d. Positions - At the Department level there are no positions dedicated solely to 

sustainable acquisition. The Environmental Manager, Energy Manager, and CPO, in 

addition to their other tasks, manage the initiatives and requirements for sustainable 

acquisitions. Component level data on positions will be available later this year. 

e. Planning table – The planning table below has not been completed. Component 

data will be submitted later this year and will be used to estimate reductions during the 

out years.

Table 11: Sustainable Acquisition Planning Table

SUSTAINABLE ACQUISITION Units FY 10 FY 11 FY 12 .... FY 20

New Contract Actions Meeting Sustainable 

Acquisition Requirements % ? 95% hold hold Hold

Energy Efficient Products (Energy Star, 

FEMP-designated, and low standby 

power devices)

% ? ? ? ? ?

Water Efficient Products % ? ? ? ? ?

Biobased Products % ? ? ? ? ?

Recycled Content Products % ? ? ? ? ?

Environmentally Preferable 

Products/Services (excluding EPEAT) % ? ? ? ? ?

SNAP/non-ozone depleting substances % ? ? ? ? ?

Other, as defined by agency ?

f. Department status

Directive 025-01 Sustainable Practices for Environmental, Energy and Transportation 

Management instituted policy to establishing procurement programs to purchase biobased, environmentally preferable, energy-efficient, water-efficient, alternative fueled 

vehicle, non-ozone depleting substances, and recycled-content products and paper (at 

least 30 percent post-consumer fiber content) programs.
DHS Strategic Sustainability Performance Plan

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The Department‘s Affirmative Procurement Plan was modified in 2009 to address all 

green purchasing requirements. The DHS Affirmative Procurement Plan (APP), in 

accordance with FAR 23.400 was updated as of October 1, 2009 at Appendix Q to the 

DHS Homeland Security Acquisition Manual. The DHS policy states that DHS must 

strive towards achieving 100% compliance with mandatory Federal green procurement 

requirements in all applicable acquisitions. 

9. GOAL 9: Electronic Stewardship and Data Centers

Goal Performance Review:

a. Goal description – Ensure that 95 percent of new contract actions including task 

and delivery orders, for electronic products and services with the exception of acquisition 

of weapon systems, are energy-efficient (Energy Star or Federal Energy Management 

Program (FEMP) designated) or Electronic Product Environmental Assessment Tool 

(EPEAT) certified) where such products and services meet agency performance 

requirements. Other goals include:

Establishing and implementing policy and guidance to ensure use of power 

management, duplex printing, and other energy efficient or environmentally preferred 

options and features on all eligible DHS electronic products;

Ensuring procurement preference for EPEAT-registered electronic products;

Updating DHS policy to reflect environmentally sound practices for disposition of all 

Department excess or surplus electronic products;

Updating DHS policy to ensure implementation of best management practices for

energy efficient management of servers and Federal data centers; and

Creating a plan to meet technology energy consumption reduction goals in its data 

centers.

b. Department lead for goal – The SSO, as the designated Department lead, will direct 

the activities of the Sustainability Council for target development, implementation and 

oversight. The CIO has primary responsibility for achieving the electronic stewardship 

goal.

c. Implementation methods – The following are methods and tasks to achieve the 

electronic stewardship goals:

Short Term (FY2010-FY2012)

CPO will develop suggested contract language for leasing and turn-in of electronic 

equipment and procurement of EPEAT products;

CIO will implement best management practices in energy-efficient management of 

servers and Federal data centers;

CIO and CPO may issue policy encouraging Program Offices to consider as part of 

the requirements development process, product disposition in IT purchase and lease 
DHS Strategic Sustainability Performance Plan

55

contracts. This will assist in ensuring that contracts awarded will encourage 

manufacturers to generate responsible stewardship programs that allow for the 

return of excess un-used materials, used items, containers, and packaging.

CIO and CAO will create a reporting system for tracking and reporting electronic 

property disposal actions;

CIO with assistance from CAO will implement technologies to track and report 

reductions in carbon emissions related to transit, travel, training, and conferencing 

strategies;

CIO will ensure all computing platforms are capable of monitoring and managing 

server resources to accommodate variations in utilization. Example: A business 

application may have five web servers; but after 6:00 PM at night, there is little or no 

data is being requested, but all five servers are consuming extreme amount of 

electricity and generating heat. If the computing platform power management and 

monitoring; then four of the five web servers could go to ―sleep mode‖ and wake up 

additional web servers only when needed;

CIO will establish and implement a DHS-wide integrated reporting systems for 

EPEAT purchasing results;

CIO will establish policy, guidance and procedures for:

o Implementing and enforcing power management, duplex printing, and other 

energy-efficient or environmentally preferable features on all electronic 

products;

o Putting workstations and monitors into sleep mode at the end of the business 

day as a cost saving measure; 

o Ensuring all workstations and monitors are Energy Star certified and only 

purchase Energy Star certified workstations and monitors;

o Employing virtualization as an energy saving practice;

o Setting set printers and copiers to automatic double-sided printing and 

copying;

o Replacing stand alone servers with blade servers;

o Environmentally sound management and disposal of non-useable electronics; 

and

o Ensure procurement preference for EPEAT-registered electronic products.

CIO will evaluate equipment replacement cycles and establish policies to maximize 

product life: 

o Use EPA‘s guidance to improve the operation and maintenance of 

electronic products; and

o Implement procedures to ensure timely reuse and donation of equipment.

CAO will update the draft Sustainable Practices Guidance Manual to reflect EO 

13514 and issue it for formal issue;

CIO and CAO will develop and implement a system for tracking progress in 3 life 

cycle phases:
DHS Strategic Sustainability Performance Plan

56

o Purchasing;

o Operations and maintenance; and

o End of life.

CIO and CAO will develop system for tracking Department progress towards Target 

Electronics Stewardship Goals:

o Purchasing EPEAT-registered products;

o Enabling ENERGY STAR® Features; and

o Recycling of non-reusable computers using environmentally sound 

management practices.

Medium Term (FY2013-FY2017)

CIO with assistance from CAO will baseline data centers for power, space and 

cooling in order to provide a reference point for future comparisons to track the 

following data on a monthly basis and provide a trending capability;

CIO will develop a model Data Center Infrastructure Efficiency and PUE or Power 

Usage Effectiveness that can be used for qualitative and quantitative analysis of 

power consumption, cooling, floor space and energy costs;

CIO with assistance from CAO will explore opportunities to implement renewable 

energy generation systems for powering mission critical equipment; and

CIO will develop a plan to identify improvements in cooling data center CPO will 

track and report purchases.

Long Term (FY2018-FY2021)

CIO will consider incorporating other technologies like putting the lights on timers, 

using artificial Intelligence in our computing platforms so that they shut down portions 

of the systems during low periods of utilization, and other technologies will help us 

reduce our energy costs, reduce our carbon footprint and extend the lifecycles of our 

infrastructure components.

d. Positions – At the Department level there are no positions dedicated solely to 

electronic stewardship. The Environmental Manager, Energy Manager, CIO and CPO, 

in addition to their other tasks, manage the initiatives and requirements for electronic 

stewardship. Component level data on positions will be available later this year. 

e. Planning table – The planning table below has not been completed. Component 

data will be submitted later this year and will be used to estimate reductions during the 

out years.
DHS Strategic Sustainability Performance Plan

57

Table 12: Electronic Stewardship and Data Centers Planning Table

ELECTRONIC STEWARDSHIP & DATA CENTERS Units FY 10 FY 11 FY 12 FY 13

% of device types covered by current Energy Star 

specifications that must be energy-star qualified % ? 90% 95% hold

% of electronic assets covered by sound disposition 

practices % ? ? ? ?

% of cloud activity hosted in a data center % ? 30% 60% hold

% of agency data centers independently metered or 

advanced metered and monitored on a weekly basis % ? 90% 100% hold

Reduction in the number of agency data centers % ? 20% 40% hold

% of agency, eligible electronic products with power 

management and other energy-environmentally preferable 

features (duplexing) actively implemented and in use

% ? 95% 100% hold

% of agency data centers operating with an average CPU 

utilization of 60-70% % ? 50% 75% hold

% of agency data centers operating at a PUE range of 1.3 –

1.6 % ? 25% 50% hold

% of covered electronic product acquisitions that are 

EPEAT- registered % ? 95% 95% hold

% of agency data center activity implemented via 

virtualization % ? 30% 40% hold

Other, as defined by agency ? ? ? ? ?

f. Department status –

Directive 025-01 Sustainable Practices for Environmental, Energy and Transportation 

Management established policy for purchasing EPEAT-registered electronic products, 

enabling EnergyStar® features on agency computers and monitors, extending the 

useful life of electronic equipment and using environmentally sound practices with 

respect to disposition of electronic equipment that has reached the end of its useful 

life. The DHS Electronics Stewardship Plan developed under EO 13423 is rescinded 

the remaining elements have been incorporated in the Sustainability Plan. 

Under one of DHS' strategic sourcing initiatives, two Department-wide contracts were 

established for procuring information technology products and services under the 

Enterprise Acquisition Gateway for Leading Edge Solutions (EAGLE) and First Source 

programs. Both programs were modified in FY 2009 to incorporate the latest Federal 

Acquisition Regulation requirements for EPEAT purchases. Additionally the modification 

included requirements for the vendors to provide purchase results. First quarter 

reporting in FY 2010 indicated that 92 percent of electronic product purchases were 

EPEAT certified.

10. GOAL 10: Institutionalize Sustainability into all Facets of the DHS Mission

Goal Performance Review:

a. Goal description – DHS will develop innovative policies, guidance, projects, and 

procedures to institutionalize sustainability into all facets of its mission. To date, 

sustainability has been the responsibility of the environment and safety communities. 

Over the years, other DHS functions have largely relied on the environment and safety 

functions to address those areas of concern. For DHS to be successful, every employee 
DHS Strategic Sustainability Performance Plan

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needs to understand, participate in and contribute to the attainment of sustainability 

goals. This culture shift will require years to be fully imbedded into DHS.

b. Department lead for Sustainability goals – The SSO, as the designated 

Department lead, will direct the activities of the Sustainability Council for target 

development, implementation and oversight. 

c. Implementation Approach and Opportunities – The following are the 

implementation approaches tasks for achieving the DHS goal:

DHS needs to implement organizational changes to realign existing functions to 

integrate sustainable practices into all Departmental processes and procedures;

DHS must provide the staff and systems needed to manage Executive Order 13514 

compliance, establish accountability measures and report regularly on sustainability 

benchmarks;

DHS personnel must be empowered to solve tough sustainability challenges, and 

allow their solutions to have an appropriate impact on the resolution of those 

challenges;

Law enforcement Components, Customs and Border Protection, Immigration and 

Customs Enforcement, the Transportation Security Administration, the Coast Guard, 

and the Secret Service can lead the country in adapting sustainable practices, from 

using sustainable fueled vehicles (as Secretary Napolitano‘s Efficiency Review calls 

for) to utilizing renewable energy sources;

Aligning with state, local, and tribal law enforcement entities provides DHS the 

opportunity to facilitate the exchange of sustainability practices, and provide a forum 

for demonstrating credible solutions to enable their adoption: and 

Several Components may have the opportunity to capitalize on their daily interaction 

with the public and develop strategies to benefit the department‘s own operations by 

publicizing, when possible and cost-effective, sustainability efforts to those who they 

serve. 

The following are specific tasks associated with achieving the goal:

Short Term (FY2010-FY2012)

SSO will coordinate the security standards of the Interagency Security Committee with 

the SSPP to reinforce and advance the sustainability interests of the EO and DHS;

CXOs will communication the SSO‘s challenge that all DHS employees work towards 

DHS sustainability goals;

CXOs will communicate the SSO‘s desire to empower employees to solve tough 

sustainability challenges and identify solutions that have a positive impact on the 

resolution of those challenges; 
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CAO and CHCO will work to identify and implement general sustainability training 

courses for DHS personnel;

CHCO will define the framework for personnel sustainability certifications and 

qualifications and assess personnel sustainability certifications and qualifications;

Work to make buildings that do not need to be gated or closed off for security reasons, 

open and integrated with the surrounding community; and

Adopt the Sustainable Sites Initiative guidelines for rainwater, storm water management, 

and ecosystem services at St. Elizabeth‘s. 

Medium Term (FY2013-FY2017)

The SSO will establish a Department-wide awards program for sustainability and provide 

incentives for winners;

CHCO with assistance from CAO will develop sustainability training courses for DHS 

and component employees that are accessible via the DHScovery (on-line) training 

system; and

CHCO will include introductory sustainability training in new employee orientation.

Long Term (FY2018-FY2021)

CHCO will work with CPO to develop and implement mandatory acquisition workforce 

sustainability training and qualifications; 

CHCO will identify, with CFO, sources which will provide a certificate to document the 

successful completion of sustainability training/refresher training for micro-purchase card 

holders; and

DHS, when possible, work with regional, city, and local transportation officials to extend 

metro transit service to locations close to the main entrance of facilities, ideally by rail, to 

ensure a feeling of convenience and safety for commuting workers. 

d. Positions – At the Department level there are no positions dedicated solely to this 

goal. The Environmental Manager, Energy Manager, and CXOs, in addition to their 

other tasks, manage the initiatives and requirements for this goal. Component level data 

on positions will be available later this year. 

e. Planning table – The planning table below has not been completed. Component 

data will be submitted later this year and will be used to estimate reductions during the 

out years.
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Table 13: Department Innovation Planning Table

DEPARTMENT INNOVATION Units FY 10 FY 11 FY 13 .... FY 20

Other, as defined by agency ?

f. Department status –

DHS recognized that in order to be successful, sustainability must be integrated into the 

Department‘s culture. Current policy requires employees, at all organizational levels, to 

be responsible and accountable for integrating environmental stewardship into their dayto-day activities in order to reduce the environmental impact of their activities and to 

protect our natural resources. The fundamental policy is to protect our natural 

resources, prevent pollution, reduce waste and strive to exceed the environmental 

performance goals, objectives and targets established by the EO. To assist in this 

endeavor, the Secretary established a Sustainability Efficiency Task Force that 

evaluated the Department‘s program and made recommendations to improve 

performance. 

Directive 025-01 Sustainable Practices for Environmental, Energy and Transportation 

Management established policy that DHS will develop and implement sustainable 

practices programs to ensure that all operations and necessary actions are carried out in 

an environmentally, economically, and fiscally sound manner and will meet the DHS 

goals, targets and objectives.
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Section 3: Department Self Evaluation

I. Please answer  ̳yes‘ or  ̳no‘ to the following questions. If the answer is  ̳no‘, provide an 

explanation below.

Does your plan provide/consider overarching strategies and approaches for achieving 

long-term 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

Narrative requested: 

The following are DHS‘s planned actions for the July 2010 to December 2010 period:

Complete Component level sustainability plans;

Update and complete the tables in the Sustainability Plan;

Inventory DHS GHG emissions in accordance with OMB and CEQ requirements;

Update the Sustainability Plan;

Issue a Department-wide sustainability policy letter signed by the Secretary;

Conduct an employee commuting survey; and

Complete 50% of short term tasks listed in the Sustainability Plan

The following are DHS‘s planned actions for the January 2011 to June 2011 period:

Submit the DHS annual green purchasing, energy, fleet and environmental management 

system report;

Update the Sustainability Plan; and

Complete 75% of short-term tasks listed in the Sustainability Plan.
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Appendix 1: Acronyms and Abbreviations

AMP Asset Management Plan

AFV Alternative Fuel Vehicle

ARRA American Recovery and Reinvestment Act of 2009

BTU or Btu British Thermal Unit

C&D Construction and Demolition

CAO Chief Administrative Officer

CEQ Council on Environmental Quality

CFL Computer for Learning

CFO Chief Financial Officer

CHCO Chief Human Capital Officer

CIO Chief Information Officer

CPO Chief Procurement Officer

CPU Central Processing Unit

CSO Chief Security Officer

DHS Department of Homeland Security

DST Decision Support Tool

EISA Energy Independence and Security Act

EMS Environmental Management System

EO Executive Order

EPA Environmental Protection Agency

EPAct Energy Policy Act

EPCRA Emergency Planning and Community Right-to-Know Act

EPEAT Electronic Product Environmental Assessment Tool

EPP Environmentally Preferable Purchasing

ESPC Energy Services Performance Contract

EUL Enhanced Use Lease

FLETC Federal Law Enforcement Training Center

FEMA Federal Emergency Management Administration

FEMP Federal Energy Management Program

FTE Full Time Employee

FY Fiscal Year

gal gallon

GHG Greenhouse Gas

GPRA Government Performance and Results Act

GSA General Services Administration

GSF Gross Square Feet

HVAC Heating, Ventilation and Air Conditioning

IT Information Technology

LED Light Emitting Diodes

M&V Measurement and Verification

MILCON Military Construction

mtCO2e Metric tons of Carbon Dioxide Equivalent

NEPA National Environmental Policy Act

O&M Operations and Maintenance

OMB Office of Management and Budget
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OSPP Operational Sustainability Performance Plan

PPA Power Purchase Agreement

PUE Power Usage Efficiency

R2 Responsible Recyclers

RIA Regulatory Impact Analysis

ROI Return on Investment

SEL Spectrally Enhanced Lighting

SF Square Feet or Square Footage

SNAP Significant New Alternatives Policy

SRPO Senior Real Property Officer

SSO Senior Sustainability Officer

SWG Sustainability Work Group

TRI Toxics Release Inventory

UESC Utility Energy Services Contract

USC United States Code

USCG US Coast Guard

USM Under Secretary for Management

USSS US Secret Service
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Appendix 2: High Performance Sustainability Building Requirements

Below are strategies and requirements for sustainable buildings for evaluation to ensure they 

are incorporated into DHS guidance documents:

Highly reflective or vegetative (green) roofs on new or renovated buildings - Green roofs 

can improve the energy performance of federal buildings, help manage storm water, 

reduce airborne emissions, and mitigate the effects of urban heat islands. Green roofs 

reduce heat gain by shading surfaces of a roof, reduce runoff by absorbing and filtering 

rain, and reduce GHG emissions in the surrounding air;

Use ENERGY STAR®and other energy-efficient products as well as sustainable building 

design for all new constructions, renovations and modifications;

Install energy efficient window film (solar film) on windows; 

Replace old fluorescent light fixtures with new energy efficient fixtures;

Incorporate renewable and low emission technologies, such as photovoltaics, fuel cells, 

ground-source, heat pumps, solar walls, and solar hot water heating systems; 

Apply the use of Best Management Practices of water efficient landscaping, low-volume, 

commodes, urinals, faucets, and showerheads, and water reuse and recycling at vehicle 

wash stations in projects and initiatives to improve water efficiency; 

Increase the number of meters at strategic locations on electrical and water distribution 

systems so that energy manager can better understand facility's utility usage; 

SEL - Energy savings are achieved by using lamps that have less light output, but higher 

correlated color temperature (CCT) coupled with lower ballast factor, extra efficient 

electronic ballasts. SEL is a market-ready, cost effective solution for quick energy 

savings;

Ice storage retrofit for rooftop air conditioning - Ice storage chillers can operate at night 

(cooler, more efficient condensing temperatures) to meet a daytime cooling demand. 

This flexibility permits a smaller chiller to satisfy a larger peak cooling load. Further, the 

system can shift the cooling demand to off-peak hours when electricity from the utility is 

generated more efficiently and at lower cost;

Sustainable Office Furniture - Purchase furniture from manufacturers and retailers 

committed to minimizing carbon emissions, waste stream pollutants, un-recyclable 

content and use of materials, such as recycled wood fibers, wheat straw, sunflower 

hulls, recycled paper, bamboo, recycled content aluminum, recycled content powder 

coated steel, bio-based plastic, cork, etc;

Locate secure storage for bicycles inside buildings and install proper facilities to support 

commuting via bicycle, where needed, feasible, and cost-effective; and

Dramatically reduce the amount of planned on-site parking, and free up a vast site area

for more productive uses.