OPM.GOV JUNE 2016

2016

Strategic Sustainability

Performance Plan

United States Office of Personnel Management

June 30,2016
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

Office of Personnel Management

2016 Strategic Sustainability Performance Plan

June 30, 2016 

Points of Contact:

Dean Hunter

Chief Sustainability Officer

Director, Facilities, Security and Emergency Management 

Dean.Hunter@OPM.gov

Mariano S. Aquino

Director, Facilities Management

Mariano.Aquino@OPM.gov
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Table of Contents

Policy Statement ...................................................................................................................................... 3

Executive Summary ................................................................................................................................ 4

Vision for Sustainability at OPM ...................................................................................................... 4

Leadership and Implementation ..................................................................................................... 4

Performance Review .......................................................................................................................... 5

Size & Scope of Agency Operations ........................................................................................................ 11

Agency Progress and Strategies to Meet Federal Sustainability Goals .................................................... 12

Goal 1: Greenhouse Gas (GHG) Reduction .......................................................................................... 12

Goal 2: Sustainable Buildings ............................................................................................................... 17

Goal 3: Clean & Renewable Energy ..................................................................................................... 22

Goal 4: Water Use Efficiency & Management ..................................................................................... 26

Goal 5: Fleet Management .................................................................................................................... 29

Goal 6: Sustainable Acquisition............................................................................................................ 33

Goal 7: Pollution Prevention & Waste Reduction ................................................................................ 39

Goal 8: Energy Performance Contracts ................................................................................................ 41

Goal 9: Electronics Stewardship & Data Centers ................................................................................. 43

Goal 10: Climate Change Resilience .................................................................................................... 46

Appendix A ............................................................................................................................................... 49
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Policy Statement

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

conducted in a manner that supports our mission to Recruit, Retain and Honor a World-Class Workforce to Serve 

the American People, while minimizing our environmental impacts in accordance with all Federal statutes, 

regulations, policies and Executive Orders. The U.S. Office of Personnel Management is committed to fulfilling 

the Presidents vision of building a clean energy economy as outlined in Executive Order (EO) 13693, Planning for 

Federal Sustainability in the Next Decade.

OPM will continue to incorporate sustainability into our mission to increase our nation’s prosperity, promote 

energy security and safeguard the health of the environment. To support the President’s vision, we will 

reinforce our efforts by implementing the strategies and tactics outlined in this Strategic Sustainability 

Performance Plan (SSPP). In addition to setting and achieving annual sustainability targets, OPM recognizes that 

climate change can have an impact on facility operations as well as the ability to achieve its mission; therefore, 

we will continue to build resilience and adaptive capacity to address climate risks and vulnerabilities. 

OPM’s mission and unique role within the Federal community also provides an opportunity to have an impact 

across the government. OPM will continue to support all Federal agencies by developing policies and programs 

that enable and increase telework, flexible work environments, training opportunities, and other means to 

enhance their abilities to achieve their individual agency missions while improving government-wide 

environmental performance. 

Dean S. Hunter

Chief Sustainability Officer

Director

Facilities, Security, and Emergency Management
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Executive Summary

Vision for Sustainability at OPM

The U.S. Office of Personnel Management (OPM) is the Federal Government’s chief human resources agency 

and personnel policy manager. OPM achieves its mission to Recruit, Retain and Honor a World-Class Workforce 

to Serve the American People by directing human resources and employee management, administering 

retirement, healthcare and insurance programs, overseeing merit-based and inclusive hiring into the civil 

service, and providing secure employment processes.

OPM’s sustainability programs and strategies ensure the Agency can achieve its mission while reducing our 

impact on the environment through the efficient management of resources. OPM is committed to accomplishing 

these goals by integrating sustainability into agency policies, operations, including improving the efficiency of its 

buildings, using renewable energy, managing its fleet to reduce petroleum used in agency vehicles, promoting 

the purchase of environmentally-preferable products and services, managing electronic assets in an 

environmentally-sensitive manner, and enhancing our capacity to plan for and respond to the impacts of climate 

change. 

Managing our buildings in an efficient manner is a key focus for lowering our greenhouse gas emissions and 

reducing energy, water, and waste. OPM employees are working in several locations throughout the United 

States, but our current strategies are to improve building efficiencies to the three facilities where OPM has 

responsibility for building operations and maintenance. The Agency manages two facilities owned by the 

General Services Administration (GSA): the Theodore Roosevelt Building (TRB), OPM’s headquarters office in 

Washington, DC and the Federal Executive Institute (FEI) campus located in Charlottesville, Virginia. OPM also 

manages the building operations at a commercially-owned leased facility in Macon, Georgia which houses a data 

center as well as additional information technology services. 

Leadership and Implementation

The Director of OPM has designated Dean Hunter (Director of Facilities, Security, and Emergency Management)

as the agency’s Chief Sustainability Officer (CSO). The CSO has overall responsibility for implementing the 

agency’s sustainability program in order to meet the goals of E.O. 13693. The Director of OPM has also 

designated Mariano Aquino (Director of the Office of Facilities Management) as the agency’s Deputy CSO to 

support the CSO. OPM’s CSO oversees the planning and implementation of Agency sustainability strategies, 

coordinates with the Office of the Director, Chief Financial Officer, and all other heads of office that manage 

functions that are critical to achieving our sustainability goals. These include the Director of Facilities 

Management, responsible for building operations and strategies to reduce energy, water, and waste, as well as 

oversight of fleet management; the Chief Information Officer, responsible for ensuring that OPM meets 

electronic stewardship requirements; and the Director of the Office Procurement Operations, responsible for 

implementation of policies and programs to achieve sustainable acquisition goals.
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Performance Review

Goal 1: Greenhouse Gas Reductions

Scope 1 & 2

OPM reduced Scope 1 and 2 greenhouse gas (GHG) emissions and achieved a 29.7% reduction compared to the 

FY 2008 baseline, surpassing our 2015 target of 20%. 

The reductions are due primarily to increased building efficiency, with emissions from building energy use down 

26% and from vehicles are down 27% since FY 2008. The large part of the remainder of the emissions reduction 

is attributable to the purchase of green energy and renewable energy credits (RECs). 

We continue to work toward further increasing building efficiency and reducing petroleum in our vehicles, which 

will result in further progress on GHG reductions. These strategies discussed in detail under Goal 2, Sustainable 

Buildings and Goal 5, Fleet Management. 

Scope 3

OPM reduced Scope 3 GHG emissions and achieved a 31.9% reduction compared to a FY2008 baseline. 

Emissions from commuting, which account for 94% of the total under Scope 3, were down 14% in FY 2015 

compared to FY 2014. We plan to maintain our strategy of encouraging commuting alternatives by offering 

employees public transit subsidies, promoting carpooling, and supporting bike commuting by providing bike 

racks and shower facilities at TRB and FEI. At TRB, we also have a city bikeshare station on site. Avoided 

commuting through telework is also a factor in achieving our Scope 3 reduction goals. The agency has already 

met its telework goals, with almost 65% of OPM employees teleworking in some capacity. An additional 25% are 

investigators who are considered “mobile” workers. Emissions from air and ground travel, which accounted for 

7% of Scope 3 emissions in FY 2015, were reduced almost 2% from the previous year. In FY 2017, we will 

continue to promote the use of video and teleconferencing, online meetings, and Web-based training and 

continue tracking the use of the online meeting service. 

Our strategy for next year is to maintain current telework levels and move forward on current initiatives to 

strengthen our telework programs and our capacity to collect and use telework data. 

Goal 2: Sustainable Buildings

OPM’s strategy for sustainable buildings focuses on reducing energy use in the three facilities where it manages 

operations. While energy consumption has gone down by 24% at TRB since 2010, OPMs largest facility, OPM did 

not meet the FY2015 energy intensity reduction goal. This is due largely to unseasonal plus extreme weather 

conditions during the year and, increased occupancy in the facility. Reductions at TRB, is partially due to multiyear efficiency improvement project that was completed last December and partial completion of the 

performance contract. 

The multi-year project, funded under the American Recovery and Reinvestment Act (ARRA), includes upgrades 

to the heating, ventilation and cooling (HVAC) system, added window insulation, and installation of high 

efficiency lighting and occupancy sensors. We expect to achieve further energy reductions based on energy 

models. While we have also implemented various improvements at Macon, and at FEI, our long term 

performance toward the 30% reduction goal has been severely impacted by increased energy use at these 

locations, which have expanded operations since 2003. This is particularly the case at Macon, which houses one 

of OPM’s data centers. 
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We are currently in the commissioning phase of the energy savings performance contract (ESPC) at TRB and FEI. 

Full project acceptance is expected in July 2016. Energy conservation measures (ECMs), include cooling tower 

upgrades, innovative HVAC improvements, advanced lighting controls at TRB and additional lighting upgrades at 

FEI. Full energy and water savings will be realized by the end of FY2017. We’ve also replaced four inefficient 

1000kVa power transformers with four 500kVA high efficiency ones at the TRB. The new reduced sized 

transformers meet efficiency standard based on DOE’s January 1, 2016 ruling for medium voltage power 

transformers. 

OPM is exempt from the reporting and scorecard assessment of the green buildings performance goal since all 

of our facilities and office space are leased trough GSA; however, we apply the Guiding Principles for Federal 

Leadership in High Performance and Sustainable Buildings during space planning, renovation decisions and when 

acquiring new leases through GSA. OPM’s policy is to first optimize use of existing space, prior to seeking leased 

space through GSA. In FY 2014 we established workspace standards and acquired space planning software, 

which has assisted in redesigning existing space and improved utilization significantly.

Goal 3: Clean and Renewable Energy

Use of renewable energy is part of OPM’s strategy to reduce GHG emissions. In FY 2015, OPM exceeded the 

required renewable energy target by 9%. 19% of total electricity consumed was obtained from renewable 

sources; this includes green energy purchases, renewable energy credits (RECs) and 118000 kWh of solar energy 

generated by photovoltaic panels at TRB. 

Potential onsite renewable energy projects at our Federal facilities were evaluated as part of the ESPC, but there 

are no projects with sufficient paybacks to be cost effective. Purchasing green energy and RECs will be our 

primary strategy to meet renewable energy targets for the foreseeable future. 

Goal 4: Water Use Efficiency & Management

OPM has reduced water intensity by 41% compared to the baseline year of FY 2007. Recent reductions were 

achieved through installation of water efficient bathroom fixtures at TRB and FEI. In addition, we have reduced 

water for landscaping by switching to native plants thus eliminating the need for irrigation entirely at the TRB. 

Additional water savings have been realized due to the significant completion of the energy and water 

conservation measures under the ESPC at TRB and FEI facilities. Water conservation measures include the 

installation of water efficient fixtures, retrofits of restroom fixtures, installation of smart irrigation controls at FEI 

and more efficient controlled sequencing of cooling towers at the TRB. The ability to track water use is further 

enhanced by continuous monitoring of submeters installed in FY 2014. We will also continue leak detection 

programs and water conservation awareness programs for our operations and maintenance staff. 

Goal 5: Fleet Management

OPM reduced petroleum consumption by 9.14% in FY 2015, total petroleum consumed is 33% above the FY2005 

baseline due to mission driven requirements. Ninety-seven percent of OPM’s vehicles are assigned to the

Federal Investigative Service (FIS), which conducts background investigations for security clearances for the 

Federal government. These investigations form the basis for awarding security clearances for military 

personnel, federal civilian employees and defense contractors. Yearly, FIS conducts over two million 

background investigations which equal more than 90% of the Governments total. As a result, OPMs ability to 

reduce travel is limited; therefore, our strategy to minimize petroleum use and reduce GHG is to continue 

transitioning our fleet to more fuel-efficient vehicles, including high fuel efficiency cars, E85 flex fuel vehicles, 

low greenhouse gas emission vehicles , hybrids and EVs. 
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OPM’s fleet manager reviews all vehicle replacement requests and identifies opportunities to re-assign, 

downsize and or eliminate vehicles when possible. During FY14, OPM reduced its fleet by 68 vehicles. This 

reduction in fleet size was achieved through the management of vehicle re-assignments for transitioning FIS 

agents as well as vehicle validations and utilization reviews throughout the Agency. But at the end of FY 2015, 

OPM fleet inventory comprises of 1,542 GSA leased vehicles, a 5.84% increase since FY 2014. We expect this 

number to increase by approximately 15% by the end of 2016. This is due to the increased number of FIS 

investigators required to complete background security investigations. OPM’s current fleet consists of 90% 

compact and subcompact sedans, and 45% alternative fuel vehicles, including 388 electric hybrids. In the latest 

ordering cycle, 84 subcompact vehicles were ordered. We anticipate the replacement of 264 vehicles and an 

additional 311 vehicles by the end of FY 2016 with more efficient and Low-GHG vehicles.

By the end of FY17 we are anticipating 171 Low-GHG vehicles and 36 hybrid vehicles. OPM has fewer E85 

vehicles than in the previous year as a result of overall reductions in the size of the fleet and implementing Low 

GHG vehicles. OPM fleet managers will continue to focus on locating flex-fuel vehicles in areas where E85 is 

available using the Department of Energy’s FleetDash program to track fuel purchases and identify instances 

where drivers missed opportunities to fuel up with E85. We also launched an outreach program to educate 

drivers about using alternative fuel. OPM will continue to reduce GHG emissions by improving fuel efficiency 

and obtaining the right size vehicle fleet.

Goal 6: Sustainable Acquisition

OPM achieved 95% sustainable acquisition and 100% biobased compliance in FY 2015.This is based on quarterly 

reviews to ensure that contracts conform to requirements to procure environmentally preferable products or 

services that meet or exceed specifications, standards, or labels recommended by EPA, including energy efficient 

equipment, biobased products, and products with recycled content. 

In FY 2016, OPM continued to use its sustainable acquisition training requirement strategy where all 

contracting officers (COs), contracting officer representatives (CORs), and purchase card holders, were trained 

using online training already developed by GSA. This will continue as an annual requirement. We also began an 

assessment of current practices to include environmental performance in contractor performance reviews. 

Because the Agency is currently working on improving reporting in the Contractor Performance Assessment 

Reports System (CPARS), we are incorporating application of sustainability criteria into this initiative.

In FY 2017, we plan to again meet or exceed the 95% threshold for contract compliance, with an emphasis on 

electronics and biobased purchasing. Because of the relatively small number of service contracts that could 

potentially include provision of biobased products, quarterly reviews will include at least 50% of relevant service 

contracts. We will continue using the contract reviews to identify corrective actions to address any missed 

opportunities to procure sustainable products and services. Initiatives for next year include issuing a new green 

purchasing plan and a comprehensive guide of sustainable acquisition resources, and targeted communications 

to purchasers on the use of biobased products. 

Goal 7: Pollution Prevention & Waste Reduction

In FY 2015, 36% of solid waste was diverted from landfills. All locations have recycling programs, and the 

Federal Executive Institute also composts kitchen and landscaping waste. Solid waste from the TRB and FEI 

facilities is converted to energy at Waste to Energy facility. The Theodore Roosevelt Building has a successful 

source reduction program to collect and redistribute office supplies and related items. To date, over five tons of 
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materials have been diverted from landfills and over $100,000 worth of supplies redistributed. This program will 

be continued in FY 2017. 

Pollution prevention measures are included in all operations and maintenance contracts to ensure recovery of 

HFCs, minimize use of hazardous chemicals, and require use of less toxic chemicals for pest management and 

landscaping. HFC purchases are tracked and reported annually. Because all construction is contracted through 

GSA, we do not directly track recycling of construction and demolition materials; however, recycling data is 

collected by GSA and shared with OPM project managers. 

There has been a slight decrease in recycling over previous years; but moving forward, we are committed to 

increase solid waste diversion each year by continuing our existing programs and increasing awareness among 

employees in order to achieve annual 50% target. 

Goal 8: Energy Performance Contracts

In September 2014, OPM awarded a $5.8M energy saving performance contract (ESPC) at its two federallyowned facilities, TRB and FEI, both locations bundled under a single contract. This project has exceeded our two 

million dollar investment commitment for both phases of the President’s Performance Contracting Challenge. 

Implementation of the recommended energy conservation measures are 98% completed, full acceptance is 

expected July 2016. OPM has no additional federally-owned facilities eligible for an ESPC. In a second phase of 

the current ESPC, OPM is exploring the feasibility of a combined heat and power (CHP) for its TRB location. The 

proposed CHP will provide base electric power and thermal energy from this system will be used to offset a 

significant percentage of the district steam required to heat the facility. 

Goal 9: Electronic Stewardship & Data Centers

OPM again met two of the three electronic stewardship performance goals in FY 2015. One hundred percent of 

computers and monitors purchased during the fiscal year were registered with the Electronic Product 

Environmental Assessment Tool (EPEAT), and 100% of electronics were disposed of in an environmentally sound 

manner. We will maintain current procurement and disposal policies and continue meeting these goals. OPM 

will continue to utilize existing tools to track, and report on applicable electronics and IT stewardship 

requirements from acquisition to end of life management in accordance with Federal policies.

Power management has been enabled on all desktops, laptops, and monitors and compliant at the close of FY 

2015. Our policy has been that power management for computers will be enabled through the Windows 7 

operating system, which is installed when new hardware is purchased (no computers are exempted from the 

power management requirement). Implementing duplexing has been a challenge due to the complexity and 

other extenuating factors of the print management environment; however, a print management policy which 

includes recommendations for implementation has been drafted and is awaiting approval. 

OPM plans to further reduce physical server footprint in FY2015 (from 65% to reach 75% virtualization) were 

deferred for security reasons. As a result, the OPMs OCIO has developed new strategies and policies that will 

meet or exceed Federal and industry standards with regards to managing and operation of its data centers. 

Currently, the OCIO has resumed consolidation of data centers; completion is expected within the next three 

years. By the end of FY16, it is expected that 40% of General Support Systems will be moved to new 

environment (excludes Investigation systems and Mainframe). By the end of FY18, all systems will be moved. 
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Goal 10: Climate Change Resilience 

OPM’s climate change resilience strategies are focused on potential impacts on our facilities and the Federal 

workforce. We continually evaluate risks to our facilities and employee safety presented by extreme weather 

events. Planning for and responding to these events are already integrated into policies and procedures related 

to emergency response planning, our agency Continuity of Operations Plan (COOP), and OPM’s lead role in 

determining Federal government closures. OPM also has responsibilities in implementing the Telework 

Enhancement Act, which supports workforce readiness and the capacity of Federal agencies to continue meeting 

their missions in the event extreme weather prevents employees from commuting to their offices. 

Internally, we coordinate with our facilities management and emergency actions divisions in assessing risks and 

updating plans and procedures as needed. These plans are tested on at least an annual basis through continuity 

of government exercises and telework readiness tests. In FY 2017 OPM will continue to focus on increasing 

awareness within key departments of climate change impacts, incorporating climate-related risk into emergency 

response policies and procedures, ensuring that OPM is telework-ready to respond to extreme weather events, 

and coordinating with other Federal agencies and regional bodies in the Washington, DC metropolitan area on 

emergency planning. 

Progress on Administration Priorities

President’s Performance Contracting Challenge: OPM has already met and exceeded its FY2016 commitment 

under the Presidents Performance Contracting Challenge through the award of a $5.8M ESPC contract. In future 

years, OPM plans to continue the use of ESPC/UESC to fund projects that will assist in meeting energy and water 

reduction goals at its facilities. Currently, we are performing a feasible study for additional ECMs one of which is 

the installation of a CHP at OPMs headquarters building (TRB). Estimated project cost is $3.5M which potentially 

will be awarded in FY2017.

Electric and Zero Emission Vehicles: Ninety-seven percent of OPM’s vehicles are assigned to the Federal 

Investigative Service (FIS), which conducts background investigations for security clearances for the Federal 

government. Due to the daily extensive traveling, acquisition of zero emission and electric vehicles to OPM’s 

fleet is limited by lack of refueling and charging infrastructure. However, our strategy in FY 2017 and beyond is 

to install electric vehicle charging infrastructure at certain locations and procure low emissions and plug-in 

hybrids in each ordering cycle to meet annual projected GHG reduction targets. 

Climate Preparedness and Resilience: OPM has approximately 70 leases from GSA, 3 of which are delegated. 

OPM has considered the impacts of major weather events on facilities. A major issue is the need for redundant 

power, and we continue to explore installing a combined heat and power project at the Theodore Roosevelt 

Building to support energy resilience (investment grade study to be completed by Dec. 2016. OPM also partners 

with other agencies to support agency and federal employee preparedness for weather and disaster-related 

events (e.g., OPM blog post recently on extreme heat with included CDC and NWS resources).

Occupational Series: In response to establishing a new occupational series for sustainability, as required by 

EO13693, OPM held several focus groups with subject matter experts. Through those discussions, OPM found 

that there were 13 separate occupational series that dealt with sustainability, and decided not to seek a 

separate occupational series in fear of “pigeon-holing” any one. As a result OPM has been working with the CEQ 

Office of Federal Sustainability (OFS) to take a closer at Federal Energy Management occupational series, key 

competencies, and training needs, and will be discussing with a focus group at the 2016 Energy Exchange in 

August 2016.
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Training: OPM has been working with OFS to integrate sustainability and resilience into the Federal Executive 

Institute Leadership Development Series (LDS) program. The training will educate managers and executives on 

sustainability and climate change, provide an overview of Executive Orders, and support practical application of 

that leading by having each participant develop a plan of action. OPM has made substantive progress on 

developing an education session for the LDS program in support of EO 13693 sustainability goals and will launch 

the first session in August 2017 for LDS 425. 
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Size & Scope of Agency Operations 

Agency Size and Scope FY 2014 FY 2015

Total Number of Employees as Reported in the President's Budget 5,449 5,519

Total Acres of Land Managed 13 13

Total Number of Buildings Owned 0 0

Total Number of Buildings Leased (GSA and Non-GSA Lease) 67 70

Total Building Gross Square Feet (GSF) 1,645,895 1,583,162

Operates in Number of Locations Throughout U.S. 59 63

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

Total Number of Fleet Vehicles Owned 1 1

Total Number of Fleet Vehicles Leased 1,451 1541

Total Number of Exempted-Fleet Vehicles 

(Tactical, Law Enforcement, Emergency, Etc.) 0 0 

Total Amount Contracts Awarded as Reported in FPDS ($Millions) 1,092 921.526
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Agency Progress and Strategies to Meet Federal Sustainability Goals

This section provides an overview of progress through FY 2015 on sustainability goals contained in 

Executive Order 13514, Federal Leadership in Environmental, Energy, and Economic Performance, 

and agency strategies to meet the new and updated goals established by Executive Order 13693, 

Planning for Federal Sustainability in the Next Decade. 

Goal 1: Greenhouse Gas (GHG) Reduction

Scope 1 & 2 GHG Reduction Goal

E.O. 13693 requires each agency to establish a Scope 1 & 2 GHG emissions reduction target to be 

achieved by FY 2025 compared to a 2008 baseline. Office of Personnel Management 2025 Scope 1 & 2 

GHG reduction target is 50%. 

Chart: Progress Toward Scope 1 & 2 GHG Reduction Goal

6.5K 6.5K 6.7K 6.3K 5.9K 5.2K 4.7K

11.0K 11.5K 10.5K

9.2K

7.0K 7.4K

6.5K

1.0K

1.5K

1.6K

1.0K

1.4K 1.9K

1.9K

18.7K

19.6K

18.8K

16.7K

14.4K 14.6K

13.1K

14.9K

9.3K

0K

2K

4K

6K

8K

10K

12K

14K

16K

18K

20K

FY08

baseline

FY10 FY11 FY12 FY13 FY14 FY15 2020

Target

2025

Target

0.0% 5.1% 10.0% -10.5% -22.6% -21.9% -29.7% -20.0% -50.0%

Scope 1 and 2 Target Greenhouse Gas Emissions

OPM Progress Toward Scope 1 and 2 Greenhouse Gas Reduction Goal

Covered Fleet Net Electricity Emissions

Stationary Combustion Steam and Hot Water

Chilled Water Other
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. 

Scope 1 & 2 GHG Reduction Strategies

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Use the Federal Energy 

Management Program (FEMP) 

GHG emission report to 

identify/target high emission 

categories and implement specific 

actions to address high emission 

areas identified.

Yes OPM will continue to 

identify high emission 

categories and associated 

actions; primarily fleet 

and facility energy 

consumed.

(1) Review GHG report 

annually 

(2) Implement specific actions 

based on high emission 

categories.

Identify and support management 

practices or training programs that 

encourage employee engagement 

in addressing GHG reduction. 

Yes (1)Continue to participate 

in New Employee 

Orientation and training.

(1) At the Departmental 

level, identify further 

training opportunities or 

management practices 

from across the Federal 

government to address the 

requirements of EO 

13693.

Identify and communicate at 

least 3 training opportunities 

and/or management practices to 

help employees better 

understand and execute the new 

requirements.

Determine unsuccessful programs 

or measures to be discontinued to 

better allocate agency resources.

No This is not one of OPMs 

top five strategy at this 

time.

Given agency performance to date, 

determine whether current agency 

GHG target should be revised to a 

more aggressive/ambitious target. 

No Current Agency target is 

adequate based on 

comprehensive analysis 

of agency’s GHG 

emissions portfolio.

Employ operations and 

management (O&M) best practices 

for emission generating and energy 

consuming equipment.

Yes Complete ESPC, and 

continue to implement 

identified, cost-effective 

energy conservation 

measures (ECMs), 

maintain and execute 

operational plans where 

proven effective, and 

install computerized 

maintenance management 

systems at certain sites. 

(1)Complete implementation of 

remaining ECMs

(2) Acquire better data through 

efforts of internal working 

groups.

(3) Comprehensive assessment 

of monthly utility data for 

anomalies. 

Identify additional sources of data 

or analysis with the potential to 

support GHG reduction goals. 

No Currently, this is not one 

of OPMs top five 

strategies.
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Scope 3 GHG Reduction Goal 

E.O. 13693 requires each agency to establish a Scope 3 GHG emission reduction target to be achieved 

by FY 2025 compared to a 2008 baseline. Office of Personnel Management’s 2025 Scope 3 GHG 

reduction target is 40% 

Chart: Progress Toward Scope 3 GHG Reduction Goal

0.7K 0.8K 0.7K 0.7K 0.5K 0.6K 0.5K

20.6K

22.4K 22.4K

17.7K

15.2K 14.5K 14.5K

0.7K

0.8K 0.4K

0.4K

0.3K

0.2K 0.2K

2.0K

2.2K 2.6K

2.2K

1.7K

1.4K 1.0K

24.5K

26.6K 26.6K

21.2K

18.0K

17.0K 16.7K

21.8K

14.7K

0K

2K

4K

6K

8K

10K

12K

14K

16K

18K

20K

22K

24K

26K

28K

FY08

baseline

FY10 FY11 FY12 FY13 FY14 FY15 2020

Target

2025

Target

0.0% 8.4% 8.4% -13.5% -26.5% -30.9% -31.9% -11.3% -40.0%

Scope 3 Targeted Greenhouse Gas Emissions

OPM Progress Toward Scope 3 Greenhouse Gas Reduction Goal

Electricity T&D Losses Renewable Energy Hosting Credit

Contracted Waste Water Treatment Scope 3 Target Emissions Total

Contracted Solid Waste Employee Commuting

Business Ground Travel Business Air Travel
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Scope 3 GHG Reduction Strategies

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Reduce employee business ground 

travel.

Yes OPM program offices are 

implementing a range of 

practices to support a 

reduction in business 

ground travel including 

maintaining and installing

technologies to facilitate 

remote meetings, 

ensuring field sites are 

near mass transit.

(1)Deploy annual employee 

commuter survey.

(2) Review and compare results 

with previous year data.

Reduce employee business air 

travel.

Yes OPM program offices are 

implementing a range of 

practices to support a 

reduction in business air 

travel including 

maintaining travel budget 

restrictions, installing 

technologies to facilitate 

remote meetings, and 

ensuring field sites are 

near mass transit.

(1)Deploy annual employee 

commuter survey.

(2) Review and compare results 

with previous year data.

Develop and deploy an employee 

commuter emissions reduction 

plan.

No While developing and 

deploying an employee 

commuter emissions 

reduction plan is vital, 

this is not one of OPMs 

top strategies.

Use an employee commuting 

survey to identify opportunities and 

strategies for reducing commuter 

emissions.

Yes Use employee commuting 

survey to identify 

opportunities. 

Deploy annual employee 

commuter survey.
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

16 

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Increase & track number of 

employees eligible for telework 

and/or the total number of days 

teleworked.

Yes The Agency seeks to 

maintain its current highlevel of telework 

eligibility and 

participation while 

providing employees and 

managers with the tools 

they need to successful 

utilize this workplace 

flexibility. Existing 

telework guidance to 

employees and 

supervisors will be 

expanded to address the 

use of telework to handle 

unexpected interruptions 

in operations at the 

physical office location, 

due to weather or other 

disruptions. 

Issue telework guidance to 

supervisors and employees 

regarding telework during 

emergency situations or other 

disruptions.

Request that supervisors to 

periodically review and reassess 

telework determinations for all 

employees.

Encourage supervisors and 

employees to participate in 

telework training.

Continue collecting telework 

data through surveys, time and 

attendance system, and telework 

eligibility database.

Develop and implement a program 

to support alternative/zero 

emissions commuting methods and 

provide necessary infrastructure.

No This is not one of the 

agency’s top strategies at 

this time.

Establish policies and programs to 

facilitate workplace charging for 

employee electric vehicles.

Yes Develop policies and 

programs to 

accommodate workplace 

charging for PEV.

Draft workplace charging 

policies by June 2016. 

Implement level 1 PEV 

program by August 2017.

Include requirements for building 

lessor disclosure of carbon 

emission or energy consumption 

data and report Scope 3 GHG

emissions for leases over 10,000 

rentable square feet. 

Yes OPM does not have 

authority to lease 

space. All OPM leasing 

is coordinated through 

GSA, and as such GSA 

would have responsibility 

to make this 

request. OPM will work 

with GSA to ensure this is 

considered for lease 

solicitations over 10,000 

rentable square feet.

Annual review and report 

carbon emission or energy 

consumption data collected.
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

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Goal 2: Sustainable Buildings

Building Energy Conservation Goal

The Energy Independence and Security Act of 2007 (EISA) requires each agency to reduce energy 

intensity 30% by FY 2015 as compared to FY 2003 baseline. Section 3(a) of E.O. 13693 requires 

agencies to promote building energy conservation, efficiency, and management and reduce building 

energy intensity by 2.5% annually through the end of FY 2025, relative to a FY 2015 baseline and 

taking into account agency progress to date, except where revised pursuant to Section 9(f) of E.O. 

13693. 

Chart: Progress Toward Facility Energy Intensity Reduction Goal

84,660

79,918

93,352 90,664

82,253 80,090 83,475

75,251

59,262 56,438

-5.6%

10.3%

7.1%

-2.8% -5.4%

-1.4%

-11.1%

-30%

-33.3%

0K

10K

20K

30K

40K

50K

60K

70K

80K

90K

100K

2003

Baseline

2008 2009 2010 2011 2012 2013 2014 2015 2015

Target

2025

Target

Btu per Gross Square Foot

OPM Progress Toward Facility Energy Intensity Reduction Goal
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

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Building Energy Conservation Strategies 

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Make energy efficiency 

investments in agency buildings. 

Yes OPM does not own 

buildings but lease from 

GSA. OPM will continue 

to invest in efficiency 

improvements at the two 

Federally owned 

buildings where we have 

delegated responsibility.

10% of utility budget will be 

invested annually. 

Use remote building energy 

performance assessment auditing 

technology 

No OPM will explore using 

remote building energy 

performance auditing 

technology; however, this 

is not one of OPM's top 

five strategies at this time.

Participate in demand management 

programs. 

Yes We currently participate 

in a curtailment program 

at the TRB and are 

looking to expand this 

program to our FEI 

campus.

Current and ongoing

Plan to get FEI into the program

by summer of FY17.

Incorporate Green Button data 

access system into reporting, data 

analytics, and automation 

processes.

No Green Button data access 

system is not available to 

our facilities at this time.

Redesign interior space to reduce 

energy use through daylighting, 

space optimization, and sensors 

and control systems. 

Yes (1)In the current ESPC 

project we are installing 

daylight harvesting 

throughout the building. 

(2)Integrating BAS

system with the lighting 

system to use the 

occupancy sensors to 

control the VAV’s.

(3)Implementing space 

optimization through the 

GSA Freeze the Footprint

Current and ongoing

Plan to have the daylight 

harvesting installed and 

commissioned by July 2016
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

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Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Identify opportunities to transition 

test-bed technologies to achieve 

energy reduction goals. 

Yes As proven test-bed 

technologies become 

available, we will explore 

implementation within 

our facilities to achieve 

sustainable building 

goals.

Complete annual 

review/research for available

opportunities.

Follow city energy performance 

benchmarking and reporting 

requirements. 

No OPM is committed to 

meet all federal, state, and 

local requirements for

energy performance 

benchmarking and 

reporting requirements; 

however, this is not one 

of OPM top five 

strategies at this time.

Install and monitor energy meters 

and sub-meters.

No Advanced utility meters 

have already been 

installed.

Collect and utilize building and 

facility energy use data to improve 

building energy management and 

performance.

Yes OPM will continue to 

implement and/or utilize 

energy management 

systems (EMSs) at OPM 

operated – delegated 

leased facilities to collect 

and utilize data to 

improve building energy 

management and 

performance

OPM will continue to use third 

party to collect and analyze 

utility data. Results from will be 

used improve performance 

wherever feasible.

Ensure that monthly performance 

data is entered into the EPA 

ENERGY STAR Portfolio 

Manager.

Yes Upload facilities utility 

data to EPA Energy Star 

Portfolio Manager 

repository.

Upload and review monthly for 

anomalies.

Building Efficiency, Performance, and Management Goal

Section 3(h) of E.O. 13693 states that agencies will improve building efficiency, performance, and 

management and requires that agencies identify a percentage of the agency's existing buildings above 

5,000 gross square feet intended to be energy, waste, or water net-zero buildings by FY 2025 and 

implementing actions that will allow those buildings to meet that target. OPM’s 2025 target is 0%. 

Guiding Principles for Sustainable Federal Buildings 

Section 3(h) of E.O. 13693 also states that agencies will identify a percentage, by number or total GSF, 

of existing buildings above 5,000 GSF that will comply with the Guiding Principles for Sustainable 

Federal Buildings (Guiding Principles) by FY 2025. 
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

20 

OPM’s FY 2025 target is 0% of 2 buildings or 1,010 gsf. Please note – OPM does not own any building, 

and all leasing solicitations are done through GSA.

(Agencies’ 2025 targets should be at least 10% higher than current (2015) level of achievement.) 

Chart: Percent of Buildings Meeting the Guiding Principles

OPM has been exempted from the Sustainable Building category due to non-ownership of facilities and 

all leasing solicitations are done through GSA. 

50% 50%

0%

50.3% 50.4%

0.0%

0%

3%

6%

9%

12%

15%

18%

21%

24%

27%

30%

33%

36%

39%

42%

45%

48%

51%

54%

FY09 FY10 FY11 FY12 FY13 FY14 FY15

Percent Compliance

OPM Percent of Buildings Meeting the Guiding Principles

Buildings GSF GSF
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

21 

Sustainable Buildings Strategies

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Include climate resilient design and 

management into the operation, 

repair, and renovation of existing 

agency buildings and the design of 

new buildings. 

Yes

OPM does not have the 

authority to construct new 

Federal buildings. In the 

event of new Federal 

construction that would 

accommodate OPM, GSA 

would be the lead Agency 

responsible for this goal; 

however, OPM will 

include climate resilient 

management into the 

operation, repair and 

renovation of our three 

delegated leased facilities.

Review policy requirements

annually and update as needed.

In planning new facilities or leases, 

include cost-effective strategies to 

optimize sustainable space 

utilization and consideration of 

existing community transportation 

planning and infrastructure, 

including access to public transit. 

N/A

OPM does not have 

authority to lease 

space. All OPM leasing 

is coordinated through 

GSA, and as such GSA 

would have responsibility 

for this goal. OPM will 

work with GSA to ensure 

this is considered.

OPM is committed to working 

with GSA in the event new 

facilities are constructed, or new 

leases are awarded, in order to 

optimize sustainable space 

utilization.

Ensure all new construction of 

Federal buildings greater than 

5,000 GSF that enters the planning 

process be designed to achieve 

energy net-zero and, where 

feasible, water or waste net-zero by 

FY 2030. 

N/A

OPM does not have the 

authority to construct new 

Federal buildings. In the 

event of new Federal 

construction that would 

accommodate OPM, GSA 

would be the lead Agency 

responsible for this goal.

OPM is committed to working 

with GSA in the event new 

Federal construction occurs 

where OPM may be a possible 

tenant.

Include criteria for energy 

efficiency as a performance 

specification or source selection 

evaluation factor in all new agency 

lease solicitations over 10,000 

rentable square feet. 

Yes

OPM does not have 

authority to lease 

space. All OPM leasing 

is coordinated through 

GSA, and as such GSA 

would have responsibility 

for this goal. OPM will 

work with GSA to ensure 

this is considered for 

lease solicitations over 

10,000 rentable square 

feet.

OPM will review all leasing 

solicitations annually to ensure 

this is considered.
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

22 

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Incorporate green building 

specifications into all new 

construction, modernization, and 

major renovation projects.

Yes

In the event of new 

Federal construction, 

modernization, and major 

renovation project that 

would accommodate 

OPM, GSA would be the 

lead Agency responsible 

for this goal. OPM will 

ensure green building 

specifications are 

appropriately included.

OPM will continue to 

incorporate green building 

specifications into all new 

construction, modernization and 

major renovation projects.

Implement space utilization and 

optimization practices and policies.

Yes OPM completed Office 

Space Design Standards 

in March 2016, in which a 

utilization rate (U/R) cap 

has been established for 

all projects. This will 

optimize efficiency in the 

assignment of space 

throughout OPM. 

OPM will fully implement the 

Design Standard for all new 

assignments of space, and will 

apply it to renovation projects in 

existing space.

Implement programs on occupant 

health and well-being in 

accordance with the Guiding 

Principles.

Yes OPM will improve on and 

continue to provide 

programs that will 

enhance occupant health 

and wellness. Such 

programs include

convenient access to 

healthy dining options, 

potable water, daylight, 

plants and exterior views.

(1)Review existing programs 

annually and update as needed.

Goal 3: Clean & Renewable Energy

Clean Energy Goal 

E.O. 13693 Section 3(b) requires that, at a minimum, the percentage of an agency's total electric and 

thermal energy accounted for by renewable and alternative energy shall be not less than: 10% in 

FY 2016-17; 13% in FY 2018-19; 16% in FY 2020-21; 20% in FY 2022-23; and 25% by FY 2025. 
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

23 

Renewable Electric Energy Goal

E.O. 13693 Section 3(c) requires that renewable energy account for not less than 10% of total electric 

energy consumed by an agency in FY 2016-17; 15% in FY 2018-19; 20% in FY 2020-21; 25% in 

FY 2022-23; and 30% by 2025. 

Chart: Use of Renewable Energy as a Percentage of Total Electric Energy 

RE 

Year

Bonus Credit 

for On-site 

Renewable 

Energy 

(MWh)

REC 

Purchases 

(Off -

Site)MWh

Electricity 

Purchases 

and Agency 

Owned (Offsite)MWh

Agency 

Owned 

(Onsite)MWhRE as a Percentage of 

Electricity Consumed

FY08 0 0 0 0 0 

FY09 0 0 0 0 0 

FY10 0 0 845 0 3.7% 

FY11 0 0 797 0 3.6% 

FY12 75 0 1,110 75 6.1% 

FY13 117 1,644 1,452 117 17.5% 

FY14 118 1,644 1,408 118 17.7% 

FY15 118 1,644 1323 118 19.0% 
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

24 

Clean and Renewable Energy Strategies

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Include in DoD accounting, 

fulfillment of the requirements of 

DoD goals under section 2852 of 

the National Defense Authorization 

Act of 2007.

N/A Does not apply to OPM

Install agency-funded renewable 

on-site and retain corresponding 

renewable energy certificates

(RECs). 

Yes

OPM has already 

implemented this option 

and retained 

corresponding (RECs); 

however, we are 

exploring phase II of an 

existing ESPC which will

include additional 

generation of power.

Determination will be made 

within the next fiscal year.

Contract for the purchase of energy 

that includes installation of 

renewable energy on or off-site and 

retain RECs or obtain replacement 

RECs.

Yes

OPM will continue to 

participate in the GSA 

Area wide Power 

Purchase Agreement. 

10% of power purchased 

is renewable energy.

Review and assess OPMs 

renewable energy portfolio 

annually and make adjustments 

as needed in order to meet 

goals. 

Purchase electricity and

corresponding RECs or obtain

equal value replacement RECs. Yes

OPM will continue to 

prioritize direct purchase 

of renewable energy in 

combination with RECs 

where on-site renewable 

energy generation is not 

feasible.

Continue to apply a 

combination of direct renewable 

electricity purchases and REC 

purchases to ensure that at least 

10% of total electricity 

consumed by OPM annually 

comes from renewable sources.

Purchase RECs to supplement 

installations and purchases of 

renewable energy, when needed to 

achieve renewable goals. 

OPM will continue to 

purchase RECs to satisfy

its renewable energy 

requirement when needed 

to achieve renewable 

energy goals.

Purchase RECs to ensure that at 

least 10% of total electricity 

consumed by OPM annually 

comes from renewable sources

Install on-site thermal renewable 

energy and retain corresponding 

renewable attributes or obtain 

equal value replacement RECs.

No

OPM has already 

explored this option.

Install on-site combined heat and 

power processes. 

Yes

OPM will continue to 

explore opportunities to 

deploy combined heat and 

power ECM at its 

headquarters building in 

phase II of the current 

ESPC.

Study will be completed by 

October 2016. 
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

25 

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Identify opportunities to install onsite fuel cell energy systems. NoCurrently, installation of 

fuel cell energy system is 

not cost effective at OPM 

facilities.

Identify opportunities to utilize 

energy that includes the active 

capture and storage of carbon 

dioxide emissions associated with 

energy generation.

No N/A

Identify and analyze opportunities 

to install or contract for energy 

installed on current or formerly 

contaminated lands, landfills, and 

mine sites.

No N/A

Identify opportunities to utilize 

energy from small modular nuclear 

reactor technologies.

No N/A
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

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Goal 4: Water Use Efficiency & Management

Potable Water Consumption Intensity Goal

E.O. 13693 Section 3(f) states that agencies must improve water use efficiency and management, 

including stormwater management, and requires agencies to reduce potable water consumption intensity, 

measured in gallons per square foot, by 2% annually through FY 2025 relative to an FY 2007 baseline. 

A 36% reduction is required by FY 2025. 

Industrial, Landscaping and Agricultural (ILA) Water Goal 

E.O. 13693 section 3(f) also requires that agencies reduce ILA water consumption, measured in gallons, 

by 2% annually through FY 2025 relative to a FY 2010 baseline. 

Chart: Progress Toward the Potable Water Intensity Reduction Goal

27.9

18.2

27.9 29.1

27.3

24.3

16.4 16.7

23.4

20.7

-35%

0%

4.4%

-2%

-13%

-41% -40%

-16%

-26%

0

5

10

15

20

25

30

FY07

Baseline

FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 2015

Target

2025

Target

Water Intensity in Gals/gsf 

OPM Progress Towards Potable Water Intensity
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

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Water Use Efficiency & Management Strategies

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Install green infrastructure features 

to assist with storm and wastewater 

management. 

No

OPM will continue to 

support green 

infrastructure features; 

however, this is not one of 

the Departments top five 

priorities at this time

Install and monitor water meters 

and utilize data to advance water 

conservation and management. 

Yes

OPM will continue to 

analyze monthly water 

consumption data 

collected at the facility

and sub-meter levels for 

anomalies.

Analyze monthly water 

consumption use.

Install high efficiency 

technologies, e.g. WaterSense 

fixtures.

Yes

Continue to replace water 

fixtures with water 

efficient ones at several 

sites.

Perform annual assessment

Prepare and implement a water 

asset management plan to maintain 

desired level of service at lowest 

life cycle cost.

No

This is not one of OPM’s 

top strategies. 

Minimize outdoor water use and 

use alternative water sources as 

much as possible.

Yes We use indigenous plants 

in our landscaping to 

conserve water.

(1) Plant vegetation with low 

water requirements; 

(2) use weather sensing 

irrigation; 

(3)Review process annually and 

update as needed.

Design and deploy water closedloop, capture, recharge, and/or 

reclamation systems.

Yes

Feasibility study will be 

performed on HVAC 

system to reclaim 

condensate for reuse in 

cooling towers.

Complete study by end of FY 

2017.

Install advanced meters to measure 

and monitor potable and ILA water 

use.

No

This has been addressed 

above.

Develop and implement programs 

to educate employees about 

methods to minimize water use.

Yes

In addition to 

recommended BMP, 

OPM is also working with 

our green team to develop 

education programs and 

awareness flyers to 

conserve water.

Complete and implement by the 

end of FY 2017.
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

28 

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Assess the interconnections and 

dependencies of energy and water 

on agency operations, particularly 

climate change's effects on water 

which may impact energy use.

Yes

As part of risk analysis 

and effects of climate 

change and other 

emergencies that may 

impair the agency’s 

ability to achieve its 

mission, OPM is currently

assessing alternatives and 

continuously working 

with GSA in order to 

minimize such impacts.

(1)Complete feasibility study of

CHP at TRB by the December 

31, 2016.

(2) Complete alternate source of 

water study at the TRB, Macon 

and FEI campus by January 

2017. 

Consistent with State law, 

maximize use of grey-water and 

water reuse systems that reduce 

potable and ILA water 

consumption.

No

This is not feasible due to 

site location of OPMs 

facilities.

Consistent with State law, identify 

opportunities for aquifer storage 

and recovery to ensure consistent 

water supply availability.

No

This is not feasible due to 

site location of OPMs 

facilities.

Ensure that planned energy 

efficiency improvements consider 

associated opportunities for water 

conservation.

Yes

OPM will ensure all 

energy and water 

assessment at its facilities 

will include opportunities 

for water conservation. 

Implementation of 

recommended efficiency 

improvements will follow 

suite. 

Perform annual assessments.

Where appropriate, identify and 

implement regional and local 

drought management and 

preparedness strategies that reduce 

agency water consumption 

No
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

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Goal 5: Fleet Management

Fleet Petroleum Use Reduction Goal

E.O. 13514 and the Energy Independence and Security Act of 2007 (EISA) required that by FY 2015 

agencies reduce fleet petroleum use by 20% compared to a FY 2005 baseline. 

Chart: Progress Toward the Petroleum Reduction Goal

Fleet Alternative Fuel Consumption Goal 

Agencies should have exceeded an alternative fuel use that is at least 5% of total fuel use. In addition, 

E.O. 13423, Strengthening Federal Environmental, Energy, and Transportation Management, required

that agencies increase total alternative fuel consumption by 10% annually from the prior year starting in 

FY 2005. By FY 2015, agencies must have increased alternative fuel use by 159.4%, relative to 

FY 2005. 

In FY 2015, OPM’s use of alternative fuel equaled 0.2% of total fuel use. OPM has increased its 

alternative fuel use by 119% since FY 2005. 

401.1

736.5 723.3 731.2 751.2

709.1

657.6

580.4

532.1

321.7

83.6% 80.3% 82.3% 87.3%

76.8%

63.9%

44.7%

32.7%

20%

0

50

100

150

200

250

300

350

400

450

500

550

600

650

700

750

800

FY05

Baseline

FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY15

Target

Petroleum Consumption (thou GCE)

OPM Progress Toward the Petroleum Reduction Goal
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

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(Agencies that have not exceeded 5% of total fuel should address strategies to increase alternative fuel 

use in the sections below). 

Fleet Per-Mile Greenhouse Gas (GHG) Emissions Goal

E.O. 13693 Section 3(g) states that agencies with a fleet of at least 20 motor vehicles will improve fleet 

and vehicle efficiency and management. E.O. 13693 section 3(g)(ii) requires agencies to reduce fleetwide per-mile GHG emissions from agency fleet vehicles relative to a FY 2014 baseline and sets new 

goals for percentage reductions: not less than 4% by FY 2017; not less than 15 % by FY 2020; and not 

less than 30% by FY 2025. 

E.O. 13693 Section 3(g)(i) requires that agencies determine the optimum fleet inventory, emphasizing 

eliminating unnecessary or non-essential vehicles. The Fleet Management Plan and Vehicle Allocation 

Methodology (VAM) Report are included as appendices to this plan. 

Chart: Fleet-wide Per-mile GHG Emissions

407.0

322.6

390.7

346.0

284.9

-21.7%

-4.0%

-15.0%

-30.0%

0.0

50.0

100.0

150.0

200.0

250.0

300.0

350.0

400.0

2014 Baseline FY15 2017 Target 2021 Target 2025 Target

Fleet Efficiency (grams CO2/mile)

OPM Fleet-wide Greenhouse Gas Emissions
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

31 

Fleet Management Strategies

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Collect and utilize agency fleet 

operational data through 

deployment of vehicle telematics. Yes

1) OPM will continue to 

take advantage of any

data gathering technology 

available.

Based on availability of 

funding, OPM will take 

advantage of vehicle telematics 

in the upcoming fiscal years.

Ensure that agency annual assetlevel fleet data is properly and 

accurately accounted for in a 

formal Fleet Management 

Information System as well as 

submitted to the Federal 

Automotive Statistical Tool 

reporting database, the Federal 

Motor Vehicle Registration 

System, and the Fleet 

Sustainability Dashboard 

(FLEETDASH) system.

Yes OPM’s fleet comprises of

99.9% lease and 0.01% 

owned. Twice per year 

OPM requests inventory 

data for leases from GSA 

Drive-thru. This data is 

uploaded into the

agency’s FMIS and used 

for reporting purposes.

OPM will use data requests and 

the agency FMIS to update the 

DOE FAST system, GSA 

FMVRS, and DOE FleetDash 

system monthly, quarterly, 

semiannually or annually as

appropriate.

Increase acquisitions of zero 

emission and plug-in hybrid

vehicles. 

No Charging and fueling 

infrastructures to 

accommodate these types 

of vehicles are not 

available at this time.

(Metric should indicate number 

or percentage of vehicles.)

Issue agency policy and a plan to 

install appropriate charging or 

refueling infrastructure for zero 

emission or plug-in hybrid vehicles 

and opportunities for ancillary 

services to support vehicle-to-grid 

technology. 

Yes

(1) Assessment of OPMs 

site locations to determine 

feasibility of charging and 

refueling infrastructure.

(1)Develop and 

implement agency wide 

charging policy and 

refueling infrastructure.

(1) Complete assessment by 

December 2016.

(2) Develop draft charging and 

fuel infrastructure policy by 

February 2017.

(3) Issue agency policy and 

plan before end of FY2017

Optimize and right-size fleet

composition, by reducing vehicle 

size, eliminating underutilized 

vehicles, and acquiring and 

locating vehicles to match local 

fuel infrastructure. 

Yes

OPM will continue to 

review, right- size fleet 

composition, locating 

vehicle to match local fuel 

infrastructure and 

eliminate underutilized 

vehicles when possible. 

Eliminate all underutilized 

vehicles (when appropriate) and 

balance the fleet needs in order 

to accomplish the Agency’s

mission annually. Continue to 

monitor fuel usage and provide 

guidance (as needed) to 

maintain alternative fuel usage

and missed opportunities.

Increase utilization of alternative 

fuel in dual-fuel vehicles.

Yes Use FleetDASH to reduce 

missed opportunities to 

use alternative fuel in 

GSA leased vehicles.

Run FleetDash missed 

opportunity report twice per 

year.
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

32 

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Use a FMIS to track real-time fuel 

consumption throughout the year 

for agency-owned, GSA-leased, 

and commercially-leased vehicles.

No This is not one of OPMs 

top strategies at this time.

Implement vehicle idle mitigation 

technologies.

No This is not one of OPMs 

top strategy.

Minimize use of law enforcement 

exemptions by implementing GSA 

Bulletin FMR B-33, Motor Vehicle 

Management, Alternative Fuel 

Vehicle Guidance for Law 

Enforcement and Emergency 

Vehicle Fleets.

No This is not one of OPMs 

top strategy.

Where State vehicle or fleet 

technology or fueling infrastructure 

policies are in place, meet 

minimum requirements. 

Yes Analyze available fleet 

technology or fueling 

infrastructure policies 

where vehicles are located 

and ensure minimum 

requirements are met.

Complete analysis by December 

of 2016.

Establish policy/plan to reduce

miles traveled, e.g. through vehicle 

sharing, improving routing with 

telematics, eliminating trips, 

improving scheduling, and using 

shuttles, etc.

No

Vehicle sharing is not 

feasible due to the unique 

traveling required by 

OPM investigators.
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

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Goal 6: Sustainable Acquisition

Sustainable Acquisition Goal

E.O. 13693 section 3(i) requires agencies to promote sustainable acquisition by ensuring that 

environmental performance and sustainability factors are considered to the maximum extent practicable 

for all applicable procurements in the planning, award and execution phases of acquisition. 

Biobased Purchasing Targets

The Agricultural Act of 2014 requires that agencies establish a targeted biobased-only procurement 

requirement. E.O. 13693 section 3(iv) requires agencies to establish an annual target for increasing the 

number of contracts to be awarded with BioPreferred and biobased criteria and the dollar value of 

BioPreferred and biobased products to be delivered and reported under those contracts in the following 

fiscal year.

For FY 2017, the Office of Personnel Management has established a target of 14 contracts and 

$6,299,155 in products to be delivered. 

Note: to meet the requirement of the Agricultural Act of 2014 (2014 Farm Bill), all agencies should 

include targets, even if they achieved 95% biobased purchasing compliance in FY 2015. 
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

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Chart: Percent of Applicable Contracts Containing Sustainable Acquisition Requirements

(Note that the sustainable acquisition progress chart will outline contract compliance for FY 2015, 

quarters 1, 2, 3, and 4, based on review of 5% of applicable contracts. In future SSPPs, FPDS data will 

also be used to demonstrate inclusion of sustainability criteria in procurements.) 

Without 

Requirements

4(9.8%)

Contains 

Requirements

37(90.2%)

OPM Percent of Applicable Contracts Containing Sustainable Acquisition 

Requirements

(FY 2015 Goal: 95%)
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

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Sustainable Acquisition Strategies

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Establish and implement policies 

to meet statutory mandates 

requiring purchasing preference for

recycled content products, 

ENERGY STAR qualified and 

FEMP-designated products, and 

Biopreferred and biobased 

products designated by USDA. 

Yes We intend to purchase 

products in designated 

product categories with 

the highest content of 

recovered material. We 

will utilize EPA's 

Comprehensive 

Procurement Guidelines 

(CPG), which provides 

detailed specifications, 

definitions and required 

percentages of recovered 

material for designated 

product categories. 

We also intend to 

purchase electronic 

equipment with a standby 

power level of 1 watt or 

less (including ENERGY 

STAR and FEMPdesignated electronics), if 

the lower-wattage product 

is life cycle cost effective 

and if the performance of 

the product is not 

compromised. 

We will ensure contract 

compliance to meet the statutory 

mandates by including the 

applicable FAR clauses and 

ensure the relevant agency 

specifications include 

information on the EPA’s 

Comprehensive Procurement 

Guidelines. We will monitor 

compliance via quarterly 

contract compliance reviews. 

We will also review and update 

the green procurement plan to 

address these purchasing 

preferences.

.

Establish and implement policies 

to purchase sustainable products 

and services identified by EPA 

programs, including SNAP, 

WaterSense, Safer Choice, and 

Smart Way.

No Based on the products 

and services procured by 

OPM, this is not a priority 

strategy for FY17

Establish and implement policies 

to purchase environmentally 

preferable products and services 

that meet or exceed specifications, 

standards, or labels recommended 

by EPA. 

Yes We intend to purchase 

environmentally 

preferable products or 

services that meet or 

exceed specifications, 

standards, or labels 

recommended by EPA. 

We will identify 

applicable specifications 

when it is determined that 

environmentally 

preferable criteria apply 

to a procurement.

We will include the applicable 

FAR clauses and ensure the 

relevant agency specifications 

include information on 

environmentally preferable 

products and services. We will 

monitor compliance via 

quarterly contract compliance 

reviews. We will also review 

and update the green 

procurement plan to address 

these purchasing preferences
U.S. OFFICE OF PERSONNEL MANAGEMENT

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Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Use Category Management

Initiatives and government-wide 

acquisition vehicles that already 

include sustainable acquisition 

criteria. 

Yes We intend to utilize 

Category Management 

Initiatives and 

government-wide 

acquisition vehicles that 

already include 

sustainable acquisition 

criteria. For example, this 

includes, but is not 

limited to category 

management initiatives 

for laptop and desktop 

purchases (OMB Memo 

M-16-02) and utilization 

of Federal Strategic 

Sourcing Initiative (FSSI) 

contracts for print 

management and office 

supplies.

We will conduct training for 

acquisition staff, including 

purchase card holders, regarding 

these initiatives and acquisition 

vehicles available for use, and 

the applicable sustainable 

acquisition requirements.

Ensure contractors submit timely 

annual reports of their 

BioPreferred and biobased 

purchases. 

Yes We will ensure that 

contractors meet this 

reporting requirement to 

facilitate agency efforts to 

accurately track and 

increase biobased 

purchasing.

Reduce copier and printing paper 

use and acquiring uncoated 

printing and writing paper 

containing at least 30 percent 

postconsumer recycled content or 

higher. 

No OPM will continue to 

reduce copier and printing 

paper use, employ 

electronic commerce 

methods, and encourage 

double-sided printing and 

copying which will also 

reduce paper use. OPM 

will continue to purchase 

copier and printing paper 

with a minimum of 30% 

postconsumer recycled 

content. Since these are 

actions that have been 

implemented and will 

continue, it will not be a 

priority in FY17 to 

employ additional 

initiatives or strategies so 

that the agency can focus 

on other sustainable 

priorities.
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

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Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Identify and implement corrective 

actions to address barriers to 

increasing sustainable acquisitions.

Yes We will identify specific 

corrective actions based 

on the results of quarterly 

contract reviews. In 

addition to annual 

sustainable acquisition 

training for acquisition 

staff, we will develop 

additional training to 

address specific barriers 

when needed. Biobased 

purchasing will be 

emphasized by including 

at least 50% of all new 

applicable service 

contracts in the quarterly 

contract reviews 

(applicability based on the 

OMB recommendations 

of Product Service Codes 

to focus reviews on 

acquisitions likely to have 

sustainability 

requirements).

We will complete quarterly 

contract reviews and report the 

results to acquisition staff and 

supervisors. We will also 

review existing training 

modules, develop a training 

plan, and conduct training by 

May 2017. Training will be

completed via existing training 

modules via GSA Online 

University as well as internal 

OPM-specific training.

Improve quality of data and 

tracking of sustainable acquisition 

through the Federal Procurement 

Data System (FPDS).

Yes We will identify specific

actions to improve the 

quality of data and 

tracking of sustainable 

acquisition through the 

Federal Procurement Data 

System (FPDS) based on 

the results of FPDS 

verification and validation 

(V&V) reviews.

Based on the findings of the 

FPDS V&V reviews, we will 

conduct training for the 

acquisition staff and 

supervisors, targeting the 

sustainable acquisition data 

categories within FPDS to 

ensure improved reporting 

quality in FY17.
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

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Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Incorporate compliance with 

contract sustainability 

requirements into procedures for 

monitoring contractor past 

performance and report on 

contractor compliance in 

performance reviews.

No OPM is currently in the 

process of updating 

policies and procedures, 

which includes 

compliance with the FAR 

regarding contractor past 

performance evaluations. 

Reporting on contractor 

compliance with regard to 

sustainability 

requirements will be 

addressed in these revised 

procedures; however it is 

not anticipated to be fully 

implemented in FY17.

Review and update agency 

specifications to include and 

encourage products that meet 

sustainable acquisition criteria. 

Yes We will review and 

update the relevant 

agency specifications to 

include and encourage 

biobased and other 

designated green 

products. We will review 

and update the green 

procurement plan to 

ensure these product 

categories are included 

within the agency plan.

After the relevant specifications 

are reviewed and updated, and 

the requirements are 

incorporated into the green 

procurement plan, we will 

conduct training for acquisition 

staff on the updated green 

procurement plan by May 2017

Identify opportunities to reduce 

supply chain emissions and 

incorporate criteria or contractor 

requirements into procurements. 

No Based on the products and 

services procured by 

OPM, this is not a priority 

strategy for FY17.
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

39 

Goal 7: Pollution Prevention & Waste Reduction

Pollution Prevention & Waste Reduction Goal 

E.O. 13693 section 3(j) requires that Federal agencies advance waste prevention and pollution 

prevention and to annually divert at least 50% of non-hazardous construction and demolition debris. 

Section 3(j)(ii) further requires agencies to divert at least 50% of non-hazardous solid waste, including 

food and compostable material, and to pursue opportunities for net-zero waste or additional diversion. 

Reporting on progress toward the waste diversion goal will begin with annual data for FY 2016. 

Pollution Prevention & Waste Reduction Strategies

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Report in accordance with the 

requirements of sections 301 

through 313 of the Emergency 

Planning and Community Right-toKnow Act of 1986 (42 U.S.C 

11001-11023).

N/A

Agency does not perform 

any activities that falls 

within the requirements of 

EPCRA.

Reduce or minimize the quantity of 

toxic and hazardous chemicals 

acquired, used, or disposed of, 

particularly where such reduction 

will assist the agency in pursuing 

agency greenhouse gas reduction 

targets.

Yes

OPM will continue to 

inventory in an effort to 

reduce, eliminate or 

replace with 

environmentally 

acceptable ones as 

appropriate.

Eliminate, reduce, or recover 

refrigerants and other fugitive 

emissions.

Yes

Continue to eliminate, 

reduce, or recover 

refrigerants and other 

fugitive emissions.

OPM will attempt to capture all 

refrigerants during routine 

operations and maintenance of 

equipment. Ensure on-site 

equipment is permitted and is 

operated by licensed personnel 

to ensure appropriate recovery 

operations.

Reduce waste generation through 

elimination, source reduction, and 

recycling.

Yes

(1)Continue to monitor 

solid waste and recycling 

generated. 

(2)We will continue to 

educate new employees 

on the 3 R’s of waste 

management. All of our 

solid waste has been 

going to a waste to energy 

facility for incineration. 
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

40 

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Implement integrated pest 

management and improved 

landscape management practices to 

reduce and eliminate the use of 

toxic and hazardous chemicals and 

materials.

Yes

OPM will continue to use 

integrated pest 

management practices and 

plant indigenous plants in 

our landscaping in an 

effort to reduce and 

eliminate the use of toxic 

harmful to the 

environment.

Review policy, inventory and 

use of chemicals annually and 

update as needed.

Develop or revise Agency

Chemicals Inventory Plans and 

identify and deploy chemical 

elimination, substitution, and/or 

management opportunities.

Yes

OPM will revise Agency 

Chemicals Inventory 

Plans and continue to 

utilize equivalent 

biobased substitutions 

upon availability where 

applicable.

Revise Agency Chemicals 

Inventory Plan annually and 

update as appropriate.

Inventory current HFC use and 

purchases. No

This is an annual 

requirement by law and 

already been done.

Require high-level waiver or 

contract approval for any agency 

use of HFCs.

N/A N/A N/A

Ensure HFC management training 

and recycling equipment are 

available. No

This is not one of the 

agency top strategies

since it is mandatory by 

federal and state laws that 

personnel who handle 

HFCs are required to be 

certified and HFC 

recycling equipment is 

available.
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

41 

Goal 8: Energy Performance Contracts

Performance Contracting Goal 

E.O. 13693 section 3(k) requires that agencies implement performance contracts for Federal buildings. 

E.O. 13693 section 3(k)(iii) also requires that agencies provide annual agency targets for performance 

contracting. OPM’s commitment under the President’s Performance Contracting Challenge is $5.8M in 

contracts awarded by the end of calendar year 2016. OPM’s targets for the next two fiscal years are:

FY 2017: $3.5M 

FY 2018: $0 

OPM is in the process of amending the existing ESPC to include phase 2. The goal is to implement a 

combined heat and power (CHP) at its headquarters facility which will provide redundant/base electrical 

power. Project cost price in not available at this time since we are in the preliminary assessment phase, 

but we anticipate an approximate cost of $3.5M 

Chart: Progress Toward Target under the President’s Performance Contracting Challenge

PPCC 

Committement$2M

$5.8M

0

1

2

3

4

5

6

Million Dollars

OPM Progress Toward Target under the Presidents Performance Contracting Challenge

Awarded

In Pipeline but not Yet Awarded

Additional Pipeline Investment: $4M
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

42 

Performance Contracting Strategies

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Utilize performance contracting to 

meet identified energy efficiency 

and management goals while 

deploying life-cycle cost effective 

energy and clean energy 

technology and water conservation 

measures.

Yes OPM will continue to use 

performance contracting 

to meet identified energy 

efficiency goals.

Review and modify existing ESPC 

contract to include optional ECMs 

that were not included in the TO 

due to lack of funding. Complete 

by January 2017.

Fulfill existing agency target/ 

commitments towards the PPCC

by the end of CY16. 

No

OPM has met and exceeded 

the performance contracting 

commitments towards the $4 

billion goal.

N/A

Evaluate 25% of agency's most 

energy intensive buildings for 

opportunities to use ESPCs/UESCs 

to achieve goals. 

Yes

OPM will perform virtual 

energy and water 

assessment including retro 

commissioning at its 

covered facilities in 

FY2017.

Complete assessment by the 

September 2017.

Prioritize top ten portfolio wide 

projects which will provide 

greatest energy savings potential.

No

This action has already 

been accomplished. N/A

Identify and commit to include

onsite renewable energy projects in 

a percentage of energy 

performance contracts. 

No

Based on the results of the 

investment grade audit, 

there are no economically 

feasible renewable energy 

projects.

N/A

Submit proposals for technical or 

financial assistance to FEMP 

and/or use FEMP resources to 

improve performance contracting 

program.

No

OPM’s project has 

already 

been awarded

N/A

Work with FEMP/USACE to cut 

cycle time of performance 

contracting process, targeting a 

minimum 25% reduction.

No

OPM’s project already 

been awarded

N/A

Ensure agency legal and 

procurement staff are trained by 

the FEMP ESPC/UESC course 

curriculum. 

Yes

OPM sustainability 

manager will ensure 

Legal and procurement 

staff is trained by the 

FEMP referenced 

resources for future 

ESPC.

Include training in early phase 

of project development. Retrain 

annually as needed. 
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

43 

Goal 9: Electronics Stewardship & Data Centers

Electronics Stewardship Goals

E.O. 13693 Section 3(l) requires that agencies promote electronics stewardship, including procurement 

preference for environmentally sustainable electronic products; establishing and implementing policies 

to enable power management, duplex printing, and other energy efficient or environmentally sustainable 

features on all eligible agency electronic products; and employing environmentally sound practices with 

respect to the agency's disposition of all agency excess or surplus electronic products.

Agency Progress in Meeting Electronics Stewardship Goals

If your agency cannot track performance agency-wide, do not fill in a percentage. Instead, under status, 

note “(Agency) does not have agency-wide systems in place to track performance for this goal.” 

Procurement Goal: 

At least 95% of monitors, PCs, and laptops acquired meets environmentally sustainable electronics 

criteria (EPEAT registered). 

FY 2015 Progress: 100%

Power Management Goal: 

100% of computers, laptops, and monitors have power management features enabled. 

FY 2015 Progress: 99.8% of equipment has power management enabled. 

0% of equipment has been exempted. 

End-of-Life Goal: 

100% of electronics disposed using environmentally sound methods, including GSA Xcess,

Computers for Learning, Unicor, U.S. Postal Service Blue Earth Recycling Program, or Certified 

Recycler (R2 or E-Stewards). 

FY 2015 Progress: 100%

Data Center Efficiency Goal 

E.O. 13693 Section 3(a) states that agencies must improve data center efficiency at agency facilities, and 

requires that agencies establish a power usage effectiveness target in the range of 1.2-1.4 for new data 

centers and less than 1.5 for existing data centers.
U.S. OFFICE OF PERSONNEL MANAGEMENT

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Electronics Stewardship Strategies

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Use government-wide strategic 

sourcing vehicles to ensure 

procurement of equipment that 

meets sustainable electronics 

criteria. 

Yes

OPM is currently using 

the GSA’s Federal 

Strategic Sourcing 

Initiative (FSSI) to 

procure some of its 

electronic services. FSSI 

will be deployed 

throughout the agency as 

the need arise.

Review, measure, and improve 

annually.

Enable and maintain power 

management on all eligible 

electronics; measure and report 

compliance.

Yes

Power management and 

other environmental 

preferable options and 

features are enabled on all 

eligible electronics.

(1)During the next 12 months 

and beyond, we will ensure all 

new electronic acquisition meet 

environmental preferred 

standard.

(2) All newly acquired eligible 

electronics will be tracked for 

compliance.

Implement automatic duplexing 

and other print management 

features on all eligible agency 

computers and imaging equipment; 

measure and report compliance.

Yes

(1) Automatic duplexing, 

and other environmental 

preferable options and 

features are mandatory 

when acquiring printing 

and imaging devices.

(2) Print management 

policy has been staffed 

and awaiting CIOs 

approval in order to fully 

implement print 

management at the 

network level.

We have ensured acquisition of 

100% on duplex ready printers 

across agency. In the next 6 

months, we will continue 

proposing managing to enforce 

default duplexing printing on all 

eligible imaging devices.

Ensure environmentally sound 

disposition of all agency excess 

and surplus electronics, consistent 

with Federal policies on disposal of 

electronic assets, and measure and 

report compliance.

Yes

Revise agency policy and 

practices that direct all 

excess equipment to 

ensure compliance, 

OPM’s current policies 

and practices direct all 

excess equipment to 

GSAXcess, Computers 

for Learning, or recycling 

by Unicor.

OPM has achieved 100% 

compliance in this area. We 

will continue using these as our 

preferred methods to dispose of 

electronics.
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

45 

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Improve tracking and reporting 

systems for electronics stewardship 

requirements through the lifecycle: 

acquisition and procurement, 

operations and maintenance, and 

end-of-life management. 

Yes

Implement mandatory 

sustainable requirements 

into all qualified EIT 

purchases. This phase is 

monitored via IT 

Procurement 

Authorization tracking 

system. OPM also use 

Remedy to manage 

operation, maintenance 

and EOL process.

OPM will continue utilize 

existing tools to track, report, on 

all EIT stewardship 

requirements.

Data Center Efficiency Strategies

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Develop, issue and implement 

policies, procedures and guidance 

for data center energy 

optimization, efficiency, and 

performance.

Yes OPM OCIO strongly 

endorses this strategy and 

sees the move to new data 

centers as the way to 

accomplish the strategy.

Over the next three years, OCIO 

will be consolidating all existing 

data centers. By the end of 

FY16, it is expected that 40% of 

General Support Systems will 

be moved to new environment 

(excludes Investigation systems 

and Mainframe). By the end of 

FY18, all systems will be 

moved.

Install and monitor advanced 

energy meters in all data centers 

(by fiscal year 2018) and actively 

manage energy and power usage 

effectiveness.

Yes Due to cost effectiveness 

and in an effort to meet 

current data center 

criterion, OPM is moving 

to external data centers 

built to industry best 

standards.

OPMs OCIO plans to complete 

consolidation of all data centers 

by the end of FY18.

Minimize total cost of ownership 

in data center and cloud computing 

operations.

Yes One of OPMs OCIO top 

strategy is to move to

external data centers that 

are built to industry best 

standards that will exploit 

virtualization to minimize 

the energy usage.

OPMs OCIO plans to complete 

consolidation of all data centers 

by the end of FY18.
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

46 

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Identify, consolidate and migrate 

obsolete, underutilized and 

inefficient data centers to more 

efficient data centers or cloud 

providers; close unneeded data 

centers.

Yes OPM is moving to 

external data centers built 

to industry best standards 

that will exploit 

virtualization to minimize 

the energy usage.

OPMs OCIO plans to complete 

consolidation of all data centers 

by the end of FY18.

Improve data center temperature 

and air-flow management to 

capture energy savings. Yes

Since OPM is moving to 

external data centers built 

to industry best standards, 

we will ensure 

temperature and air-flow 

management is followed

Bi-annual measurement of airflow and temperature of racks 

for comparison. 

Assign certified Data Center 

Energy Practitioner(s) to manage 

core data center(s).

Yes

OPM will ensure the new 

data centers are 

completely certified 

following Federal and 

industries best standards.

CIO will track certification of 

core Data center Energy 

Practitioners annually.

Goal 10: Climate Change Resilience

E.O. 13653, Preparing the United States for the Impacts of Climate Change, outlines Federal agency 

responsibilities in the areas of supporting climate resilient investment; managing lands and waters for 

climate preparedness and resilience; providing information, data and tools for climate change 

preparedness and resilience; and planning. 

E.O. 13693 Section 3(h)(viii) states that as part of building efficiency, performance, and management, 

agencies should incorporate climate-resilient design and management elements into the operation, 

repair, and renovation of existing agency buildings and the design of new agency buildings. In addition, 

Section 13(a) requires agencies to identify and address projected impacts of climate change on mission 

critical water, energy, communication, and transportation demands and consider those climate impacts 

in operational preparedness planning for major agency facilities and operations. Section 13(b) requires 

agencies to calculate the potential cost and risk to mission associated with agency operations that do not 

take into account such information and consider that cost in agency decision-making. 
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

47 

Climate Change Resilience Strategies

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Strengthen agency external 

mission, programs, policies and 

operations (including grants, loans, 

technical assistance, etc.) to 

incentivize planning for, and 

addressing the impacts of, climate 

change. 

Yes

In order to strengthen 

Federal sustainability and 

Climate Change 

Resilience programs:

(1) OPM held focus 

groups with subject 

matter experts at the on 

the issue of establishing a 

new occupational series 

for sustainability, as 

required by EO 13693.

(2) OPM has been 

working with CEQ Office 

of Federal Sustainability

to integrate sustainability 

and resilience into the 

Federal Executive 

Institute Leadership 

Development program, as 

required by EO 13693.

(1) Continue to work with CEQ 

to take a closer look at Federal 

Energy Management 

occupational series, key 

competencies, and training 

needs, and will be discussing 

with a focus group at the 2016 

Energy Exchange since a new 

occupational series for 

sustainability may not be 

feasible. This work is expected 

to continue in FY2107. 

(2) OPM is making substantive 

progress on developing an 

education session for the LDS 

program in support of E.O. 

13693 on sustainability goals 

and will launch the first session 

in August 2017 for LDS 425. 

Update and strengthen agency 

internal mission, programs, 

policies, and operations to align 

with the Guiding Principles, 

including facility acquisition, 

planning, design, training, and 

asset management processes, to 

incentivize planning for and 

addressing the impacts of climate 

change. 

Yes 

(1)OPM will review and 

update (as needed) 

policies, programs and 

operations to align with 

the Guiding Principles.

(2) When acquiring new 

leases, OPM include 

language to ensure GSA 

select sites that meet the 

requirements of the 

Guiding Principles and 

also address the potential 

impacts from climate 

change.

(1) Complete review and 

updates by February 2017.
U.S. OFFICE OF PERSONNEL MANAGEMENT

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48 

Strategy Priority for FY 

2017 Strategy Narrative Targets and Metrics

Update emergency response, 

health, and safety procedures and 

protocols to account for projected 

climate change, including extreme 

weather events.

Yes OPM will continue to update 

its emergency response 

plans such as Occupant 

Emergency Plan and the 

agency Continuity of 

Operations Plan (COOP). In 

developing these plans, the 

Emergency Action Division 

conducts a risk analysis, 

which includes climate 

related events such as 

extreme weather and 

emerging threats from 

disease.

Include evaluation of 

climate-related risks when plans 

are reviewed and updated annually.

Ensure climate change adaptation 

is integrated into both agency-wide 

and regional planning efforts, in 

coordination with other Federal 

agencies as well as state and local 

partners, Tribal governments, and 

private stakeholders.

Yes

OPM coordinates with 

Federal, regional, and 

local agencies on 

planning for extreme 

weather events through 

participation in the 

Metropolitan Washington 

Council of Governments 

(MWCOG) Emergency 

Preparedness Council.

OPM participates in MWCOG 

and in the annual continuity of 

government exercise.

Ensure that vulnerable populations 

potentially impacted by climate 

change are engaged in agency 

processes to identify measures 

addressing relevant climate change 

impacts.

No

This action has been 

completed.

N/A

Identify interagency climate tools 

and platforms used in updating 

agency programs and policies to 

encourage or require planning for, 

and addressing the impacts of, 

climate change. 

Yes

OPM will continue to 

identify the latest 

available climate tools 

and platform applicable to

updating the agency’s 

programs and policies in 

addressing the potential 

effects of climate change.

OPM will conduct annual 

reviews of relevant programs 

and operations along with 

annual reviews of climate
U.S. OFFICE OF PERSONNEL MANAGEMENT

2016 Strategic Sustainability Performance Plan

49

Appendices:

1. Fleet Management Plan and VAM Report

2. Multi-Modal Access Plan

3. Climate Adaptation Plan
U .S. OFFICE OF PERSON NEL MANAGEMENT 

2016 Strategic Sustainability Performance Plan 

AppendixI: Acronyms

AFV	
   Alternative Fuel Vehicle

ARRA American Recovery and Reinvestment Act

BPA Blanket Purchasing Agreement

CEQ Council on Environmental Quality

CO Contracting Officer

CO2e Carbon Dioxide Equivalent

COOP Continuity of Operations Plan

COR Contracting Officer Representative

CPARS Contractor Performance Assessment Reports System

ECM Energy Conservation Measure

EISA Energy Independence and Security	
  Act

EO Executive Order

EPEAT Electronic Product Environmental Assessment Tool

ESCO Energy Services Company

ESPC Energy Savings Performance Contract

FAST	
   Federal Automotive Statistical Tool

FEI Federal Executive Institute

FEMP Federal Energy Management Program

FY Fiscal Year

GHG Greenhouse Gas

GSA General Services Administration

HFC Hydrofluorocarbon

HVAC Heating, Ventilation, and Cooling

M&V Measurement and Verification

OPM	
   Office of Personnel Management

REC Renewable Energy Credit

i
FY 2016 FLEET MANAGEMENT PLAN AND BUDGET NARRATIVE 

31 May2016 

Developing a Fleet Management Plan is critical to an agency in defining and describing 

how the motor vehicle fleet serves its mission needs. A Fleet Management Plan is 

multi-year map of a systematic approach to vehicle acquisition, use, maintenance, 

refueling, and replacement. The plan should anticipate and account for changes in 

mission, organization, and resulting vehicle demand. The plan must establish a 

strategy for achieving full compliance with mandates to lower greenhouse gas (GHG) 

emissions, acquire alternative fueled and low greenhouse gas emitting vehicles as well 

as zero emission vehicles, utilize alternative fuels including bio-based fuels, incorporate 

telematics, convert to asset level data reporting, and reduce petroleum. The plan must 

also define how vehicle selection will advance sustainable acquisition, achieve 

maximum fuel efficiency, and limit motor vehicle body size, engine size and optional 

equipment to what is essential to meet the agency’s mission. The plan should guide the 

programming of funds necessary to continue fleet operations. 

This document provides the template for Executive Branch Agencies to prepare and 

update Fleet Management Plans to obtain an optimal fleet inventory and document the 

steps being taken to operate those fleets most effectively and efficiently. Agency 

adherence to this guidance will ensure compliance with the Executive Order 13693 

requirement to prepare a Fleet Management Plan and incorporate it into the agency 

Annual Strategic Sustainability Performance Plan. It will also satisfy the instructions in 

OMB Circular A-11 entitled “Fleet Data Reporting in FAST” for a narrative section to 

explain and support inventory and cost data. 

Instructions: Address each of the 11 areas listed below clearly and completely. Take as 

much space as needed. Please view this as your opportunity to tell your agency’s story, 

to profile your agency’s fleet operations, to explain its unique challenges, and to present 

its successes and failures. Read the introductory material carefully and address all of 

the questions. If something does not apply to your agency, say so; if the question 

misses something important that sheds light on your agency’s fleet, add it. Be aware 

that not everyone reading your document may be a fleet expert so communicate clearly 

as if writing for the layman. Please leave the questions in place along with your 

response. 
FY 2016 FLEET MANAGEMENT PLAN AND BUDGET NARRATIVE 

FOR 

Office of Personnel Management
 

(A) Introduction that describes the agency mission, organization, and overview of the 

role of the fleet in serving agency missions. 

(1) Briefly describe your agency’s primary/core mission and how your fleet is configured 

to support it. 

(2) Please describe the organizational structure and geographic dispersion of your fleet. 

(3) Describe your agency’s ancillary missions, such as administrative functions, and 

how your fleet supports them. 

(4) Describe how vehicles are primarily used, and how do mission requirements 

translate into the need for particular vehicle quantities and types. 

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 Governmentwide values, equip agencies with the flexible policies and systems necessary to recruit, 

retain, train and manage employees; administer 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. 

OPM’s fleet of 1,542 vehicles consists of light duty and sedan passenger vehicles to 

fulfill its mission requirements. 97% of this fleet is operated by special agents assigned 

to FIS. Special agents are required to perform various security and background 

investigations vital to National Security. These investigations form the basis for 

awarding security clearances for military personnel, federal civilian employees and 

defense contractors. Annually, FIS conducts over two million background investigations 

which equal more than 90% of the Government’s total investigations. Currently, FIS 

employs approximately 6,800 Investigators; 2,300 of which are full time employees and 

4,500 are contractors to conduct these security investigations. FIS is divided into three 

main regions (Western, Central and Northern) providing coverage to Continental United 

States and its territories. Each region is assigned approximately 1/3 of OPM’s vehicles. 
 

(B) Description of vehicle acquisition/replacement strategies. 

(1) Describe your agency’s vehicle sourcing strategy and decision(s) for 

purchasing/owning vehicles compared with leasing vehicles through GSA Fleet or 

commercially. When comparing the cost of owned vehicles to leased vehicles, you 

should compare all direct and indirect costs projected for the lifecycle of owned vehicles 

to the total lease costs over an identical lifecycle. Include a rationale for acquiring 

vehicles from other than the most cost effective source. Note: Information on 

calculating indirect cost is contained in FMR Bulletin B-38, Indirect Costs of Motor 

Vehicle Fleet Operations. 

(2) Describe your agency’s plans and schedules for locating AFVs in proximity to AFV 

fueling stations. 

(3) Describe your agency’s approach to areas where alternative fuels are not available 

and whether qualifying low greenhouse gas (LGHG) vehicles or ZEVs are being placed 

in such areas. 

(4) EO13693 requires agencies to reduce greenhouse gas (GHG) emissions as 

compared to a 2014 baseline. Describe your agency’s plans to meet this goal. If 

funding is required to comply with this mandate, do you have documentation that it has 

been requested? 

(5) EO13693 requires agencies to acquire zero emission vehicles (ZEVs) as an 

increasing percentage of passenger vehicle acquisitions. Describe your agency’s plans 

to meet this goal. If funding is required to comply with this mandate, do you have 

documentation that it has been requested? 

(Note: Do not attach or provide funding documentation unless requested) 

(1) Describe your agency’s vehicle sourcing strategy and decision(s) for 

purchasing/owning vehicles compared with leasing vehicles through GSA Fleet or 

commercially. 

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

validates all replacement requests to right-size the fleet. Supervision conducts a cost 

analysis to determine the best vehicle sourcing method and vehicle type. 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. 

(2) Describe your agency’s plans and schedules for locating AFVs in proximity to AFV 

fueling stations. 
 

 

 

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. The Fleet Manager will 

develop an enhanced communication plan to advise and remind all mid-level approvers, 

Resource Officers, and FIS Special Agents in Charge (SAC), of the following link: 

http://www.afdc.energy.gov/locator/stations/. This link allows users to find alternative 

fueling stations located throughout the United States. 

(3) Describe your agency’s approach to areas where alternative fuels are not available 

and whether qualifying low greenhouse gas (LGHG) vehicles or ZEVs are being placed 

in such areas. 

Through the coordination of GSA’s FSRs who assist the vehicle users during the 

replacement cycle; OPM orders replacement hybrids, plug-in hybrids, LGHG, AFV, and 

ZEV where alternative fuels are not available. 

(4) EO13693 requires agencies to reduce greenhouse gas (GHG) emissions as 

compared to a 2014 baseline. Describe your agency’s plans to meet this goal. If 

funding is required to comply with this mandate, do you have documentation that it has 

been requested? 

OPM 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. Capitalizing on GSA’s Office 

of Motor Vehicle Management program to fund incremental cost, OPM requested an 

additional 120 Hybrids vehicle replacements during the FY15 vehicle replacement cycle. 

OPM will continue to work on achieving its ultimate goal of a fleet consisting of all AFV’s 

and qualifying low emitting vehicles. 

(5) EO13693 requires agencies to acquire zero emission vehicles (ZEVs) as an 

increasing percentage of passenger vehicle acquisitions. Describe your agency’s plans 

to meet this goal. If funding is required to comply with this mandate, do you have 

documentation that it has been requested? 

(Note: Do not attach or provide funding documentation unless requested) 

Increasing acquisitions of zero emission and plug-in hybrid vehicles have been evaluate 

annually or during replacement cycles. The assessment is that great challenges and 

financial obstacles would need to remediate the process before we achieve a zero 

emission and plug-in hybrid fleet. Other factors would be FIS domicile-to-duty missions. 

However, we are team players and onboard with increasing our fleet with ZEVs and 
 

 

 

 

 

 

 

plug-in hybrids. Target is to implement a test pilot for increasing acquisitions of zero 

emission and plug-in hybrid vehicles in some of our locations. 

(C) Description of Telematics related acquisition strategies. 

(1) EO13693 requires agencies to incorporate telematics into their fleet. Describe your 

agency’s plans to meet this goal. 

OPM will join the implementation of telematics. The agency understands it is a fleet 

efficiency management tool to collect and record vehicle operational data. The agency 

will plan and conduct a test pilot of telematics with a small percentage of our vehicles 

once funds come available. 

(2) If funding is required to comply with this mandate, do you have documentation that 

it has been requested? (Do not attach or provide funding documentation unless 

requested). 

Funding will be required to install and monitor telematics documentation for installation. 

They will be generated for FY17. 

(3) Has the agency acquired the telematics system through GSA or directly from a 

vendor/company? If so, provide the name of the vendor/company. Did the costs of 

telematics systems acquired directly from the vendor/company exceed those provided 

through GSA? If so, please provide rationale for the decision. 

Our agency has plans to acquire telematics. We will conduct a market research to find 

out what are the most cost efficient and cost effective devices to purchase through GSA 

or through a commercial vendor. 

(4) Describe the type of telematics technology installed (satellite, cellular or radio 

frequency identification (RFID). 

Not relevant at this time. 

(5) What type of telematics’ features are installed in your vehicles? Check all that apply 

from the list below: (Note – When the form is finalized, there will be check boxes or drop 

down box included on the template) 

GPS tracking - Fleet managers can monitor the location of their vehicles in real-time by 

logging on to a user accessible website. 
 

 

 

 

 

 

Engine diagnostics - Fleet managers can have engine diagnostics reports delivered to 

their email showing the current condition of the vehicle, odometer readings, idle time, 

emissions information and speed data. 

Vehicle monitoring and driver identification - Fleet managers can track a driver of every 

vehicle via the usage of key fobs for the drivers or in-vehicle devices and can track who 

is, or was, driving any given vehicle at any particular time, as well as limit who can 

operate which vehicles. 

In-vehicle recording – This solution uses inward and outward facing cameras to record 

the driver’s behavior as well as the vehicle’s surroundings. The device saves the 

footage from several seconds before and after a sudden movement occurs, such as 

sudden stop or hard turn. 

Instant driver feedback – This system provides an immediate, private, in cabin indication 

via light activation within the driver’s line of sight. The feedback device is designed to 

track and report harsh breaking, sudden acceleration, cornering/high speed turns, 

unsafe lane changes and speeding (with a pre-determined speeding threshold). 

Other – Describe other service 

Fuel Usage - Information on gallons of fuel and subsequent MPG calculations. 

Not relevant at this time. 

(6) Describe the obstacles encountered, lessons learned, and any experiences or other 

information that may benefit other agencies. Consideration should be given to the 

impact that aftermarket telematics may have on vehicle warranties. 

Not relevant at this time. 

(D) Description of efforts to control fleet size and cost. 

(1) Provide an explanation for any measurable change in your agency’s fleet size, 

composition, and/or cost or if you are not meeting optimal fleet goals (based on agency 

VAM study results). 

Since the 2012 VAM submission, OPM has reduced its 1,708 vehicle inventory by 10% 

to 1,542 vehicles. During FY14, OPM reduced its fleet by 69 vehicles. This reduction in 

fleet size was achieved through the management of vehicle re-assignments for 

transitioning FIS agents as well as vehicle validations and utilization reviews throughout 

the Agency. However, in FY15, OPM increased its fleet by 90 vehicles. OPM will 

continue to work on trimming down the fleet inventory when possible. These efforts will 

continue to help mitigate budget challenges. However, yearly, FIS conducts over two 

million background investigations which equal more than 90% of the Governments total. 
 

 

 

 

Currently, FIS approximately uses 6,800 Investigators that includes 2,300 full time 

employees and 4,500 contractors to conduct these security investigations. Changes in 

fleet size and cost may fluctuate due to the amount of investigations and background 

checks conducted monthly or yearly. 

(2) Describe the factors that hinder attainment of your optimal fleet (e.g., budgetary, 

other resource issues, mission changes, etc.). 

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 which cover diverse climates and terrain which may 

necessitate a particular type of transportation. However, review of the fleet is on-going 

and changes to fleet size are made in response to significant change in operations, 

location or the volume of investigations requested. Increasing acquisitions of zero 

emission and plug-in hybrid vehicles have been evaluate annually or during 

replacement cycles. The assessment is that great challenges and financial obstacles 

would need to remediate the process before we achieve a zero emission and plug-in 

hybrid fleet. Other factors would be FIS domicile-to-duty missions. However, we are 

team players and onboard with increasing our fleet with ZEVs and plug-in hybrids. For 

FY16 we anticipate 344 Low-GHG vehicles, and our agency is currently evaluating 

installing charging stations throughout various locations in our agency. 

(3) Discuss any trends toward larger, less fuel-efficient vehicles and the justifications 

for such moves. 

OPM has continued to communicate with FIS management about the sustainability 

mandates and work in tandem to ensure the needs of the FIS agents are met while 

smaller, low GHG, alternate fuel and electric vehicles have been integrated into the 

fleet. Every effort is made to procure more fuel efficient vehicles during the replacement 

cycle and during the year as new vehicles are requested. In the rare case a larger size 

vehicle is requested, this agency will thoroughly vet that request and always provide a 

valid justification for such a vehicle. 

(4) Are you aware of and do you consider alternatives (short term rental, pooling, public 

transportation, etc.) to adding a vehicle to the agency’s fleet? 

We are aware of these options and can only consider them for temporary situations as 

the majority of the FIS agents have the domicile to duty designation due to their work 

interview schedules. This type of work is not conducive to either vehicle or ride sharing, 

shuttles or eliminating miles driven since the mission is to conduct on-site visits to 
 

adjudicate cases. We may be able to consider these alternatives for short-term surges 

depending upon the specifics of the individual situation. 

(5) Discuss the basis used for your future cost projections (published inflation 

estimates, historical trends, flat across-the-board percentage increases, mission 

changes, etc.) 

Determining future cost projections is based off several factors: an increase or decrease 

of security and background investigations, surge or decline of FIS agents hired to 

conduct the background investigations, and hiring of new government federal 

employees that require background investigations. Other elements include historical 

trends, inflation of monthly vehicle rates, and any additional requirements stated in EO 

13693. 

E) Description of Vehicle Assignments and Vehicle Sharing. 

(1) Describe how vehicles are assigned at your agency (i.e., individuals, offices, job 

classifications, motor pools). 

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 to National Security that these agents have efficient vehicles, including some 

equipped to travel to remote areas, wintry weather 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. 

Investigative agents’ duties require the fulltime assignment and use of a GOV to 

perform the field work for background investigations. They are engaged in this type of 

activity a minimum of 40 hours per week. The interview locations change daily, 

requiring numerous hours of travel over large geographic areas. Interviews can occur 

after hours and during the weekends. All Investigations must be completed within a 45 

day timeframe. Alternative modes of transportation are not suitable for this responsive 

type of mission. Allowing our FIS investigators to operate GOVs from their domicile is 

the most efficient use of government resources to accomplish their mission. Integrity 

Assurance Officers, Special Agents in Charge (SAC) and Resource Officers (RO) 

periodically audits the use of vehicles to ensure there is no abuse of this privilege. 

Monthly fuel transaction reports are also reviewed to track utilization. In addition, the 

monthly fuel transaction report is submitted monthly to FIS’s Integrity Assurance Branch 

for review. 
 

 

(2) Describe your agency’s efforts to reduce vehicles assigned to a single person 

wherever possible. 

OPM’s opportunities are very limited to reduce vehicles assigned to a single person as 

described above but have done so at OPM Headquarters and Ft Meade where the lessthan-fulltime needs permit it. Additionally, we continue to search for opportunities and 

analyze the usage reports to find under-utilized vehicles to share. However, it would be 

a challenge for our FIS agents to share a vehicle because of the domicile-to-duty 

assignments and individual schedules of each agent. 

(3) Describe pooling, car sharing, and shuttle bus consolidation initiatives as well as 

efforts to share vehicles internally or with other Federal activities. 

Alternative modes of transportation are not suitable for the majority of operators who are 

in the FIS division because they have individual (non-routine) work assignments that 

take them to different locations every day. 

(4) Describe how home-to-work (HTW) vehicles are justified, assigned, and reported, 

as well as what steps are taken by your agency to limit HTW use. 

Allowing our FIS investigators to operate GOVs from their domicile is the most efficient 

use of government resources to accomplish their mission since they travel to different 

sites to interview people or groups of people to complete the background investigation. 

(5) Does your agency document/monitor the additional cost of HTW use of Federal 

vehicles? If so, please describe how. 

There is close oversight by Integrity Assurance Officers; Special Agents in Charge 

(SAC) and Resource Officers (RO) periodically audit the use of vehicles to ensure there 

is no abuse of this privilege. Monthly fuel transaction reports are also reviewed to track 

utilization. Additionally, this protocol works incredibly well for the agents as they often 

gain efficiencies by using their domiciles as base to the many location they are required 

to visit during the course of their work. 

(F) Evidence of Vehicle Allocation Methodology (VAM) Planning. 

Provide information on the methods used to determine your agency’s VAM 

targets/optimal inventory. (Recommendation #2 from GAO report: GAO-13-659. See 

FMR Bulletin B-30 for guidance on conducting a VAM study and developing VAM 

targets). 
(1) What is the date of your agency’s most recent VAM study? Please describe the 

results (Add/Reduce/Change vehicle types, sizes, etc.). Have all bureaus been studied? 

The last VAM study was conducted on June 15, 2015. The results of the last VAM 

study show a steady turnover of replacements of gasoline petroleum vehicles to AFV 

and low greenhouse gas vehicles (GHG). We take pride in our improvements and look 

forward to researching other opportunities that will lead to a more efficient fleet while 

never losing sight of the agents’ fundamental requirements. 

(2) From your most recent VAM study, please describe/provide the specific utilization 

criteria (miles, hours, vehicle age, or other measures) used to determine whether to 

retain or dispose of a vehicle? If different criteria were used in different bureaus or 

program areas, provide the criteria for each. 

OPM follows the recommended GSA vehicle replacement standards guide, to 

determine whether a vehicle is retained or disposed of. In the case a vehicle is needed 

and GSA has no available vehicles, OPM’s Fleet Manager will request to keep a vehicle 

that has passed the recommended mileage replacement turn-in standards. 

GSA fleet minimum vehicle replacement standards: 

http://www.gsa.gov/portal/mediaId/218887/fileName/Vehicle_Replacement_Standards_ 

04022015.action 

(3) From your most recent VAM study, what were the questions used to conduct the 

VAM survey (see FMR Bulletin B-30(6)(C)) (if lengthy, provide as an attachment)? If 

different questions were used by different bureaus or program areas, provide the 

questions for each. If a VAM survey was not conducted, please describe the methods 

used to apply utilization criteria to each vehicle in your agency’s fleet and collect 

subjective information about each vehicle that potentially could provide valuable 

insights/explanations into the objective criteria. 

The usual and customary questions were used when conducting the VAM survey. They 

include: 

What is the right size of motor vehicle that should be obtained for the mission? Is the 

current vehicle the right size? Is this vehicle mission essential to the agency? How 

many miles has the vehicle traveled monthly? What is the anticipated monthly mileage 

a newly ordered vehicle will travel? How much fuel is being used per month? Would it 

be cheaper to allow special agents to drive their own POV’s and reimburse them for the 
 

 

mileage driven? How many hybrid, low GHG, zero emission, and/or plug-in hybrid cars 

were ordered? 

(G) Description of the agency-wide Vehicle Management Information System (See 

FMR 102-34.340)
 

Federal agencies are to begin collecting asset level data (ALD) beginning October 1, 

2016 in order to be able to report ALD in the October-December 2017 FAST data call.
 

To comply, your agency will need a management information system (MIS) capable of 

reporting inventory, cost, usage, and other information on a “per vehicle” basis.
 

(1) Does your agency have a vehicle management information system (MIS) at the 

Department or Agency level that identifies and collects accurate inventory, cost, and 

use data that cover the complete lifecycle of each motor vehicle (acquisition, operation, 

maintenance, and disposal), as well as provides the information necessary to satisfy 

both internal and external reporting requirements? 

OPM’s Fleet is 99.9% GSA leased vehicles and a robust Fleet Management Information 

System is provided with the lease. The GSA Fleet Drive-Thru is used as a reporting tool 

to monitor vehicle inventory, utilization, and fuel use on an ongoing basis. 

(2) Your agency was provided a draft list of 70 ALD data elements. How many of the 

70 data elements is your current system able to report on a “per vehicle” basis right 

now? 

FAST captures 13 of 70 ALD data elements: (1) Vehicle Inventory, (2) Vehicle 

Acquisitions and Disposals, (3) Total Fuel Consumption, (4) Covered vs. Non-covered 

Petroleum Fuel Consumption, (5) Alternative Fuel Consumption as Percentage of Total 

Covered Consumption, (6) Total Miles Traveled, (7) Annual Fleet Operating Costs, (8) 

Year-to-Year Changes in Key Fleet Indicators, (9) Additional Year-to-Year Changes in 

Key Fleet Indicators, (10) Alternatively-Fueled Vehicle Inventory, (11) AlternativelyFueled Vehicle Acquisitions, (12) Alternative Fuel Consumption, and (13) Designation of 

Vehicle Acquisitions. 

(3) Describe your agency’s plan for reporting all required ALD elements. What is the 

timeline? 

OPM uses the Federal Automotive Statistical Tool (FAST) and GSA Fleet Drive-Thru 

system to report all required ALD elements. Timeline for reporting all required ALD 

elements is 1 Oct. 
(4) If your agency does not currently have a system capable of reporting ALD, describe 

the steps (documented) that are being taken or have been taken to comply with 

Executive Orders, regulations, and laws that require such a system. 

OPM uses the GSA Fleet Drive-Thru and FAST to report ALD data. 

(5) If your agency currently uses telematics systems, does your MIS capture and report 

all of the data from those devices? 

OPM will be team players with the implementation of telematics. The agency 

understands it is a fleet efficiency management tool to collect and record vehicle 

operational data. The agency will plan to conduct a test pilot of telematics on a small 

percentage of our vehicles once funds come available. 

(H) Justification for restricted vehicles. 

(1) If your agency uses vehicles larger than class III (midsize), is the justification for 

each one documented? 

Additional vehicle options and vehicles larger than class III 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 documentation and approval of the agency’s Fleet Manager. 

(2) Does your agency use the law enforcement (LE) vehicle classification system 

described in GSA Bulletin FMR B-33? If not, why not? 

This doesn’t apply to our vehicle fleet. 

(3) If your agency reports limousines in its inventory, do they comply with the definition 

in GSA Bulletin FMR B-29? 

OPM does not have limousines. 

(4) For armored vehicles, do you use the ballistic resistance classification system of 

National Institute of Justice (NIJ) Standard 0108.01, and restrict armor to the defined 

types? 

OPM does not have armored vehicles. 
 

(5) Are armored vehicles authorized by appropriation? 

OPM does not have armored vehicles. 

(I) Impediments to optimal fleet management. 

(1) Please describe the obstacles your agency faces in optimizing its fleet. 

Due to OPM Federal Investigative Services (FIS), current mission this will be a 

challenging task to accomplish. FIS’s mission is a top priority to National Security. FIS 

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

determined by the needs of FIS to fulfill these requests. 

(2) Please describe the ways in which your agency finds it hard to make the fleet what 

it should be, operating at maximum efficiency. 

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 which cover diverse climates and terrain which may 

necessitate a particular type of transportation. However, review of the fleet is on-going 

and changes to fleet size are made in response to significant change in operations, 

location or the volume of investigations requested. 

(3) If additional resources are needed, (such as to fund management information 

system implementation or upgrades, or to acquire ZEVs, or LGHG vehicles, or install 

alternative fuel infrastructure) have they been documented and requested? Do you 

have a copy of this documentation? (do not attach or furnish unless requested). 

Increasing acquisitions of zero emission and plug-in hybrid vehicles have been 

evaluated annually or during replacement cycles. The assessment is that great 

challenges and financial obstacles would need to remediate the process before we 

achieve a zero emission and plug-in hybrid fleet. Other factors would be FIS domicileto-duty missions. However, we are team players and onboard with increasing our fleet 

with ZEVs and plug-in hybrids. For FY16 we anticipate 344 Low-GHG vehicles, and our 

agency is currently evaluating installing charging stations throughout various locations 

in our agency. 

(4) Describe what specific laws, Executive Orders, GSA’s government-wide regulations 

or internal agency regulations, budget issues, or organizational obstacles you feel 
 

 

constrain your ability to manage your fleet. Be specific and include examples. If you 

have a solution, describe it and indicate whether we can share the solution with other 

agencies as a potential best practice. 

FIS is divided into three main regions (Western, Central and Northern) providing 

coverage to Continental United States and its territories. Each region is assigned 

approximately 1/3 of OPM’s vehicles. Ninety-seven percent of OPM’s fleet is operated 

by FIS special agents they are required to perform various security and background 

investigations vital to National Security. According to OPM Fleet Management Policy 

guide, FIS agents have agency’s authorization to utilize government vehicles for homework-transportation because of their mission it could be a challenge in implementing 

zero emission vehicles (ZEV) due to the cost of implementing refueling infrastructures at 

each agents home. However, OPM is planning to conduct a test pilot of integrating zero 

emission vehicles work base fleets. Also, the availability of E85 fuel infrastructure is 

concerning. The annual requirements to increase alternative fuel consumption with 

limited access will continue to affect OPM’s scorecard results. The limited amount of 

ethanol stations located throughout the United States has played a key factor in OPM’s 

lower scorecard results. According to the Alternative Fuel Data Center, there are only 

2,566 ethanol stations in the United Stations. OPM plans to send out monthly reminds 

to Resource Officers and Special Agents in Charge, to use ethanol fueling stations 

when possible. In addition, OPM will notify the RO’s and SAC’s of the following link: 

http://www.afdc.energy.gov/fuels/ethanol_locations.html. This link is provided by the 

Department of Energy. 

(J) Anomalies and possible errors. 

(1) Explain any real or apparent problems with agency data reported in FAST. 

There are no real or apparent problems to report at this time. 

(2) Discuss any data fields highlighted by FAST as possible errors that you chose to 

override rather than correct. Examples would be extremely high annual operating costs 

or an abnormal change in inventory that FAST considers outside the normal range, or 

erroneous data in prior years causing an apparent discrepancy in the current year. 

There are several data fields highlighted by FAST as possible errors, however they are 

on the positive side for example we obtained more fuel efficient vehicles from prior year 

to current, annual fleet operating costs drop 21%, and AFV vehicle inventory states we 

loss 106 E-85 vehicles, but gained 107 hybrid vehicles. 
(3) Explain any unresolved flagged, highlighted, or unusual-appearing data within 

FAST. 

No unresolved flagged items appeared on the Data Validation Report. 

(K) Summary and contact information. 

(1) Who should be contacted with questions about this agency fleet plan? (Provide the 

name and contact information for the agency headquarters fleet manager and the 

person preparing this report if different) 

If you have any questions, please contact the Agency Fleet Manager, William Clark at 

202-606-9149, William.Clark@opm.gov or the Chief, Facilities Services Branch, Marla 

Neustadt at 202-606-2502, Marla.Neustadt@opm.gov. 

(2) Indicate whether the budget officer participated in the VAM and A-11 processes. 

(Provide the name and contact information for the budget office reviewing official). 

Our budget office participated in the VAM and A-11 process. They validated our 

agencies fleet budget plan and review all vehicle fleet invoices and documents. 

(3) Indicate whether the Chief Sustainability Officer participated in the VAM, vehicle 

planning, and vehicle approval processes. (Provide the name and contact information 

for the CSO reviewing official). 

Yes, our sustainability officer did participate in the VAM, vehicle planning, and vehicle 

approval process. His contact information is Mariano Aquino (202 606-4590, 

mariano.aquino@opm.gov. 
 

OFFICE OF PERSONNEL MANAGEMENT 

MULTIMODAL ACCESS PLAN
 

Pursuant to E.O. 13693, Planning for Federal Sustainability in the Next Decade 

The U.S. Office of Personnel Management (OPM) is committed	
  to	
  enhancing sustainable

commuting	
  options for its employees. OPM has a long	
  history of promoting	
  sustainable	
  

commuting	
  at both its facilities and through its mission critical work on developing guidance	
  

related	
  to	
  teleworking, hiring, retirement, benefits and	
  work life programs	
  for Federal agencies.

In accordance with Executive Order 13693, Planning	
  for Federal Sustainability in	
  the Next

Decade, Section	
  7(f), OPM is developing policies to	
  promote sustainable commuting and	
  work-­‐

related	
  travel practices for our employees through strategies like	
  workplace	
  electric vehicle	
  

charging, bicycling	
  and other forms of active	
  commuting, increased telecommuting	
  and

teleconferencing, and	
  incentivizing carpooling and	
  the use of public transportation	
  where

consistent with agency authority, Federal appropriations and other laws. OPM intends to	
  

encourage	
  all sustainable	
  commuting	
  options as there	
  is no “one	
  size	
  fits all” solution for all

employees. As part of its renewed efforts, OPM has developed and will implement such

strategies through a Multimodal	
  Access Plan (MAP). The MAP highlights one or more forms of

sustainable commuting and workplace travel	
  strategies that will	
  be the focus for the	
  next year

includes:

I. Workplace Charging

II. Bicycling and other forms of Active Commuting

III. Telecommuting and Teleconferencing Expansion

IV. Carpooling and the use of Public	
  Transportation

1
 

 

Multimodal Access Plan Strategy 

I. Agency Workplace Charging Plan 

A. Summary of Strategy 

Several OPM sites either already have existing infrastructure to support workplace 

charging of government and or personal electric vehicles (EVs) or are considering this 

option. There is great demand within the Agency and strong executive support to expand

this practice. This year, OPM plans to: 

•	 Review legal authority and	
  agency	
  policies through	
  a workgroup led	
  by	
  the

Facilities Management. Based	
  on this workgroup’s findings, we will issue

revised policies and guidance, as appropriate.

•	 Engage	
  employees’ interest in	
  EVs through	
  new employee orientation, town	
  

hall meetings and THEO (OPMs internal website).

•	 Evaluate	
  the	
  existing	
  availability	
  and demand for workplace	
  charging	
  of

personal EVs at its sites.

•	 Deploying or using existing unmetered, level-­‐one (UML1) EV charging	
  (e.g.,

120v	
  wall outlets) at an agency’s parking	
  facility, followed by	
  metered and

faster EV charging as appropriate

•	 Monitor the availability of and level of interest in	
  WPC by reviewing and	
  

reporting	
  on employee	
  survey	
  results, the	
  daily	
  parking	
  request system and

employee eligibility parking	
  database.

B. Details of Strategy: 

1. Actions and Projected Timeframes 

•	 Draft	
  WPC	
  policies and guidance by (Q1 FY2017).

•	 Launch	
  communication outreach to engage	
  employees interest in EVs Q1

FY2017

•	 Complete	
  site	
  evaluation and work with	
  facilities management to determine	
  

quantity	
  of parking	
  space	
  available	
  that can be	
  serviced by	
  UML1 followed

by any plans to install metered and higher-­‐speed	
  EVSE (Q2 FY2017)

2. Roles and Responsibilities of Key Agency Personnel 

2
•	 OPM Facilities Management will draft policies and guidance and	
  obtain	
  

concurrence from the Office of General Counsel (OGC),	
  GSA, Chief Financial

Officer and OPMs Bargaining Unit.

•	 Agency	
  Sustainability Manager will launch	
  communication	
  outreach.

•	 OPM Facility	
  and Fleet Managers will perform facilities evaluations.

•	 The	
  agency’s Chief Sustainability	
  officer will approve	
  final WPC

3. Outreach to Agency Employees and Visitors 

•	 Provide training on	
  PE operation	
  and safety tips.

•	 Inclusion	
  of EVSE usage as part of new employee orientation	
  and	
  agency	
  

employees’ available online training	
  resources.

•	 Wayfinding/signage to	
  both alert EV drivers and promote the fact that EVSE

equipment is available for use of Federal employees and authorized users.

4. Incentivizing EV Usage 

•	 Create	
  employee	
  awareness and explanation of Federal, State, and local EV

tax credits.	
  

•	 Provide employees and	
  authorized	
  users with information	
  regarding the flat

rates they	
  can pay	
  to	
  use charging	
  infrastructure at Federal parking	
  

facilities.

5. Assessing Demand for Bicycle and other Active Commuter Needs 

•	 Revise and	
  update the agency’s annual Employee Commuter Survey to

include interest in agency	
  provision of Electric Vehicle	
  Service	
  Equipment

(EVSE).

•	 Issue EV charging permits per CEQ guidance1 to track demand

6. Ensuring Continued Success 

•	 Monitor the completion	
  of these action items, measure the success of this

strategy and identify opportunities to	
  improve WPC	
  plans and	
  guidance in	
  

future years.

1 At the time of writing, the CEQ Guidance on	
  Workplace Charging was due to be issued in	
  April 2016.

3
 

II. Agency Bicycling and Active Commuter Program 

A. Summary of Strategy: 

Nationally, OPM already is an active supporter of bicycle commuting	
  and

provides employees with the option of a bicycle commuting subsidy	
  to offset

registration costs related to membership in the Capital	
  Bikeshare program.	
  

Capital	
  Bikeshare allows members access to eco-­‐friendly	
  transportation	
  with	
  

more than 3,000	
  bicycles	
  at 350 stations	
  across	
  Washington DC,	
  Arlington, VA	
  

and Maryland.	
  A Bikeshare station is located at the Theodore Roosevelt Building	
  

just outside the E Street	
  entrance.	
  In addition, many OPM	
  sites support	
  bicycle

commuting to varying degrees with the provision of showers, lockers	
  and bike

parking.	
  Over the	
  next year,	
  OPM plans	
  to:

•	 Review bicycling legal authority, agency	
  appropriate policies and guidance

and draft BACP.

•	 Perform feasibility study at three	
  federal owned	
  GSA delegated leased

facilities.

•	 Expand existing bicycle infrastructures at facilities, install new ones where

appropriate.(e.g.,	
  bike racks,	
  showers,	
  signage)

•	 Encouraging	
  bicycle	
  and active	
  commuting	
  through	
  outreach

•	 Employee	
  and visitor education on safety	
  and security

•	 Annual evaluation of overall BACP

B. Details of Strategy: 

1. Actions and Projected Timeframes 

•	 Draft agency	
  BACP (Q2	
  FY2017)

•	 Perform feasibility study (Q1	
  2017)

•	 Submit building modification	
  requests such	
  as bicycle storage and	
  shower

access to GSA’s Public	
  Building Service	
  (Q3	
  2017)

•	 Work with agency	
  facility’s management and security office	
  to establish best

practices for bicycle security	
  outside of an Agency’s building (Q3	
  2017)

2. Roles and Responsibilities of Key Agency Personnel 

•	 Agency Team (Sustainability	
  Program Manager, Employee	
  Services

Personnel, OGC)to draft BACP

4
 

 

• Designated bicycle	
  coordinator (Employee	
  Service	
  Personnel)

• OPM Chief Sustainability	
  officer	
  or	
  deputy CSO will review BACP

3. Outreach to Agency Employees and Visitors 

•	 Provide training on bicycle safety	
  and	
  security	
  tips

•	 Inclusion	
  of bicycle and	
  other forms of active commuting as part of agency

employees’ available	
  online	
  resources.

•	 Challenge	
  programs for agency	
  offices to have	
  friendly	
  competitions on

bicycle commuting.

•	 Participation in federal annual Bike Challenge.

4. Incentivizing Bicycle Usage and other Forms of Active Commuting 

• OPM will establish incentives based	
  on federal statues and guidelines. 

5. Assessing Demand for Bicycle and other Active Commuter Needs 

• Employee survey on commuting and local business and personal travel. 

• Issue bicycle parking permits to frequent users to better track usage 

6. Ensuring Continued Success 

•	 Conduct agency	
  self-­‐assessments periodically to gauge	
  success of a BACP

III. Agency Telecommuting and Teleconferencing Expansion Plan 

A. Summary of Strategy: 

•	 Encourage	
  supervisors and employees to discuss telework, require	
  that they	
  

create	
  telework agreements, as needed, for routine	
  and situational purposes,

and practice telework to	
  develop interest in and familiarity	
  with

telecommuting and to prepare	
  for emergency situations or other

disruptions.

•	 Supervisors will be advised to	
  periodically	
  review and reassess telework

determinations for all employees.

•	 Encourage	
  supervisors and employees to participate	
  in telework training.

5
 

•	 Monitor the availability of and level of interest in	
  telecommuting by

reviewing	
  and reporting	
  on employee	
  survey	
  results,	
  the time and

attendance system and telework eligibility	
  database.

B. Details of Strategy: 

1. Actions and Projected Timeframes 

•	 Develop telework guidance to	
  supervisors and	
  employees that features

telework as a key strategy to	
  respond	
  to	
  emergency	
  situations and	
  other

disruptions (Q1	
  FY2017).

•	 Issue	
  guidance	
  to	
  supervisors	
  to regarding the	
  periodic	
  review and	
  reassess

telework determinations to reflect current positions and concerns (Q1

FY2017).

•	 Send supervisors	
  and employees	
  updated telework	
  guidance and links to

telework training (Q2	
  FY2017).

2. Roles and Responsibilities of Key Agency Personnel 

•	 OPM Human Resources personnel will create and issue plans, guidance, and

training materials

•	 OPM Telework	
  Coordinator will review and	
  monitor telework-­‐related data

3. Outreach to Agency Employees 

•	 Conduct supervisor briefing	
  that highlights the	
  use	
  of telework.

•	 Encourage	
  supervisors and employees to participate	
  in online telework

training.

•	 Issue	
  telework guidance	
  to	
  supervisors and employees regarding	
  telework

during emergency situations or other disruptions.

4. Incentivizing Increased Telecommuting and Teleconferencing 

•	 Send supervisors and employees telework guidance that highlights the

benefits of telework	
  for each group	
  to include improved	
  work-­‐life balance,

enhanced	
  availability of staff during	
  emergency situations and	
  reduced	
  

transit costs.

5. Assessing Demand for Telecommuting and Teleconferencing 

6
•	 Monitor the availability of and level of interest in	
  telecommuting by

reviewing	
  and reporting	
  on employee survey	
  results, the time and	
  

attendance system and telework eligibility	
  database (e.g.,	
  Annual Telework

Report, Annual Labor Management Forum Metrics Report, EVS	
  action

planning communications, etc.).	
  

6. Ensuring Continued Success 

•	 Monitor the completion	
  of these action items, gauge the success of this

strategy	
  and	
  identify	
  opportunities to	
  improve telework plans and	
  guidance

in future	
  years.

IV. Agency Carpooling and Transit Plan 

A. Summary of Strategy 

•	 OPM has actively	
  supported a broad range of sustainable commuting

practices such	
  as telework, teleconferencing, alternative work schedules,

increased	
  use of public transportation, and	
  carpools. OPM’s sustainable

commuting polices have contributed	
  to	
  an	
  OPM Scope greenhouse gas

emissions decrease of about 3 percent from 200 levels. To	
  further reduce

the agency’s Scope 3 greenhouse gas emissions, and	
  for improving	
  the

quality	
  of work and life	
  experiences for Federal employees, we	
  will build on

our existing	
  robust carpooling	
  and	
  transit plan. Over the	
  next year, OPM

plans to:

•	 Encourage	
  supervisors and employees to discuss carpooling and increased

use of public transit for business or personal travel.

•	 Determine	
  baseline	
  of transit and carpool use	
  by	
  agency	
  employees and

setting targets above that baseline

•	 Encouraging	
  agency-­‐wide	
  transit and carpool days.

•	 Periodic evaluation	
  of overall CTEP	
  efforts

B. Details of Strategy: 

1. Actions and Projected Timeframes 

•	 Review agency’s existing carpooling and	
  transit plan	
  policies and	
  Federal

statues (Q1	
  FY2017).

•	 Draft agency	
  CTEP (Q2	
  2017)

7
•	 Issue revised guidance to	
  employees regarding	
  the periodic review and

reassessed determinations (Q4 FY2017).

•	 Establish online	
  dashboard of available	
  agency-­‐employee	
  based carpools.

2. Roles and Responsibilities of Key Agency Personnel 

•	 A OPM Human	
  Resources, Transit Benefit and	
  Sustainability personnel will

create	
  and issue	
  plans, guidance, and training	
  materials

•	 OPM communications will deploy online dashboard.

•	 Chief Sustainability	
  officer or deputy CSO will review CTEP

3. Outreach to Agency Employees and Visitors 

•	 Conduct supervisor briefing	
  that highlights the use of carpooling and

transit benefit options for agency-­‐related commuting	
  and local travel.

•	 Education on carpooling	
  through agency	
  employees and through new

employee	
  orientation.

•	 Education on the	
  health benefits of transit for employees

4. Incentivizing Carpooling and Transit usage 

•	 Providing employees with	
  information	
  on	
  potential cost savings	
  from

reduced costs associated with automobile ownership

5. Assessing Demand for Carpooling and Transit Services 

•	 Employee	
  survey	
  on interest in increased frequency	
  of transit use	
  for
 

commuting	
  and local travel.
 

•	 Employee	
  survey	
  on interest in increased	
  frequency of carpooling for
 

commuting	
  and local travel.
 

6. Ensuring Continued Success 

•	 Conduct agency self-assessments periodically to gauge success of the 

CTEP 

•	 Monitor the completion of these action items, gauge the success of the 

strategy and identify opportunities to improve CTEP plans and guidance in 

future years. 

8
U.S. Office of Personnel Management 

Facilities, Security, and Emergency Management 

1900 E Street, NW, Washington, DC 20415 

OPM.GOV 

FSEM-02581-6/2016