DEPARTMENT OF HOMELAND SECURITY

STRATEGIC SUSTAINABILITY

PERFORMANCE PLAN

June 2011
DHS 2011 Sustainability Plan

i 

TABLE OF CONTENTS

Executive Summary.................................................................................................................iii

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

I. Department Sustainability Policy Statement ........................................................ 1

A. Sustainability Plan Policy Statement......................................................................... 3

II. Sustainability and the Department Mission.......................................................... 5

III. Greenhouse Gas Reduction Goals (GHG)............................................................. 6

A. Scope 1 and 2 Targets ............................................................................................. 6

B. Scope 3 Targets ....................................................................................................... 7

C. Baseline Efforts ........................................................................................................ 8

D. Overall Strategy to Meet Targets .............................................................................. 9

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

A. Leadership & Accountability.....................................................................................11

B. Internal Coordination and Communication ...............................................................13

C. Coordination and Dissemination of the Plan to the Field:.........................................14

D. Department Policy and Planning Integration: ...........................................................15

E. Department Budget Integration:...............................................................................15

F. Methods for Evaluation of Progress: ........................................................................16

V. Evaluating Return on Investment.........................................................................20

A. Economic Lifecycle Cost / Return on Investment: ....................................................20

B. Social Costs & Benefits:...........................................................................................20

C. Environmental Costs & Benefits:..............................................................................20

D. Mission-Specific Costs & Benefits:...........................................................................21

E. Operations & Maintenance and Deferred Investments:............................................22

F. Climate Change Risk and Vulnerability: ...................................................................22

VI. Transparency.........................................................................................................24

Section 2: Performance Review & Annual Update................................................................26
DHS 2011 Sustainability Plan

ii

I. Summary of Accomplishments ............................................................................26

II. Goal Performance Review.....................................................................................28

1. GOAL 1: Scope 1 & 2 Greenhouse Gas (GHG) Reduction ......................................28

2. GOAL 2: Scope 3 GHGs Reduction & Develop & Maintain Agency Comprehensive 

GHG Inventory.........................................................................................................47

3. GOAL 3: High-Performance Sustainable Design / Green Buildings & Regional & 

Local Planning .........................................................................................................63

4. GOAL 4: Water Use Efficiency and Management ....................................................76

5. GOAL 5: Pollution Prevention and Waste Reduction ...............................................82

6. GOAL 6: Sustainable Acquisition.............................................................................92

7. GOAL 7: Electronic Stewardship and Data Centers...............................................100

8. GOAL 8: Agency Innovation & Government-Wide Support ....................................109

Section 3: Agency Self Evaluation.......................................................................................116

Appendix 1: Acronyms and Abbreviations ......................................................................... A-1
DHS 2011 Sustainability Plan

iii

Executive Summary

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

Economic Performance, President Obama made sustainability the policy of the United 

States Government. Sustainability means to create and maintain conditions under 

which humans and nature can exist in a productive harmony that permits fulfilling the 

social, economic and security requirements of the present and future generations. At 

DHS, the sustainable approach balances cost, schedule, operations, maintenance, 

safety and employee morale while creating and maintaining conditions that fulfill the 

economic, environmental and security needs of the American people. To comply with 

the EO the Department must adhere to sustainable principles and implement

sustainable practices throughout the Department of Homeland Security (DHS). The 

Secretary issued a Sustainability Policy Letter in February 2011 designed to transform 

DHS into the nation’s leader in sustainable law enforcement operations. Ongoing

Efficiency Review initiatives improve efficiency and streamlines decision-making 

through a series of projects ranging from eliminating non-mission critical travel to rightsizing vehicle fleets. Full implementation of the efficiency initiatives could save DHS 

hundreds of millions of dollars. The DHS Strategic Sustainability Performance Plan 

(Sustainability Plan) is aligned with the Department’s Efficiency Review Initiative along 

with climate change adaptation efforts to improve current and future business practices 

to save resources.

Sustainability and the DHS Mission

DHS 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 integrate sustainability into its 

everyday business practices.

Informing Sustainability at DHS

The Sustainability and Efficiency Task Force of the Homeland Security Advisory 

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

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

sustainability. The Task Force’s recommendations are integrated into the Sustainability 

Plan. The Sustainability Plan establishes clearly defined goals and metrics to measure 

progress. Each Component and functional area is participating in a significant and 

viable manner to fully integrate sustainable principles into business processes and 

projects.

Strategic Sustainability Performance Plan

The Sustainability Plan reflects the department’s strategic vision for doing business in a 

more efficient way. As the next step following the creation of the Sustainability Plan, a 

series of tactical implementation plans were developed by each DHS Component. 

These plans are called Operational Sustainability Performance Plans (OSPP). The first 

round of OSPPs has been completed and into this revision of the DHS Sustainability 

Plan. These Component level plans follow a template developed by DHS headquarters 
DHS 2011 Sustainability Plan

iv

that clearly established how Components will implement their sustainability programs to 

fully support the department’s efforts to meet the goals of EO 13514. 
 

DHS 2011 Sustainability Plan 

Section 1: Department Policy and Strategy 

I. Department Sustainability Policy Statement 

The following Sustainability Policy Letter was issued on February 7, 2011 to establish 

and promote sustainable practices and create a culture for achieving sustainability 

goals. 

February 7, 2011 

MEMORANDUM FOR: Component Heads 

FROM: Secretary Napolitano 

SUBJECT: Department Sustainability Policy 

On October 8, 2009, President Obama signed Executive Order (EO) 13514 which set 

sustainability goals for federal agencies and requires departments to shift toward more 

sustainable practices. Sustainable practices increase efficiency, reduce environmental 

impacts, and conserve resources. At the Department, we are working to implement the 

EO by increasing energy efficiency; reducing greenhouse gas emissions; conserving 

and protecting water sources; eliminating waste; recycling; and preventing pollution. 

As the largest federal law enforcement agency, we are particularly well positioned to 

serve as a national leader in implementing sustainable practices in law enforcement 

operations. To do this, we must integrate sustainability into everyday business practices 

across the Department and leverage our workforce to create an efficient, resilient and 

sustainable agency. 

The Department has developed an integrated Strategic Sustainability Performance Plan 

that sets aggressive goals for sustainability as well as three primary strategies to 

achieve sustainability goals: 

	 Strategic Business Transformation -The Department will take iterative steps to 

transform its business methodology to ensure sustainable practices are 

incorporated at the outset and prioritized in the decision-making process. This 

means including environmental impact in accounting for full life-cycle costs and 

return on investment. 

	 Human Capital Investment - The Department will actively work to raise 

employee awareness of sustainable practices through training and outreach 

programs. 

	 Leadership in Sustainable Law Enforcement - 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. 

1 
DHS 2011 Sustainability Plan 

These Department-wide goals and strategies rely upon the combined efforts of all 

Components, through their Operational Sustainability Performance Plans. It is critical 

that each Component ensures sustainable practices become part of the DHS culture. 

I appointed Deputy Under Secretary for Management Chris Cummiskey as DHS's 

Senior Sustainability Officer. I have asked him to convene regular meetings of senior 

accountable officers to reach Component to monitor the transformation of business 

processes. Please inform the Management Directorate of your choice for the senior 

accountable officer for Sustainability by February 28, 2011. Inquiries on the 

Department's sustainability program can be directed to Mr. Cummiskey at (202) 447­

3400. 

www.dhs.gov 

2 
DHS 2011 Sustainability Plan 

A. Sustainability Plan 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 has emerged as a central, organizing concept for DHS. 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. 

At DHS, the sustainable approach balances cost, schedule, operations, maintenance, 

safety, and employee morale while creating and maintaining conditions that fulfill the 

economic, environmental, and security needs of the American people. 

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 sustainability program. Secretary 

Napolitano appointed me to serve as the Senior Sustainability Official (SSO) for the 

Department. 

Executive Order 13514, 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 and maintain the Sustainability 

Plan to guide its implementation efforts toward these goals. 

To lead this work the Department 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 each 

Component’s Member of the Management Council. The Sustainability Plan assigns the 

lead for implementation of specific EO goals to the appropriate CXO. A Sustainability 

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

3 
 

DHS 2011 Sustainability Plan 

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

CXO offices and the operational Components. 

Additionally, each operational Component has developed an Operational Sustainability 

Performance Plan (OSPP) that sets forth its plan for integrating sustainability into its 

mission and demonstrates how it will support the Department’s Sustainability Plan. 

Each of the Components has designated a Senior Accountable Officer (SAO) for 

Sustainability and has formed a Council, Committee, or Working Group to guide its 

efforts. Information from the Component OSPPs was used to develop this year’s DHS 

Sustainability Plan. 

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 to the success of the Sustainability 

Plan. We will inform the public about our efforts, and provide for their involvement. The 

Department has created an Awards Program that will provide recognition for individual 

employees and groups making significant contributions to Departmental and 

Component sustainability progress. 

The signature below indicates approval and commitment for the goals of the 

Sustainability Plan: 

4 
DHS 2011 Sustainability Plan

5 

II. Sustainability and the Department Mission

DHS 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 and

stimulates innovation and excellence. Sustainability serves as a unifying concept for 

accomplishing the DHS mission. 

Early planning and adaptation to potential climate change will lessen its impact on DHS 

facilities and operations and increase the success of the Department’s mission and 

response operations. Uncertain and unsustainable supplies of energy, water, and other 

resources, and the unpredictability of natural disasters and terrorism have 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 EO implementation 

will enable the Department to emerge as a pragmatic, flexible, and strategic 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. 

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 DHS operations and data centers that must maintain 24-7 

operations. Use of domestically produced biofuels and energy products can also 

decrease dependency upon imported oil and could help to stabilize energy costs. 

The following table provides a summary that describes DHS’s FY 2010 footprint.

Table 1: DHS Operations Footprint

Total # Employees 237,629

Total Acres Land Managed 97,961

Total # Facilities Owned 11,553

Total # Facilities Leased (General Services Administration (GSA) lease) 1,984

Total # Facilities Leased (Non-GSA) 653

Total Facility Gross Square Feet (GSF) 43,097,808.26

Operates in # of Locations throughout U.S. 1,591

Operates in # of Locations outside of U.S. 18

Total # Fleet Vehicles Owned 47,428

Total # Fleet Vehicles Leased 7,544

Total # Exempted-Fleet Vehicles (Tactical, Emergency, Etc.) 41,804

Total Operating Budget FY 2010 ($MIL) $55100

Total # Contracts Awarded FY 2010 45,000

Total Amount Contracts Awarded FY 2010 ($MIL) 13,564

Total Amount Spent on Energy Consumption FY 2010 ($MIL) (Utilities 

only, not vehicles) 123.83 

Total MBTU Consumed per GSF 99.835

Total Gallons of Water Consumed per GSF 30.3

Total Scope 1&2 GHG Emissions (Comprehensive) FY 2008 Baseline 1,717,333.5
DHS 2011 Sustainability Plan

6 

MMTCO2e

Total Scope 1&2 GHG Emissions (Subject to Agency Scope 1&2 

Reduction Target) FY 2008 Baseline MMTCO2e 663,241.4

Total Scope 3 GHG Emissions (Comprehensive) FY 2008 Baseline 

MMTCO2e 1,602,912.6

Total Scope 3 GHG Emissions (Subject to Agency Scope 3 Reduction 

Target) FY 2008 Baseline MMTCO2e 1,600,161.1

III. Greenhouse Gas Reduction Goals (GHG) 

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. 

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 its combined Scope 1 and 2 GHG emissions by 25 percent by FY 2020

(relative to its FY 2008 baseline). 

Following 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.
Table 2: Component GHG Reduction Goals

• DHS Component

• Scope 1 & 2 

GHG

• Reduction 

Goal

Customs and Border Protection (CBP) • 28%

Federal Law Enforcement Training Center 

(FLETC)

• 28%

Federal Emergency Management Agency 

(FEMA)

• 20%

Immigration and Customs Enforcement (ICE) • 34%

National Protection and Programs Directorate 

(NPPD)

• 12.9%

Science and Technology Directorate (S&T) • 15%

Transportation Security Administration (TSA) • 2.6%

US Coast Guard (USCG) • 25%

US Citizenship and Immigration Services (USCIS) • 11%

US Secret Service (USSS) • 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 directly 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 GHG 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;

• Purchased electricity T&D losses;

• Purchased steam T&D losses; and

• Category 2 - Federal employee travel to include;

7
DHS 2011 Sustainability Plan

8 

• Business air travel;

• Business ground travel; and

• Federal employee commuting

• Category 3 - Contracted waste disposal to include:

• Contracted solid waste disposal; and

• Contracted wastewater treatment

DHS reviewed its’ initial scope 3 reduction goals and discovered errors in the units of 

measures used to calculate the goals. Employee commute calculations were also 

revised. As a result of this review, DHS increased its GHG scope 3 reduction goals

from 4.5% to 7.2%. Table 3 shows the changes in the goals from the old to the new

more challenging goal. 

Table 3: Scope 3 GHG Reduction Goals

Goal Description Old Goal New Goal

Purchased electricity transmission and 

distribution losses 13.2% 13.2%

Contracted waste disposal 9.7% 10.7%

Federal employee travel 2.8% 6.6%

DHS Overall Reduction Goal 4.5% 7.2%

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 internationally-recognized GHGs, including carbon dioxide (CO2), methane, 

nitrous oxide, sulfur hexafluoride, hydrofluorocarbons, and perfluorocarbons. 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 EO, 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 Department updated this inventory to fully meet EO 13514 requirements for GHG 

emissions quantification and management and established a formal baseline (FY 2008) 

for determining progress towards the established reduction targets. The FY 2008 base 
DHS 2011 Sustainability Plan

9 

year report was prepared according to Federal Greenhouse Gas Accounting and 

Reporting Guidance and submitted to the CEQ Chair and OMB Director on January 31, 

2011.

D. Overall Strategy to Meet Targets

DHS has received more than $2.2 billion in American Recovery and Reinvestment Act 

(ARRA) funding since its enactment. The great majority of funding received was used 

for the following types of projects; upgrading structural components, erecting security 

fencing, installing detectors, and purchasing communication equipment for DHS 

facilities. FEMA provided grants to local fire stations, port authorities and direct 

assistance for emergency shelter/supplies. In addition, ARRA funds were used to 

develop the Environmental Impact Statements (EIS) for the DHS Headquarters (HQ) St. 

Elizabeth Project. The EISs describe the use of green roofs, reuse of rain water, 

maximizing the use of mass transit, installing energy efficient lighting and decreasing

the amount of impervious surfaces at the site. The General Services Administration 

(GSA) is the prime federal agency leading the development of this project.

In order to achieve established GHG targets, DHS developed a high level approach that 

includes short-, medium- 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. In addition, Heads of Components have identified and prioritized actions to 

achieve these goals and annually evaluate performance; these initiatives are located 

throughout this Sustainability Plan. 

Short Term (FY2010-FY2012)

• CAO (Environmental Management) will establish a Scope 3 GHG reduction goal. 

Status: (Completed) Using the OMB and CEQ Scope 3 reduction tool, DHS 

calculated a Scope 3 reduction goal of 4.6%. Scope 3 GHG emissions cover 

employee commuting, employee travel, contracted solid waste, contracted 

wastewater disposal and T&D loses associated with purchased electricity. A 

specific goal for reducing employee commuting could not be calculated due to a 

lack of data and negatively impacted the calculation for the overall Scope 3 goal. 

Based on the results of the recent employee commuter survey conducted in 

January 2011, staff determined that if each Component adopts a FY 2020 

employee commute GHG reduction goal of 10%, the Department’s overall Scope 

3 goal could increase to 7.2%. The SSO approved this scenario and a letter was 

sent to OMB/CEQ updating the DHS Scope 3 reduction goal to 7.2%. 

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

will finalize the baseline GHG inventory. 

Status: (Completed) Environmental baseline inventory was finalized January 31, 

2011 in accordance with EO 13514 and CEQ and OMB requirements.
DHS 2011 Sustainability Plan

10

• CAO (Environmental Management) will update the Sustainable Practices 

Directive to reflect the new requirements in EO 13514. 

Status: (Ongoing) The Directive has been updated and is currently being 

reviewed by the CAO. Once approved by the CAO, the Directive will be 

forwarded for formal review and coordination across the Department.

• CAO (Fleet Management) will issue guidance on the Energy Independence and 

Security Act (EISA) section 141 requirements to improve awareness of the 

requirement to acquire low GHG emitting vehicles. 

Status: (Ongoing) 

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

guidelines and requirements for defining and right sizing vehicle fleets. 

Status: (Completed) The Committee was established, guidelines developed and 

requirements for defining and right sizing the vehicle fleets were created.

• CAO will identify the resources necessary for acquiring the data to measure:

• T&D losses related to purchased electricity, steam, and heating/cooling;

• Business air travel; and 

• Contracted solid waste. 

Status: (Completed) Resource needs have been identified; implementation 

funding not yet available.

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

commuting survey to calculate the FY2010 baseline inventory, reduction goal 

and annual progress. 

Status: (Completed) Survey deployed by GSA January 10-18, 2011. 

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

infrastructure.

Status: (Completed) The practice of using energy efficient systems has been 

incorporated into CSO business practices.

• 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.

Status: (Ongoing)

• CAO (Environmental Management) will coordinate any new OMB mandated 

scope 3 GHG reduction initiatives.
DHS 2011 Sustainability Plan

11

Status: (Completed) Incorporated into CAO business practices. CAO 

participates in OMB sponsored workshop and work group meetings for GHG 

reduction guidance and incorporating GHG reduction requirements into 

contracts. 

Medium Term (FY2013-FY2017)

• 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. 

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

vehicles operators consolidate trips and improve routing to reduce miles traveled. 

• The DHS Sustainability Council will identify and deploy solutions for automating, 

collecting, collating, tracking and reporting GHG emission reduction results. 

• The DHS Sustainability Working Group will identify and prioritize opportunities 

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

Long Term (FY2018-FY2021)

• The DHS Sustainability Council will use the results 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

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

articulate her priorities for homeland security. The Secretary's priorities considered the 

complementary safety, stewardship, and legislatively mandated responsibilities of 

various DHS Components. Those complementary activities currently include those 

designed to protect the environment. In 2009, to support 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 February 2010 SETF report were incorporated into the 

2010 Sustainability Plan and continue to be an important part of the 2011 DHS 

Sustainability Plan. 

The Department leadership and accountability roles for the Sustainability Plan are 

defined as follows: 
DHS 2011 Sustainability Plan

12

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

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 Sustainability Council consists of the CXOs and Component Management 

Officials and guides EO 13514 implementation efforts;

• 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:

o Maintains the Sustainability Plan and coordinates inputs from the 

Sustainability Council, Sustainability Work Group, CXOs and 

Components;

o Reports 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

• Operational Components are responsible for maintaining an OSPP that 

implements the goals, targets and objectives of the Sustainability Plan. 

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

The following flow chart graphically displays the leadership roles.
DHS 2011 Sustainability Plan

13

The organizational chart presents the DHS leadership and accountability roles for the 

DHS 2011 Sustainability Plan. The Secretary/Deputy Secretary has appointed a Senior 

Sustainability Officer from within the Under Secretary for Management. The CXOs 

report to the Senior Sustainability Officer and implement the DHS 2011 Sustainability 

Plan through the CXOs Committees. The CXOs also serve on the Sustainability 

Council, which coordinates with the Chief Administrative Officer and establishes the 

Sustainability Working Group that coordinates with the Occupational Safety and 

Environmental Programs. The Chief Administrative Officer reports to the Senior 

Sustainability Officer, coordinates with the Sustainability Council, receives reporting 

from the Component Chief Administrative Officer for each DHS Component, and 

manages the DHS 2011 Sustainability Plan through the Occupational Safety and 

Environmental Program’s Environment and Energy initiatives. The Occupational Safety 

and Environmental Programs also coordinate with the Sustainability Working Group. 

The Component Chief Administrative Officer for each DHS Component reports to the 

Secretary/Deputy Secretary and provides reporting to the Chief Administrative Officer 

with regard to the DHS 2011 Sustainability Plan. The Homeland Security Advisory 

Council’s Sustainability Efficiency Task Force provides the Secretary/Deputy Secretary 

with direct advice and recommendations related to sustainability planning.

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 
DHS 2011 Sustainability Plan

14

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 are 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 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 Sustainability Plan will be shared with Components through the Sustainability 

Council, Sustainability Work Group and CXO committees. Components used the 2010 

Sustainability Plan to develop their OSPPs. The Components will use the 2011 

Sustainability Plan to update their OSPPs. 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;

Status: (Completed) Business process in place for the Department to post the 

Plan on the DHS intranet every year. 
DHS 2011 Sustainability Plan

15

• USM and CAO will develop awareness materials for distribution to Components 

and field locations.

Status: (Ongoing) USM and CAO are developing an employee engagement 

plan.

D. Department Policy and Planning Integration:

The Secretary issued a Sustainability Policy Memorandum on February 7, 2011. The 

SSO updated the Sustainability Plan Policy in June 2011. Components have the option 

to issue a separate policy letter. The DHS policy letter establishes and promotes 

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

of the organization.

E. Department Budget Integration: 

The Department is taking iterative steps to transform its business methodology to 

ensure sustainable practices are incorporated at the outset and prioritized in the 

decision-making process. To achieve this vision, sustainability must be fully integrated 

into the budget process. OMB will review the Sustainability Plan and compare the 

status of current tasks and those proposed tasks to current budget submittals. 

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

item should fully evaluate and then integrate sustainability requirements, as appropriate. 

The following tasks have been identified to help facilitate the integration of sustainability 

into the overall budget process:

Short Term (FY2010-FY2012)

• CFO (Policy) will include the requirement to demonstrate compliance with EO 

13514 into Integrated Planning Guidance (IPG). EO 13514 initiatives include 

monitoring costs for petroleum products, hazardous materials use and disposal, 

potable water usage, power usage, non-potable water usage, diversion of 

construction and demolition (C&D) waste, elimination of waste through source 

reduction, paper products, purchases of ENERGY STAR® products, energy 

efficiency in data centers, etc. 

Status: (Ongoing) Identifying strategies and methodologies to integrate 

sustainability into the budget guidance. 

• CFO (Policy) will ensure IPG information is distributed to all DHS Components 

that includes sustainability planning guidance.

Status: (Action Pending) 

• USM will ensure Components incorporate life-cycle cost analysis into capital 

planning for all facilities, infrastructure organizational realignments, information 

technology, and energy projects by including the requirement in the IPG and 

RAP processes. 
DHS 2011 Sustainability Plan

16

Status: (Ongoing) Strategy being developed. Efforts are being made to ensure 

all new infrastructure, facilities, IT, and energy projects clearly demonstrate how 

sustainability has been factored into their planning efforts.

• USM will ensure that components identify alternatives to renovation that reduce 

deferred maintenance costs for existing assets. Include these in the formal 

Analysis of Alternatives developed during acquisition planning. 

Status: (Ongoing) Strategy being developed. Efforts are being made to ensure

all new infrastructure, facilities, IT, and energy projects clearly demonstrate how 

sustainability has been factored into their planning efforts.

• USM (Cost Analysis Division) will provide guidance for including lifecycle costs in 

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

Planning, Programming, Budgeting, and Execution (PPBE) sections. 

Status: (Action Pending). 

F. Methods for Evaluation of Progress:

DHS has developed and maintains a series of metrics consistent with the upcoming

OMB metrics. The CAO current quarterly environmental metric reporting system was 

overhauled by the CAO and changes made as practicable. Under the CAO process 

each Component is evaluated and rated for its status and progress. The CAO has also 

reviewed the Component level Plans and used the information in these plans for 

updating the Sustainability Plan. 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 
DHS 2011 Sustainability Plan

17

maintenance programs, and overall portfolio management. Additionally, the Department 

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

DHS is using the Sustainability Plan as a higher-tier environmental management system 

(EMS) 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 Sustainability Plan aggregates and analyzes data from many 

individual program areas such as energy, water, waste management, recycling, and 

environmentally-preferable purchasing. 

The following table indicates whether the EO goal is relevant to and has been fully 

integrated into listed reports or plans. 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. A “n/a” response indicates that the EO Goals are not applicable to 

the listed report or plan. The results indicate the current status of incorporating 

sustainability into the originating report and/or plan.
DHS 2011 Sustainability Plan

18

Table 4: Critical Planning Coordination

Originating 

Report / Plan

Scope 1 & 2 GHG ReductionScope 3 GHG ReductionDevelop and Maintain Agency Comprehensive GHG InventoryHigh-Performance Sustainable Design / Green BuildingsRegional and Local PlanningWater Use Efficiency and ManagementPollution Prevention and Waste EliminationSustainable AcquisitionElectronic Stewardship and Data CentersAgency Specific Innovation

Government 

Performance and 

Results Strategic 

Plan 

[DHS Strategic 

Plan] 

n/a n/a n/a Yes Yes n/a n/a n/a n/a Yes

Departmental 

Capital Plan 

[Capital Investment 

Plans] 

n/a n/a n/a Yes Yes Yes n/a n/a No Yes

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

Annual Energy 

Data Report Yes Yes Yes Yes n/a Yes Yes Yes Yes Yes

EISA Section 432 

Facility 

Evaluations/Project 

Reporting 

No No No No No No n/a No n/a No

Budget n/a n/a n/a Yes n/a n/a n/a n/a n/a Yes

Asset 

Management Plan 

(AMP)/ 3 Year 

Timeline 

n/a n/a n/a No n/a n/a n/a n/a n/a n/a

Circular A-11 

Exhibit 53s n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

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

DOE's Annual 

Federal Fleet 

Report to 

Congress and the 

President 

No No No n/a n/a n/a n/a No n/a Yes

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 No No n/a n/a n/a Yes Yes Yes Yes No
DHS 2011 Sustainability Plan

19

Originating 

Report / Plan

Scope 1 & 2 GHG ReductionScope 3 GHG ReductionDevelop and Maintain Agency Comprehensive GHG InventoryHigh-Performance Sustainable Design / Green BuildingsRegional and Local PlanningWater Use Efficiency and ManagementPollution Prevention and Waste EliminationSustainable AcquisitionElectronic Stewardship and Data CentersAgency Specific Innovation

Procurement Plan 

(APP) for Green 

Purchasing 

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

NEPA Documents 

(Environmental 

Assessments 

(EAs) and EISs)

No No n/a n/a Yes Yes Yes n/a n/a No

Instructions for 

Implementing 

Climate Change 

Adaptation 

Planning

No No n/a No No n/a n/a n/a n/a No
DHS 2011 Sustainability Plan

20

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) and a 

positive cost benefit analysis. 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 lifecycle 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.

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 non-drought-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 and major renovation projects. Issues 

regarding Environmental Justice 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 will focus on exploring 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 monetary benefits. 
DHS 2011 Sustainability Plan

21

DHS has not tracked quantitative environmental cost and benefits for nonenvironmental 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 non-compliance, 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 associated with its facilities and vehicles. Increasing miles per 

gallon 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.

Reducing the use of hazardous material by substituting non-toxic or reduces toxic 

products can improve the work environment and reduce disposal costs. Practicing 

sustainability improves operational performance. Sustainable buildings provide better 

temperature and lighting control, are typically visually pleasing, and perform better than 

non-sustainable 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 Federal Law Enforcement Training Center (FLETC) fired nearly 11 million rounds of 

lead free ammunition in FY 2010. Since 1994, FLETC has worked with its ammunition 

manufacturers to develop a variety of reduced hazard ammunition. The lead-free 

ammunition reduces health hazards for the instructors who spend hours per day on the 

range and eliminates the hazardous waste generated from the use of conventional 

ammunition. 

The US Citizenship and Immigration Services (USCIS) working closely with GSA has 

obtained space in 22 Leadership in Energy and Environmental Design (LEED®) facilities 

(5 Gold, 14 Silver, and 3 Certified). USCIS has also developed a standardized 

solicitation for offers (SFO) that incorporates the requirement for a LEED® certified 

building. The SFO has been shared with all the Components to help facilitate obtaining 

sustainable space from GSA.

The Immigration and Customs Enforcement (ICE) installed a solar photovoltaic array on 

the roof of its Port Isabel Station, Texas. The array is capable of supplying up to 30 

percent of Building A’s electrical needs. This was part of a 5.1 percent increase in ICE’s 

use of electricity from renewable energy sources in FY 2010.

The United States Coast Guard (USCG) recently completed a project that installed an 

875 kW photovoltaic solar array at its Petaluma, California Training Center. This was 

done through a power purchase agreement where USCG obtains competitively priced 

electricity and renewable energy credits while the vendor receives the tax advantage. 

This is a win-win for both parties. 
DHS 2011 Sustainability Plan

22

In FY 2010, FEMA began implementation of a major renewable energy project [i.e., 

Variable Refrigerant Volume Geothermal Heating, Ventilation and Air Conditioning 

(HVAC)] at its National Emergency Training Center in Emmitsburg, Maryland. The 

project will use a renewable source to displace electricity use equal to 7.9% of the 

overall FEMA renewable energy goal and provide purchased steam independence for a 

number of high occupancy facilities (e.g., classroom, offices, and dormitories). 

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. The 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 is expected to affect the severity, frequency, or duration of extreme 

weather events, droughts, floods, sea-level rise, precipitation patterns, and the spread 

of life-threatening diseases. The projected impacts of climate change pose both direct 

and indirect security and resiliency risks to the Nation, core homeland security missions, 

and DHS infrastructure and operations. DHS is committed to augmenting its climate 

change mitigation efforts with adaptation to reduce risk and vulnerability to the impacts 

of climate change. DHS will plan, prepare for, and adapt to current and future changes 

in a way that will allow the Department to fulfill its missions and maintain its 

infrastructure and ability to operate successfully. 

The DHS Climate Change Adaptation Task Force

To proactively address an emerging risk, the Department established the DHS Climate 

Change Adaptation Task Force (Task Force) in January 2010 as a broadly 

representative, intra-departmental group to identify and assess the impact that climate 

change could have on the Department’s missions and operations. In October 2010, the 

Task Force produced the “DHS Climate Change Adaptation Task Force Report” that 

includes a summary of Task Force activities and analysis of key risks identified in case 

study regions as well as potential recommendations for how DHS should address 

climate change moving forward.
DHS 2011 Sustainability Plan

23

Potential Climate-Driven Risks to DHS

Through a regional case study analysis, the Task Force identified migration, 

infrastructure, and health as major, cross-cutting risks to the Department. These risks 

are summarized in Table 5 below.

Table 5: Summary of Three Major Climate-driven Risks to DHS

Migration-related risks Infrastructure-related 

risks Health-related risks

• Changes in crossborder migration 

patterns and flows may 

challenge enforcement, 

processing, and 

response capacities 

across government. 

• Increased population 

movements may 

accelerate the spread of 

infectious diseases. 

• Pressures are building 

for the international 

community to formally 

recognize 

“environmentallyinduced migrants,” 

which would have 

serious repercussions 

for the US and the 

Department. 

• Changes in precipitation 

patterns, intensifying 

severe weather, and 

rising sea levels may 

threaten resiliency 

across the 18 Critical 

Infrastructure and Key 

Resources (CIKR) 

sectors and DHS 

infrastructure. 

• Continuity of operations, 

delivery of services, and 

emergency response 

will be challenged and 

made increasingly 

complex by damages or 

disruptions to the 

interconnected energy 

and infrastructure 

networks. 

• Prevention, response, 

and recovery operations 

throughout government 

may be strained or 

overwhelmed as 

infectious diseases 

spread or increase in 

prevalence/virulence.

• DHS personnel at points 

of entry may be 

vulnerable to disease 

transmission; increases 

in workforce illnesses 

would degrade 

operational capabilities.

• Overburdened State 

and local governments 

may require greater 

Federal involvement 

and funding. 

Task Force Recommendations

This Department-wide initiative led to 10 actionable recommendations for how the 

Department can begin to address the risks of climate change. The Task Force’s 

recommendations serve as initial steps for DHS to adapt to the challenges of climate 

change.

1. Establish a governance structure to provide climate change adaptation 

leadership, accountability, and coordination.

2. Develop a DHS Climate Change Adaptation Directive to build awareness and 

provide direction across DHS.

3. Incorporate climate change into strategic planning as one of many cross-cutting 

drivers that influence current and emerging trends in the DHS mission space.

4. Consider climate change in the Homeland Security National Risk Assessment 

process as an additional risk to our national strategic interests.
DHS 2011 Sustainability Plan

24

5. Develop analytical and modeling tools, in coordination with other elements of 

the national security community, to better understand drivers and patterns of 

migration.

6. Review migration-related authorities and categories to determine the 

appropriate policies, measures, and procedures for environmentally-induced 

migrants; current definitions and categories for “migrants” may not adequately 

consider streams of people looking for refuge in the United States because of 

climate-induced reasons.

7. Review current mass migration plans, systems, and procedures to ensure the 

United States is prepared to handle both gradual increases and sudden influxes 

of environmentally-induced migrants.

8. Address climate change risks to infrastructure: (1) develop and obtain 

tools/methods to understand the vulnerability of both Critical Infrastructure and 

Key Resources (CIKR) and DHS-owned infrastructure and to (2) establish and 

apply criteria for future DHS capital improvements and investments that build in 

resilience and consider the impacts of climate change over time.

9. Strengthen key partnerships with the Centers for Disease Control and 

Prevention (CDC), the climate science community, and other Federal, State 

and local agencies, private sector, and international organizations that are 

engaged in adaptation efforts which will affect DHS missions and operations.

10. Enhance the Department’s ability to respond to repeated or multiple “surge” 

demands by building a multi-skilled and resilient workforce.

Climate Change Adaptation Executive Steering Committee

To begin efforts of integrating climate change adaptation into the DHS culture and daily 

operations, the Department established the Climate Change Adaptation Executive 

Steering Committee (the Committee). The Committee is comprised of representatives 

at the Component head or Deputy-level from the USCG, FEMA, USCIS, NPPD, S&T, 

and DHS HQ. The Senior Counselor to the Secretary serves as the Chair to this 

Committee.

The Committee serves as the focal point for the Department’s efforts on policies, 

programs, and processes regarding climate change adaptation. Committee members 

are responsible for implementing recommendations set forth by the Task Force, 

reviewing the DHS climate change adaptation implementation roadmap, developing 

recommendations from the roadmap to inform the DHS resource allocation process, 

and reviewing other climate change adaptation-related documents.

VI. Transparency

DHS is committed to Open Government. The Department is working to create a culture 

of transparency, participation, and collaboration in government operations and open 

new lines of communications with the American people.

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 
DHS 2011 Sustainability Plan

25

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 promotes 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. 

The Sustainability Plan will be posted on the DHS Homepage. 

.
DHS 2011 Sustainability Plan

26

Section 2: Performance Review & Annual Update

I. Summary of Accomplishments 

In FY 2010, DHS focused on meeting the requirements contained in EO 13514 by 

increasing energy efficiency, reducing GHG emissions, conserving and protecting water 

sources, eliminating waste, recycling, and preventing pollution. The Department’s 

progress in achieving the targets under EO 13514 is closely related to achieving 

progress towards other energy related goals in EO 13423, EISA 2007, and Energy 

Policy Act of 2005 (EPAct). 

Listed below are highlights of this year’s achievements: 

• DHS established the DHS Climate Change Adaptation Task Force in January 

2010 as a broadly representative, intra-departmental group to identify and assess 

the impact that climate change could have on the Department’s missions and 

operations. The Task Force produced the “DHS Climate Change Adaptation 

Task Force Report” that includes a summary of Task Force activities and 

analysis of key risks identified in case study regions as well as potential 

recommendations for how DHS should address climate change moving forward. 

In addition, DHS established a Committee comprised of representatives at the 

Component head or Deputy-level from the USCG, FEMA, USCIS, NPPD, S&T, 

and DHS HQ to begin efforts of integrating climate change adaptation into the 

DHS culture and daily operations and implement the recommendations set forth 

by the Task Force. 

• DHS’ energy use was consolidated and reported by ten DHS Components to 

better address the combined energy and GHG accounting requirements for 2010. 

The Department updated its 2008 inventory to fully meet EO 13514 requirements 

for GHG emissions quantification and management and established a formal 

baseline (Base Year FY 2008) for determining progress towards the established 

reduction targets. DHS submitted both its FY 2008 and FY 2010 inventories to 

the CEQ Chair and OMB Director on January 31, 2011.

• DHS achieved a 15.8% reduction in building energy intensity compared to 2003 

across the Department through continued implementation of energy conservation 

measures (ECMs), alternatively financed energy projects, energy auditing, and 

education and outreach. DHS exceeded the requirement that 5% of total facility 

electricity use come from electricity produced by renewable energy sources, with 

a total of 7% renewable electricity use. 

• DHS conducted a Department-wide survey to collect data associated with the 

commute of its employees. Using the survey results, DHS estimated the

Department’s total Scope 3 emissions associated with employee commuting. 

DHS conducted additional analysis to determine results by Components and to 

identify opportunities for reducing Scope 3 commuting GHG emissions.
DHS 2011 Sustainability Plan

27

• DHS is making progress in metering all of the buildings that are appropriate to 

meter in each Component’s inventory. In 2010, 52.1% of appropriate buildings 

were metered, with 20.9% serviced by advanced meters. The actual level of 

appropriate metering is much higher than 52.1%. Because of the way the US 

Coast Guard currently meters at the campus level, the number of standard 

meters is underestimated. Advanced meters account for 20.9% of DHS 

electricity generation, with the remainder being serviced by standard meters. 

• Approximately 95% of new building designs meet the requirements for Federal 

Building Energy Efficiency Standards by being 30% below ANSI/ASHRAE/IESNA 

Standard 901-2004, or by achieving the maximum level of cost-effective energy 

efficiency. Most of the remaining buildings are still in design phases and their 

maximum cost-effective energy efficiency is still to be determined.

• DHS spent almost $18 million on direct obligations, Energy Savings Performance 

Contracts (ESPCs), or Utility Energy Service Contracts (UESCs) in 2010, 

representing 14.5% of total facility energy costs. Alternative financing 

represented 10.7% of total facility energy costs.

• DHS Mobile Assets issued the DHS Motor Vehicle Fleet Program Acquisition 

Guide as an appendix section to the “DHS Motor Vehicle Fleet Program Manual” 

issued in January 2011. This Acquisition Guide provides DHS Components with 

detailed procedures for acquiring owned or leased motor vehicles.

• The Department has partnered with the DOE’s Federal Energy Management 

Program (FEMP) and Clean Cities Coalitions to pilot an effort for conducting an 

analysis of DHS fuel use patterns to leverage new alternative fuel infrastructure 

development at retail gas stations. Five Clean Cities Coalitions throughout the 

Country will work with DHS Field Level Fleet Managers to determine how the 

data can be used to encourage retailers to invest in E85 infrastructure utilizing 

DHS (and eventually other agencies) to anchor demand for the fuel.

• DHS achieved a 13% (FY10 target of 6%) reduction in water use intensity at its 

facilities relative to an FY 2007 baseline, through continued implementation of 

water conservation measures, leak detection and repair, alternatively financed 

projects, water auditing, and education and outreach.
DHS 2011 Sustainability Plan

28

II. Goal Performance Review

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

a. Goal description

The Department is committed to achieving the following Scope 1 and 2 GHG reduction

goals:

1) Buildings

a) Reduce facility energy intensity.

b) Increase renewable electricity installation & use. 

c) Reduce per capita energy consumption through space management policies.

2) Fleet

a) Reduce petroleum use in fleet vehicles.

b) Increase use of alternative fuels in fleet alternative fuel vehicles (AFVs) and FlexFuel Vehicles (FFVs).

c) Optimize use of vehicles and right-size fleet.

d) Increase use of low emission and high fuel economy vehicles.

e) Replace conventional senior executive fleet with low-GHG emitting, highlyefficient vehicles.

f) Streamline existing shuttle buses routes by consolidating ridership with other 

agencies.

g) Implement sustainable transportation options by: acquiring low GHG emitting 

vehicles such as hybrids and AFVs; optimizing the number of vehicles in the 

agency's fleet, using alternative fuel in AFVs and FFVs; developing alternative 

fuel infrastructure; direct spending on training; and procurement of 

environmentally preferable motor vehicle products.

3) Overall

The Department’s target is to reduce GHG emissions from Scope 1 and Scope 2 

sources by 25 percent by FY 2020 (relative to a FY 2008 baseline). DHS calculated 

its reduction goal using the CEQ prescribed tool called the Development of Agency 

Reduction Targets (DART). Rather than imposing this Department goal onto each 

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

specific GHG reduction goal. 

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

Table 6. 
DHS 2011 Sustainability Plan

29

Table 6: Scope 1 and 2 GHG Reduction Targets and Goal

Agency

Total Scope 

1 & 2FY10FY11FY12FY13FY14FY15FY16FY17FY18FY19FY20

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

CBP 20% 10% 2% 2% 2% 2% 2% 2% 2% 2% 2% 0%

FLETC 28% 0% 5% 7% 4% 2% 2% 2% 2% 2% 2% 0%

FEMA 20.1% 0% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2%

ICE 34% 1% 2% 3% 3.5% 4.5% 3.5% 4.5% 3.5% 4.5% 3.5% 4.5%

NPPD 12.9% 0% 1% 2% 3% 4.5% 6% 8% 10% 11% 12% 12.9%

S&T 15.1% 0% 2% 0% 0% 0% 0% 0% 13.1% Hold Hold Hold

TSA 2.6% .5% .5% .3% .3% .4% .6% Hold Hold Hold Hold Hold

USCG 25% 4% 2% 2% 3% 2% 2% 2% 2% 3% 2% 2%

USCIS 11% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1%

USSS 20% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% Hold

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; and

• 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; and

• Lead discussions to seek consensus decisions on issues and recommendations. 
DHS 2011 Sustainability Plan

30

The CXOs will:

• Coordinate with Component CXOs and Sustainability Councils to support the 

Sustainability Council efforts;

• Coordinate activities with Committee members and evaluate progress;

• 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 4 with information received from the 

Components and CXOs.

Components will:

• Review/update out-year targets for Table 6 in the OSPP; 

• Develop, track and report GHG reduction initiatives and projects in the OSPP; 

and

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

c. Implementation methods 

The Department’s Scope 1 and 2 targets will be achieved primarily 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 to reduce Scope 1 and 2 emissions:

1) Buildings

a) The Department plans to reduce facility energy intensity in facilities where DHS 

pays utility bills separately (i.e., not included in lease payments) through 

continued implementation of ECMs, alternatively financed energy projects, 

energy auditing, and education and outreach.

b) Utility Meter Installation: The Department recognizes the importance of 

measuring energy use and the value of the data; and plans to continue 

implementing 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. 

c) The Department has developed a Metering Implementation Plan to address 

opportunities to install and utilize meters and advanced electrical meters to 
DHS 2011 Sustainability Plan

31

reduce energy costs and improve operations throughout the Department. In the 

future, advanced metering will be applied towards natural gas and steam. 

d) 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 identify cost effective renewable 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. 

e) The Department is reducing per capita energy consumption through development 

and implementation of space management policies. 

f) DHS intends to streamline existing shuttle buses routes by consolidating 

ridership with other agencies.

2) Fleet

a) The Department implemented policy instructing Components to acquire hybrid 

electric vehicles or AFVs when hybrids are not practicable, as part of the DHS 

Secretary’s 120 Day Efficiency Review Initiative. 

b) The Department plans to replace conventional senior executive fleet with lowGHG emitting, highly-efficient vehicles.

c) The Department issued the DHS Motor Vehicle Fleet Program Acquisition Guide 

in January 2011 to provide DHS Components with detailed procedures for 

acquiring owned or leased motor vehicles.

d) The Department plans to implement sustainable transportation options by: 

acquiring low GHG emitting vehicles such as hybrids and AFVs; optimizing the 

number of vehicles in the Department's fleet, using alternative fuel in AFVs and 

FFVs; developing alternative fuel infrastructure; direct spending on training; and 

procurement of environmentally preferable motor vehicle products. 

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

percent of light duty acquisitions not used for law enforcement be AFVs; all 

orders for DHS owned and leased vehicles will be reviewed by the Department 

Fleet Manager. 

3) Other

a) The Department 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). The following is the goal of the 

DHS Renewable Energy Plan:

o Renewable energy resources will supply 15 percent of DHS’ annual energy 

requirements by FY 2015.
DHS 2011 Sustainability Plan

32

Recognizing that appropriated funding for energy investments will not cover all 

Departmental priorities, DHS will employ a variety of financing mechanisms, as 

appropriate, to execute energy projects. Financing mechanisms may include:

o ESPCs;

o UESCs;

o Third party agreements, such as Power Purchase Agreement; 

o 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 

o Reinvestment of Savings: Cost savings generated by alternative financing 

(including incentives) should be reinvested back into the Energy Program.

b) Other strategies and methods that may be used include: 

o Capturing Fugitive Emissions; 

o Reducing energy use at facilities excluded from energy reduction goals, such 

as: process energy loads, excluded mobility fuel use, and other energy use 

excluded from energy reduction goals; 

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

biomass, landfill gas); and 

o Maximizing building operations and maintenance through re/retrocommissioning programs. 

In order to achieve this goal, DHS and its Components have developed a high level 

approach that includes short-term, medium-term and long-term activities/initiatives.

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. 

Status: (Ongoing) CAO utilized the Federal Automotive Statistical Tool (FAST) to 

calculate the fuel use of Department vehicles. The federal agency GHG 

inventory tool was used to calculate the Department’s FY 2008 baseline and FY 

2010 inventory.

• 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;

Status: (Completed) Identified infrastructure requirements in conjunction with 

National Technical Information Service.
DHS 2011 Sustainability Plan

33

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

feasibility of replacing law enforcement (LE) vehicles used for administrative 

purposes with AFVs;

Status: (Completed) As a result of a memorandum signed by the Secretary in 

January 2011, DHS reclassified its LE vehicles into the following Three Tiers: 

LE1 - Exempt – Vehicles built for high speed pursuit, off-road, or dignitary 

protection and used for that purpose 75% or more. The Secretary signed an 

exemption for these in January 2011. 

LE2 –Vehicles used for intelligence, investigations, and surveillance. No 

exemptions sought. 

LE3 –Vehicles used for administrative type LE operations. No exemptions 

sought.

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

fuel stations to gain access for DHS vehicles. 

Status: (Completed) CAO (Fleet Management) has partnered with DOE’s FEMP 

and Clean Cities Coalitions to pilot an effort to conduct analysis of DHS fuel use 

patterns to leverage new alternative fuel infrastructure development at retail gas 

stations. Five Clean Cities Coalitions throughout the Country will work with DHS 

Field Level Fleet Managers to determine how the data can be used to encourage 

retailers to invest in E85 infrastructure utilizing DHS (and eventually other 

agencies) to anchor demand for the fuel. 

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

performance contractors and Energy Service Companies to establish DHS 

retrofit performance rates to determine final department-wide percentage 

reduction;

Status: (Ongoing) Targets being incorporated into the ESPC Plan.

• 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 (e.g., power and 

signal lines, cabling, connections, barrier materials) to determine those that 

require less energy, have less energy loss, or reduce energy needs. 

Status: (Completed) Incorporated into the CSO business process.

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

and determine new more efficient methods of performing. 

Status: (Completed) Incorporated into the CSO business process.
DHS 2011 Sustainability Plan

34

• CAO 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). 

Status: (Completed) DHS performed a renewable energy optimization study for 

120 facilities nationwide. The opportunities identified are being reviewed for 

potential projects.

• CAO 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. 

Status: (Completed) Covered facilities under EISA 432 have been identified and 

entered into the Compliance Tracking System. Based on this data, buildings are 

being prioritized for re-/retro-commissioning opportunities.

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

with Federal mandates and include GHG analysis.

Status: (Completed) Incorporated into the Components OSPPs. DHS will review 

the Compliance Tracking System to monitor Component performance.

• CFO and USM will ensure that all Lifecycle Cost Estimates submitted during a 

Level 1, 2, or 3 acquisition must include a calculation for the ROI for any 

sustainability efforts included as part of the acquisition. This will help ensure 

higher upfront costs for sustainable solutions are not eliminated during the 

budgeting process when they could have beneficial budgetary effects in future 

years.

Status: (Action Pending)

• CFO will increase use of renewable energy by making Component CFOs and 

Budget Analysts aware of the cost benefits of implementing renewable energy 

practices in their planning, purchasing and use of services or deliverables. 

Status: (Action Pending)

• CFO will continue to support the reporting and analysis of fuel usage through 

operation and maintenance of the Fleet Management Analysis and Reporting 

System.

Status: (Completed) CFO continues to support the system.

• CAO will ensure facilities review existing Operations & Maintenance training and 

conduct gap analysis to identify potential improvement areas.
DHS 2011 Sustainability Plan

35

Status: (Completed) Incorporated into the Facilities Design and Construction 

Guidance Manual currently under development.

• 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 photocopying and printing doublesided; 

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.

Status: (Ongoing) Initial employee awareness training for sustainability is being 

developed.

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

alternative fuel opportunities. 

Status: (Ongoing) DHS is developing a Vehicle Allocation Methodology (VAM), a 

tool for establishing and controlling fleet size and composition, more succinctly 

and popularly termed “right-sizing.” DHS is currently in the second of three 

phases of a pilot program with several Components. This phase includes 

surveys that have to be completed by motor vehicle operators at the Field Office 

level. From the standpoint of OMB, a VAM documents the basis for fleet size 

and, consequently, fleet-related budgets. It requires a standard and consistent 

method for the collection, management and analysis of comprehensive fleet data 

used and should enable Components to undertake and statistically support their 

fleet-size decision making. This includes developing a fleet baseline profile to 

identify current vehicle assets and how they match with DHS mission needs and 

ensuring that future vehicle fleets are not overly expensive, are correctly sized in 

terms of numbers, and are of the appropriate type for accomplishing Component 

missions while achieving sustainability goals. Components may develop their 

own VAMs, but the method and statistical outputs must have final approval from 

the DHS Fleet Manager before being accepted as conforming with FMR 102-

34.50 (b) and GSA Bulletin #9, VAM. At a minimum, a standard VAM program 
DHS 2011 Sustainability Plan

36

requires an accurate fleet inventory, utilization data (mileage or hours), a 

comprehensive justification protocol, a process for dealing with unjustified 

vehicles, and establishment of a Table of Allocation (the baseline fleet). 

• DHS will complete Home-to-Work (HtW) analysis and identify possible 

reductions.

Status: (Ongoing) DHS completed its analysis of HtW within the Department and 

determined that significant changes needed to be made. Because the changes 

needed to address HtW appear to impact the Inter-Agency, DHS has partnered 

with DOJ, GSA, and Treasury to establish a HtW Executive Steering Committee 

(ESC) and Working Group (WG). The ESC convened in April and the WG will 

meet in May. The WG will produce recommendations that will be presented to 

the ESC tentatively in late May. When approved, these recommendations will be

taken for Inter-Agency action by GSA, and Intra-Agency action by DHS.

• CBP will use Idle Reduction Technology in Enforcement Vehicles: anti-idle 

technologies exist that allow interior enforcement systems and vehicle heating 

systems to function with limited or no idle time. 

Status: (Action Pending) New item from 2010 OSPP.

• ICE will award Comprehensive Energy Services Contracts to perform energy and 

water audits at ICE owned facilities. 

Status: (Action Pending) New item from 2010 OSPP.

• FLETC will evaluate ESPC contractor proposals it has received for assisting it in

meeting energy and water reduction requirements. 

Status: (Action Pending) Contract negotiation under way.

• USCIS will enhance current energy outreach and awareness activities to include 

information about GHG impacts.

Status: (Action Pending) New item from 2010 OSPP.

Medium Term (FY2013-FY2017)

• 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 providing needed training to facility O&M staff: 
DHS 2011 Sustainability Plan

37

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 are typically short 

payback investments. Accordingly, lighting upgrades have been and will 

continue to be a high priority investment for DHS. Similarly, proper lighting 

design offers opportunities to improve the efficiency of new construction. DHS 

will continue to take advantage of high efficiency lighting technology such as:

o Spectrally enhanced lighting - These lamps have a better color rending

index (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. 

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

security modernization, renovation, construction, and replacement projects. 

• 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 similar facilities. The results 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 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. 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 by their priority. DHS facilities will be retro-commissioned

to ensure they are operating at the highest levels of efficiency currently possible. 
DHS 2011 Sustainability Plan

38

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

and education activities. They will develop awards programs to recognize 

individuals, teams and projects that have advanced DHS sustainability goals. 

• CBP will deploy and implement a Fleet Information Management System to 

provide strategic capabilities relative to the maintenance and management of 

CBP fleet assets.

• CBP will install E85 and/or Bio Diesel fuel tanks at new CBP vehicle fueling 

centers.

• ICE will initiate UESC and ESPC at appropriate facilities.

• TSA will educate workers on how they contribute to energy efficiency through 

outreach events on Earth Day and Energy Awareness Month. 

• S&T will conduct energy audits to identify GHG emission reduction opportunities. 

• USSS will automate the collection, tracking and reporting of annual energy data.

• USCIS will specify energy efficient security systems, equipment, and techniques 

when upgrading existing or installing new systems. 

• USCIS will conduct a fleet analysis to identify right-sizing and alternative fuel 

opportunities.

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 implement 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 the use of lifecycle cost assessments for subject level 3 

acquisitions capital and operating projects that affect energy use. 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. 

• CFO will ensure that analysts are trained to review construction and major 

renovation or repair plans for sustainability measures, such as the use of 

renewable energy, purchase of recyclable materials, etc. If no sustainability 

measures are incorporated in the plan, the analyst will follow-up with the 

Program Manager for clarification on why no sustainability efforts were made in 

the plans. 
DHS 2011 Sustainability Plan

39

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

investments as defined in the DHS M&V plan.

• USCIS will review new facility lease acquisitions to ensure facilities are operating 

at the highest levels of efficiency currently possible, within practical economic 

considerations.

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 Manager, and 

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

reduce scope 1 and 2 GHG emissions. The CAO has hired two additional staff 

positions to support the environmental and energy programs.

DHS Components:

• At NPPD, CBP, FLETC, S&T, TSA, and USCIS there are no positions dedicated 

solely to the reduction of Scope 1 and 2 GHG emissions nor are any needed at 

this time. The responsibility to address these requirements is shared among staff 

from several program offices, all of whom in FY11 will leverage existing 

resources to provide the level of support required. 

• FEMA: At this time, it is not possible to accurately determine the total amount of 

positions/resources dedicated to this goal. FEMA will work with DHS to develop 

a procedure to report positions and resources associated with this goal by the 

end of FY11.

• ICE: There is currently one position dedicated to achieving Scope 1 and 2 GHG 

reduction goals in the Office of Asset Management and Fleet. The responsibility 

to address these requirements is shared among staff from several program 

offices, all of whom in FY11 will leverage existing resources to provide the level 

of support required.

• USCG: The Coast Guard currently maintains two full time positions: (i.e., one in 

the CG-46 Energy Program and one in the CG-43 Vehicle Program) for work that 

includes Scope 1 and Scope 2 GHG gas reduction. This is not enough to keep 

pace with expanding requirements and initiatives are underway to secure 

additional billets. In addition the Shore Infrastructure Logistics Center (SILC) is 

developing an Energy Management Division for planning and implementation of 

shore energy projects. These full time billets are supplemented by collateral duty 

civilian personnel in other USCG organizations, such as contracting officers, 

lawyers, engineers, environmentalists and financial personnel who provide 

assistance on an ad hoc basis. With the additional assistance of contracted 

resources, the Coast Guard anticipates that it is adequately staffed to oversee, 

manage, and execute the implementation of Scope 1 and 2 GHG emission 

reduction initiatives.
DHS 2011 Sustainability Plan

40

• USSS: The Secret Service recently hired a full-time environmental protection 

specialist. The Environmental Specialist will be primarily responsible for 

capturing and monitoring Scope 1 and 2 GHG emissions data. This position will 

be supported by numerous individuals who are appointed as OSPP 

representatives across the various Directorates/Divisions. 

e. Planning table

The following planning table was completed based on input provided by the 

Components in their OSPPs, and the FEMP's Annual GHG and Sustainability Data 

Reports, among other sources.

Table 7: Scope 1 and 2 GHG Target

SCOPE 1&2 GHG TARGET Unit FY 

10

FY 

11

FY 

12

FY 

13

FY 

14 FY 15 ... FY 20

BUILDINGS 

Energy Intensity Reduction Goals 

(BTU/SF reduced from FY03 base year) % 15% 18% 21% 24% 27% 30% ... Hold

Planned Energy Intensity Reduction 

(BTU/SF reduced from FY03 base year) % n/a 18% 21% 24% 27% 30% ... Hold

Renewable Electricity Goals

(Percent of electricity from renewable 

sources)

% 5% 5% 5% 7.5% hold hold ... Hold

Planned Renewable Electricity Use

(Percent of electricity from renewable 

sources)

% n/a 5% 5% 7.5% hold hold ... Hold

FLEET

Petroleum Use Reduction Targets

(Percent reduction from FY05 base year) % 10% 12% 14% 16% 18% 20% ... 30%

Planned Petroleum Use Reduction

(Percent reduction from FY05 base year) % n/a 12% 14% 16% 18% 20% ... 30%

Alternative Fuel Use in Fleet AFV Target

(Percent increase from FY05 base year) % 61% 77% 95% 114% 136% 159% ... Hold

Planned Alternative Fuel Use in Fleet AFV

(Percent increase from FY05 base year) % n/a 77% 95% 114% 136% 159% ... Hold

Senior Executive Fleet Replaced with LowGHG, High Efficiency Vehicles

(Percent replaced from FY08 base year)

Zero 

thru 

FY12

1 1 1 6 10 12 19

Total Scope 1&2 GHG Emissions 

(Comprehensive)

MMT

CO2e

1,71

7,33

3.5

1,65

8,31

4

1,64

1,39

3

1,624

,471

1,607

,550

1,573

,706 ...

1,26

9,11

8

Total Scope 1&2 GHG Emissions (Subject 

to Agency Scope 1&2 GHG Reduction 

Target )

MMT

CO2e

663,

241.

4

752,

225

744,

549

736,8

74

729,1

98

713,8

46 ... 575,682.

Overall Agency Scope 1 & 2 Reduction 

(reduced from FY08 base year) % 1 2 3 4 5 7 25
DHS 2011 Sustainability Plan

41

f. Department status

The Department is updating Directive 025-01 Sustainable Practices for Environmental, 

Energy, and Transportation Management to reflect the requirements set forth by EO 

13514 and establish policy for reducing Scope 1 and 2 GHG emissions. The Directive 

incorporates GHG reduction policy 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 AFVs;

• Programs to ensure that new construction and major renovation of Departmental 

buildings comply with the Guiding Principles for Federal Leadership in High 

Performance and Sustainable Buildings and when direct leasing or leasing 

through the GSA, 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 AFVs when hybrids are not 

practicable; and

• Programs to ensure the Department buys Electronic Product Environmental 

Assessment Tool (EPEAT)-registered electronic products, enables the ENERGY

STAR® 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’s Energy Management Program is guided by the 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. DHS is making progress in metering all of the buildings that are 

appropriate to meter in the Department’s inventory. In 2010, 52.1% of appropriate 

buildings were metered, with 20.9% served by advanced meters. The actual level of 

appropriate metering is much higher, but because of the way the US Coast Guard 

currently meters at the campus level the number of standard meters is underestimated. 

Advanced meters account for 20.9% of DHS electricity generation, with the remainder 

served by standard meters. When these differences are considered, 100% of the 

electricity is metered. 

In 2010, DHS achieved a 15.8% reduction in building energy intensity compared to 

2003 across the Department through continued implementation of ECMs, alternatively 

financed energy projects, energy auditing, and education and outreach. DHS exceeded 

the requirement that 5% of total facility electricity use come from electricity produced by 
DHS 2011 Sustainability Plan

42

renewable energy sources, with a total of 7% renewable electricity use. DHS 

Components with exceptional performances include:

• ICE with an 18.7% reduction in energy intensity at its facilities. 

• S&T with an 16.7% reduction in energy intensity at its facilities. 

• USCG with an 18.7% reduction in energy intensity at its facilities. 

g. Return on investment

No projects have been cancelled or suspended due to a lower than expected ROI. The 

Department continues to strongly encourage the use of ESPC and UESC as a way of 

implementing energy and water projects without direct appropriation. These projects 

are typically rated in terms of number of years and payback. Complex projects with 

long lived equipment may be feasible out to 25-30 years.

h. Highlights

In April 2011, DHS Mobile Assets issued the DHS Motor Vehicle Fleet Program 

Acquisition Guide as an Appendix to the “DHS Motor Vehicle Fleet Program Manual” 

issued on January 2011. This Acquisition Guide provides DHS Components with 

detailed procedures for acquiring owned or leased motor vehicles. The Guide also 

requires DHS Fleet Managers to acquire vehicles in the following order: Electric, Hybrid, 

and then AFVs (as requested by President Obama during his March 30th speech on 

America’s Energy Security). Vehicles were prioritized in this order because 

Components may try to order only E85 vehicles, as they are the least expensive. AFVs 

can only be acquired for locations where the fuel is available. When fuel is not available 

an electric or hybrid vehicle must be selected. By 2012 all vehicle acquired by DHS 

must comply with this guidance.

As a result of a memorandum signed by the Secretary in January 2011, DHS 

reclassified its LE Vehicles into Three Tiers as follows:

• LE1 - Exempt – Vehicles built for high speed pursuit, off-road, or dignitary 

protection and used for that purpose 75% or more. S1 signed an exemption for 

these in January 11. 

• LE2 –Vehicles used for intelligence, investigations, and surveillance. No 

exemptions sought. 

• LE3 –Vehicles used for administrative type law enforcement operations. No 

exemptions sought.

DHS Components will consider Electric, Hybrid, and AFV vehicles (in that order of 

preference based on President Obama’s March 30, 2011 speech) for LE 2 and 3 

classifications when replaced (3-5 year cycle), resulting in a new total of approximately 
DHS 2011 Sustainability Plan

43

23,000 Hybrid/AFV vehicles across DHS. Potential Fuel Savings – (FY12-FY16) at 

2,000 Vehicles Replaced Per Year = 1.5 - 2M gallons. 

The Department has contracted to develop a VAM, which is a tool for establishing and 

controlling fleet size and composition, more succinctly and popularly termed “rightsizing”. This tool documents the basis for fleet size and, consequently, fleet-related 

budgets. It requires a standard and consistent method for the collection, management 

and analysis of comprehensive fleet data used and should enable Components to 

undertake and statistically support their fleet-size decision making. This includes 

developing a fleet baseline profile to identify current vehicle assets and how they match 

with DHS mission needs and ensuring that future vehicle fleets are not over-costly, are 

correctly sized in terms of numbers, and are of the appropriate type for accomplishing 

Component missions while achieving sustainability goals. Components may develop 

their own VAM, but the method and statistical outputs must have final approval from the 

DHS Fleet Manager before being accepted as conforming with FMR 102-34.50 (b) and 

GSA Bulletin #9, VAM. At a minimum, a standard VAM program requires an accurate 

fleet inventory, utilization data (mileage or hours), a comprehensive justification 

protocol, a process for dealing with unjustified vehicles, and establishment of a Table of 

Allocation (the baseline fleet). DHS is currently in the second of three phases of a pilot 

program with several Components. This phase includes surveys which have to be 

completed by motor vehicle operators at the Field Office level.

The Department partnered with the DOE’s FEMP and Clean Cities Coalitions to pilot an 

effort for conducting analysis of DHS fuel use patterns to leverage new alternative fuel 

infrastructure development at retail gas stations. Five Clean Cities Coalitions 

throughout the Country will work with DHS Field Level Fleet Managers to determine 

how the data can be used to encourage retailers to invest in E85 infrastructure utilizing 

DHS (and eventually other agencies) to anchor demand for the fuel.

DHS Component Successes:

• FLETC established an Energy Management Office and initiated a process to 

explore the implementation of an ESPC that would cover energy needs at all four 

FLETC training sites. The ESPC contractor was selected and a kickoff meeting 

held August 21, 2010. All site evaluations were completed on September 24, 

2010. In FY11, FLETC will evaluate an ESPC contractor proposal for meeting 

energy and water reduction requirements.

• USCG initiated several alternatively financed projects, including: 

o ESPC for Air Station Borinquen and Sector San Juan in Puerto Rico;

o ESPC in Base Support Unit (BSU) Portsmouth, Virginia, Training

Yorktown, Virginia, and BSU Elizabeth City, North Carolina; and

o Pre-development of multiple UESC and PPA projects. 

• FLETC exchanged more than 300 older vehicles for newer hybrid and FFVs 

using ARRA funds. 
DHS 2011 Sustainability Plan

44

• USCG awarded an enterprise-wide procurement/installation project for advanced 

electricity meters that will satisfy the requirements of the EPAct.

• USCG created an overarching Energy Management Strategy document, signed 

by the Commandant on May 3, 2010 that lays the groundwork for sustainable 

and integrative energy management. USCG combined its shore GHG reduction 

commitments with its energy management program as part of its official Energy 

Management Strategy.

• USCG implemented annual vehicle replacement reviews to ensure compliance 

with EISA GHG score vehicle acquisition requirements.

• USCG started up an 875 kW solar photovoltaic (PV) array at Training Center

Petaluma, California, that will offset 17,000 tons of GHG emissions annually 

(developed through a power purchase agreement financing mechanism.

• USCG completed or developed numerous renewable energy projects focusing on 

the following technologies: solar photovoltaic arrays, wind turbines, solar 

domestic hot water, biomass boilers, and tidal generators.

• S&T conducted environmental, energy, and health & safety audits at the Plum 

Island Animal Disease Center (PIADC), New York, Transportation Security 

Laboratory (TSL), New Jersey, and National Urban Security Technology 

Laboratory (NUSTL), New York, (formerly the Environmental Measurements 

Laboratory), helping to identify successes and opportunities at S&T-managed 

facilities.

• FEMA's Center for Domestic Preparedness (CDP) in Anniston, Alabama has 

initiated several actions and programs to reduce energy and GHG emissions, as 

well as prevent pollution. Specific ongoing actions include:

o Replacing a portion of gasoline powered vehicles with electric vehicles. 

Gasoline vehicles will continue to be replaced with electric vehicles as 

funding becomes available.

o Replacing boilers in the dorms and main buildings with energy efficient 

systems. 

o Replacing all shower heads in the dormitories with water efficient shower 

heads.

o Partnering with the Anniston Army Depot to recycle paper, aluminum, 

plastic, and glass products.

o Replacing water chillers and HVAC systems with energy efficient systems.

• FEMA developed an implementation plan in FY 2010 to address alternative 

financing mechanisms to meet energy conservation requirements (e.g., ESPCs 

and UESCs).
DHS 2011 Sustainability Plan

45

• FEMA completed nine facility energy audits encompassing 60 individual buildings 

to identify potential ECMs.

• CBP established a Green Team (El Paso Sector Green Team) for creating, 

implementing, and promoting energy conservation and awareness to minimize 

environmental impact.

• NPPD has to date increased the number of AFVs to 1010 vehicles and acquired 

six hybrid electric vehicles. This represents 70.7% of the entire NPPD leased 

fleet.

• USSS, although exempt from GHG reductions for LE vehicles, has integrated 

FFVs into 4 percent of the fleet. 

• USSS received a consultation report on “Renewable Electricity Installation and 

Use” from the Department of Energy National Renewable Energy Laboratory to 

determine the types of renewable energy that might best serve the USSS based 

on geographic location, and determine its feasibility and ROI. The funding was 

provided by DHS. USSS will review the report and determine how best to 

implement renewable alternatives. 

• DHS Component Challenges:

• The shift to sustainability will require greater attention from all Component 

organizations and activities. Over the years, other Component functions have 

largely relied on the environmental and safety staff to address these areas of 

concern. Components recognize that in order to be successful, sustainability 

must be integrated into the Components' culture. Every employee needs to 

understand, participate in and contribute to the attainment of sustainability goals. 

This culture shift will take years to be fully imbedded into the Components' 

operations, and training and incentives will be necessary.

• FEMA's focus is on emergency response and working under adverse conditions; 

therefore, sustainability may not always be a priority. The challenge to making 

sustainability successful at FEMA will be accomplished by integrating 

sustainability into the planning process so that it becomes routine for employees. 

• NPPD does not own the space they occupy, and do not possess building 

management delegation authority for any of their leased space. As such, they do

not directly manage the energy usage at their facilities so they have limited 

opportunities to contribute to reducing Scope 1 and 2 GHG emission reductions.

• Until a Sustainability Performance Management System that is capable of 

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

13514 is created, Components will continue to divert time and resources from 

daily operation activities to obtain the information required for reporting manually.
DHS 2011 Sustainability Plan

46

• At USCIS, CBP and S&T, the lack of alternative fuel infrastructures near their 

facilities impedes meeting the goal of increasing the use of AFVs.

• CBP is developing the Program Reporting Management System (PRMS) that has 

significant potential to serve as a primary data capture and management tool for 

sustainability metrics. Ensuring that the system is properly aligned to the 

business process in development necessary to implement, monitor and measure 

sustainable programs is critical for success. The challenge will be developing 

enough of the processes to ensure that the data needs to support 

implementation are incorporated into the PRMS. 

• For USSS, it will be challenging to fulfill its unique mission while meeting GHG 

emissions reduction targets.
DHS 2011 Sustainability Plan

47

2. GOAL 2: Scope 3 Greenhouse Gas Reduction & Develop and Maintain 

Agency Comprehensive Greenhouse Gas Inventory

a. Goal description

1) Scope 3 GHG Reductions

The Department’s goal is to reduce GHG emissions from Scope 3 sources by 7.2 

percent by FY 2020 (relative to an FY 2008 baseline). Following are the Department’s 

targets for reducing Scope 3 GHG emissions by category: 

• Purchased electricity T&D losses: 13.2%

• Contracted waste disposal: 10.7%

• Federal employee travel: 6.6% 

The Department established these goals based on the total emissions and estimated 

reductions provided by the Components using DOE’s Scope 3 Target tool. The 

following table lists DHS’ Total Scope 3 goal and out year estimates. 

Table 8: Scope 3 GHG Reduction Goals

Agency Total 

Scope 3

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20

DHS 7.2% 0% 0.5% 1% 1.5% 2% 3% 4% 5% 6% 7% 7.2%

2) Develop and Maintain Agency Comprehensive GHG Inventory

The Department established a formal baseline (FY 2008) for determining progress 

towards the established reduction targets and prepared FY 2008 and FY 2010 

inventories according to Federal Greenhouse Gas Accounting and Reporting Guidance. 

These reports were submitted to the CEQ Chair and OMB Director on January 31, 

2011, in accordance with EO 13514. 

DHS will submit the FY 2011 GHG inventory to the CEQ Chair and OMB Director by 

January 31, 2012.

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; 

• Assess the Department’s progress; and

• Engage other functional leaders, as necessary. 
DHS 2011 Sustainability Plan

48

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 Sustainability Plan; and

• Prepare reports and metrics.

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

Sustainability Council for developing and maintaining a comprehensive GHG inventory. 

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

Below is a list of implementation methods for each category of Scope 3 GHG reduction 

goal:

Transmission and distribution losses:

Transmission and distribution (T&D) 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, T&D 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 T&D losses by 

implementing the following short, medium, and long term initiatives.

In order to achieve this goal, DHS and its Components have developed a high level 

approach that includes short-term, medium-term and long-term activities/initiatives.
DHS 2011 Sustainability Plan

49

Short Term (FY2010-FY2012)

• DHS and Components will implement energy conservation and efficiency 

measures that reduce the amount of electricity required from the grid. 

Status: (Ongoing)

• 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 can be locally provided or accomplished 

in-house by CSO staff with the right skill sets. 

Status: (Completed) Incorporated into CSO business practices.

• DHS and Components will meet as much of that demand as possible through onsite 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.

Status: (Completed) Incorporated into DHS and Component business practices.

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 T&D loss estimated based 

on improved available data. 

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

(e.g., distributed energy resources 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 T&D loss reduction. 

• 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 2011 Sustainability Plan

50

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

T&D losses. 

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

its own work or services or contracting for the same services locally.

Business Travel:

The Department and its Components 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. 

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 develop guidance and awareness training to promote travel reduction.

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

medium, and long term initiatives. 

In order to achieve this goal, DHS and its Components have developed a high level 

approach that includes short-term, medium-term and long-term activities/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 

will implement policies to minimize the GHG impact of that travel. 

Status: (Ongoing) Components are considering policies to reduce business 

travel (e.g., transitioning to longer work days and four-day work weeks, offering 

incentives to encourage vanpooling).

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

continuing the use of the GSA service through Travel Management Information 

Service (TMIS).

Status: (Ongoing) A number of Components and DHS headquarters utilized the 

TMIS for completing the FY 2010 GHG Inventory. 

• 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).

Status: (Action Pending) 
DHS 2011 Sustainability Plan

51

• CHCO and CAO will develop transit, travel, training and conferencing strategies 

to support low-carbon commuting by providing a baseline analysis of current

teleworking/alternative work schedules (AWSs) and conferencing policies 

through surveys and research. 

Status: (Action Pending) 

• CFO will ensure that each Component's strategy for transit, travel, training and 

conferences supports low-carbon commuting and travel. 

Status: (Action Pending) 

• CIO will implement innovative policies to address Scope 3 emissions unique to 

agency operations. 

Status: (Action Pending) 

• CIO will implement technologies to reduce carbon emissions related to transit, 

travel, training, and conferencing strategies.

Status: (Ongoing) CIO has identified limitations in the system that prevents full 

use of teleconferencing capabilities on computers. 

• CBP will develop Secure Portal to promote teleconferencing.

Status: (Action Pending) New item from 2010 OSPP.

• ICE will develop guidance and awareness online training courses on travel 

reduction.

Status: (Action Pending) New item from 2010 OSPP. 

• S&T will review travel approval processes to ensure that only essential travel is 

requested and approved. 

Status: (Action Pending) New item from 2010 OSPP. 

• S&T 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). 

Status: (Action Pending) New item from 2010 OSPP. 

• USCG will calculate emissions from airline and rental business travel by using 

the GSA Travel Management Information System.

Status: (Action Pending) New item from 2010 OSPP. 
DHS 2011 Sustainability Plan

52

• USCG will distribute GSA developed employee surveys for commuting and 

teleworking.

Status: (Action Pending) New item from 2010 OSPP. 

• USCG will update current telework policies to encourage participation in telework 

to the fullest extent possible consistent with DHS, GSA and OPM policies. 

• USCIS will develop outreach material to encourage employees to use mass 

transit, van services (e.g., airport shuttle) and carpooling to the greatest extent 

possible

• USCIS will encourage increased use of videoconferencing and explore lower 

carbon-emitting methods of travel.

• USCIS will encourage the use of mass transit, appropriate travel, and GHG 

reductions.

Medium Term (FY2013-FY2017)

• DHS and Components will develop a 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 video-conferencing; lower carbon-emitting 

methods of travel.

• USCG will adopt technology, such as teleconferencing, video conferencing, webbased meetings, and web-conferences to reduce business travel.

Long Term (FY2018-FY2021)

Contracted solid waste:

The Department and its Components 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. In addition, DHS will reduce 

emissions from solid waste contractors by internally minimizing the waste generation.

In order to achieve this goal, DHS and its Components have developed a high level 

approach that includes short-term, medium-term and long-term activities/initiatives.

Short Term (FY2010-FY2012)
DHS 2011 Sustainability Plan

53

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

and by vendors; and

Status: (Completed) Waste diversion metrics are now tracked in the 

Sustainability Plan. 

• USCG will incorporate Municipal Solid Waste (MSW) data calls to major bases 

and calculate waste quantities and reductions as well as GHG savings based on 

Environmental Protection Agency (EPA) criteria.

Status: (Action Pending) New item from 2010 OSPP. 

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:

The Department and its 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.

In order to achieve this goal, DHS and its Components have developed a high level 

approach that includes short-term, medium-term and long-term activities/initiatives.

Short Term (FY2010-FY2012)

• CHCO with assistance from CAO will conduct an annual employee commuter 

survey. 

Status: (Completed) CHCO administered a commuter survey via a GSA web 

site during the dates of January 10-14, 2010. CHCO will conduct similar annual 

surveys to collect information associated with the commute of their employees. 

• CHCO and CAO will investigate innovative policies and strategies to address 

Scope 3 emissions unique to agency operations by implementing and 

encouraging AWSs, teleworking, and live where you work programs. 

Status: (Ongoing) Policy under development. 
DHS 2011 Sustainability Plan

54

• CIO will implement innovative policies to address Scope 3 emissions unique to 

agency operations. 

Status: (Action Pending) New item.

• CIO will implement technologies to reduce carbon emissions related to transit, 

travel, training, and conferencing strategies.

Status: (Action Pending) New item.

• SSO will incentivize employee use of teleworking, mass transit, bicycling, and 

walking, while locating facilities to reduce their transportation impacts. 

Status: DHS is increasing employee incentives for teleworking, AWS programs, 

use of alternative transportation to and from work, and the locating of facilities to 

reduce their transportation impacts. The mass transit benefit program is an 

incentive offered and used throughout DHS. Additionally, CAO is ensuring that 

EO 13514 siting recommendations issued by OMB are adopted into DHS policy 

and guidance.

• CAO will ensure new construction and major renovation projects include locating 

secure storage for bicycles inside buildings and the installation of proper facilities 

to support commuting via bicycle, where needed, feasible, and cost-effective. 

Status: (Completed) Incorporated into the Facilities Design and Construction 

Guidance Manual currently under development.

Medium Term (FY2013-FY2017)

• 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. 

• S&T will investigate the development of a dedicated tool for coordinating 

rideshares between employees.

• S&T will evaluate AWSs, to decrease weekly commute miles. 

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 
DHS 2011 Sustainability Plan

55

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 provide porous and activated facades along 

sidewalks that welcome pedestrian traffic.

• USCIS will review the latest alternative transportation methods and incorporate 

them into leased facility designs, where appropriate.

Wastewater Treatment:

The Department and its Components will strive to reduce wastewater discharges 

through water reduction strategies listed under Goal 4 of the Sustainability Plan. 

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 and tools. Components will provide the data to DHS for roll-up to a 

Department-wide inventory. 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 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.

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. 

DHS Components:

• At NPPD, CBP, ICE, S&T, TSA, USCG, USCIS, and USSS: There are no 

positions dedicated solely to the reduction of Scope 3 GHG emissions or for 

completing and updating the GHG emission inventory. The responsibility to 

address these requirements is shared amongst several organizations, all of 

whom in FY11 will leverage existing resources to provide the level of support 

required. Execution of this requirement will be through reassignment of existing 

federal employees or contract support. For CBP in FY12, FTEs will be created to 

replace diverted FTEs during FY11.
DHS 2011 Sustainability Plan

56

• FEMA: At this time, it is not possible to accurately determine the total number of 

positions/resources dedicated to this goal. FEMA will work with DHS to develop 

a procedure to report positions and resources associated with this goal by the 

end of FY11.

e. Planning table

The following planning table was completed based on input provided by the 

Components in their OSPPs and FEMP's Annual GHG and Sustainability Data Reports, 

among other sources.

Table 9: Scope 3 Target

SCOPE 3 GHG 

TARGET Units

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15 ... FY20

Total Scope 3 

GHG Emissions 

(Comprehensive)

MMT

CO2

e

1,602

,912.

6

1,335

,553.

18 

1,328

,841.

86 

1,322

,130.

53 

1,315

,419.

21 

1,301

,996.

57 

...

1,245

,621.

46 

Total Scope 3 

GHG Emissions 

(Subject to 

Agency Scope 3 

GHG Reduction 

Target)

MMT

CO2

e 

1,600

,161.

1 

1,332

,621.

91 

1,325

,925.

32 

1,319

,228.

72 

1,312

,532.

13 

1,299

,138.

95 

...

1,242

,887.

57 

Overall Agency 

Scope 3 

Reduction 

(reduced from 

FY08 base year)

% 0 0.5 1 1.5 2 3 ... 7.2

f. Department status

1) Scope 3 GHG Reductions

The Department is updating Directive 025-01 Sustainable Practices for Environmental, 

Energy and Transportation Management to reflect the requirements set forth by EO 

13514 and has established policy for reducing Scope 3 GHG emissions. Currently, the 

Directive incorporates GHG reduction policy 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.
DHS 2011 Sustainability Plan

57

As part of a CIO initiative to implement technologies to reduce carbon emissions related 

to transit, travel, training, and conferencing strategies, OCIO is developing solutions to 

increase Telework, including VTC with multiple simultaneous locations, Live Meeting 

and Sharepoint collaboration capabilities.

2) Develop and Maintain Agency Comprehensive GHG Inventory

The Department established a formal baseline (FY 2008) for determining progress 

towards the Scope 1, 2 and 3 reduction targets and reported the FY 2008 and FY 2010 

inventories to the CEQ Chair and OMB Director in January 31, 2011. The FY 2008 and 

FY 2010 reports were prepared according to Federal Greenhouse Gas Accounting and 

Reporting Guidance. 

The Department’s FY 2008 base year and FY 2010 reports included emissions from the 

following sources: 

• Operation of mobile sources for which DHS purchases fuel;

• Fleet operations;

• Facility energy related to the operation of facilities for which DHS directly pays 

energy bills; and 

• All other emissions from activities over which FEMA has authority to implement 

operating policies associated with the activity or process, not including FEMA’s 

disaster response activities.

Data was collected through a formal data call to the sustainability points of contact at 

each of DHS’ Components. Components in turn worked with their staff at facilities and 

within their specific lines of business to collect the necessary data. Most of the data 

collected was obtain from energy bills and databases [e.g., FAST, GSA Travel MIS 

(TravelTrax)]. When estimates were used, assumptions and calculation were 

documented. In addition, DHS conducted a Department-wide survey to collect data 

associated with the commute of their employees. Using the survey results, DHS 

estimated the Department’s total Scope 3 emissions associated with associated with 

employee commuting.

The Department used a third-party verification process. DHS contracted an evaluator

accredited by the California Air Resource Board as a GHG verifier completely 

independent of the DHS staff involved in reporting DHS’ GHG emissions inventory. 

The tables below provide numeric comparison between 2008 and 2010, starting with 

GHG emissions subject to the GHG target (Table 10 and 11), then showing total GHG 

emissions including both target and non-target categories (Table 12 and 13).

Table 10: DHS 2008 to 2010 Changes in GHG Target Subject Emissions, 

Breakdown by Scope
DHS 2011 Sustainability Plan

58

Scope and Category

2008 Total 

Quantity 

Emitted GHG 

Target 

Subject (MT 

CO2e)

2010 Total 

Quantity 

Emitted 

GHG Target 

Subject (MT 

CO2e)

Percent 

Change

Subtotal Scope 1 & 2 767,577.2 663,241.4 -

13.59%

Subtotal Scope 3 1,339,318.5 1,600,161.1 19.48%

Total 2,106,895.7 2,263,402.6 7.43%

Table 11: DHS 2008 to 2010 Changes in GHG Target Subject Emissions, Detailed 

Breakdown

Scope and Category

2008 Total 

Quantity 

Emitted GHG 

Target 

Subject (MT 

CO2e)

2010 Total 

Quantity 

Emitted 

GHG Target 

Subject (MT 

CO2e)

Percent 

Change

Scope 1: Stationary Combustion: EISA 2007 

Goal Subject and Excluded Building Energy 

Consumption

130,751.2 131,347.3 0.46%

Scope 1 Mobile Emissions: Vehicles and 

Equipment

8,374.2 9,277.3 10.78%

Scope 1 Mobile Emissions: FAST 188,094.6 125,047.9 -33.52%

Scope 1 Fugitive Emissions: Fugitive Fluorinated 

Gases and Other Fugitive Emissions

336.7 202.5 -39.88%

Scope 1 Fugitive Emissions: On-site Wastewater 

Treatment***

118.6 119.1 0.40%

Scope 1 Fugitive Emissions: On-site Landfills and 

MSW Facilities***

0.0 0.0 0.00%

Scope 1: Industrial Process Emissions By 

Process

0.0 0.0 0.00%

Scope 2: Purchased Electricity Consumption 446,252.7 436,180.1 -2.26%

Scope 2: Purchased Renewable Energy 

Biomass Emissions

0.0 238.7 No 

Baseline

Scope 2 Indirect Emissions: Purchased Steam 

and Hot Water (Includes T&D Losses)

2,368.6 3,066.4 29.46%

Scope 2 Indirect Emissions: Purchased Chilled 

Water (Includes T&D Losses)

0.0 0.0 0.00%

Scope 2: Indirect Emissions: Purchased CHP 

Electricity, Steam & Hot Water

0.0 0.0 0.00%

Scope 2: Reductions from Renewable Energy 

Use

-8,719.5 -42,237.7 384.40%

Scope 3: Transmission and Distribution Losses 29,395.2 28,731.7 -2.26%
DHS 2011 Sustainability Plan

59

Scope and Category

2008 Total 

Quantity 

Emitted GHG 

Target 

Subject (MT 

CO2e)

2010 Total 

Quantity 

Emitted 

GHG Target 

Subject (MT 

CO2e)

Percent 

Change

Scope 3: Biomass Generated with No RECs 0.0 0.0 0.00%

Scope 3: Federal Employee Business Air 

Travel**

514,944.4 659,260.3 28.03%

Scope 3: Federal Employee Business Ground 

Travel***

139,024.8 219,275.4 57.72%

Scope 3: Federal Employee Commuting*** 613,698.2 649,103.9 5.77%

Scope 3: Contracted Wastewater Treatment*** 592.8 616.4 3.97%

Scope 3: Contracted MSW Disposal*** 41,663.1 43,173.5 3.63%

Scope 3: Renewable Energy Generated with No 

RECs

0.0 0.0 0.00%

Table 12: DHS 2008 to 2010 Changes in Total GHG Emissions, Breakdown by 

Scope

Scope and Category

2008 Total 

Quantity 

Emitted (MT 

CO2e)

2010 Total 

Quantity 

Emitted (MT 

CO2e)

Percent 

Change

Subtotal Scope 1 & 2 1,692,158.0 1,717,333.5 1.49%

Subtotal Scope 3 1,342,264.5 1,602,912.6 19.42%

Total 3,034,422.5 3,320,246.2 9.42%

Table 13: DHS 2008 to 2010 Changes in Total GHG Emissions, Detailed 

Breakdown

Scope and Category

2008 Total 

Quantity 

Emitted (MT 

CO2e)

2010 Total 

Quantity 

Emitted (MT 

CO2e)

Percent 

Change

Scope 1: Stationary Combustion: EISA 2007 

Goal Subject and Excluded Building Energy 

Consumption

130,751.2 131,347.3 0.46%

Scope 1 Mobile Emissions: Vehicles and 

Equipment

774,451.5 705,702.2 -8.88%

Scope 1 Mobile Emissions: FAST 301,705.3 440,774.5 46.09%

Scope 1 Fugitive Emissions: Fugitive Fluorinated 

Gases and Other Fugitive Emissions

506.4 372.1 -26.52%

Scope 1 Fugitive Emissions: On-site Wastewater 

Treatment***

118.6 119.1 0.40%

Scope 1 Fugitive Emissions: On-site Landfills and 

MSW Facilities***

0.0 0.0 0.00%
DHS 2011 Sustainability Plan

60

Scope and Category

2008 Total 

Quantity 

Emitted (MT 

CO2e)

2010 Total 

Quantity 

Emitted (MT 

CO2e)

Percent 

Change

Scope 1: Industrial Process Emissions By 

Process

0.0 0.0 0.00%

Scope 2: Purchased Electricity Consumption 490,975.9 477,951.1 -2.65%

Scope 2: Purchased Renewable Energy 

Biomass Emissions

0.0 238.7 No 

Baseline

Scope 2 Indirect Emissions: Purchased Steam 

and Hot Water (Includes T&D Losses)

2,368.6 3,066.4 29.46%

Scope 2 Indirect Emissions: Purchased Chilled 

Water (Includes T&D Losses)

0.0 0.0 0.00%

Scope 2: Indirect Emissions: Purchased CHP 

Electricity, Steam & Hot Water

0.0 0.0 0.00%

Scope 2: Reductions from Renewable Energy 

Use

-8,719.5 -42,237.7 384.40%

Scope 3: Transmission and Distribution Losses 32,341.2 31,483.2 -2.65%

Scope 3: Biomass Generated with No RECs 0.0 0.0 0.00%

Scope 3: Federal Employee Business Air 

Travel**

514,944.4 659,260.3 28.03%

Scope 3: Federal Employee Business Ground 

Travel***

139,024.8 219,275.4 57.72%

Scope 3: Federal Employee Commuting*** 613,698.2 649,103.9 5.77%

Scope 3: Contracted Wastewater Treatment*** 592.8 616.4 3.97%

Scope 3: Contracted MSW Disposal*** 41,663.1 43,173.5 3.63%

Scope 3: Renewable Energy Generated with No 

RECs

0.0 0.0 0.00%

g. Return on investment

No projects have been cancelled or suspended due to a lower than expected ROI. The 

Department continues to strongly encourage the use of ESPC and UESC as a way of 

implementing energy and water projects without direct appropriation. These projects 

are typically rated in terms of number of years and payback. 

h. Highlights

DHS administered a commuter survey of its employees consistent with the Federal 

Greenhouse Gas Accounting and Reporting Guidance Technical Document dated 6 Oct 

2010. The survey was transmitted through GSA to a sample size of 23,644 out of DHS’ 

total employee population of 191,928 people. Approximately 40% of the sample 

responded to the survey, 9,500 people, representing 5% of the total DHS population. 

The sample also represented a large proportion of DHS facilities across the country. 

Using the survey results, DHS estimated the Department’s total Scope 3 emissions 
DHS 2011 Sustainability Plan

61

associated with associated with employee commuting. In addition, DHS conducted 

additional analysis to determine results by Components and to identify opportunities for 

reducing scope 3 commuting GHG emissions.

DHS is increasing employee incentives for teleworking, AWS programs, use of 

alternative transportation to and from work, and the locating of facilities to reduce their 

transportation impacts. The mass transit benefit program is an incentive offered and 

used throughout DHS. According to the 2011 GSA Employee Commuter Survey, 

approximately 26% of DHS employees use the mass transit benefit program. AWS

programs are offered to many DHS employees. According to the commuter survey, 

approximately 28% of DHS employees use flexible work hours (flextime) and 23% of 

DHS employees use the compressed work week option. DHS has a large percentage 

of employees not eligible for teleworking due to their physical presence needed in 

supporting critical systems and processes, such as safety and security functions. 

However, the number of eligible employees teleworking 1 or more times per week is 

increasing. In 2011, according to the commuter survey, 10% of DHS employees 

teleworked at least 1 day per week. Incentives for bicycling and walking (e.g., showers 

and bike storage) are offered at some DHS office locations but are less common. DHS 

is pursuing official policy and guidance that the majority of DHS facilities, except those 

limited by strategic and security concerns should be located near transit stops in more 

urban areas of America’s low VMT cities.

DHS Component Successes:

• CAO established an aggressive telework program for its employees. Employees 

share cubicles and telework 3 or more days per week. As a result, the office 

work space was reduced by 50%. This freed up space for another DHS 

Headquarters to occupy the vacated space rather than seek a new lease from 

GSA.

• FLETC completed a telework experiment in September 2009 to identify the 

number and types of jobs at the FLETC that can be done by teleworkers.

• FEMA implemented a “Virtual Guard” security system removing the need for 

security personnel at specific locations resulting in a reduction of GHG reductions 

related to commuting along with a financial savings of more than $1.4 million.

• CBP's Telework Program is a vital part of its daily operations, supporting the 

Continuity of Operations Plan, as well as an important method for doing 

business. 75% of CBP Program Offices are participating in the Telework 

Program. CBP has received more than 1450 approved telework arrangements 

representing 17 percent of CBP's eligible workforce. The Office of Personnel 

Management (OPM) has reported that the total number of CBP employees who 

are on core telework arrangements has tripled since 2009. More than 4150 

supervisors and managers have taken the online OPM Telework 101 Training for 

Managers.
DHS 2011 Sustainability Plan

62

• CBP has invested more than $6 M in 300 videoconferencing systems located 

throughout the inventory of CBP owned and leased assets. CBP is developing 

an easily identifiable page on the CBPsecure portal to host information on the 

location and use of these systems. It is evaluating policies to require the use of 

videoconferencing under certain conditions. CBP uses the ROI model and GHG 

estimating tools on Polycom.com to evaluate impacts.

• NPPD developed a Telework Policy that allows eligible employees to work from 

home, helping to limit GHG emissions from commuting activities. 

DHS Component Challenges:

• For CBP, meeting GHG targets will be a challenge since a large part of its CBP 

fleet is LE vehicles that are not easily substituted with fuel efficient or AFVs. Also 

the lack of an alternative fueling infrastructure impedes the use of these vehicles

• For USSS, fulfilling its unique mission while meeting GHG emissions reduction 

targets is challenging since the vast majority of its fleet is used for protective 

services/LE and is exempt from the GHG reduction requirements. 
DHS 2011 Sustainability Plan

63

3. GOAL 3: High-Performance Sustainable Design / Green Buildings & 

Regional and Local Planning

a. Goal description

1) High-Performance Sustainable Design/Green Buildings

The Department is committed to achieving the following high-performance sustainable 

design/green building goals:

a) Beginning in FY 2020, all new Federal buildings are to be designed to achieve 

zero-net energy by FY 2030.

b) Comply with the, “Guiding Principles for Federal Leadership in High Performance 

and Sustainable Buildings (Guiding Principles),” in all new construction, major 

renovation or repair and alteration of Federal buildings.

c) At least 15% of the Department’s existing government-owned buildings, directleased buildings, delegated authority leased buildings, and Federal Real Property 

Profile (FRPP)-reported leased buildings will meet Guiding Principles by FY 2015 

[5,000 GSF threshold for existing buildings and building leases].

d) Demonstrate annual progress towards achieving 100% conformance with 

Guiding Principles for the entire building inventory by 2015 and thereafter.

e) Incorporate sustainable practices into the Department’s policy and planning for 

new Federal facilities and leases, and into lease renewal strategies.

f) Use cost-effective, innovative building and sustainable landscape strategies to 

minimize energy, water and materials consumption.

g) Operate, maintain, and conduct all minor repairs and alterations for existing 

building systems, to reduce energy, water and materials consumption in a manner 

that achieves a net reduction in agency deferred maintenance costs.

h) Optimize performance of the Department’s real property portfolio by disposing

and consolidating excess and underutilized property, co-locating field offices, and 

consolidating across metropolitan and regional locations.

i) Reduce need for new building and field office space by utilizing technologies to 

increase telework opportunities and expanding delivery of services (over the internet 

or electronically).

j) Conserve, rehabilitate, and reuse historic Federal properties by using current best 

practices and technology. 

k) Align Department space management actions (e.g., new leases, new 

construction, and consolidation) with Scope 1, 2 and 3 GHG reduction targets.
DHS 2011 Sustainability Plan

64

2) Regional and Local Planning

The Department is committed to achieving the following regional and local planning

goals:

a) Incorporate consultation with local and metropolitan planning organizations 

regarding the impact, or potential impact, of Federal actions on local transportation 

infrastructure and local development plans into existing policy and guidance.

b) Align Department policies to increase the effectiveness of local planning efforts 

regarding transportation, energy resources and the environment.

c) Increase the effectiveness of regional measures that enhance integrity of local 

ecosystems and watersheds.

d) Update agency policy and guidance to ensure that all EISs and EAs required 

under the NEPA for proposed new or expanded Federal facilities, as appropriate,

identify and analyze impacts associated with energy (including alternative energy 

sources), as well as climate change.

e) Integrate methods and practices into DHS master planning documents to help 

achieve the goals of the Sustainability Plan. 

f) Update Department 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. 

g) Participate in critical local and regional efforts and initiatives.

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. These 

installations can often be cost competitive and implemented with minimal upfront capital 

through lease arrangements on land or facilities already owned by DHS.
DHS 2011 Sustainability Plan

65

CAO will identify 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 GHG emissions. The Asset Management Plan (AMP) contains details of this 

initiative. In addition, sustainable building practices that help achieve the requirements 

of these goals have been incorporated in the Sustainable Building Design Manual.

CHCO working with CAO will develop cost effective programs to promote employee use 

of teleworking, mass transit, bicycling, and walking, while locating facilities to reduce

their transportation impacts.

CHCO will investigate “live where you work” programs in conjunction with telework and 

AWS programs, and provide incentives to encourage DHS employees to live in 

communities and neighborhoods surrounding DHS work sites. 

1) High-Performance Sustainable Design/Green Buildings

In order to achieve this goal, DHS and its Components have developed a high level 

approach that includes short-term, medium-term and long-term activities/initiatives.

Short Term (FY2010-FY2012) 

• CAO (Energy Management) will establish processes for evaluating opportunities 

to implement renewable and clean energy opportunities using land and facilities 

available to DHS. 

Status: (Ongoing) Part of the Renewable Energy Optimization Study.

• CAO (Energy Management) will develop a department-wide goal of a specific 

percentage of energy consumption that must come from renewable energy. 

Status: (Completed) The percentage of energy from renewable energy sources 

has been set at 7%.

• CAO (Environmental Management) will develop a sustainable practice guidance 

manual that will include Sustainability requirements and recommendations. 

Status: (Ongoing) Currently developing the ‘Sustainable Practices Directive 

Guidance Manual’, as authorized by Departmental Directive 025-01 01to 

establish guidance and assist the Department and its Components in achieving 

sustainability and natural resources stewardship goals.
DHS 2011 Sustainability Plan

66

• CAO (Environmental Management) will develop policy and guidance that new 

construction and major renovation be designed to at least the US Green Building 

Council (USGBC) LEED® Silver Standard. 

Status: (Ongoing) Policy implications under evaluation.

• CAO (Environmental Management and Real Property) and Components will 

develop specific percentage targets to measure compliance with the 15 percent 

goal for High Performance Buildings. 

Status: (Completed) DHS does not anticipate achieving the goal that 15% of its 

facilities will be sustainable by 2015. The targets established show an 

anticipated percentage based on future funding for construction.

• CAO (Real Property) and Components will update the planning table for this 

goal. 

Status: (Completed) The planning table was updated. Targets were established 

for total facilities (not leased and owned facilities). DHS anticipates achieving 

targets through a variety of means, such as consolidating facilities, vacating nonsustainable leased facilities and replacing existing facilities with new sustainable 

construction and new leases.

• CAO (Asset Logistics Management) will develop a Facility Design and 

Construction Guidance Manual that will include sustainability requirements and 

recommendations.

Status: (Ongoing) Facilities Design and Construction Guidance Manual is under 

development with completion targeted for Q4 FY 2011.

• 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. 

Status: (Action Pending)

• CFO will ensure that all Lifecycle Cost Estimates submitted during a Level 1, 2, 

or 3 acquisition include a calculation for the ROI for any sustainability efforts 

included as part of the acquisition. This will help ensure higher upfront costs for 

sustainable solutions are not eliminated during the budgeting process when they 

could have beneficial budgetary effects in future years. 

Status: (Action Pending)

• CFO will ensure that Components identify alternatives to renovation that reduce 

deferred maintenance costs for existing assets. Include these in the formal 

Analysis of Alternatives developed during acquisition planning.

Status: (Action Pending)
DHS 2011 Sustainability Plan

67

• CHCO will implement and encourage AWSs, teleworking, and live where you 

work programs. 

Status: (Ongoing) CHCO convened a cross-Department Telework Council on 

March 30, 2011 to implement the provisions of the Telework Enhancement Act of 

2010, which has as its goal increased telework among federal employees.

• CHCO will develop transit, travel, training and conferencing strategies to support 

low-carbon commuting by providing a baseline analysis of current 

teleworking/AWSs and conferencing policies through surveys and research. 

Status: (Ongoing) CHCO is developing policies and strategies to address Scope 

3 emissions unique to agency operations by implementing and encouraging 

AWSs, teleworking, and live where you work programs. (Refer to Goal 2). 

• CAO will establish and implement criteria to prioritize buildings for retrofit, 

replacement, or consolidation; 

Status: (Ongoing) A DST is under development and beta testing at Components

is ongoing. The tool allows Components the ability to prioritize projects by 

performance criteria.

• 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.

Status: (Ongoing) Sustainability provisions are contained in the current GSA

SFO. GSA has formed a WG to address more specific criteria for inclusion in the 

SFO.

• ICE will review and revise real property acquisition and development process 

maps to include a sustainability review of each project.

Status: (Action Pending) New item from 2010 OSPP. 

• NPPD will work with GSA to incorporate sustainable standards into its facility 

leases.

Status: (Action Pending) New item from 2010 OSPP.

• TSA will lease space that meets the requirements of the Guiding Principles when 

the opportunity to sign new leases becomes available. 

Status: (Action Pending) New item from 2010 OSPP.

• S&T will ensure that level 1 and 2 acquisitions, capital and operating projects that 

affect energy or water usage are subject to lifecycle cost assessments.
DHS 2011 Sustainability Plan

68

Status: (Action Pending) New item from 2010 OSPP.

• USCIS will continue to utilize blanket purchase agreements for acquisition of 

sustainable and environmentally preferable furniture and case goods. 

Status: (Action Pending) New item from 2010 OSPP.

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 (Energy Management) will establish a process to ensure that retrocommissioned 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-level employees

within these career fields should achieve some level of LEED® Accredited 

Professionals (LEED® AP). 

• The CAO will develop a system for reporting individual project progress toward 

addressing the Guiding Principles in the following building life cycle stages: 

• This system will specify how progress to the goal of 15 percent compliant 

buildings will be tracked and assign roles, responsibilities, and authorities for: 

o Siting;

o Design;

o Construction;

o Operations & maintenance;

o Renovation; and

o End-of-life.

• CBP will complete an assessment of owned facilities to determine the level of 

investment necessary to bring them into compliance with the Guiding Principles.

• ICE will develop strategy for assessing projects for sustainability ROI and 

incorporate in prioritization scheme.

• NPPD will establish and implement sustainability criteria to prioritize lease 

replacement or consolidation.

• NPPD will support the DHS CAO (Real Property) work with GSA and others to 

develop standardized leasing requirements that incorporate the elements of 

sustainability, and provide status updates on metrics to DHS.

• TSA will work with the owner of the leased HQ building to identify opportunities to 

make High Performance sustainable upgrades when practicable.

• S&T (National Urban Security Technology Laboratory) will utilize DHS/GSA 

developed standardized leasing requirements that incorporate the elements of 

sustainability, and provide status updates on metrics to DHS. 

• USCIS will continue to implement criteria to prioritize buildings for retrofit, 

replacement, or consolidation.
DHS 2011 Sustainability Plan

69

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 

measures necessary to protect our facilities and infrastructure. 

• 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.

• NPPD will measure all projects against a “Zero Net Energy” Plan, and make 

revisions to the plan where applicable.

• S&T will incorporate DHS-developed processes to ensure that Level 3 

acquisitions capital and operating projects that impact energy or water usage are 

subject to lifecycle cost assessments. 

2) Regional and Local Planning

In order to achieve this goal, DHS and its Components have developed a high level 

approach that includes short-term, medium-term and long-term activities/initiatives.

Short Term (FY2010-FY2012) 

• CAO working with CHCO will examine and implement cost effective programs to 

incent employee use of teleworking, mass transit, bicycling, and walking, while 

locating facilities to reduce their transportation impacts. 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 (e.g.,

border stations), should be located near transit stops in more urban areas of 

America’s low VMT cities. 

Status: (Completed) CHCO convened a cross-Department Telework Council on 

March 30, 2011 to implement the provisions of the Telework Enhancement Act of 

2010, which has as its goal increased telework among federal employees.

• CAO will ensure that EO 13514 siting recommendations issued by OMB are 

adopted into DHS policy and guidance.

Status: (Completed) Draft EO 13514 siting recommendations from OMB have 

been incorporated into the draft Facilities Design and Construction Guidance 

Manual.
DHS 2011 Sustainability Plan

70

• 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 

cost-effective; 

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 following one 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

Status: (Completed) Items were incorporated into the draft Facilities Design and 

Construction Guidance Manual. 

• CBP will develop an electronic database of existing environmental mitigation 

commitments and current obligations; design a notification system which will 

support efforts for prompt compliance; maintain a repository of environmental 

planning compliance activities that will facilitate annual reporting requirements.

Status: (Action Pending) New item from 2010 OSPP.

• CBP will develop a comprehensive electronic database of existing and legacy 

environmental planning documentation to improve efficiency, lower cost, expedite 

delivery, and aid in coordination among CBP components. 

Status: (Action Pending) New item from 2010 OSPP.
DHS 2011 Sustainability Plan

71

• NPPD will work with GSA to ensure consideration of the following when obtaining 

space: locating secure storage for bicycles to support commuting; locating 

facilities near transit along with other ways to ensure sustainable practices.

Status: (Action Pending) New item from 2010 OSPP.

• S&T 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. 

Status: (Action Pending) New item from 2010 OSPP.

• USCIS will ensure that EO 13514 siting recommendations issued by the 

Department are adopted into USCIS policy and guidance.

Status: (Action Pending) New item from 2010 OSPP.

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. 

• CBP will continue collocation studies with USCG; identify opportunities to reduce 

its geographic footprint; conduct ROI analysis on collocation; and incorporate into 

facility planning documents.

• NPPD will follow the Department’s guidance for implementing cost effective 

programs to encourage employee use of teleworking, mass transit, carpooling, 

bicycling, and walking, while locating facilities to reduce their transportation 

impacts.

• NPPD will support “live where you work” programs developed by the Department 

in conjunction with telework.

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 of both developed and undeveloped sites within historic districts 

if historic property within the central business district is not available.

• NPPD will work with GSA and others to ensure consideration of the acquisition 

and use of historic buildings in central business districts when providing space for 

NPPD.

• S&T will consider the acquisition and use of historic buildings in central business 

districts where such buildings might meet S&T requirements. Consider the use 

of both developed and undeveloped sites within historic districts if historic 

property within the central business district is not available.
DHS 2011 Sustainability Plan

72

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.

DHS Components:

• At NPPD, CBP, FLETC, ICE, S&T, TSA, USCIS, and USSS: There are currently 

no full time positions dedicated to developing high performance sustainable 

design/green buildings and regional and local planning. The responsibility to 

address these requirements is shared among several organizations, all of whom 

in FY11 will leverage existing resources to provide the level of support required. 

In FY12, CBP will create FTEs to replace those diverted during FY11.

• For S&T, sustainability initiatives are the responsibility of existing CAO and Office 

of National Laboratories (ONL) staff. S&T is examining its need for additional 

positions and will request them in future budgets, if they are needed. S&T does 

not have any positions designated for regional and local planning. These 

initiatives fall to the existing ESH and management staff. Each S&T construction 

project is staffed by a Project Manager, who coordinates appropriate regional 

and local planning. CAO reviews projects for NEPA compliance. S&T is 

examining its need for additional positions and will request them in future 

budgets, if they are needed.

• For TSA, existing Office of Field Real Estate Services (OFRES) and Office of 

Building and Management Services (OBMS) staff will evaluate opportunities to 

place TSA operations in space that meets the Guiding Principles standard as 

opportunities arise. Existing OSHE staff and contractor support will assist 

OFRES or OBMS, when required. Existing OFRES and OBMS staff along with 

OSHE staff and contractor support will support regional and local planning 

initiatives.

• FEMA: At this time, it is not possible to accurately determine the total amount of 

positions/resources dedicated to this goal. FEMA will work with DHS to develop 

a procedure to report positions and resources associated with this goal by the 

end of FY11.

• USCG: To comply with the high performance sustainable design/green buildings 

goal, the Coast Guard will need resources to: (1) Perform sustainability 

assessments on its building inventory – a LEED accredited professional using an 

industry accepted sustainability building assessment tool; (2) Update the 

modernization dashboard and the Shore Asset Management System to reflect 

elements of sustainability (i.e. energy consumption per gross square footage) – a 

program analyst, or team of analysts; and (3) Perform reviews on construction 

and renovations projects to determine the status for meeting the Guiding 

Principles requirement – this may involve just modifying (or adding to) an 
DHS 2011 Sustainability Plan

73

additional step in the construction review process, and not necessarily a person. 

The Coast Guard will require concentrated effort in updating and revising related 

Commandant’s Instructions Manual to achieve EO 13514 goals and objectives. 

SILC will need to create and institutionalize Field Process Guides to implement

initiatives on the ground. It requires both human and funding resources. 

e. Planning table

The following planning table was completed based on input provided by the 

Components in their OSPPs and FEMP's Annual GHG and Sustainability Data Reports 

among other sources.

Table 14: DHS Sustainable High Performance Buildings

SUSTAINABLE HIGH 

PERFORMANCE BUILDINGS

(Buildings Meeting Guiding 

Principles)

Units

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15 ... FY20

Owned Buildings % 0.1 0.5 1 2 6 15 ... hold

FRPP-Reported Leased Buildings % n/a TBD TBD TBD TBD TBD ... TBD

Total Buildings % 0.1 0.5 1 2 6 15 ... Hold

REGIONAL AND LOCAL 

PLANNING

Units

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15 ... FY20

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

Note: Targets were only established for facilities.

f. Department status

The Department is updating Directive 025-01 Sustainable Practices for Environmental, 

Energy, and Transportation Management to reflect the “High-Performance Sustainable 

Design / Green Buildings” and “Regional and Local Planning” requirements set forth by 

EO 13514. Directive 025-01 currently establishes policy for new construction, major 

renovation, and leases to comply with the Guiding Principles for Federal Leadership in 

High Performance and Sustainable Buildings and when direct leasing or leasing through 

the GSA, that DHS requests space that meets these principles. 

The Department tracks Component progress towards achieving these goals through 

internal quarterly scorecards to demonstrate annual progress toward achieving 100% 

conformance with Guiding Principles for the entire building inventory by 2015 and 

ensuring that 15% of existing buildings are sustainable by 2015.

Approximately 95% of new building designs meet the requirements for Federal Building 

Energy Efficiency Standards by being 30% below ANSI/ASHRAE/IESNA Standard 901-

2004, or by achieving the maximum level of cost-effective energy efficiency. Most of the 

remaining buildings are still in design phases and their maximum cost-effective energy 

efficiency is still to be determined.
DHS 2011 Sustainability Plan

74

The Department is finalizing the Design and Construction Guidance Manual that will 

include sustainability requirements and recommendations (completion targeted for Q4 

FY11).

The CAO Real Property AMP was modified to include sustainable building practices. 

DHS is developing a facility condition DST that is currently in the beta testing stage. 

This system will allow Components the ability to prioritize projects by performance 

criteria.

DHS and its Components participated in EO 13514 Siting Work Group meetings and 

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 Chesapeake Bay.

g. Return on investment

No projects have been cancelled or suspended due to a lower than expected ROI.

h. Highlights

DHS Component Successes:

• FLETC implemented an EMS based on International Organization for 

Standardization (ISO) standard 14001. The FLETC EMS policy statement 

focuses on sustainable acquisition and construction, pollution prevention, 

reductions in energy and water use, and community outreach and involvement.

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

renovations with three awaiting LEED® certification, three under construction.

• NPPD established a real property database using the Department’s Real 

Property Information System and Sunflower databases to manage and verify the 

NPPD portfolio that will aid in evaluating the NPPD environmental footprint.

• USCIS leased facilities have received 22 USGBC LEED® certificates since 2005; 

5 Gold, 14 Silver, and 3 Certified which represent 16.32% of USCIS space by 

rentable square feet.

• USCIS teamed with GSA to develop a SFO with a focus on sustainable facilities. 

Sustainable practices are incorporated into the construction, renovation and 

operation of USCIS leased space in line with the Guiding Principles for 

Sustainable New Construction and Major Renovations.
DHS 2011 Sustainability Plan

75

• CBP conducted energy audits for two major laboratories and identified various 

low-cost energy efficiency opportunities.

• DHS Component Challenges:

• For USCG, availability of resources (i.e., financial and personnel) to direct 

towards sustainability efforts is limited. To supplement its limited dedicated staff, 

USCG will work towards a paradigm shift in its operational culture to integrate

sustainability concepts within all levels of its organization, to instill an "all hands 

on deck" sense of unity and resultant dedication. Additionally, USCG will perform 

thorough due diligence prior to the execution of any sustainability project to 

ensure that the portfolio of selected projects will yield maximum life cycle returns 

on investment for key metrics. Due to the lack of appropriated funds to support 

initiatives, USCG will continue to proactively seek and employ alternativelyfinanced projects. Finally, USCG will employ a cradle-to-grave sustainability 

philosophy, emphasizing sustainable design, embedding flavors of sustainability 

in all its activities, and a focusing on personnel training and education.

• FEMA owns a small footprint of facilities with the remainder controlled by GSA or 

a private building owner. These facilities were built prior to the promulgation of 

most conservation and sustainability requirements and retrofitting these facilities 

can be quite costly. More than one facility is also a historic site, requiring 

approval for various upgrades that may or may not impact sustainability efforts. 

These constraints can make it a challenge to meet certain energy, water, and 

GHG reduction targets; however, staff will continue to identify sustainable 

practices and identify funding to upgrade these facilities.

• For S&T, security interests related to locating facilities may be in conflict with the 

goal of increased regional and local planning coordination. S&T will strive to 

accommodate sustainable building locations while ensuring the security of its 

facilities, employees, and the public.

• Many of the 870 CBP structures are older and leased through GSA. Making 

these structures energy efficient will require reprioritizing existing funds to meet 

the Sustainable Buildings criteria.

• Most of TSA’s building space is leased and not under the control of TSA. TSA 

relies heavily on the voluntary environmental and conservation activities of its

employees as a way to meet goals.
DHS 2011 Sustainability Plan

76

4. GOAL 4: Water Use Efficiency and Management

a. Goal description

The Department is committed to achieving the following water use efficiency and 

management goals:

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

2) Reduce industrial, landscaping, and agricultural water use by at least 20% by FY 

2020.

3) Identify and implement water reuse strategies.

4) Achieve objectives established by EO 13508 Chesapeake Bay Protection and 

Restoration, Action Plan for Water Quality Goal. 

5) Incorporate appropriate reduction strategies for non-potable water use into 

Department policy and planning.

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.

c. Implementation methods

In order to achieve this goal, DHS and its Components have developed a high level 

approach that includes short-term, medium-term and long-term activities/initiatives.

Short Term (FY2010-FY2012) 

• DHS will ensure that sites with footprints exceeding 5,000 square feet follow the 

EPA EISA Section 438 guidance on stormwater runoff management; and 

Status: (Completed) Incorporated into the Facilities Design and Construction 

Guidance Manual currently under development. 

• CAO (Environmental Management and Real Property) will develop a Sustainable 

Sites guide. 

Status: (Completed) Incorporated into the Facilities Design and Construction 

Guidance Manual currently under development.

• NPPD will work with GSA to ensure consideration of the following when providing 

space for NPPD: using cost-neutral retrofits involving low-flow and waterless 

fixtures; implementing strategies for capture and storage of rainwater for 

irrigation among other ways to ensure water efficient management within 

facilities.

Status: (Action Pending) New item from 2010 OSPP. 
DHS 2011 Sustainability Plan

77

• ICE will perform water audits in ICE owned facilities.

Status: (Action Pending) New item from 2010 OSPP.

• FEMA will maximize the installation of advanced water metering.

Status: (Action Pending) New item from 2010 OSPP.

• S&T will evaluate installation of sub-meters to track industrial and agricultural 

water use.

Status: (Action Pending) New item from 2010 OSPP. 

• S&T will evaluate water management, to include water conservation and storm 

water runoff in design.

Status: (Action Pending) New item from 2010 OSPP. 

• USSS will use effective landscape and forestry management contracts as a 

component of the Rowley Training Center stormwater management and soil 

erosion control plans. 

Status: (Action Pending) New item from 2010 OSPP. 

• USCG will establish and maintain a service-wide Energy/Water Management 

Working Group.

Status: (Action Pending) New item from 2010 OSPP. 

Medium Term (FY2013-FY2017)

• 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. 

• CAO (Environmental Manager) will develop a plan for conducting stormwater 

pollution prevention assessment using EO 13508 Section 502 as a guide for 

facilities located in the Chesapeake Bay watershed.

• NPPD will work with GSA to ensure sites with footprints exceeding 5,000 square 

feet follow the EPA EISA Section 438 guidance on stormwater runoff 

management.
DHS 2011 Sustainability Plan

78

• USCG will utilize alternatively financed energy contracts (e.g., ESPCs and PPAs) 

to fund water conservation measures and consider water conservation measures 

as part of all alternatively-financed projects.

• USCG will deploy and monitor water meters.

Long Term (FY2018-FY2021) 

• DHS will use composting toilets and gray-water systems 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 towards decentralized, low-energy wastewater treatment 

systems, such as “living-machine” treatment systems that rely on gravity and 

horticultural engineering. 

• DHS will identify and prioritize stormwater pollution projects for facilities located 

in the Chesapeake Bay watershed.

• 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). 

• NPPD will work with GSA to ensure consideration of the following for space they 

provide for NPPD: use of composting toilets and graywater systems; identifying 

and evaluating innovative and sustainable methods to provide potable water 

following disasters and diverting rainwater from entering sewage treatment 

systems. 

d. Positions

At the Department level there are no positions dedicated solely to improving water use 

efficiency and management. The Environmental Manager, Energy Manager, and Real 

Property, in addition to their other tasks, manage the initiatives and requirements for this 

goal. 

DHS Components:

• At NPPD, CBP, FLETC, ICE, S&T, TSA, USCIS, and USSS: There are no 

positions dedicated solely to improving water use efficiency and management. 

Several personnel support water initiatives part-time. The responsibility to 

address these requirements is shared among several organizations. In FY12 

CBP will create FTEs for those diverted during FY11.
DHS 2011 Sustainability Plan

79

• For S&T laboratories, Facility Managers and ESH professionals support water 

use efficiency and management initiatives.

• For TSA, existing staff and contractor support for OBMS and OSHE are sufficient 

for pursuing opportunities for TSA to reduce its consumption of water.

• For USCIS, the CAO, in addition to other tasks, manages the initiatives and 

requirements for this goal. 

• At FEMA, it is not possible to accurately determine the total amount of 

positions/resources dedicated to this goal. FEMA will work with DHS to develop a 

procedure to report positions and resources associated with this goal by the end 

of FY11.

• The Coast Guard currently maintains one full time position for work that includes 

water conservation in addition to Scope 1 and Scope 2 GHG gas reduction. In 

addition the SILC is developing an Energy Management Division for planning and 

implementation of shore water projects.

e. Planning table

The following planning table was completed based on input provided by the 

Components in their OSPPs and FEMP's Annual GHG and Sustainability Data Reports 

among other sources.

Table 15: DHS Water Use Efficiency and Management

WATER USE EFFICIENCY AND

MANAGEMENT

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) % n/a 8% 10% 12% 14% 16% ... 26%

Industrial, Landscaping, and 

Agricultural Water Reduction Targets 

(gal reduced from FY10 base year)

% 0% 2% 4% 6% 8% 10% ... 20%

Planned Industrial, Landscaping, and 

Agricultural Water Reduction (gal 

reduced from FY10 base year)

% n/a 2% 4% 6% 8% 10% ... 20%

f. Department status

The Department is updating Directive 025-01 Sustainable Practices for Environmental, 

Energy and Transportation Management to reflect the water use efficiency and 

management requirements set forth by EO 13514. Directive 025-01 currently 

establishes policy to reduce water consumption intensity and purchase water efficient 
DHS 2011 Sustainability Plan

80

products and services. The Department tracks Component progress towards achieving 

these goals through internal quarterly scorecards.

DHS achieved a 13% (FY 2010 target of 6%) reduction in water use intensity at its 

facilities relative to an FY 2007 baseline, through continued implementation of water 

conservation measures, leak detection and repair, alternatively financed projects, water 

auditing, and education and outreach. DHS Components with exceptional performance 

include:

• USCG with a 17% reduction in potable water use intensity;

• FLETC with an 11.7% reduction in potable water use intensity;

• USSS with a 65% reduction in potable water intensity;

The following DHS Components completed plans for reducing water intensity: 

• CBP (Preliminary) 

• FEMA (Preliminary) 

• FLETC (Final) 

• ICE (Preliminary) 

• S&T (Final) 

• TSA (Final) 

• USCG (Final) 

• USSS (Final) 

g. Return on investment

No projects have been cancelled or suspended due to a lower than expected ROI.

h. Highlights

DHS Component Successes:

• CBP is using green landscaping practices with low drip irrigation at the Arizona 

Border Patrol Station. Detention basins retain site runoff and return it into the 

aquifer through percolation.

• FLETC established an Energy Management Office and initiated the process to 

explore the implementation of ESPCs covering energy needs at all four FLETC 

training sites. The ESPC contractor was selected and a kickoff meeting held 

August 21, 2010. All site evaluations were completed on September 24, 2010. 

In FY11, FLETC will evaluate an ESPC contractor proposal for meeting energy 

and water reduction requirements. 

• FEMA's CDP in Anniston, Alabama has initiated several actions and programs to 

conserve water, including replacing all shower heads in the dormitories with 

water efficient shower heads.
DHS 2011 Sustainability Plan

81

DHS Component Challenges:

• S&T does not directly manage energy and water consumption at three of its five 

facilities, which are essentially leased space, managed by other Federal entities.

• FEMA owns a small footprint of facilities with the remainder controlled by GSA or 

a private building owner. These facilities were built prior to the promulgation of 

most conservation and sustainability requirements and retrofitting these facilities 

can be quite costly. More than one facility is also a historic site, requiring 

approval for various upgrades that may or may not impact sustainability efforts. 

These constraints can make it a challenge to meet certain energy, water, and 

GHG reduction targets; however, staff will continue to identify sustainable 

practices and identify funding to upgrade these facilities.
DHS 2011 Sustainability Plan

82

5. GOAL 5: Pollution Prevention and Waste Reduction

a. Goal description

The Department is committed to achieving the following pollution prevention and waste 

reduction goals:

1) Increase source reduction of pollutants and waste.

2) Divert at least 50% non-hazardous solid waste by FY 2015, excluding C&D 

debris.

3) Incorporate appropriate strategies to reduce MSW sent to landfills and assist the 

Department in achieving FY 2020 GHG reduction targets [See Goals 1 and 2 

above].

4) Divert at least 50% C&D materials and debris by FY 2015, and discuss methods 

used to monitor and track progress.

5) Reduce printing paper use. 

6) Increase use of uncoated printing and writing paper containing at least 30% 

postconsumer fiber.

7) Reduce and minimize the acquisition, use, and disposal of hazardous chemicals 

and materials, and discuss how implementation will assist the agency in 

achieving FY 2020 GHG reduction targets [See Goals 1 and 2 above].

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

9) Implement integrated pest management and landscape management practices 

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

10) Increase use of acceptable alternative chemicals and processes. 

11) Report in accordance with Sections (301-313) of the Emergency Planning and 

Community Right-to-Know Act 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

Solid Waste Management:

Solid waste for the purpose of this goal refers to MSW (including landscape waste and 

food waste) and C&D debris. Universal waste items (e.g., lead-acid batteries, 

fluorescent lamps), “special” non-hazardous wastes (e.g., scrubber and wastewater 

treatment sludge), 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:
DHS 2011 Sustainability Plan

83

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 

high-grade 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 7); 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:

o Require that C&D 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. 
DHS 2011 Sustainability Plan

84

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;

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 toxic chemicals and increase 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. 

• Decreasing the use of chemicals to assist in achieving FY 2020 GHG reduction 

targets:

o Specify all new chillers and refrigeration units to be nonchlorofluorocarbon (CFC) and non- hydrochlorofluorocarbon (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.
DHS 2011 Sustainability Plan

85

In order to achieve this goal, DHS and its Components have developed a high level 

approach that includes short-term, medium-term and long-term activities/initiatives.

Short Term (FY2010-FY2012) 

• All CXOs will identify those functions suitable for automation and paper 

reduction, and determine new more efficient methods of performing. 

Status: (Ongoing) Once stand-alone copy, fax and printer equipment reaches 

the end of its useful life it is replaced with all-in-one equipment as required by 

one of the Secretary’s Efficiency Initiatives. Duplex printing functions are being 

enabled through individual CXO requests to Information Technology Service 

Calls and efforts by the CIO.

• All CXOs will increase automation and paperless processes in security 

administration functions that are currently done manually thus reducing 

energy/resource requirements and waste. 

Status: (Ongoing) CAO is working to identify document processes as part of a 

larger initiative to create paperless mail and document control systems.

• 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. 

Status: (Ongoing) CAO is developing policy and guidance to us the Corps of 

Engineer’s Compliance Track (CP-Track) for managing audits.

• CAO (Environmental Management) will ensure that policy and guidance 

addresses:

o Establishing 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.

Status: (Ongoing) A Sustainable Practices Manual is under development that will 

incorporate this information.

• SSO will direct investigating the feasibility of establishing an incentive program to 

encourage waste minimization and P2 ideas from employees. 
DHS 2011 Sustainability Plan

86

Status: (Ongoing) SSO established an Employee Engagement Work Group to 

develop recommendations on how best to implement this item. 

• CSO will deconstruct/recycle salvageable security systems and equipment rather 

than disposing of and purchasing new. 

Status: (Completed) Incorporated into CSO business practice.

• 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. 

Status: (Completed) Incorporated into CSO business practice.

• 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.

Status: (Completed) In accordance with the Federal Acquisition Regulation 

(FAR) CPO requires the use of FAR clause 52.223-10 Waste Reduction Program 

in applicable contract actions.

• DHS will implement Paperless Earnings and Leave Statement (ELS) initiative 

across the Department in FY 2010. This is based on a campaign initiated by 

CBP in 2009 to encourage employees to stop receiving hardcopies of their ELS.

Status: (Action Pending)

• ICE will evaluate waste management contracts to identify opportunities for 

collection and reporting of solid disposed and type and quantity of material 

recycled.

Status: (Action Pending) New item from 2010 OSPP.

• FEMA will reuse Blackberries to employees as opposed to issuing new ones to 

new employees in order to reduce waste.

Status: (Action Pending) New item from 2010 OSPP.

• FEMA will eliminate desk-side printers to reduce electronic and paper waste.

Status: (Action Pending) New item from 2010 OSPP.

• NPPD will create awareness information for employees to encourage them to 

participate in the building's recycling program.

Status: (Action Pending) New item from 2010 OSPP.
DHS 2011 Sustainability Plan

87

• S&T will complete mandatory awareness and/or competency training for 

individuals using chemicals onsite in accordance with applicable standards 

(annual requirement). 

Status: (Action Pending) New item from 2010 OSPP.

• USSS will conduct a baseline of the hazardous chemicals in use at Secret 

Service HQ and auxiliary offices and develop a process map to document the 

hazardous chemicals from acquisition through use and ultimate disposal. 

Status: (Action Pending) New item from 2010 OSPP.

• USSS will promote a policy that communicates the need to reduce the use of 

printing paper.

Status: (Action Pending) New item from 2010 OSPP.

• USCG will promote, via contract language and training, minimizing the 

acquisition, use, and disposal of hazardous chemicals and materials.

Status: (Action Pending) New item from 2010 OSPP.

• USCIS will develop a sustainability guidebook that will cover pollution prevention, 

recycling, and disposal or diversion of waste.

Status: (Action Pending) New item from 2010 OSPP.

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. 

• 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.

• NPPD will identify materials and products that NPPD uses in large quantities and 

then perform life-cycle assessments of those materials or products.

• S&T will implement a Hazardous Material Pharmacy program at PIADC to reduce 

the quantities of hazardous materials purchased, used, and disposed; establish 

baseline levels of material quantities on hand, stored or used.
DHS 2011 Sustainability Plan

88

• USCG will incorporate integrated pest management and landscape management 

into training and engineering practices and re-issue the Beneficial Landscape 

Manual.

• USCIS will establish policy that requires all printers be set to grayscale and 

duplex printing by default.

• USCIS will develop contract language that specifies vendors reduce the amount 

of packaging waste, including substitution of reusable shipping containers for 

disposable packaging.

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 HCFCfree. 

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

improvements and expand as possible. 

• USM will implement steps to reduce overall air, water, waste, carbon, and other 

impacts from the supply chain, consistent with Life Cycle Accounting. 

• USM will define a methodology to engage with vendors and contractors to reduce 

upstream impacts in the supply chain (e.g., carbon emissions, air pollutants, 

wastewater, and solid wastes). 

• S&T will maintain an accurate inventory of laboratory chemicals stored on site 

(ongoing) resulting in no more than 10% of items unaccounted for during 

quarterly Quality Assurance Audits.

• USCG will develop Authorized Chemical Use List and HM pharmacy controls to 

increase use of acceptable alternative chemicals and processes.

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.

DHS Components:

• At NPPD, CBP, ICE, S&T, TSA, USCG, USCIS, and USSS: There are no 

positions dedicated solely to pollution prevention and waste elimination. Several 

personnel support these initiatives part time. The responsibility to address these 

requirements is shared amongst several organizations. CBP will create FTEs to 

replace those diverted during FY11.

• For TSA, tasks related to achieving this goal are currently carried out by existing 

staff and contractor support in OSHE.
DHS 2011 Sustainability Plan

89

• For S&T, at the laboratories, the Facility Chemical Hygiene Officers, Facility 

Managers, and ESH professionals address pollution prevention and waste 

elimination in addition to their regular jobs.

• At FEMA , it is not possible to accurately determine the total amount of 

positions/resources dedicated to this goal. FEMA will work with DHS to develop 

a procedure to report positions and resources associated with this goal by the 

end of FY11.

• At FLETC, one additional FTE may be required to operate a recycling program. 

An option would be to obtain workers through a work program with local 

correctional institutes. FLETC would provide an inmate supervisor. Initially this 

will be accomplished with in-house personnel, but as the program grows, it may 

become necessary to add an additional recycling manager.

e. Planning table

The following planning table was completed based on input provided by the 

Components in their OSPPs and FEMP's Annual GHG and Sustainability Data Reports 

among other sources.

Table 16: Pollution Prevention and Waste Reduction

POLLUTION PREVENTION AND

WASTE REDUCTION Units FY10

FY

11

FY

12

FY

13

FY

14

FY

15 ... FY20

Non-Hazardous Solid Waste 

Diversion Targets (Non-C&D) % 20% 25% 30% 35% 40% 45% ... 50%

C&D Material & Debris Diversion 

Targets % 20% 25% 30% 35% 40% 45% ... 50%

Diversion through Waste-to-Energy

Tons or 

pounds 0% 0% 0% 0% 0% 0% ... 0%

Number of sites or facilities with onsite composting programs # 5 5 5 5 5 5 ... 5 

Number of sites or facilities recycling 

through off-site composting programs # 0 0 0 0 0 0 ... 0 

If agency has on-site or off-site 

composting programs, estimated total 

weight of materials diverted to 

composting

Tons 68 TBD TBD TBD TBD TBD ... TBD

Percent of agency-operated 

offices/sites with a recycling program % TBD TBD TBD TBD TBD TBD ... TBD

If agency offices located in multitenant buildings, % of those buildings 

with a recycling program

% 78% 80% 85% 90% Hold Hold ... Hol

d 

Percent of agency-operated 

residential housing with recycling 

programs

% 41% TBD TBD TBD TBD TBD ... TBD
DHS 2011 Sustainability Plan

90

Note: Most of the residential housing operated by the agency are located in small remote 

communities where recycling is not available or cost effective.

f. Department status

The Department is updating Directive 025-01 Sustainable Practices for Environmental, 

Energy and Transportation Management to reflect the water use efficiency and waste 

management requirements set forth by EO 13514. Directive 025-01 currently 

establishes 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.

The Department tracks Component progress towards reporting quantity and cost of 

hazardous waste disposed of through its internal quarterly scorecards.

g. Return on Investment

No projects have been cancelled or suspended due to a lower than expected ROI.

h. Highlights

DHS Component Successes:

• CBP implemented its own efficiency program. One major success of this 

Program is the execution of the Paperless ELS initiative. In 2009, CBP initiated a 

campaign encouraging employees to stop receiving hardcopies of their ELS and

leadership authorized discontinuing mailing hardcopies of ELS and transition to a 

paperless process. By January 2010, 22% of CBP employees voluntarily 

switched to paperless ELS. In addition to preventing waste, this initiative has 

saved CBP approximately $486,000 between FY 2009 and FY 2010. In FY 

2011, CBP anticipates a cost avoidance of approximately $573,000 by 

eliminating mailed statements to all CBP employees. Based on the success of 

this initiative at CBP, DHS decided to implement this initiative across the 

Department in FY 2010.

• Electronic Conversion of CBP Today Newsletter. The newsletter is now available 

online and resulted in annual savings of $90,000 in addition to the prevention of 

waste. 

• FLETC implemented an EMS based on ISO standard 14001. The FLETC EMS 

policy statement focuses on sustainable acquisition and construction, pollution 

prevention, reductions in energy and water use, and community outreach and 

involvement. 

• FLETC focused on reducing the amount of waste that is hauled from its facilities. 

FLETC staff has been working with the Bureau of Prisons and in FY11 hopes to 
DHS 2011 Sustainability Plan

91

enter into an arrangement to use inmate labor to operate a full scale recycling 

operation at the Brunswick campus.

• USSS partnered with GSA to add the James J. Rowley Training Center (RTC) to

the GSA Recycling Program. This allows the RTC to now recycle targets that 

otherwise would have been disposed through the solid waste contractor. 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 (estimated savings of $28K). 

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 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.
DHS 2011 Sustainability Plan

92

6. GOAL 6: Sustainable Acquisition

a. Goal description

The Department is committed to achieving the following sustainable acquisition goals:

1) Ensure 95% of new contract actions, including task and delivery orders under 

new contracts and existing contracts, require the supply or use of products and 

services that are energy efficient (e.g., ENERGY STAR® or FEMP-designated), 

water efficient, biobased, environmentally preferable (excluding EPEATregistered products), non-ozone depleting, contain recycled content, or are 

non-toxic or less toxic alternatives. 

2) Update the Department’s Affirmative Procurement Plan (APP), policies and 

programs to ensure that all mandated Federally-designated products and 

services are included in all relevant acquisitions. 

b. Department lead for goal

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

Sustainability Council for sustainable acquisition target development, implementation, 

and oversight. CPO has primary responsibility for achieving the sustainable acquisition 

goal.

c. Implementation methods

The following are the implementation methods and tasks necessary to achieve the 

sustainable acquisition goals: 

• The CPO Homeland Security Acquisition Manual (HSAM) and APP 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 APP. 

• Support 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 3: High-Performance Sustainable Design/Green Buildings

and Regional and Local Planning, and Goal 5: Pollution Prevention and Waste 

Reduction). 

• CIO and CAO will develop and implement a system for tracking and reporting 

“green” procurements with support from CPO.

• 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 
DHS 2011 Sustainability Plan

93

pricing and increase reliance on abundant, renewable, and environmentallypreferable resources.

• The Department will develop pollution prevention and recycling policies for 

inclusion in DHS contracts and leases (refer to Goal 5: Pollution Prevention and 

Waste Reduction). 

• The Department will implement standard contract language to reduce GHG 

emissions, consistent with the DHS-wide GHG reduction target developed 

pursuant to Section 2 of EO 13514 (also refer to Goal 1: Scope 1 & 2 GHG

Reduction, and Goal 2; Scope 3 GHG Reduction & Develop and Maintain 

Agency Comprehensive GHG Inventory). 

• CHCO will develop and implement mandatory acquisition workforce sustainability 

training and qualifications. 

In order to achieve this goal, DHS and its Components have developed a high level 

approach that includes short-term, medium-term and long-term activities/initiatives.

Short Term (FY2010-FY2012) 

• CPO will establish 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.

Status: (Completed) A department-wide Blanket Purchase Agreement for 

replacement ink and toner cartridges is available.

• CAO (Environmental Management) will research the department-wide Blanket 

Purchase Agreement for replace ink and toner cartridges to ensure it complies 

with FAR clauses requirements the use recycled content materials.

• CFO will continue to emphasize sustainability training and benefits of sustainable 

purchases during mandatory training for all DHS purchase card (P Card) holders.

Status: (Ongoing) Sustainability incorporated in training being provided to P 

Card Holders. 

• CPO, with assistance from CAO, will review annually the Acquisition Forecast

APFS website (fido.gov) and its semi-annual update, and other appropriate data, 

to identify target procurements for early intervention in acquisition planning. 

Status: (Cancelled) There is too many listing in APFS and not enough FTEs to 

adequately review the APFS and take intervention action. Additionally, the APFS 

does not provide enough detail to determine if the procurement is applicable. 

• CPO will review the DHS APP to ensure it fully addresses EO 13514 

requirements paying particular attention to GHG emission requirements and 
DHS 2011 Sustainability Plan

94

ensuring it leverages DHS purchasing power to incentivize innovation of goods 

and services that align with EO 13514 goals. 

Status: (Ongoing) CPO will continuously update as required by changes in law 

and current and future FAR cases.

• CPO will develop a plan for performing in-house reviews of contracts for 

compliance with EO 13514 and creating corrective action plans for 

discrepancies. 

Status: (Completed) This action is accomplished through quarterly sustainability 

data calls and reported on the OMB Sustainability Scorecard.

• CPO with assistance from CAO will develop suggested sustainable purchasing 

language for contracts, statements of work and contract evaluations. 

Status: (Action Pending) 

• CPO will establish requirements for Contracting Officers, Contracting Officer 

Technical Representatives to complete sustainability training. 

Status: (Ongoing) Sustainability training has been established and other related 

training identified by CPO.

• CPO will ensure that 95% of eligible new and existing contract actions include 

the required environmental clauses and provisions prescribed in FAR Part 23. 

Status: (Ongoing) 

• CPO will update the Affirmative Acquisition Plan in the HSAM Appendix Q to 

incorporate EO 13514 requirements by June 30, 2011. 

Status: (Action Pending) Pursuant to FAR Case 2010-01 Sustainable 

Acquisitions.

• CPO will start using the updated Product Service Codes in all DHS Contract 

Writing Systems and the Federal Procurement Data System-Next Generation, 

within 90 days of release by the GSA, to improve the quality of reporting and 

tracking of environmental acquisitions. 

Status: (Action Pending)

• CPO will increase user awareness of sustainable products and services by 

assigning a green icon identifier to existing DHS-wide “green” strategically 

sourced vehicles posted on the DHS intranet (i.e., DHS Connect), within the third 

Quarter of FY 2011. 

Status: (Action Pending)
DHS 2011 Sustainability Plan

95

• 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. 

Status: (Ongoing) CAO (Environmental Management) is currently revising the

Compliance Directive and Manual. The Manual will incorporate guidance for 

implementing Hazardous Material Pharmacy programs to reduce the quantities of 

hazardous materials purchased, used, and disposed.

• CSO will strive to obtain security goods and services locally or internally thus 

reducing energy requirements for their delivery and use.

Status: (Ongoing)

• CHCO will implement Department–wide sustainability awareness training via a 

learning management system (i.e., DHScovery). 

Status: (Action Pending) A draft employee sustainability awareness training 

course is under development. Once reviewed and approved it will be posted on 

DHScovery.

• ICE will modify P Card System to include “Green Codes” to facilitate monitoring 

and measuring sustainable acquisitions.

Status: (Action Pending) New item from 2010 OSPP.

• FEMA will develop green procurement training for Contracting Personnel, P Card

Holders and Program Staff.

Status: (Action Pending) New item from 2010 OSPP.

• FEMA will develop Green Purchasing Standard Operating Procedures to include 

review of acquisition forecasts and other acquisition planning documents to 

ensure that new contract actions contain provisions for green products and 

services when appropriate.

Status: (Action Pending) New item from 2010 OSPP.

• S&T will finalize the S&T Green Procurement Program (GPP) Handbook that will 

identify S&T policy, roles and responsibilities, and provide tools to enable the 

procurement of environmentally preferable products and services for those 

involved in purchasing processes. 

Status: (Action Pending) New item from 2010 OSPP.

• USCG will develop green purchase-specific checklists to facilitate green 

purchases.
DHS 2011 Sustainability Plan

96

Status: (Action Pending) New item from 2010 OSPP.

• USCG will work with the small business program manager to ensure that vendors 

and suppliers are informed of green requirements via small business workshops

Status: (Action Pending) New item from 2010 OSPP.

• USCIS will develop sustainable acquisition training for government P Card

holders and contracting personnel.

Status: (Action Pending) New item from 2010 OSPP.

• USCIS will develop suggested sustainable purchasing language for contracts, 

statements of work and contract evaluations.

Status: (Action Pending) New item from 2010 OSPP.

Medium Term (FY2013-FY2017)

• TSA will issue an internal guidance and procedure memo to institute contracting 

efforts on applying applicable sustainable acquisition clauses and provisions in 

acquisition contracts.

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.

• S&T, where possible given mission requirements, will eliminate purchases of 

toxic hazardous chemicals when a non-toxic/nonhazardous alternative exists. 

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.

DHS Components: 

• At NPPD, CBP, FLETC, ICE, S&T, TSA, USCG, USCIS, and USSS: At the 

NPPD level there are no positions dedicated solely to sustainable acquisitions. 

Several personnel support this initiative part-time. In FY12 CBP will create FTEs

to replace those diverted in FY11.

• For S&T, existing CAO, Policy and Budget Division, and DHS Office of 

Procurement Operations (OPO) staff personnel are responsible for administering 
DHS 2011 Sustainability Plan

97

the sustainable acquisition programs. S&T has developed an internal Green 

Procurement Program Handbook to implement the department’s program.

• For TSA, sustainable acquisitions are supported by existing OSHE Division, 

Office of Acquisition, Office of Information Technology (OIT) and contractor 

support staff.

• For USCIS, the Chief of Contracting Office (COCO), with the assistance of the 

CAO, and in addition to other tasks, manages the initiatives and requirements for 

sustainable acquisitions.

• At FEMA, it is not possible to accurately determine the total amount of 

positions/resources dedicated to this goal. FEMA will work with DHS to develop 

a procedure to report positions and resources associated with this goal by the 

end of FY11.

e. Planning table

The following planning table was completed based on input provided by the 

Components in their OSPPs and FEMP's Annual GHG and Sustainability Data Reports 

among other sources.

Table 17: Sustainable Acquisition

SUSTAINABLE ACQUISITION

Units

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15 ... FY20

New Contract Actions Meeting 

Sustainable Acquisition Requirements % n/a 95% Hold Hold Hold Hold ... Hold

Energy Efficient Products (Energy Star, 

FEMP-designated, and low standby 

power devices)

% TBD TBD TBD TBD TBD TBD ... TBD

Water Efficient Products % 95% Hold Hold Hold Hold Hold ... Hold

Biobased Products % 95% Hold Hold Hold Hold Hold ... Hold

Recycled Content Products % 95% Hold Hold Hold Hold Hold ... Hold

Environmentally Preferable 

Products/Services (excluding EPEAT – 

EPEAT in included in Goal 7)

% 95% Hold Hold Hold Hold Hold ... Hold

Significant New Alternatives Policy/nonozone depleting substances % 95% Hold Hold Hold Hold Hold ... Hold
DHS 2011 Sustainability Plan

98

The following table lists contracts identified for evaluation.

Table 18: Sustainable Acquisition Contract Review

SUSTAINABLE ACQUISITION 

CONTRACT REVIEW

1st QTR

FY11

2nd QTR

FY11

3rd QTR

FY11

4th QTR

FY11

Total # Agency Contracts 16,186 15,698 22,393 31,339

Total # Contracts Eligible for Review 588 916 910 2,009

Total Contracts Eligible Contract 

Reviewed (i.e., 5% or more eligible 

based on previous OMB guidance)*

37 47 53 100

# of Compliant Contracts 14 31 37 49

Total % of Compliant Contracts 53% 82 % 97% 96%

The review identified that 49 of the 100 contracts reviewed were not eligible for green 

purchasing. The criteria used to generate the report consisted of contract actions that 

included the two data categories, “Use of EPA Designated Products” and “Recovered 

Materials” as well as various PSC codes for typically purchased sustainable 

procurement products and services and statistical sampling. Purchase card 

transactions were not included in this review as there is currently no method in place to 

capture the required data.

f. Department status

The Department is updating Directive 025-01 Sustainable Practices for Environmental, 

Energy and Transportation Management to reflect the requirements set forth by EO 

13514 and establish policy for sustainable acquisition. The Directive currently 

establishes policy for instituting procurement programs to purchase bio-based, 

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.

The Department’s APP was modified in 2009 to address all green purchasing 

requirements. The DHS APP, in accordance with FAR 23.400 was updated as of 

October 1, 2009 at Appendix Q to the DHS HSAM. The DHS policy states that DHS 

must strive towards achieving 100% compliance with mandatory Federal green 

procurement requirements in all applicable acquisitions. DHS Components have been 

instructed to take the necessary steps to carry out the requirements of the APP for all 

products and services provided by its vendors.

g. Return on investment

No projects have been cancelled or suspended due to a lower than expected ROI.
DHS 2011 Sustainability Plan

99

h. Highlights

DHS Component Successes

• S&T began development of a GPP to ensure sustainable acquisition of products. 

The GPP will include guidance on how to optimize green procurement, tracking 

and reporting.

• DHS Component Challenges

• NPPD does not maintain procurement operations for their Directorate and relies 

on OPO. NPPD supports the contracting actions to contribute to the sustainable 

procurement goals.

• USCIS receives very limited environmental funding which is used for outreach 

and educational awareness materials. The success of sustainable operations is 

dependent on proactive employee efforts and programs operating within existing 

budgets. 
DHS 2011 Sustainability Plan

100

7. GOAL 7: Electronic Stewardship and Data Centers

a. Goal description

The Department is committed to achieving the following electronic stewardship and data 

centers goal:

1) Ensure acquisition of EPEAT registered, ENERGY STAR® qualified, and FEMP 

designated electronic office products when procuring electronics in eligible 

product categories. 

2) Establish and implement policy and guidance to ensure use of power 

management, duplex printing, and other energy efficient or environmentally 

preferred options and features on all eligible agency electronic products.

3) Update Department policy to reflect environmentally sound practices for 

disposition of all agency excess or surplus electronic products. 

4) Increase the quantity of electronic assets disposed through sound disposition 

practices. 

5) Require IT planning/Life Cycle Manager to replace and or waive equipment that 

does not meet “Green” compliance requirements.

6) Update Department policy to ensure implementation of best management 

practices for energy efficient management of servers and Federal data centers,

and reflect requirements to meet data center reduction goals included in the 

Federal Data Center Consolidation Initiative.

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 and data centers 

goal.

c. Implementation methods

In order to achieve this goal, DHS and its Components have developed a high level 

approach that includes short-term, medium-term and long-term activities/initiatives.

Short Term (FY2010-FY2012)

• CPO will develop suggested contract language for leasing and return of 

electronic equipment and procurement of EPEAT products;

Status: (Completed) In accordance with FAR, CPO requires the use of 

appropriate FAR clauses such as 52.223-15 Energy Efficiency in Energy 

Consuming Products and 52.223-16 IEEE 1680 Standard for the Environmental 

Assessment of Personal Computer Products when procuring computer products 

and services. 

• CIO will implement best management practices in energy-efficient management 

of servers and Federal data centers;
DHS 2011 Sustainability Plan

101

Status: (Action Pending) New item.

• 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 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.

Status: (Action Pending)

• CIO and CAO will create a reporting system for tracking and reporting electronic 

property disposal actions. 

Status: (Action Pending)

• CAO will update the draft Sustainable Practices Guidance Manual to reflect EO 

13514 and issue it for formal issue. 

Status: (Action Pending)

• CIO and CAO will develop and implement a system for tracking progress in three 

life cycle phases:

o Purchasing; 

o Operations and maintenance; and 

o End of life.

• Status: (Action Pending)

• 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.

• Status: (Action Pending)

• 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 being requested, but all five servers are consuming extreme amounts of 

electricity and generating heat. If the computing platform power management 

and monitoring were used; then four of the five web servers could go to “sleep 

mode” and wake up additional web servers only when needed. 

Status: (Action Pending)
DHS 2011 Sustainability Plan

102

• CIO will establish and implement a DHS-wide integrated reporting systems for 

EPEAT purchasing results. 

Status: (Action Pending)

• 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 Ensuring procurement preference for EPEAT-registered electronic 

products.

Status: (Action Pending)

• CIO will evaluate equipment replacement cycles and establish policies to 

maximize product life: 

o Using EPA’s guidance to improve the operation and maintenance of 

electronic products; and 

o Implementing procedures to ensure timely reuse and donation of 

equipment.

Status: (Action Pending)

• CIO will implement and enforce power management, duplex printing, and other 

energy-efficient or environmentally preferable features on all electronic products. 

Status: (Action Pending) New item.

• CIO will implement wake on LAN functionality for all network computers.

Status: (Action Pending) New item.

• CIO will implement initiatives recommended by the DHS Efficiency Task Force. 

Status: (Action Pending)
DHS 2011 Sustainability Plan

103

• CIO will implement best management practices in energy-efficient management 

of servers and Federal data centers. 

Status: (Action Pending) New item.

• CIO will ensure procurement preference for EPEAT, ENERGY STAR® and 

FEMP -registered electronic products by complying with CPO policies and adding 

compliance questions to the Information Technology Acquisition Review process. 

Status: (Action Pending) New item.

• ICE will conduct inventory of compliant and non-compliant equipment.

Status: (Action Pending) New item from 2010 OSPP.

• ICE will conduct survey to determine opportunities to increase the use of network 

printers.

Status: (Action Pending) New item from 2010 OSPP.

• FEMA will recycle all air cards and cell phones.

Status: (Action Pending) New item from 2010 OSPP.

• NPPD will create a reporting system for tracking and reporting electronic property 

disposal actions.

Status: (Action Pending) New item from 2010 OSPP.

• NPPD will develop and implement a system for tracking all three life cycle 

phases: purchasing; operations and maintenance; and end of life.

Status: (Action Pending) New item from 2010 OSPP.

• USSS will work with DHS CIO on data center consolidation and other best 

management practices for energy management.

Status: (Action Pending) New item from 2010 OSPP.

• USCG will develop acquisition policy, guidance, clauses, and contract templates 

and specifications to meet the EPEAT requirements. 

Status: (Action Pending) New item from 2010 OSPP.

• USCIS will evaluate equipment replacement cycles and establish policies to 

maximize product life in accordance with EPA’s guidance to improve the 

operation and maintenance of electronic products. 
DHS 2011 Sustainability Plan

104

Status: (Action Pending) New item from 2010 OSPP.

• USCIS will develop contract language for procurement of EPEAT products.

Status: (Action Pending) New item from 2010 OSPP.

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 Power Usage 

Effectiveness (PUE) 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. 

• CIO will develop a plan to identify improvements in cooling data center CPO will 

track and report purchases.

• ICE will evaluate efficiency of data servers and data centers to include energy 

efficiency.

• S&T will migrate systems and applications to one of the two DHS Data Centers. 

• S&T will develop a power-management scheme that allows for optimal use of 

equipment, lighting, and environmental controls.

• USCG will study the feasibility of leasing computers, with language in the 

contract that requires the vendor to recycle unusable equipment in an 

environmentally sound manner, and have a take-back program for used, 

refurbished equipment. 

• USCG will recycle through UNICOR, ensuring that environmentally sound end-oflife practices are followed. 

• USCIS will create a reporting system for tracking and reporting electronic 

property disposal actions.

• USCIS will establish and implement a USCIS-wide integrated reporting systems 

for EPEAT purchasing results.

Long Term (FY2018-FY2021) 

• CIO will consider incorporating technologies like putting the lights on timers, 

using artificial intelligence in computing platforms so that they shut down portions 

of the systems during low periods of utilization, and other technologies to help 

reduce energy costs, reduce the DHS carbon footprint and extend the lifecycles 

of infrastructure components.

• NPPD will consider incorporating other technologies such as putting the lights on 

timers, using artificial intelligence in our computing platforms so they shutdown 

portions of the systems during low period and other technologies that reduce 

energy use.
DHS 2011 Sustainability Plan

105

• TSA will increase use of virtualization to increase the efficiency of the server 

operations. 

• USCIS will develop and implement a system for tracking progress in three life 

cycle phases: purchasing, operations and maintenance, and end of life.

• USCIS will consider incorporating technologies like shutting down portions of the 

systems during low periods of utilization and using technologies to reduce energy 

costs, reduce its carbon footprint, and extend the life of 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. 

DHS Components:

• At NPPD, CBP, FLETC, ICE, S&T, TSA, USCG, USCIS, and USSS: There are 

currently no positions dedicated to electronic stewardship initiatives. Several 

personnel support these initiatives part time. The responsibility to address these 

requirements is shared amongst several organizations. For CBP in FY12, FTEs 

will be created to replace diverted FTEs during FY11.

• Staff within the S&T CIO is responsible for ensuring purchases of EPEAT and 

FEMP products that contribute to meeting requirements for electronic 

stewardship, and CAO staff report to the EPA through the Federal Electronics 

Challenge (FEC) program.

• For TSA, the current electronics stewardship program is carried out by existing 

staff and contractor support in OIT, OPM, and OSHE.

• For USCIS, the CIO, CAO, and COCO, in addition to other tasks, manage the 

initiatives and requirements for electronic stewardship.

• At FEMA, it is not possible to accurately determine the total amount of 

positions/resources dedicated to this goal. FEMA will work with DHS to develop a 

procedure to report positions and resources associated with this goal by the end 

of FY 2011.

e. Planning table

The following planning table was developed based on input provided by the 

Components in their OSPPs and the DOE FEMP Annual GHG and Sustainability Data 

Reports, among other sources.
DHS 2011 Sustainability Plan

106

Table 19: DHS Electronic Stewardship and Data Center Management

ELECTRONIC STEWARDSHIP AND DATA 

CENTERS

Unit

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

Percent of electronic product acquisition 

covered by current Energy Star specifications 

that must be energy-star qualified

% 90% 90% 95% hold hold hold

Percent of covered electronic product 

acquisitions that are EPEAT- registered % 99.14% 95% hold hold hold hold

Percent of covered electronic product 

acquisitions that are FEMP- designated % 95% 95% 95% hold hold hold

Percent of agency, eligible PC, Laptops, and 

Monitors with power management actively 

implemented and in use

% 92% 95% 100

% hold hold hold

Percent of agency, eligible electronic printing 

products with duplexing features in use % 54% 95% 100% hold hold hold

Percent of electronic assets covered by 

sound disposition practices % 100% hold hold hold hold hold

Percent of agency data centers 

independently metered, advanced metered, 

or sub-metered to determine monthly (or 

more frequently) PUE.

% 90% 90% 100

% hold hold hold

Reduction in the number of agency data 

centers # 5 hold hold hold hold hold

Percent of agency data centers operating 

with an average Central Processing Unit 

utilization greater than 65%

% 40% 50% 75% hold hold hold

Maximum annual weighted average PUE for 

agency.

# TBD TBD TBD TBD TBD TBD

f. Department status

The Department is updating Directive 025-01 Sustainable Practices for Environmental, 

Energy and Transportation Management to reflect the requirements set forth by EO 

13514 and establish policy for electronic stewardship and data centers. The Directive 

currently establishes policy for purchasing EPEAT-registered electronic products, 

enabling ENERGY STAR® 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.

DHS continues to use the two Department-wide contracts 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 FAR requirements for EPEAT purchases. 

Additionally the modification included requirements for the vendors to provide purchase 

results. 
DHS 2011 Sustainability Plan

107

The Department has closed the following data centers: 

• SAVVIS - Commercial Hosting Center, Herndon, VA; 

• Commercial Hosting Facility, Plano, TX; 

• Department t of Justice Data Center, Rockville, MD; 

• Department of Justice Data Center, Dallas, TX; and

• TSA Headquarters, Arlington, VA. 

g. Return on investment

No projects have been cancelled or suspended due to a lower than expected ROI.

h. Highlights

DHS uses two Department-wide contracts established for procuring information 

technology products and services under the EAGLE and First Source programs. First 

quarter reporting in FY 2010 indicated that 92 percent of electronic product purchases 

were EPEAT certified.

DHS Components Successes:

• FLETC was recognized by the Office of the Federal Environmental Executive and 

EPA and EPA with two Federal Environmental Challenge Awards for its 

outstanding electronics management program. The Brunswick campus will 

receive the Gold Award and the Cheltenham campus will receive the Bronze 

Award.

• CBP updated the Technology Insertion Process to specifically add ENERGY 

STAR® and other energy conservation criteria to the process. Energy 

conservation is now one of the selection criteria that must be taken into 

consideration when considering new technologies for adoption within CBP.

• ICE implemented an enterprise-wide Power Management Energy Initiative for all 

computers and monitors with cost savings and GHG emissions reductions. ICE 

was recognized by the FEMP’s “You have the Power” Award.

• S&T participates in the EPA's FEC, which provides an internal mechanism to 

track S&T electronics stewardship practices, and the reporting of which 

contributes to the Government-wide evaluation of Federal electronics practices.

• TSA’s Electronic Stewardship program has resulted in TSA winning the White 

House Closing the Circle Award (2008) and multiple other awards.

• USSS initiated a pilot program to evaluate and monitor policy regarding 

automatic shut down for personal computers.

DHS Components Challenges:
DHS 2011 Sustainability Plan

108

• USCIS receives very limited environmental funding which is used for outreach 

and educational awareness materials. The success of sustainable operations is 

wholly dependent on proactive employee efforts and programs operating within 

existing budgets; USCIS focuses on employee environmental awareness, 

promoting self-empowerment and environmental stewardship.
DHS 2011 Sustainability Plan

109

8. GOAL 8: Agency Innovation & Government-Wide Support

a. Goal description

The Department is committed to institutionalizing sustainability into all facets of the DHS 

mission. DHS will strive to incorporate sustainable practices into everyday practices 

across the Department beyond the EO 13514 requirements. To achieve this goal, the 

Department will develop innovative policies, guidance, projects, and procedures.

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. 

c. Implementation approach and opportunities

The following are implementation methods and tasks necessary to achieve this goal: 

• The Department will implement organizational changes to realign existing 

functions to integrate sustainable practices into all Departmental processes and 

procedures;

• The Department will provide the staff and systems needed to manage E.O. 

13514 compliance, establish accountability measures and report regularly on 

sustainability benchmarks;

• The Department will empower personnel to solve tough sustainability challenges, 

and allow their solutions to have an appropriate impact on the resolution of those 

challenges;

• LE Components, CBP, ICE, TSA, USCG, and USSS 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; 

• The Department will align with state, local, and tribal LE entities to facilitate the 

exchange of sustainability practices, and provide a forum for demonstrating 

credible solutions to enable their adoption: and

• DHS 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.

In order to achieve this goal, DHS and its Components have developed a high level 

approach that includes short-term, medium-term and long-term activities/initiatives.

Short Term (FY2010-FY2012) 
DHS 2011 Sustainability Plan

110

• SSO will coordinate the security standards of the Interagency Security 

Committee with the Sustainability Plan to reinforce and advance the sustainability 

interests of the EO and DHS. 

Status: (Action Pending)

• CXOs will communication the SSO’s challenge that all DHS employees work 

towards DHS sustainability goals. 

Status: (Action Pending)

• 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. 

Status: (Action Pending)

• CAO and CHCO will work to identify and implement general sustainability training 

courses for DHS personnel. 

Status: (Completed) CAO and CHCO identified all the sustainability training 

currently available on DHScovery. These courses provide general office type 

awareness more suited towards the private sector. 

• CHCO will define the framework for personnel sustainability certifications and 

qualifications and assess personnel sustainability certifications and qualifications. 

Status: (Ongoing) The USM is working to define the requirement for any 

mandatory training requirements that would eventually lead to certification.

• CHCO will implement mandatory sustainability training at various levels. 

Status: (Ongoing) Initial plans call for developing general employee sustainability 

awareness training and then develop sustainability training geared towards 

specific career fields.

• CHCO will implement Department-wide sustainability awareness training via a 

learning management system (i.e., DHScovery). 

Status: (Ongoing) The initial employee awareness training is under 

development. Once approved, it will be made available on DHScovery.

• DHS will work to make buildings that do not need to be gated or closed off for 

security reasons, open and integrated with the surrounding community. 

Status: (Action Pending)
DHS 2011 Sustainability Plan

111

• DHS will complete the Nebraska Avenue Complex (NAC) and St Elizabeth’s 

studies, review the recommendations and develop an implementation plan.

Status: (Ongoing) The NAC Study is scheduled to be completed in May and the 

St Elizabeth’s Study is scheduled to be completed in late summer. DHS will 

review the recommendations once the reports are completed and develop an 

implementation plan. NAC and St Elizabeth’s Studies will be completed by May 

2011.

• DHS will adopt the Sustainable Sites Initiative guidelines for rainwater, storm 

water management, and ecosystem services at St. Elizabeth’s. 

Status: (Ongoing) Plans for construction and renovation at St. Elizabeth’s 

include incorporation of the Sustainable Sites Initiative guidelines.

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. 

• CHCO will assess personnel sustainability certifications and qualifications.

• CHCO will include introductory sustainability training in new employee 

orientation.

• USCIS will establish an agency-wide awards program for sustainability.

• USCIS will identify methods to provide a certificate to reward the successful 

completion of sustainability training/refresher training for P-Card holders.

Long Term (FY2018-FY2021) 

• DHS will develop an employee engagement plan.

• 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-P Card holders. 

• 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.
DHS 2011 Sustainability Plan

112

DHS Components:

• At NPPD, CBP, FLETC, ICE, S&T, TSA, USCG, USCIS, and USSS: There are 

no positions dedicated solely to this goal. Several personnel support innovative 

initiatives part-time. In FY12, CBP will create FTEs to replace those diverted 

during FY11.

• For S&T, sustainability initiatives fall to the existing ESH staff. S&T is examining 

its need for addition positions and will request them in future budgets, if they are 

needed.

• For TSA, the EMS and EMPs are managed by existing OSHE staff and 

contractor support. When applicable, staff from other program offices may be 

involved in implementing the EMP. 

• For USCIS, the CXOs, in addition to other tasks, manage the initiatives and 

requirements for this goal.

• At FEMA, it is not possible to accurately determine the total amount of 

positions/resources dedicated to this goal. FEMA will work with DHS to develop a 

procedure to report positions and resources associated with this goal by the end 

of FY11.

e. Planning table

The following planning table identifies the number of DHS initiatives that support agency 

innovation and Government-wide support.

Table 20: DHS Agency Innovation and Government-Wide Support

AGENCY INNOVATION AND GOVERNMENT-WIDE 

SUPPORT

Units

FY

10

FY

11

FY

13 .... FY20

Programs, Projects, Initiatives that support 

Government-wide efforts:

• Federal Electronics Stewardship Work Group

• Sustainable Acquisition Materials Management 

interagency work group

• Interagency Sustainability Work Group

• FedCenter Board

• EO 13514 Siting Work Group

• Chesapeake Bay Committee and Work Group

• Federal Facilities Workgroup

• Presidential Ocean Policy Task Force 

• Federal Office Directors Workgroup

• DOE’s FEMP

• DOE’s Clean Cities Coalition

# 11 11 11 ... 11
DHS 2011 Sustainability Plan

113

f. Department status

The Department is specifically identified in EO 13508-Chesapeake Bay Protection and 

Restoration as an agency with land management responsibilities in the watershed. 

DHS' Chief Administrative Officer is appointed as the Federal Leadership Council 

representative, with the Director of Occupational Safety & Environmental Programs as 

the alternate. OSEP staff employees are active members of the Federal Office 

Directors Workgroup. This group's primary focus is setting the goals and actions in 

accordance with the Executive Order. In February 2010, staff members attended the 

week long work session at the USFWS National Training Center where the goals of the 

EO were developed. DHS is an active member of the subgroup - Federal Facilities 

Workgroup. This group is producing documents for the federal facilities in the 

watershed concerning guidance with the Watershed Implementation Plan II (WIP II) 

Guide for Federal Facilities (Total Maximum Daily Loading), providing advice to the 

states on the State WIP II Guide and reporting tools for federal agencies with facilities in 

the watershed. DHS is planning to conduct Stormwater Pollution Prevention 

Assessments at its facilities in the watershed using the Section 502 Guide (i.e., 

Guidance for Federal Land Management in the Chesapeake Bay Watershed). These 

assessments will be used to identify, estimate funding and prioritize projects in the 

watershed that will decrease stormwater runoff, increase reuse of rainwater and 

decrease pollutants entering the bay.

The Department has made significant progress in advancing programs for 

environmental compliance and management, energy and water conservation, and 

transportation management since its inception just seven years ago. Strategic plans for 

the CAO, OSEP, ALM, and this Plan (i.e., Sustainability Plan) provide a secure 

foundation for moving to the next level of stewardship through implementation of 

sustainable practices across the Department. 

The Department is updating Directive 025-01 Sustainable Practices for Environmental, 

Energy and Transportation Management to reflect the requirements set forth by EO 

13514. This Directive establishes policy to enable 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.

The Department is developing a Sustainable Practices Directive Guidance Manual to 

establish sustainable practices guidance across the Department. This Manual will 

provide guidance on implementing the requirements of the Directive and assist the 

Department in considering the potential environmental impacts of their missions and 

operations. 

The Department is developing an employee engagement strategy for sustainability. This 

strategy focuses on improving employee communications and training in support of the 

Sustainability program. This initiative includes:

• Leadership messages; 
DHS 2011 Sustainability Plan

114

• Sustainability web presence; 

• Training; and

• DHS Sustainability Handbook. 

g. Return on investment

No projects have been cancelled or suspended due to a lower than expected ROI.

h. Highlights

DHS established the DHS Climate Change Adaptation Task Force in 2010 as a broadly 

representative, intradepartmental group to identify and assess the impact that climate 

change could have on the Department’s missions and operations. The Task Force 

produced the “DHS Climate Change Adaptation Task Force Report” that includes a 

summary of Task Force activities and analysis of key risks identified in case study 

regions as well as potential recommendations for how DHS should address climate 

change moving forward. In addition, DHS established a CCAESC comprised of 

representatives at the Component head or Deputy-level from the USCG, FEMA, USCIS, 

NPPD, S&T, and DHS HQ to begin efforts of integrating climate change adaptation into 

the DHS culture and daily operations and implement the recommendations set forth by 

the Task Force. 

The Department has partnered with the DOE’s FEMP and Clean Cities Coalitions to 

pilot an effort for conducting analysis of DHS fuel use patterns to leverage new 

alternative fuel infrastructure development at retail gas stations. Five Clean Cities 

Coalitions throughout the Country will work with DHS Field Level Fleet Managers to 

determine how the data can be used to encourage retailers to invest in E85 

infrastructure utilizing DHS (and eventually other agencies) to anchor demand for the 

fuel.

DHS and its Components participated in EO 13514 Siting Work Group meetings and 

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.

The Department invested approximately $18 million on direct obligations, ESPCs, or 

UESCs in 2010, representing 14.5% of total facility energy costs. Alternative financing 

represented 10.7% of total facility energy costs. In addition, $328,500 was invested on 

training in 2010.

DHS Components Successes
DHS 2011 Sustainability Plan

115

• S&T began development of a Safety, Health and Environmental Management 

System based upon the ISO 14001 and ANSI Z 10 models at headquarters as 

well as PIADC, TSL and NUSTL, which will provide a mechanism to identify 

requirements, track progress, and report.

DHS Component Challenges:

• The shift to sustainability will require greater attention from all Component

organizations and activities. Over the years, other Component functions have 

largely relied on the environmental and safety staff to address these areas of 

concern. Components recognize that in order to be successful, sustainability 

must be integrated into the Components’ culture. Every employee needs to 

understand, participate in and contribute to the attainment of sustainability goals. 

This culture shift will take years to be fully imbedded into the Components’ 

operations, and training and incentives will be necessary.

• FEMA’s focus is on emergency response and working under adverse conditions; 

therefore, sustainability may not always be a priority. The challenge to making 

sustainability successful at FEMA will be accomplished by integrating 

sustainability into the planning process so that it becomes routine for employees. 
DHS 2011 Sustainability Plan

116

Section 3: Agency Self Evaluation

Each agency’s total response for this section should be limited to one or two pages.

For all agencies: Please answer ‘yes’ or ‘no’ to the following 5 key questions. If the 

answer is ‘no’, please provide an explanation in the accompany text.

Does your Sustainability Plan incorporate and align sustainability goals, GHG 

targets and overarching objectives for sustainability with the Agency Strategic 

Plan?

Yes

Does it provide annual targets, strategies and approaches for achieving the 2015 

and 2020 goals? Yes

Is the Sustainability Plan consistent with the FY2012 President’s Budget? Yes

Does the Sustainability Plan integrate all statutory and Executive Order 

requirements into a single implementation framework for advancing sustainability 

goals along with existing mission and management goals, making the best use of 

existing and available resources?

Yes

Does your plan include methods for obtaining data needed to measure progress, 

evaluate results, and improve performance? Yes

Other Key Questions for 2011:

1. Did your agency meet by 12/30/10 due date and/or is it now able to demonstrate 

comprehensive implementation of the EO 13423 Electronic Stewardship goals?

• Acquire at least 95% EPEAT-registered electronics

• Enable ENERGYSTAR® or power management features on 100% of eligible 

PCs

• Extends the life and/or uses sound disposition practices for its excess or surplus 

electronics

DHS can demonstrate compliance with all the requirements except enabling power 

management features on 100% of eligible PCs. The CIO has established a team with 

representatives from all the Components that work to track efforts to meet the power 

management performance standards. The following outline the corrective actions:

Microsoft Active Directory Administrative Group Policies and third party software 

configuration settings must be reviewed by CIO for independent verification and 

validation for compliance and auditing requirements.

Components must provide quarterly to CIO, an automated software generated report for 

eligible monitor and computer systems power management settings. 

OCIO will collaborate with components to improve analytical auditing and reporting 

compliance systems for power management policies. 
DHS 2011 Sustainability Plan

117

2. Is your agency tracking and monitoring all of its contract awards for inclusion of 

requirements for mandatory federally-designated green products in 95% of relevant 

acquisitions?

Currently CPO reviews 5% of eligible contracts to determine if 95% of the contracts 

include requirements for mandatory federally-designated green products. This 

information is reported on the semi-annual OMB Sustainability Scorecard. CPO will 

begin performing these reviews quarterly.

3. Has your agency completed energy evaluations on at least 75% of its facilities?

DHS monitors the Department of Energy Compliance Tracking System to ensure 75% 

of its facilities completed energy evaluations. Results from the latest inputs will not be 

available until 7/1/11 however DHS expects to be on track. 

4. Will your agency meet the deadline of October 1, 2012 (EPAct’05 Sec 103) for 

metering of energy use? (Agency should provide current status of buildings metered 

and plans for meeting the deadline).

• DHS is making progress in metering all of the buildings that are appropriate to 

meter in each agencies’ inventory. In 2010 52.1% of appropriate buildings were 

metered, with 20.9% served by advanced meters. The actual level of appropriate 

metering is much higher, but because of the way the US Coast Guard currently 

meters at the campus level the number of standard meters is underestimated. 

Advanced meters account 20.9% of DHS electricity generation, with the 

remainder served by standard meters. Again, the number of buildings and 

amount of electricity served by standard meters is under-estimated because of 

the campus-level metering common with the USCG. Over 96% of electricity is 

metered when these differences are considered. DHS developed a metering 

plan for the whole agency in August 2006. CBP, FEMA, TSA, and USSS are 

developing implementation plans consistent with the DHS-wide plan, while 

FLETC and USCG have implementation plans in place. A metering plan will not 

be developed for Science and Technology’s PIADC facility as it is being replaced 

by a new facility, and its anticipated lifespan renders metering upgrades not 

lifecycle cost effective.

5. If your agency reports in the FRPP, will it be able to report by December 2011 that at 

least 7% of its inventory meets the High Performance Sustainable Guiding Principles?

• DHS will not be able to demonstrate that 7% of its buildings meet the High 

Performance Sustainable Guiding Principles. It is estimated that DHS will meet 

the 7% in FY 2013 or 2014. This is dependent on receiving full funding for the 

St. Elizabeth’s construction and renovation project.
DHS 2011 Sustainability Plan

A1-1 

Appendix 1: Acronyms and Abbreviations

Acronym Definition

AFV Alternative Fuel Vehicle

AMP Asset Management Plan

APP Affirmative Procurement Plan

AWS Alternative Work Schedule

BTU or Btu British Thermal Unit

C&D Construction and Demolition

CAO Chief Administrative Officer

CBP Customs and Border Protection

CCAESC Climate Change Adaptation Executive Steering Committee

CDC Centers for Disease Control and Prevention

CDP Center for Domestic Preparedness

CEQ Council on Environmental Quality

CFC Chlorofluorocarbon

CFO Chief Financial Officer

CHCO Chief Human Capital Officer

CHP Combined Heat and Power

CIO Chief Information Officer

COCO Chief of Contracting Office

CPO Chief Procurement Officer

CSO Chief Security Officer

DART Development of Agency Reduction Targets

DHS Department of Homeland Security

DST Decision Support Tool

EA Environmental Assessment

EAGLE Enterprise Acquisition Gateway for Leading Edge Solutions

ECM Energy Conservation Measures

EIS Environmental Impact Statement

EISA Energy Independence and Security Act

ELS Earnings and Leave Statement

EMS Environmental Management System

EO Executive Order

EPA Environmental Protection Agency

EPAct Energy Policy Act

EPEAT Electronic Product Environmental Assessment Tool

EPP Environmentally Preferable Purchasing

ESC Executive Steering Committee

ESPC Energy Savings Performance Contract

FAR Federal Acquisition Regulation

FAST Federal Automotive Statistical Tool

FEC Federal Electronics Challenge

FEMA Federal Emergency Management Administration

FEMP Federal Energy Management Program

FFV Flex-Fuel Vehicles

FLETC Federal Law Enforcement Training Center
DHS 2011 Sustainability Plan

A1-2 

Acronym Definition

FTE Full Time Employee

FY Fiscal Year

Gal Gallon

GHG Greenhouse Gas

GPP Green Procurement Program

GSA General Services Administration

GSF Gross Square Feet

HCFC Hydrochlorofluorocarbon

HSAM Homeland Security Acquisition Manual

HtW Home-to-Work

HVAC Heating, Ventilation and Air Conditioning

ICE Immigration and Customs Enforcement

IPG Integrated Planning Guidance

ISO International Organization for Standardization

IT Information Technology

LE Law Enforcement

LED Light Emitting Diodes

M&V Measurement and Verification

MSW Municipal Solid Waste

mtCO2e Metric tons of Carbon Dioxide Equivalent

NAC Nebraska Avenue Complex

NEPA National Environmental Policy Act

NPPD National Protection and Program Directorate

NUSTL National Urban Security Technology Laboratory

O&M Operations and Maintenance

OBMS Office of Building and Management Services

OFRES Office of Field Real Estate Services

OIT Office of Information Technology

OMB Office of Management and Budget

OPM Office of Personnel Management

OPO Office of Procurement Operations

OSHE Occupational Safety, Health, and Environment

OSHE-EM Occupational Safety, Health, and Environment Division 

Environmental Management

OSPP Operational Sustainability Performance Plan

P Card Purchase Card

PIADC Plum Island Animal Disease Center

PPA Power Purchase Agreement

PRMS Program Reporting Management System

PUE Power Usage Effectiveness

ROI Return on Investment

RTC Rowley Training Center

S&T Science and Technology Directorate

SAO Senior Accountable Officer

SETF Sustainability Efficiency Task Force

SF Square Feet or Square Footage
DHS 2011 Sustainability Plan

A1-3 

Acronym Definition

SFO Solicitation for Offers

SHEMS Safety, Health and Environmental Management System

SILC Shore Infrastructure Logistics Center

SRPO Senior Real Property Officer

SSO Senior Sustainability Officer

SWG Sustainability Work Group

TBD To Be Determined

T&D Transmission and Distribution

TMIS Travel Management Information Service

TSA Transportation Security Administration

TSL Transportation Security Laboratory

UESC Utility Energy Services Contract

USCG United States Coast Guard

USCIS United States Citizenship and Immigration Services

USGBC US Green Building Council

USM Under Secretary for Management

USSS United States Secret Service

VAM Vehicle Allocation Methodology

VMT Vehicle Miles Traveled

WG Working Group