June 2012

 2012

Strategic Sustainability

 Performance Plan
Table of Contents

Policy Statement ............................................................................................................................. 2

Executive Summary ......................................................................................................................... 3

Size and Scope of Agency Operations ............................................................................................. 5

Goal Analysis

Greenhouse Gas Reduction ................................................................................................. 6

Buildings .............................................................................................................................. 8

Fleet Management .............................................................................................................. 10

Water Use Efficiency and Management .............................................................................. 12

Pollution Prevention and Waste Reduction ......................................................................... 13

Electronic Stewardship and Data Centers ........................................................................... 14

President’s Performance Contracting Commitment ............................................................ 15

Appendix 1: Climate Change Adaptation Plan.............................................................................. A1-1

Appendix 2: Fleet Management Plan........................................................................................... A2-1

Appendix 3: Biobased Purchasing Stategy.................................................................................... A3-1

 Agency Point of Contact: 

Tina B. McGuire

Director, Facilities, Security, and Contracting

Senior Sustainability Officer
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

 

POLICY STATEMENT

It is the policy of the Office of Personnel Management that all business and operations will be 

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

remain an Agency priority. OPM is committed to full compliance with all environmental and energy 

related statues, regulations, and Executive Orders and will continue to incorporate sustainability into 

planning and operations so as to meet or exceed its environmental goals. The Agency also recognizes 

the need to address long term risks and vulnerabilities and is working to enhance its capacity to 

adapt to the effects of climate change. 

In addition, the Office of Personnel Management’s mission and unique role within the government 

allow it to have an impact across the Federal workforce. OPM is leveraging opportunities to expand 

employee education and support all Federal agencies in creating flexible work environments that will 

further reduce impacts and improve government-wide environmental performance.

Tina B. McGuire

Director, Facilities, Security, and Contracting

Senior Sustainability Officer

2
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

EXECUTIVE SUMMARY

As the largest employer in the United States, the Federal government has a unique opportunity to 

influence our country’s ecological and financial future. The U.S. Office of Personnel Management 

(OPM) is excited to play a part in the worldwide sustainability movement. OPM is tasked with 

recruiting, retaining, and honoring a world-class workforce for the American people. There is no 

better way to honor government employees and all Americans than to help ensure their communities 

are healthy. With this goal in mind, OPM will continue with implementation of its Strategic 

Sustainability Performance Plan. 

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

the heating, cooling, and ventilation system at the D.C. headquarters building, have installed a new 

photovoltaic system on the headquarters roof, and have retrofitted the entire parking garage with 

motion sensing LED light fixtures. OPM continues to support local food programs such as a farmer’s 

market and community gardens around the Washington, D.C. buildings. We are promoting a flexible 

work arrangement which helps to reduce building energy use, vehicle emissions, and greenhouse 

gas emissions. Furthermore, we are continuing to investigate sustainability opportunities and 

improvements at all of our delegated facilities. 

To tackle these environmental and energy initiatives, OPM established an internal sustainability 

team comprising both senior leadership and employee volunteers. The group’s objectives are to 

raise facility occupant awareness, provide guidance, create a broader recycling program and supply 

employees with information on various energy efficiency and recycling topics that can be used at 

both work and home. The group will use creative approaches to integrate sustainability efforts into 

daily operations. 

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

continually improves and builds upon our sustainability program. OPM is confident that changes 

made will have far reaching effects. As employees and on-site contractors are educated and taught 

the best stewardship practices, they will be given the ability and power to influence exponential 

numbers of lives as they take these lessons back to their own homes and communities. 

3
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

 

EXECUTIVE SUMMARY

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

to the Federal government’s standing in both the business and the public communities. The 

environmental consequences of our actions are passed on through multiple sectors of society, and to 

ignore these externalities would be a disservice to those who have served in the past and those who 

hope to serve in the future. Striving to meet our greening initiatives will not only ensure that OPM 

remains in compliance with the major requirements laid out in Federal environmental provisions such 

as EO 13514, EO 13423, EISA 2007, and EPAct 2005, but that the agency is a highly desired place of 

employment and a stewardship leader. 

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

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

fulfilling and enjoyable lives. To best serve the American people, OPM will pursue positive 

environmental policies to its fullest capability.

4
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

TABLE 1: SIZE AND SCOPE OF AGENCY OPERATIONS

Agency Size and Scope FY 2011

Total Number of Employees as Reported in the President's Budget 5,358

Total Acres of Land Managed 13.34

Total Number of Facilities Owned 0 

Total Number of Facilities Leased (GSA and Non-GSA lease) 73

Total Facility Gross Square Feet (GSF) 1,636,255

Operates in Number of Locations Throughout U.S. 64

Operates in Number of Locations Outside of U.S. 0

Total Number of Fleet Vehicles Owned 1 

Total Number of Fleet Vehicles Leased 1,707

5
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

 

18,950

19,841

‐4.7%

17,576

7.2%

12,810

32.4%

0

5,000

10,000

15,000

20,000

25,000

2008 Baseline 2010 2011 2020 Target

Metric Tons of CO2e

Progress toward Scope 1 & 2 Greenhouse Gas Goals

Agency-Specific Performance Metrics for Scope 1 & 2 GHG Emissions Reduction:

Note: E.O. 13514 requires each agency to establish a scope 1 & 2 GHG reduction target for FY2020. 

The target for this agency is 32.4% compared to FY2008. The red bar represents the agency’s FY2008 

baseline. The green bar represents the FY2020 target reduction. The blue bars show actual status 

in relationship to the target. The percentage on each bar shows the reduction or increase from 

the FY2008 baseline. A negative percentage reflects an increase in scope 1 & 2 greenhouse gas 

emissions.

GREENHOUSE GAS REDUCTION

COMPREHENSIVE GREENHOUSE GAS INVENTORY

6
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

GREENHOUSE GAS REDUCTION

COMPREHENSIVE GREENHOUSE GAS INVENTORY

Agency-Specific Performance Metrics for Scope 3 GHG Emissions Reduction:

Note: E.O. 13514 r equires each agency to establish a scope 3 GHG reduction target for FY2020. 

The FY2020 target for this agency is 5% compared to the FY2008 baseline. The red bar represents 

the agency’s FY2008 baseline. The green bar represents the FY2020 target reduction. The blue bars 

show actual status in relationship to the target. The percentage on each bar shows the reduction or 

increase from the FY2008 baseline. A negative percentage reflects an increase in scope 3 greenhouse 

gas emissions.

24,415

26,672

‐9.2%

26,134

‐7.0% 23,195

5.0%

0

5,000

10,000

15,000

20,000

25,000

30,000

2008 Baseline 2010 2011 2020 Target

Metric Tons of CO2e

Progress toward Scope 3 Greenhouse Gas Goals

7
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

 

BUILDINGS

Agency-Specific Performance Metrics for Facility Energy Intensity Reduction:

Note: EISA requires agencies to reduce energy intensity by 18% for FY2011, compared to an FY2003 

baseline; a 30% reduction is required by FY2015. The red bar represents the agency’s FY2003 

baseline. The green bar represents the FY2015 target reduction. The blue bars show actual status 

in relationship to the target. The percentage on each bar shows the reduction or increase from the 

FY2003 baseline. A negative percentage reflects an increase in energy intensity.

 

76,995

90,309

‐17.3% 81,822

‐6.3%

53,897

30.0%

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

100,000

2003 Baseline 2010 2011 2015 Target

Btu per Gross Square Foot

Progress toward Facility Energy Intensity Reduction Goals

8
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

BUILDINGS

Agency-Specific Performance Metrics for Renewable Energy:

Note: EPAct requires agencies to increase the use of renewable energy as a percentage of electricity 

use to 5% by FY2010-2012 and 7.5% by FY2013 and beyond.

1,111

6%

18,185

94%

Renewable Electricity MWh

Non‐Renewable Electricity

MWh

Use of Renewable Energy as a Percentage of Electricity Use

9
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

 

FLEET MANAGEMENT

Agency-Specific Performance Metrics for Fleet Petroleum Reduction:

Note: E.O. 13514 and EISA require that by FY2011 agencies reduce fleet petroleum use by 12%, 

compared to an FY2005 baseline. A 20% reduction is required by FY2015 and a 30% reduction is 

required by FY2020. The red bar represents the agency’s FY2005 baseline. The green bars represent 

the FY2015 and FY2020 target reductions. The blue bars show actual status in relationship to the 

target. The percentage on each bar shows the reduction or increase from the FY2005 baseline. A 

negative percentage reflects an increase in fleet petroleum use.

 

402

732

‐82.0%

751

‐86.8%

322

20.0% 281

30.0%

0

100

200

300

400

500

600

700

800

2005 Baseline 2010 2011 2015 Target 2020 Target

Gallons Gasoline Equivalent (thous.)

Progress toward Fleet Petroleum Use Reduction Goals

10
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

FLEET MANAGEMENT

Agency-Specific Performance Metrics for Fleet Alternative Fuel Use:

Note: E.O. 13423 requires that agencies increase total non-petroleum-based fuel consumption by 

10% annually compared to an FY2005 baseline. Consequently, by FY2011 agencies must increase 

alternative fuel use by 77%, compared to an FY2005 baseline. By FY2015, agencies must increase 

alternative fuel use by 159.4%. The red bar represents the agency’s FY2005 baseline. The green bar 

represents the FY2015 target. The blue bars show actual status in relationship to the target. The 

percentage on each bar shows the reduction or increase from the FY2005 baseline.

458

6,980

1424.0%

6,861

1398.0%

1,188

159.4%

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

2005 Baseline 2010 2011 2015 Target

Gallons Gasoline Equivalent

Progress toward Fleet Alternative Fuel Consumption Goals

11
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

 

WATER USE EFFICIENCY AND MANAGEMENT

Agency-Specific Performance Metrics for Potable Water Intensity Reduction:

Note: E.O. 13514 requires agencies to reduce potable water intensity by 2% annually through 

FY2020, compared to an FY2007 baseline. Consequently, by FY2011 agencies are required to reduce 

potable water intensity by 8%, compared to an FY2007 baseline. A 16% reduction is required by 

FY 2015 and a 26% reduction is required by FY2020. The red bar represents the agency’s FY2007 

baseline. The green bars represent the FY2015 and FY2020 target reductions. The blue bars show 

actual status in relationship to the target. The percentage on each bar shows the reduction or 

increase from the FY2007 baseline. A negative percentage reflects an increase in potable water 

intensity.

20.6

17

19.3%

29

‐40.8%

17

16.0% 15

26.0%

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

2007 Baseline 2010 2011 2015 Target 2020 Target

Gallons per Gross Square Foot

Progress toward Potable Water Intensity Reduction Goals

12
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

POLLUTION PREVENTION AND WASTE REDUCTION

Agency-Specific Performance Metrics for Non-Hazardous Solid Waste 

Diversion (Non-C&D):

Note: E.O. 13514 requires that by FY2015 agencies annually divert at least 50% of non-hazardous 

solid waste from disposal. The green bar represents the FY2015 target. The blue bars show actual 

progress toward the target.

 

29%

34%

50%

0

10

20

30

40

50

60

2010 2011 2015 Target

Percent of Non‐Hazardous Solid

Waste Diversion

Progress toward Non‐Hazardous Solid Waste

Diversion (Non‐C&D)

13
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

 

ELECTRONIC STEWARDSHIP AND DATA CENTERS

14

EPEAT POWER 

MANAGEMENT END-OF-LIFE COMMENTS

48.5% Power 

Management 

compliant.

EPEAT:

95% or more Monitors and PCs/Laptops purchased in FY2011 was EPEAT 

Compliant Agency-wide

85-94% or more Monitors and PCs/Laptops purchased in FY2011 was EPEAT 

Compliant Agency-wide

84% or less Monitors and PCs/Laptops purchased in FY2011 was EPEAT 

Compliant Agency-wide

Power Management:

100% Power Management Enabled Computers, Laptops and Monitors 

Agency-wide

90-99% Power Management Enabled Computers, Laptops and Monitors 

Agency-wide

89% or less Power Management Enabled Computers, Laptops and Monitors 

Agency-wide

End-of-Life:

100% of Electronics at end-of-life disposed through GSA Xcess, CFL, Unicor 

or Certified Recycler (R2, E-Stewards)

100% of Electronics at end-of-life disposed through GSA Xcess, CFL, Unicor 

or non-Certified Recycler

Less than 100% of Electronics at end-of-life disposed through GSA Xcess,

CFL, Unicor or non-Certified Recycler
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

PRESIDENT’S PERFORMANCE CONTRACTING COMMITMENT

Agency-Specific President’s Performance Contracting Commitment Metrics:

$0.0 $0.0

$1.0

$0.0 $0.0 $0.0 $0.0 $0.0 $0.0

$0.0

$0.2

$0.4

$0.6

$0.8

$1.0

$1.2

No start/No

data

Acquisition

Plan Done

Released

NOO

ESCO

Selected

PA

developed

NOITA Issued IGA

Submitted

Final Prop.

Submitted

Awarded

Millions of Dollars

Performance Contracting Plan Progress

(Millions of Dollars)

Data as of Aug 15, 2012

$1.0

100.0%

Performance Contracting Commitment

(Millions of Dollars)

Investment Gap

DOE ESPC

USACE ESPC

UESC

Other

Data as of Aug 15, 2012

15
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

APPENDIX 1

A1-1

U.S. Office of Personnel Management

Climate Change Adaptation Strategy

and FY 2013 Action Plan

I. Background 

II. Why is Adaptation Planning Important for the Office of Personnel Management? 

III. Agency Directive Order on Climate Change Adaptation 

IV. Key Findings from High-Level Climate Change Vulnerability Assessment 

V. FY 2012 Adaptation Actions 

VI. FY 2013 Action Plan 
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

A1-2

1 Interagency Climate Change Adaptation Task Force. Progress Report of the Interagency Climate Change Adaptation 

Task Force: Recommended Actions in Support of a National Climate Change Adaptation Strategy, October 5, 2010. 

http://www.whitehouse.gov/sites/default/files/microsites/ceq/Interagency-Climate-Change-Adaptation-ProgressReport.pdf

2 CEQ. Federal Agency Climate Change Adaptation Planning: Implementing Instructions, March 4, 2011. http://

www.whitehouse.gov/sites/default/files/microsites/ceq/adaptation_final_implementing_instructions_3_3.pdf

I. Background 

On October 5, 2009 President Obama signed Executive Order (EO) 13514, Federal Leadership 

in Environmental, Energy, and Economic Performance, to establish an integrated strategy for 

sustainability in the Federal Government. The EO called on Federal agencies to develop and 

implement Strategic Sustainability Performance Plans (Sustainability Plans). As part of their 

sustainability planning process, agencies are asked to “evaluate agency climate change risks 

and vulnerabilities to manage both the short- and long-term effects of climate change on the 

agency’s mission and operations” (EO 13514 Section 8(i)). 

Executive Order 13514 also tasked the Interagency Climate Change Adaptation Task Force with 

developing recommendations for how Federal policies and programs can better prepare the 

United States to respond to the impacts of climate change.1 One of the key recommendations 

in its October 2010 Progress Report to the President was for Federal agencies to develop and 

implement coordinated climate adaptation plans to ensure that Federal resources are invested 

wisely and that services and operations remain effective in a changing climate. 

The Council on Environmental Quality (CEQ) issued implementing instructions 2 for Federal 

agency adaptation planning on March 4, 2011 based on recommendations from the Task 

Force. The instructions inform agencies how to comply with Section 8(i) of EO 13514 and 

include several key agency actions: (1) develop an adaptation policy; (2) conduct a high-level 

assessment of their vulnerability to climate change; and (3) develop and submit an agency 

climate change adaptation plan as part of their June 2012 Sustainability Plan. 

To respond to EO 13514, the Task Force’s October 2010 recommendations, and CEQ’s 

implementing instructions, on September 4, 2011 the Office of Personnel Management (OPM) 

issued a Policy Statement, “Addressing Climate Change Impacts at the Agency in Operations 

and Programs.” The Agency also undertook a high-level analysis of its vulnerabilities to climate 

change. The key findings from that analysis are summarized in Section IV. 

As required by CEQ’s implementing instructions and OPM’s Climate Change Adaptation Policy, 

this climate change adaptation plan and one-year adaptation action plan analyzes the Agency’s 

vulnerability to climate change and lays out the Agency’s approach for addressing its key 

vulnerabilities. It also includes specific priority actions that OPM will take in FY 2013 to minimize 

its risks and increase its resilience in a changing climate. 
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

A1-3

3 Office of Personnel Management Agency Policy Directive on Climate Change Adaptation Planning, September 4, 2011. 

http://www.opm.gov/green/pdf/adaptation.pdf 

II. Why is Adaptation Planning Important for the Office of Personnel Management? 

Throughout the United States and the world, we have experienced and will continue to experience 

the effects of climate change. Climate change impacts include extreme heat and precipitation events, 

numerous and intense wildfires, increased snowpack in some geographical areas and a reduction in 

others, increasing ocean temperatures, loss of sea ice, and rising sea levels, among others. Climate 

variability and climate change will affect a range of Agency services, operations, and programs. A 

changing climate will also result in potential financial, operational, social, and environmental risks 

and opportunities across diverse industries and sectors at local, regional, national, and international 

levels, affecting the Agency’s partners and the customers it serves. 

OPM’s programs primarily involve managing personnel-related processes and offering knowledgebased services to other agencies, as well as administering Federal retirement benefits and 

background investigations. An integral function of the Agency is advising the Federal government 

regarding operating status in the event of inclement weather or other crises in the DC-metro area 

(in other regions, decisions are normally managed by the affected agencies). This is the function 

most likely to be affected by climate change. OPM does not own any facilities, but manages three 

on the East Coast, none of which are in areas projected to see permanent flooding from sea level 

rise. OPM is not involved in agriculture, energy production, land management, or many of the other 

sectors that may be directly and extensively impacted by climate change. Consequently, OPM’s 

vulnerabilities lie predominantly in management of its three delegated buildings and preparing for 

weather-related crises affecting the government’s operating status. 

Parts of the Agency’s infrastructure and facilities may be directly affected by climate change. For 

example, higher extreme temperatures will increase heating and cooling loads on building systems. 

More severe and frequent precipitation and storms will increase potential risks of temporary flooding 

and inundation. By accounting for the effects of a changing climate through a more comprehensive 

approach to facilities planning, the Agency can reduce, and in some cases avoid, impacts on property 

that could translate into future cost-savings, since expensive repairs or replacement of facilities could 

be minimized. In addition, proactive facilities planning will reduce potential impacts on the health 

and safety of the Agency’s employees. 
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

III. Agency Directive Order on Climate Change Adaptation 

On September 14, 2011 the Director of the Office of Personnel Management signed an agency 

Policy Directive, “Addressing Climate Change Impacts at the Agency in Operations and Programs.”3

The Directive states “[i] it is the policy of the Agency to undertake comprehensive climate change 

adaptation planning in order to ensure that the Agency fulfills its mission and maintains its programs 

and operations in a changing climate.” The Directive requires operating units to “consider current 

and projected climate change impacts when undertaking planning, and making decisions regarding 

the Agency’s resources, programs, policies, and operations.” In addition, the Directive noted that as 

the Agency moves forward with its climate change adaptation planning, it shall apply the guiding 

principles and planning framework for climate change adaptation found in the 2010 Interagency 

Climate Change Adaptation Task Force Report. 

The Directive also established a Climate Change Adaptation Work Group to lead development of 

a Climate Change Adaptation Plan, which analyzes the Agency’s vulnerability to climate change 

and identifies priority climate change adaptation actions that the Agency will take to improve its 

resiliency. 

The Agency’s Climate Change Adaptation Work Group, chaired by the Director of Facilities, Security 

and Contracting, includes representatives from other internal offices as appropriate. The Climate 

Change Adaptation Work Group first convened in fall of 2011 and meets periodically to coordinate 

implementation of the Directive, including overseeing the development of a high-level climate 

change vulnerability assessment (Section IV), identification of adaptation actions (Section V), and 

development of the climate change adaptation strategy and plan (Section VI). 

The Climate Change Adaptation Work Group also ensures that the adaptation plan is aligned with 

other OPM policies, plans, and strategies, as appropriate, such as the Sustainability Plan, Continuity 

of Operations Plan, Devolution Operations Plan, and Reconstruction Plan. 

IV. Key Findings from High-Level Climate Change Vulnerability Assessment 

The Climate Change Adaptation Work Group, in conjunction with key internal offices, conducted a 

high-level assessment of the agency’s vulnerability to climate change. The assessment helped the 

agency understand how it may be affected by climate change and what effects might cause the 

greatest challenges to its ability to achieve the Agency mission and operational goals. While the 

initial high-level assessment did not focus on specific project, site, or program-level vulnerabilities, it 

has helped the Agency identify areas where more detailed vulnerability analyses may be needed to 

more fully understand how a particular program, project, or site may be affected by climate change, 

and what adaptive actions would be most appropriate. 

To inform the development of the high-level assessment, the Climate Change Adaptation Work 

Group consulted several primary reports on climate change and its impacts on the United States, 

such as the Consortium for Atlantic Regional Assessment (CARA), “Global Climate Change Impacts 

A1-4
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

A1-5

in the United States,” released by the U.S. Global Change Research Program in 2009, as well as 

information on climate change impacts provided in Appendix F of the Support Document issued by 

CEQ to assist agencies with developing their assessments. The Climate Change Adaptation Work 

Group also relied heavily on the Agency’s Strategic Plan for FY 2011 through FY 2013, which identifies 

the Agency’s strategic goals and objectives for the next 3 years, to provide a structure for the 

assessment. The Work Group identified the following goals: 

1. Identify how the Agency’s priority mission and operational goals might be affected by 

climate change. 

2. Identify major climate change impacts that may significantly affect the Agency’s ability to 

meet its priority mission and operational goals. 

3. Identify activities the Agency is already taking to mitigate the potential impacts of climate 

change on its operational goals. 

4. Identify future actions the Agency could take and determine the resources and capabilities 

that would be needed. 

5. Identify how the Agency’s offices could leverage each other’s efforts. 

V. FY 2012 Adaptation Actions 

As part of the Federal agencies’ initial adaptation planning efforts, the CEQ Implementing 

Instructions asked agencies to identify priority climate change adaptation actions that they would 

implement in FY 2012, including actions to improve agency capacity to assess and build resilience to 

climate change risks. Actions taken in FY 2012 included:

FY 12 Priority Adaptation Actions Progress 

Complete high-level analysis of agency 

vulnerability to climate change. 

The Agency completed a high-level analysis 

of its vulnerability to climate change June, 

2012. The assessment helped to inform 

priority actions selected for this adaptation 

plan. 

Establish intra-agency climate change 

adaptation planning team to develop a 

comprehensive FY 2013 adaptation action 

plan. 

Established partnerships with additional 

local and regional agencies in order to 

provide informed decisions in a timely 

manner to the federal community. June 

2012 

Conduct pilot climate change event 

response exercise. 

Continuous assessment (through exercise) of 

the agency’s emergency response strategies 

in the event its mission is impacted by any 

severe event. June 2012 
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

VI. FY 2013 Adaptation Plan 

An understanding of existing climate and previous trends of the region or a locality are critical to 

the analysis of potential futures. There are many possibilities depending on population growth, 

technological change, the pace of economic development and other factors about which we are 

uncertain. So, scientists develop scenarios to explore different possibilities. Therefore, as new 

recommendations are available from the study of climate change as a result of advanced technology, 

OPM will revise its plans to mitigate associated risks. Additional actions that will be accomplished in 

FY 2013 are as follows: 

1. OPM manages three facilities that are leased from GSA. OPM intends to partner directly 

with GSA to address the vulnerabilities of these sites and facilities to incremental climate 

change and variability. 

2. In conformance with the Principles for Sustainable Federal Locations, appropriate language 

to address climate change vulnerability will be included in sourcing all new site location and 

lease procurement. 

These actions are not a comprehensive list of all activities OPM will be undertaking in FY 2013 to 

improve its resilience in a changing climate but to improve several of the Agency’s top priorities.

A1-6
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

A2- 1

APPENDIX 2

U.S. Office of Personnel Management 

2012 Fleet Management Plan 

Introduction 

The U.S. Office of Personnel Management (OPM) is the President’s agent and advisor for the 

Government’s human resources management systems. OPM provides human capital leadership and 

services for all government agencies in order to serve the interests of the Government as a single 

employer by sustaining essential Government-wide values; equipping agencies with the flexible 

policies and systems necessary to recruit, retain, train and manage employees; and administering 

Government-wide compensation, earned employee benefits and automated information systems. 

Section 906 of Public Law 108-136 and 31 USC 1531 dated Nov 24, 2004 authorized transfer of 

Defense Security Service (DSS) functions and assets to OPM starting February 2005. The Federal 

Investigative Services (FIS) absorbed all Personal Investigation Security portions of DSS functions. 

FIS provides oversight, adjudication and funding for those Personnel Security Investigations (PSIs) 

required for military, civilian and contractor personnel in DOD and other federal agencies. 

Motor Vehicle Usage & Mission Support

In addition to supporting the OPM mission, over 97 percent of the OPM vehicle fleet is used by 

special agents to perform various security and background investigations in support of completing 

PSIs, which form the basis for awarding security clearances for military personnel, federal civilian 

employees and defense contractors. 

Vehicles are used by special agents to conduct investigative field work and other official functions 

throughout the Continental United States and its territories. It is extremely important that these 

agents have efficient, capable vehicles, including some equipped to travel to remote areas, in order 

to conduct background checks and interviews and to interact with other Federal and State agencies 

in the performance of their assigned duties. 

Fleet Management

Each year, OPM reviews its fleet and management policies to meet agency mission requirements, 

achieve compliance with Federal guidelines and mandates, and effectively manage the consolidation, 

replacement, inventory, and repair/preventive maintenance of current vehicle fleet assets 

nationwide. GSA Fleet Drive-Thru is used as a reporting tool to monitor vehicle inventory, utilization, 

and fuel use on an ongoing basis. 
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

A2-2

Size and Composition

Fleet size and composition are determined by agency needs in fulfilling its mission. FIS conducts 

investigations upon request of other agencies, and changes to the fleet are determined by the 

needs of FIS to fulfill these requests. OPM does not have information to project the volume of 

investigations that will be requested in out-years, and therefore must create fleet management 

plans based primarily on current operations. However, review of the fleet is ongoing and changes 

to fleet size are made in response to significant change in operations, location or the volume of 

investigations requested. 

The Agency Fleet Manager analyzes vehicle utilization on a quarterly basis to eliminate any excess 

vehicles not justified to meet the mission. Additionally, vehicle justifications are reviewed during the 

annual acquisition cycle. Since the 2012 VAM submission, OPM has reduced its vehicle inventory by 

four percent.

Vehicle Replacement

During each year’s vehicle replacement acquisition cycle, the Agency Fleet Manager will validate all 

replacement requests to right-size the fleet. Only the minimum body size vehicle, engine size, and 

optional equipment essential to fulfill the agency’s mission will be requested. Any deviations for 

unique mission needs will require written justification prior to approval. 

OPM projects that 35% of sedans in the fleet will be converted to subcompact models by FY15 to 

achieve maximum fuel efficiency and lower greenhouse gas emissions. Over the next two fiscal years, 

the Agency will replace its current conventional gasoline vehicles with alternative fuel vehicles (AFVs) 

or, where dual-fuel E85 or other AFVs are not practicable, qualifying low emitting vehicles (LEVs) to 

the maximum extent possible. OPM’s goal is to have a fleet consisting of AFVs and qualifying low 

emitting vehicles by 2015. OPM currently utilizes the Department of Energy tool “FLEETDASH” to 

monitor fuel use trends, identify missed opportunities to purchase alternative fuel, and develop 

strategies to meet petroleum reduction and alternative fuel use goals. 
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

A2- 3

Justification for Assigning Vehicles

OPM’s policy is to limit orders and/or lease of new vehicles from GSA whenever possible to 

compact, energy-efficient, alternative fuel vehicles to include standard basic options offered by the 

manufacturer. Additional vehicle options are only requested when required to fulfill duties in an 

agent’s assigned territory, e.g., 4-wheel drive vehicles needed for harsh weather conditions or rough 

terrains. Exceptions will be granted only with compelling justification and approval of the agency’s 

Fleet Manager. New vehicles provided by GSA as part of the consolidation are delivered directly from 

manufacturers closest to dealerships as per GSA contract option at nominal costs. 

Based on current operations, use of shared or on-demand fleet is not feasible because of the 

continuous and projected heavy workloads of agents, often requiring more than 40 hours per 

week. The nature of the work, which often includes driving significant distances and unforeseen or 

changing conditions (weather, traffic, and road construction), can impact vehicle-return schedules. 

Assigning agents individual vehicles has been determined to be the most efficient and cost-effective 

option based on FIS operations. 
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

A3-1

APPENDIX 3

U.S. Office of Personnel Management

Biobased Purchasing Strategy

Responding to the President’s Memorandum on Promotion of Biobased Markets

On February 21, 2012, President Obama signed a Memorandum, Driving Innovation and Creating 

Jobs in Rural America through Biobased and Sustainable Product Procurement. The memorandum 

requires all federal agencies to undertake a number of activities to increase their purchase of 

biobased products. The US Office of Personnel Management (OPM) is moving aggressively to 

implement the Presidential Memorandum requirements. 

Accomplishments to date include:

• Conducting a review of all existing contracts administered at OPM’s headquarters office for 

operations and maintenance, construction, janitorial, cafeteria, and landscaping services. 

• Creating a Policy Team within the Contracting Group that will be responsible for oversight of 

sustainable acquisition policies, including biobased procurement. 

Baseline for Biobased Contracting:

Prior to the issuance of the President’s February 2012 Memo on Biobased Procurement, 

requirements and clauses for biobased products were incorporated in 50% of relevant contracts 

(based on a review of currently existing service contracts as noted above). 

FY 2013 Target/Compliance Goal:

• OPM plans to achieve an annual goal of 80 percent compliance in FY 2013 and increase by at 

least 10 percent annually thereafter. 

Strategies for Improving Compliance:

OPM’s strategy for improving compliance—full incorporation of requirements and clauses for 

biobased products in relevant and appropriate contracts and follow on activities to ensure 

compliance is achieved—includes the following elements:

• OPM will develop an agency biobased product procurement policy and provide specific 

training to contracting staff on relevant products and services, necessary clauses, and 

incorporation of requirements into statements of objectives.

• OPM will generate and disseminate agency level reports on biobased compliance using data 

from newly created biobased reporting elements in the Federal Procurement Data System–

Next Generation.
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

 

• OPM will review and assess solicitation announcements in FedBizOpps to ensure that 

biobased language and requirements are incorporated as appropriate and contact contracting 

officer where requirements are not incorporated.

• In its quarterly contract reviews, OPM will emphasize biobased purchasing by reviewing at 

least 50% of new contract actions relevant to biobased requirements. Contracts without the 

requisite clauses will be designated for modification. 

Required Specification Reviews

The President’s Memorandum requires that wherever possible and appropriate, agency 

specifications require the use of sustainable products, including USDA-designated biobased products, 

and that any language prohibiting the use of biobased products is removed. 

• OPM has completed a review of its building standards and product specifications for 

renovations at its headquarters facility. 

• By end of calendar year 2012, OPM will issue a data call to identify additional specifications 

relevant to biobased purchasing and develop a schedule for review. 

A3-2
U.S. Office of Personnel Management - 2012 Strategic Sustainability Performance Plan

United States

Office of Personnel Management

Facilities, Security, and Contracting

1900 E Street, NW

Washington, DC 20415

FSC-01-13