JSC’s Commitment to Sustainability

The Agency’s sustainability policy is to execute NASA’s mission without compromising our planet’s 

resources. Sustainability involves taking action now to provide a future where the environment and 

living conditions are protected and enhanced. As many great leaders have stated, “we, the present 

generation, shall not steal quality of life from future generations.”

In October 1946, we saw the first grainy, black and white photograph of Earth from beyond our 

atmosphere taken from a small camera attached to a missile launched from the White Sands Missile 

Range. It wasn’t until December of 1972, that we first saw the entire Earth, in color, photographed 

during the Apollo 17 mission. To the astronauts, the Earth had the appearance of a ‘glass marble’, 

which resulted in the famous name ‘Blue Marble’ that embodies the concept: we must protect the 

resources our fragile planet has to offer.

In support of the Executive Order 13514 “Federal Leadership in Environmental, Energy, and Economic 

Performance,” the Johnson Space Center (JSC) is committed to balancing environmental, social, 

and economic concerns with NASA’s mission obligations in space exploration. We are committed to 

preserving, enhancing, and strengthening NASA’s ability to perform its mission by supporting NASA’s 

Strategic Sustainability Performance Plan (SSPP) and other Federal mandates. 

This JSC Sustainability Engagement Strategy is a tool intended to assist employees in understanding 

what sustainability at JSC actually means, and offer ways to incorporate sustainability into personal 

and professional activities wherever possible. As Joel Walker, our Center Sustainability Officer (CSO) 

envisions, “Sustainability should be something we don’t even think about; it should be engrained in 

our thinking. We just do it.”

We are asking the JSC employees and contractor personnel to assure NASA maintains the ‘Blue 

Marble’ – the only place we know that will support life as we know it, through the following:

1. Increase energy efficiency and the use of renewable energy.

2. Measure, report, and reduce NASA’s direct and indirect greenhouse gas emissions.

3. Conserve and protect water resources through efficiency, reuse, and storm water management.

4. Eliminate waste, prevent pollution, and increase recycling.

5. Leverage Agency acquisitions to foster markets for sustainable technologies and environmentally 

preferable materials, products, and services.

6. Design, construct, maintain, and operate high-performance sustainable buildings.

7. Utilize power management options and reduce the number of Agency data centers.

8. Support economic growth and livability of the communities where NASA conducts business.

9. Evaluate Agency climate change risks and vulnerabilities and develop mitigation and adaptation 

measures to manage both the short- and long-term effects of climate change on the Agency’s 

mission and operations.

10. Raise employee awareness and encourage each individual in the NASA community to apply 

the concepts of sustainability to every aspect of their daily work to achieve these goals.

11. Maintain compliance with all applicable Federal, state, local or territorial law and regulations 

related to energy security, a healthy environment, and environmentally-sound operations.

12. Comply with internal NASA requirements and agreements with other entities.

We empower you to begin working with your management at JSC to participate in sustainability 

activities at our center, as well as in your day-to-day life.

2

Joel B. Walker

Center Operations Director

Center Sustainability Officer

NASA Johnson Space Center

Michael L. Coats

Director

NASA Johnson Space Center
Table of Contents

JSC’s Commitment to Sustainability.............................................................................. 2

JSC’s Definition of Sustainability.................................................................................... 4

Why Choose Sustainability?...................................................................................... 5

Requirements ............................................................................................................ 5

Vision.............................................................................................................................. 6

JSC Sustainability Vision............................................................................................ 6

JSC Sustainability Mission Statement........................................................................ 6

JSC Sustainability Guiding Principles ........................................................................ 6

How Do I Participate? .................................................................................................... 7

Individual Sustainability Ideas ................................................................................... 8

Sustainability Teams.................................................................................................. 9

JSC Sustainability Model ........................................................................................ 10

Resource: People ............................................................................................... 11

Resource: Air...................................................................................................... 12

Resource: Land .................................................................................................. 13

Resource: Water................................................................................................. 14

Resource: Materials & Waste ............................................................................. 15

Resource: Energy ............................................................................................... 16

What’s Next? ................................................................................................................ 17

Appendix A – Strategic Sustainability Performance Plan Goals & Requirements........ 18

Appendix B – JSC’s Sustainability Organization.......................................................... 19

3
JSC’s Definition of Sustainability

NASA’s Johnson Space Center (JSC) has made a commitment to sustainability to execute 

its mission. 

What does sustainability really mean? 

The most widely accepted definition of sustainability was created by the United Nations 

World Commission on Environment and Development in 1987. It states that sustainability 

is “development that meets the needs of the present without compromising the ability of 

future generations to meet their own needs.” Achieving sustainability comes from balancing 

the need for economic vitality, environmental stewardship, and social responsibility to ensure 

that we have enough resources to meet our needs today and in the future. Similarly, corporate 

sustainability encompasses strategies and practices that meet the needs of stakeholders 

today while protecting and enhancing the human and natural resources needed in the future. 

The Triple Bottom Line, illustrated below, is a way to consider sustainability holistically. 

For example, because JSC resides in an area where energy is more readily available, often 

at a lower cost, only considering economic return on investment can lead to unbalanced 

sustainability decision-making. Considering returns to our environment as well as society, 

help make more balanced strategic decisions moving forward. We will always face this 

balance of what makes the most sense economically, environmentally, and socially.

4
Why Choose Sustainability?

Individuals have many reasons to implement sustainable efforts in their every day activities. 

No matter what the reason, implementing sustainable decision making can have far reaching, 

positive results. From space we can view the Earth as a planet, seeing the interconnectedness 

of the oceans, atmosphere, continents, ice sheets, and life itself. At NASA we study planet Earth 

as a dynamic system of diverse components interacting in complex ways (Summary of the 

Science Plan for NASA’s Science Mission Directorate 2007-2016).

NASA occupies a leadership position on the world stage because of its unique mission. No other 

organization can offer the same powerful ability to understand Earth systems as well as NASA 

can. No other organization has the same level of technical resources to conceive, develop, test, 

and implement new technologies using some of the best minds in the world. Because of these 

unique attributes, NASA has an enormous opportunity – and responsibility – to help the world 

understand and face sustainability risks and opportunities, to make new scientific discoveries, 

and to develop the new technologies that are needed to meet these challenges.

Here are just a few reasons why JSC employees work towards sustainability.

Requirements

Is this really a requirement? 

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

Performance, the Federal government requires all Agencies, including NASA, to accomplish 

specific sustainability tasks. NASA developed the Strategic Sustainability Performance Plan 

(SSPP) to identify how NASA would achieve these requirements. To affect change at the Center 

level, NASA Headquarters designated a Center Sustainability Officer (CSO) at each Center. Joel 

Walker, Director of the Center Operations Directorate (COD, mail code JA) is the JSC CSO. 

The specific goals and targets that NASA must accomplish are available in Appendix A with 

the respective resource group associated with each one. 

5
Vision

JSC Sustainability Vision: Create and maintain a world-class Space Exploration 

Development and Operations Center, that champions sustainability in all aspects of 

our mission.

JSC Sustainability Mission Statement: The mission for a sustainable JSC is to develop 

a flexible and technologically advanced facility that provides an environment for developing 

next generation spaceflight technology as well as adapting that technology to Earth 

applications to educate, involve and advance human wellbeing, environmental stewardship, 

and economic vitality. 

JSC Sustainability Guiding Principles:

6

Leverage Assets and Resources

Leverage the 

JSC’s existing and 

unique assets, resources, 

and knowledge to achieve 

mission goals, minimize 

environmental impacts, and 

establish a self-sustaining 

facility using innovative 

technology and 

practices.

Protect JSC’s Natural Systems

Minimize 

impacts to natural 

resources and mitigates 

impacts of facility 

activities in order to 

ensure sufcient 

resources for future 

generations.

Empower Employee

Empower s

JSC employees 

to actively shape 

innovative and positive 

change in their work 

environments and 

in their home 

communities.

Redefine Progress

Use 

current tools 

and sustainability 

indicators for 

measuring quality 

of life and 

wellbeing.

Think and Act Systemically

Address 

environmental 

implications of all JSC 

activities using long-term 

planning strategies 

and multi-functional 

projects to meet 

goals.

Instill Resiliency

Provide 

problem-solving tools 

to improve the Houston 

Bay Area’s environmental 

climate in a way that 

responds and adapts to 

emerging challenges that 

arise in effective and 

innovative ways.

Engage in Continual Improvement

Actively 

collaborate, 

continuously evaluate, 

and adapt management 

strategies to ensure decisional 

effectiveness, accountability, 

transparency, and compliance 

to advance JSC towards 

the sustainability vision.

Cultivate Collaboration

Engage 

collaboration across 

the Agency, directorates, 

organizations, divisions, 

and ofces to ensure 

employees are working 

together for the benet 

of the whole.

Foster Innovation

Initiate a 

spirit of proactive 

problem-solving to 

develop cutting-edge 

strategies and technology 

to advance long-term 

goals and priorities.
How Do I Participate?

Even if the U.S. Government, NASA, and JSC had enough money to buy all sustainabilityrelated technology, we still wouldn’t ultimately be a sustainable center without behavior change. 

Behavior change to support sustainability requires awareness at the individual level to understand 

what it is, and ultimately how to make a difference.

We’re asking you to get involved. 

Become aware. 

Make a difference at an individual level and consider joining one of the JSC 

Sustainability Teams.

This document is a guide for you to consider in your personal and professional life to help you 

answer the question, “Is there anything I can do better?” The JSC Sustainability Engagement 

Strategy gives you three opportunities to get involved.

1. Learn more about JSC Sustainability by reading this, and contacting any subsequent JSC 

Sustainability Resource Lead or JSC-Sustainability@mail.nasa.gov for additional questions 

and opportunities to get involved.

And/or...

2. Begin practicing some (or more of) the Individual Sustainability Ideas. 

And/or...

3. Join a JSC Sustainability Team.

The following pages detail each of these three options.

7
Individual Sustainability Ideas

Are you a ‘natural champion’ already? Perhaps you’re the employee that gets irritated when you find an 

aluminum can or plastic bottle in the trash (especially when it’s right next to the recycling bin!). Maybe you 

already drive an electric car, or perhaps you are the person that always seems to be shutting off the lights in 

your building’s conference rooms at the end of the day. Well, thank you for what you’re already doing! Please 

continue to do so, and more importantly, set an example for your coworkers and encourage them to follow 

suit. You are our ‘embedded sustainability team’ within your organization. You are a ‘natural champion’.

Your efforts make a difference and can influence those around you as well. If you’d like to contribute in more 

ways, please join a sustainability team, too. Contact the JSC Sustainability leads at any time directly or through 

our global e-mail address: JSC-Sustainability@mail.nasa.gov.

JSC is committed to a campaign of awareness that promotes individual employee participation, encompassing 

many of the ideas listed below. 

Is there anything I can be doing better or differently to support sustainability?

These are things that everyone can do to help meet the sustainability goals, 

regardless of job function or agency. 

Walk or ride a bike to work and between buildings on site.

Telework or teleconference.

Take public transit.

Carpool, vanpool or rideshare.

Combine vehicle trips with co-workers when possible.

Participate in NuRide (www.nuride.com) and get rewards for doing so!

Try to work by natural daylight; turn off your lights.

Use energy efficient bulbs and fixtures.

Turn off lights, computers, speakers and monitors when not in use (every night).

Unplug all electronics and small appliances when not in use.

Take the stairs instead of the elevator.

Use revolving doors when available.

Try to dress for the seasons to avoid the need for space heaters or fans.

Bring lunch to work in reusable containers (avoid ‘to go’ containers).

Limit consumption of cans and bottles.

Bring a cloth napkin to work instead of using paper towels.

Find out where and what to recycle in your facility.

Recycle cans, bottles, cardboard, and paper.

Read and edit documents electronically when possible (even in meetings).

Use network printers instead of personal, desk top printers.

Print double sided and set ‘narrow’ margins.

Reuse cardboard packaging.

Use the backsides of unneeded documents for note taking.

Buy recycled-content paper.

Find out where to recycle paper and cardboard in your facility.

Turn off the faucet while lathering hands and dishes.

Notify building management of leaks.

Avoid turning the faucet on full blast and make sure it’s off when you’re done.

Notify building management of irrigation inefficiencies.

Discover additional ideas! http://www.epa.gov/gateway/learn/greenliving.html 

TRANSPORTATION

ENERGY

WASTE

PAPER

WATER

8
Sustainability Teams

There are four sustainability teams that JSC management is encouraging you to join and actively participate 

with. Each of the four teams highlights different areas of involvement from communication to behavior 

change to brainstorming technical solutions. An overview of how all these teams fit together into the 

NASA organization is listed in Appendix B.

 Directorate Communication

The Environmental Stewardship Subcommittee (ESS) began in January 2000, and acts as JSC’s advocate 

for conserving natural resources, reducing environmental impact and providing a healthy workplace. As a 

proactive, problem-solving group, the ESS develops recommended strategies for implementing NASA and 

JSC’s environmental policies and for enhancing compliance. The primary focus is on issues that crossorganizational lines. The ESS will provide bi-directional communication to and expect information from 

JSC organizations specific to environmental and sustainability issues. The Environmental Management 

System (EMS) determines yearly what high priority aspects will be focused on for the coming year. These 

Environmental Management Programs have objectives and targets which are developed, then tracked and 

reported to the ESS. Executive Order 13514 and the NASA SSPP drive metrics in all environmental areas 

that this group discusses as it pertains and impacts the Center sites. Please contact Mr. Alan Amor to 

become a member of the JSC ESS.

 Encourage Behavior Change

Started in January 2010, the JSC Green Team’s charter is to 

make known, to the entire JSC community, how to personally make 

‘green’ decisions and take ‘green’ actions. Overall, it is a fun-loving 

group working to change the behavior of individuals for the better 

regarding sustainability. Everyone at JSC is asked to participate 

in sustainability, and for those interested in organizing ways to 

encourage sustainable behaviors (through events, competitions, 

education outreach, tours, etc.), please join the Green Team. The 

Green Team formally interfaces with the JSC Wellness Program, 

Human Resources, the Employee Assistance Program, Starport, 

the Gilruth, Public Affairs, and Safety and Mission Assurance. 

Please contact Ms. Lindsey Foreman to become a member of 

the JSC Green Team.

 Brainstorm Technical Solutions

In 2004, the JSC Sustainability Partnership Team (SPT) was formed to integrate technical ideas from 

the JSC population with solutions to terrestrial applications. The SPT strives to improve environmental 

sustainability at JSC and increase JSC’s exposure to ‘dual use’ technologies that may be beneficial 

in both terrestrial and space exploration environments, while engaging the technical workforce in solving 

JSC’s institutional (a.k.a. terrestrial) sustainability problems. The goal is to bring coordinated sustainability 

projects to JSC management to share the responsibility for environmental sustainability at JSC. The JSC 

SPT can be considered a ‘think tank’ for those interested in brainstorming ideas for increasing our technical 

sustainability using the awesome resources available at JSC. Please contact Mr. Mike Ewert or Mr. Rob 

Way to become a member of the JSC Sustainability Partnership.

 Contractor Involvement

An additional team that supports sustainability efforts is the Contractor Environmental Partnership (CEP). 

The CEP includes a collection of JSC contractor volunteers that collaborate on sustainability efforts and 

external events. The CEP is mainly responsible for the free electronic recycling events hosted by Space 

Center Houston several times since 2008. These events, open to the public, are run by volunteers and 

supported through external sponsorship and donations. Please contact 

Ms. Jennifer Morrison to become a member of the CEP.

JSC Green Team Logo

Final 4-6-10

9
JSC Sustainability Model

In many cases, efforts that support the concept of sustainability have been underway since the JSC complex 

first opened. Sometimes, requirements are now driving new behaviors (like Greenhouse gas emissions 

reductions and sustainable acquisition). The challenge of developing a sustainability program at JSC is 

integrating what we’re already doing well, with what needs to be done better, and effectively 

communicating that to the rest of JSC to affect behavior change.

At JSC, a group of almost fifty employees convened for two days in August 2012 to determine what 

sustainability actually means to JSC, and what we can all do to have an impact. The outcome of the 

JSC Sustainability Charrette (a charrette is similar to a facilitated System Requirements Review) is this 

JSC Sustainability Engagement Strategy you are reading now. 

The ‘JSC Sustainability Model,’ below, was envisioned to represent six of the natural resource areas affecting 

sustainability. Each resource focal point at JSC is responsible for coordinating a status on the requirements 

for sustainability (and reporting subsequent metrics), leading outreach efforts, staying aware of and evaluating 

technology advancements, and addressing JSC questions respective to that resource.

Additional detail is provided for each resource area of the ‘JSC Sustainability Model’ on the following pages 

to help you understand what it encompasses and how you can contribute to ‘doing better’ in all areas of 

sustainability. In the following ‘resource’ sections, three major areas will be detailed to give the JSC community 

full awareness of what the resource (or pie slice) is and how to get involved. Those three areas of detail are:

Overview, Roles and Responsibilities, and Metrics. Mapping was completed to ensure that all sustainability 

goals outlined in EO 13514 and the subsequent NASA SSPP are being addressed by the six teams. See 

Appendix A for that delineation. 

People (Ms. Laurie Peterson) is the focal point for sustainability awareness and works hand-in-hand 

with the JSC Green Team for behavior changes specific to sustainability within the JSC population.

Air (Mr. Kirk Hummel) is the focal point for air, which includes air emissions (gasses and particulates) 

at both point and non-point sources, Greenhouse Gasses, indoor, and outdoor air quality, etc.

Land (Ms. Sandra Tetley) is the focal point for land, which 

includes all elements of ‘real property,’ such as land, 

buildings, other structures, as well as historic 

preservation, wildlife, and vegetation.

Water (Mr. Doug Conover) is the focal point 

for water, which includes all elements of 

water use and disposal, including drinking 

water quality, water use, wastewater, and 

storm water.

Materials/Waste (Ms. Michelle FraserPage) is the focal point for materials and 

waste, which includes all components 

of materials and waste from material 

procurement efforts and buying green 

(sustainable acquisition) to all elements 

of waste (municipal, construction, and 

industrial/hazardous waste) and 

recycling.

Energy (Mr. Rob Way) is the focal point 

for energy, which includes all components 

of energy use and optimization (including 

electricity, natural gas, renewable, 

transportation, etc.).

10
Resource: People

Overview 

The People resource primarily represents ‘behavior change’ when it comes to sustainability at JSC. 

People affect absolutely every element of sustainability at JSC. Whether it’s remembering to turn off lights and 

equipment in your offices or labs, to purchasing sustainably (i.e., following sustainable acquisition regulations), 

to carpooling, teleworking, or taking alternative transportation to/from work, and ultimately to incorporating 

sustainable thinking into what you do both at work and at home. 

There are two elements to behavior change for sustainability. One element is being aware of what needs to be 

done. Information, such as this JSC Sustainability Engagement Strategy, upcoming Annual Sustainability reports, 

websites, announcements, and others will be covered for sustainability within the People resource. In addition 

to communicating with the JSC community, the People resource focal point will communicate with the external 

community for benchmarking, awards, opportunities for collaboration, etc. 

The other element of behavior change is a little more discrete. There is an idea of ‘whole-listic’ sustainability, 

focused on incorporating the emotional health and desires of every participating individual. This enables the 

motivation necessary to meet our sustainability requirements. Maslow’s hierarchy of needs shows this 

emotional health relationship to our ultimate 

actions. If we’re stuck in the lower rungs of 

safety and security, focused primarily on 

employment, resources, and ‘just getting by’ 

in our lives each day, it is very difficult for us 

to become aware of our impact on others and 

the environment. Self-actualization is the point 

which we tend to stop focusing solely on 

ourselves and our own comfort level, and focus 

on the world around us (including both present 

and future generations). Only through that 

level of freedom can we ‘wholly’ participate. 

The ability to self-actualize is our source of 

creativity, innovation, and purpose in our lives. 

Luckily, there are a plethora of programs at JSC 

that beautifully weave together to enable such 

‘whole-listic’ accomplishment. 

Roles & Responsibilities

There are many existing programs at JSC to help our population adjust to transition. Those programs are the 

JSC Wellness Program (sponsored by AH and SD), which has a specific behavior change element, in addition 

to nutrition, exercise, and stress management. The Occupational Health (SD) sponsored Employee Assistance 

Program (EAP) and the JSC Clinic, the JSC Human Resources directorate (AH), the JSC Process Improvement 

program (NA), and internal communication within JSC (AD) are additional programs. This is not an inclusive list.

Ms. Laurie Peterson is the ‘focal point’ connecting each of these Center-wide services together to evoke 

the most effective sustainability program JSC can muster. She is responsible for Marketing, Awareness, 

Communication, Outreach/Education, Networking, Benchmarking, Behavior Change, Personal Growth/

Happiness (helping employees to make a difference and have a sense of purpose), Recognition/Awards, 

and Documentation Integration. Laurie works hand-in-hand with the JSC Green Team to affect behavior 

change for a more sustainable future.

Metrics

The primary metric for people is calculating the JSC Sustainability Program’s reach of awareness, outreach, and 

ultimately behavior change for sustainability at JSC. This may be done through surveys, in addition to analytics 

for websites related to sustainability. The NASA Environmental Tracking System (NETS) is used to track many of 

the requirements from the other sustainability resources, which will be investigated for use as a tracking system 

for people-related requirements as well.

11
12

Resource: Air

Overview 

Air is a worldwide ‘shared blanket of life’ that cannot be compartmentalized. The sharing is literally on the 

whim of the wind. We all know things that go into the air eventually make way to our lungs or rise into the 

atmosphere, sometimes having an effect on the ‘thin blue line’ that allows us all to survive on our ‘Blue Marble’. 

The Environmental Protection Agency (EPA) defines emissions as “gases and particles which are emitted by 

various point and non-point sources”. Point sources are stationary and clearly identifiable (e.g., backup diesel 

generators, industrial boilers in the Central Heating and Cooling Plant at JSC). Non-point sources are harder 

to identify and can be mobile (e.g., cars, lawn mowers, etc.) 

We’ve all heard a lot about Greenhouse gases (GHGs). What are they? The EPA defines GHGs as “gases that 

trap heat in the atmosphere.” Principle GHGs and sources include: Carbon Dioxide (CO2) , Methane (CH4) , 

Nitrous Oxide (N2O), and Fluorinated Ozone Depleting Substances (ODS). Combustion of hydrocarbons is the 

greatest source of GHGs. NASA must reduce GHG intensity by 1% annually or 9% total by fiscal year (FY) 2015, 

per Executive Orders 13423 and 13514 and NASA SSPP Goals.

Roles & Responsibilities

Outdoor air quality and regulations are tracked and managed by the JSC Environmental Office (JE), Mr. Kirk 

Hummel specifically. The Occupational Safety and Health Administration (OSHA) regulates indoor air quality 

and workplace exposure through the Occupational Health Branch (SD). They both interface with JSC employees 

and contractors on a regular basis to understand what emissions are allowable and how to mitigate the quantity 

and type of pollutants from both the expected and unexpected sources of emissions in order to protect the 

environment and human health. 

Metrics

Annually, NASA prepares an emissions inventory based upon the use of chemicals, the combustion of fuels, 

and the inadvertent release of chemicals into the environment. Because JSC is a major source located in a 

severe non-attainment area for acceptable air quality, JSC must continually install equipment with state of 

the art emissions controls. Since 2009, JSC has reduced Nitrogen Oxide (NOx) emissions by 30% and 

Volatile Organic Compound (VOC) emissions by 40%.
13

Resource: Land

Overview 

The Land resource is comprised of the actual property which JSC, Ellington Field (EFD), and Sonny Carter 

Training Facility (SCTF) sit upon, but also the structures, buildings, and utilities included at each site, termed 

“real property.” JSC is approximately 1,580 acres, EFD is approximately 37 acres, and SCTF is approximately 

13 acres. 

Land also includes master planning. The JSC Master Plan was approved in 2010 and lays out the general 

structure for demolition and construction of all real property over the next 5, 10, 20, and 50 years. Additionally, 

Land includes preservation of historic assets, wildlife, agriculture, landscaping, and vegetation (wild flower fields, 

orchards, trees, wetlands, fields, etc.) 

The JSC complex has 375 buildings and over three million square feet of office space. We have two National 

Historic Landmarks (NHL): Building 30 Christopher C. Kraft, Jr. Mission Control Center and the Building 32 

vacuum chambers A and B, as well as sixteen additional buildings that are eligible for listing on the National 

Register of Historic Places (NRHP). An archeological survey of JSC has just begun. From a sustainability 

perspective, there are currently eight Leadership in Energy and Environmental Design (LEED) certified buildings. 

Roles & Responsibilities

Ms. Sandra Tetley, of the Center Operations Planning and Integration Office (JP), is the focal point for the Land 

resource of sustainability. She works closely with representatives from all utilities, LEED construction, facility and 

building managers, and the Environmental Office. With respect to master planning, Sandra interfaces with the 

JSC Master Planner, Walter Ugalde, who also interfaces with the JSC Strategic Opportunities and Partnership 

Development (SOPD) Office. Sandra Parker (JE) coordinates wildlife and vegetation efforts, and the Grounds 

Contract maintains landscaping through COD.

Metrics

Sandra updates NETS with historic preservation data demonstrating land requirements are being met.

JSC Real Property Management 

Age of Facilities

Johnson Space Center

Center Operations Directorate   JP/ Planning & Integration Office

Johnson Space Center

Center Operations Directorate   JP/ Planning & Integration Office

Age of Facilities

+40 years

100 %

80 %

% Total Facility Set

80 %

60 %

40 %

20 %

0 %

Many of the existing facilities at JSC were constructed for specific Apollo era technical

functions which are no longer performed

Structures < 40 years 

Structures > 40 years 

functions which are no longer performed.  

Because of the relative inflexibility of the original building designs, many of these facilities

have been converted into usable space; yet these facilities still tend to be outmoded for

research, design, testing, and administrative uses.

Building Certification 

Level

27 Certified

265 Gold

20 Platinum 

(NASA’s first ever 

LEED Platinum 

building)

29 Silver (waiting 

for the final 

certification)

207A Silver

2N Gold

26 Gold

12 Striving for Gold 

(In Progress)
14

Resource: Water

Overview 

Water at JSC is comprised of three elements: potable water, storm water, and wastewater. In the very 

near future, the potable water line will be split from fire water minimizing lost water due to line flushing necessary 

to maintain required disinfectant residuals. Water is supplied to JSC by Clear Lake City Water Authority (CLCWA) 

from the City of Houston Southeast Water Purification Plant (SEWPP). The water goes through a supplemental 

disinfection treatment once as needed once on site, which includes chloramine disinfection produced from 

sodium hypochlorite and ammonium hydroxide. Water is stored on site, as well as supplied to all buildings 

by a 12” pipe main distribution system. 

Similar to energy, water use at EFD and SCTF are paid for by the Center Operations Directorate (JA). The chart 

below shows a representative amount used and price for water at all three facilities. The JSC main site has a 

significantly lower price based on the contract mechanism used to purchase water.

It has been said that when fossil fuel energy runs out, water will be the next greatest demand. SEWPP Surface 

Water is supplied from Lake Houston and the Trinity River. JSC has a backup source using two on-site water 

wells, and the supplemental disinfectant capabilities at JSC allows flexibility between the surface water line 

and the water wells. 

Potable water use at JSC is characterized by 

the following: drinking fountains, janitorial and 

restroom use, laboratories, cafeterias, plant 

uses, including make up for cooling towers, 

boilers, chillers, cooling for air compressors, 

fire protection, and turf irrigation.

Underground systems convey flows of wastewater offsite for treatment to the CLCWA 

Sewage Treatment Plant (STP) located north 

of JSC. 

JSC’s storm water is conveyed via underground 

storm systems in populated areas and open 

flow ditches in outlying areas that eventually 

flow offsite to Armand Bayou and into Clear 

Lake. Pollution prevention measures are strictly 

followed to preclude polluting and silting of the 

JSC System, which eventually flows into local 

watersheds.

Roles & Responsibilities

Mr. Doug Conover is JSC’s water resource focal point. Doug works in the Utilities Branch (JM5), and supports 

Melissa McKinley (Chief) directly. Doug works closely with Rob Way, the JSC Energy Manager, because Rob 

is responsible for water conservation reporting at JSC. 

Doug also works closely with facility and building managers across JSC, EFD, and SCTF to ensure water is 

being utilized most effectively. Doug also works with the Environmental Office contact Alan Amor (JE) to ensure 

all water systems regulations are met.

Metrics

Between all these relationships, the NETS is updated quarterly with water data to demonstrate requirements 

are being met.

Dollars Gallons

JSC ($0.63/1000 gals) $218,483.36 335,104,000

EF ($3.62/1000 gals) $9,543.90 2,590,000

SCTF ($2.28/1000 gals) $9,894.40 5,789,000

Dollars Gallons

JSC ($0.63/1000 gals) $218,483.36 335,104,000

EF ($3.62/1000 gals) $9,543.90 2,590,000

SCTF ($2.28/1000 gals) $9,894.40 5,789,000
15

Resource: Materials and Waste

Overview 

Materials and waste includes all purchases made by government and contractors, via Purchase Requests (PRs) 

and credit cards, as well as everything that is discarded. Items brought on site are used (typically changing form, 

fit or function) and then discarded in one of many ways. They can be recycled (see list of what JSC recycles 

below), sent to Redistribution and Utilization (R&U), composted (if applicable), sold to other parties (through 

GSA) or thrown away (waste). Waste removal is paid for by the Center Operations Directorate (JA) by weight. 

In the last year, JSC has earned revenue of approximately $30,000 from the sale of recyclables and avoided 

approximately $220,000 in landfill tipping fees, and recycled 2.9 million pounds.

Recycling feels good, and the number of people who recycle is rising. Of course, recycling is encouraged and 

this link lists all the items JSC recycles (http://www6.jsc.nasa.gov/ja/ja13/recycling.cfm). The only problem is 

that recycling just slows down the inevitable. Eventually, we’ll get to the point where we don’t have enough raw 

materials to easily make items we use once and throw away. In addition, recycling usually means downcycling, 

meaning the material is not as useful as it was in its first life. That’s why we emphasize reducing and reusing 

before recycling. Below is a diagram of an unsustainable ‘take-make-waste’ model versus a sustainable ‘borrowuse-return’ model. For an easy and entertaining way to describe this process, see the video at http://www.

storyofstuff.com/. Can we work more sustainably instead of buy and toss away?

Call the Redistribution and Utilization (R&U) help desk at 281.483.7947 before you buy to make sure we do not 

already have it in R&U, especially if it’s a business office item. You can make an appointment to walk through 

the R&U warehouse to see what they have. You can also sign up for NASA’s Freecycle program (http://freecycle.

gsfc.nasa.gov/) to get office products for free.

Roles & Responsibilities

Ms. Michelle Fraser-Page (JE) is in charge of the JSC Recycling and Waste Management Program. She 

interfaces with multiple other divisions and directorates to accomplish the role of ‘focal point’ for materials/waste 

at JSC. Primarily, JSC tracks items purchased through the Procurement Office as well as through its on-site 

contractors. Finally, our on-site cafeterias make up a large portion of what’s purchased and thrown away. Karen 

Schmalz (AH) is the point of contact for the cafeterias, Starport, and the Gilruth.

Metrics

Ms. Fraser-Page is responsible for collecting annual recycling, waste, and green 

purchasing metrics and inputting them into the NASA Environmental Tracking 

System (NETS) as well as reporting to the Environmental Stewardship Committee 

and JSC management.
16

Resource: Energy

Overview 

JSC receives natural gas from Atmos Energy 

Marketing and electricity from Reliant Energy. 

Natural gas is primarily used on site to feed the 

boilers in Buildings 24 that then provide steam 

(see diagram, right). Steam and electricity are 

used to power chillers that provide air 

conditioning to the mall buildings. Electricity is 

provided to all facilities on site as the main power 

source. In FY2011, JSC used 187,641,925 

kilowatt hours (kWh)/year, 15.64 million kWh/

month (Average annual home 12,000 kWh) of 

electricity and 462,058 million cubic feet (MCF)/

year, 38,504 MCF/month (Average annual home 

52.5 MCF) of gas. The site currently has 0.31% 

renewable electricity in the form of wind 

generators and solar panels. Energy also includes 

transportation on site, which in combination with 

purchased electricity contribute to Greenhouse 

Gasses (GHGs), which the US Government is 

beginning to monitor.

JSC spends approximately $45,000 per 

day on electricity, including electricity for 

SCTF and EFD. The Center Operations 

Directorate (JA) pays for all utilities on 

site (gas, electric, and water) with Center 

Management & Operations (CM&O) 

funding. At present, only a third of that 

energy is saved when the center moves to 

after hours and ‘weekend operations’ due 

to buildings that are required to stay in full 

up operations and personnel not powering 

down equipment, such as computers and 

printer, etc. 

Roles & Responsibilities

JSC has had an Energy Manager since the mid-1970s. The current Energy Manager is Mr. Rob Way (JP). Rob 

works in JP, the Planning and Integration Office of COD. Since energy is a utility, Rob works closely with the 

Utilities Branch of (JM5), headed by Melissa McKinley. Within the Utilities branch also resides the responsibility 

of the Energy Management and Control System (EMCS) management (headed by Juan Etheridge) to work with 

the JSC Energy Manager, JSC energy contractor/Honeywell and Facilities contractor/CSC to collect data to 

maintain energy saving requirements via the building control systems (BCS) and metering. EMCS monitoring 

and management is critical to insuring that, after installed, energy efficient equipment continues to bring 

calculated savings. Rob also works with facility and building managers across JSC, EFD, and SCTF to set 

hours for weekday versus weekend operations, so that we can decrease energy usage in each building when 

we do not need it.

Metrics

Rob is responsible for collecting quarterly energy and metrics and inputting it into the NASA Environmental 

Tracking System (NETS) as well as reporting monthly energy and gas metrics to JSC. The energy dashboard 

is accessible to all JSC employees off the JA homepage to allow them to monitor each building’s (over 5000 

square feet) energy usage http://www6.jsc.nasa.gov/ja/jp/energymgmt.cfm.

Central

Plants B24 Electrical

Substation B221 B28

200 A/C

300

400

A/C

A/C

SCTF ‐City

Mall

Area

EFD ‐City

Where Does Our Energy Go?

16%

6%

43%

A/C

11%

Steam

Lights

Plug Load

Other

24%
17

What’s Next?

JSC is challenging all Federal Employees and contractors to apply these sustainability principals in 

their daily activities as well as their lives. To get involved or find out more information, please contact 

JSC-Sustainability@mail.nasa.gov. Together we will accomplish the vision of Mr. Joel Walker, JSC 

Director, Center Operations Directorate, “Sustainability should be something we don’t think about; 

it should be engrained in our thinking. We just do it.” Together we can secure the future of JSC and 

our ‘Blue Marble!’

The JSC Sustainability Program will continue to mature each year. This is the ‘first line in the sand’ of integrating 

and promoting the program for all to see. We’ll use the ‘spiral design philosophy,’ in that we will develop our 

infrastructure and run it for a year, then make modifications based on lessons learned the next year.

As William McDonough, co-author of “Cradle to Cradle,” reflected in his recent lecture in Houston, when asked 

by clients how ‘long’ developing a sustainable world would take “it will take the rest of our lives... and isn’t that 

the point?”

There are two primary sustainability related documents that will be delivered to the JSC Center 

Sustainability Officer (CSO), Joel Walker, each year: an update to the JSC Sustainability Engagement 

Strategy and a JSC Sustainability Annual Report. The Annual Sustainability Report will be compiled for the 

first time in 2012. Details will include the metrics listed in each resource section of this report, as well as a status 

of the SSPP requirements (from Appendix A). To avoid redundant work, existing metrics, tracking systems, and 

documentation will be utilized where ever possible.

In addition to those two documents, the sustainability organization will run behind the scenes by continuing full 

engagement efforts throughout the JSC community with existing teams. We will focus on increasing awareness 

and outreach of JSC sustainability data, and providing a firmer understanding for all of JSC how to get involved 

and who to contact for more information.

In support of continual improvement, sustainability at JSC will be evaluated to determine areas where there 

appear to be gaps or redundancies. In FY2013, we will also be investigating ways to ensure inclusion of the 

White Sands Test Facility (WSTF). A communication plan to allow information to be exchanged between all 

interested parties may be formally documented. Finally, efforts already underway within the JSC Strategic 

Opportunities and Partnerships Development (SOPD) office will be integrated with sustainability efforts.

We encourage your ideas, questions, and comments. Please feel free to connect with any of the resource 

leads or team leads at any time to share your passion for sustainability.

We’d like to hear from you!

We would like to hear what you are already doing that contributes to sustainability. The JSC Green Team has 

many ideas for engaging your feedback through the upcoming fiscal year. In the meantime, let us know what 

you are already doing! Please send your accomplishments to JSC-Sustainability@mail.nasa.gov. 

Please take a moment to reflect on at least one thing you’ll do differently 

because of this awareness!

Thank you!

E-mail: JSC-Sustainability@mail.nasa.gov

Find us online: http://www6.jsc.nasa.gov/ja/ja13/index.cfm
18

Appendix A Strategic Sustainability Performance Plan Goals & Requirements 2012 SSPP Goals

People (i = influence

through advertising)

Air

Land

Water

Materials (M) &

Waste (W)

Energy

Req't #

NASA SSPP 2012 Goals

Key: C = Control, I = Influence

Goal 1: Greenhouse Gas Reduction and Maintenance of Agency 

Comprehensive Greenhouse Gas Inventory

Scope 1 includes greenhouse gas emissions from sources that are owned or 

controlled by a Federal agency.

Scope 2 includes greenhouse gas emissions resulting from the generation of 

electricity, heat, or steam purchased by a Federal agency.

Scope 3 includes greenhouse gas emissions from sources not owned or directly 

controlled by a Federal agency but related to agency activities, such as business 

travel and employee commuting.

1. Scope 1 & 2 Greenhouse Gas Emissions

I I I C 1.a

a) Reduce Scope 1 & 2 GHG emissions by 18.3% by FY 2020, from an FY 2008 

baseline.

I I I C 1.b

b) Greenhouse Gas Emissions Intensity - Reduce Agency’s Scope 1 and 2 GHG 

Emissions by 1% annually or a total of 9% by FY 2015 from FY 2003 energy 

intensity baseline (Originally EO 13423 Toxic & Hazardous Chemical Plan Goal 

set internally by NASA. Now subsumed under the targets and reporting required 

under EO 13514).

2. Scope 3 Greenhouse Gas Emissions

C (W) C I 2.a a. Reduce Scope 3 GHG emissions by 12.6% by 2020.

i (W) C 2.b

b. Reduce Scope 3 GHG emissions associated with contracted waste disposal by 

23.1% by 2015, excluding C&D waste.

i C 2.c

c. Reduce Scope 3 GHG emissions associated with T&D losses from purchased 

energy by 15.1% by 2020.

I (W) I I 2.d

d. Discuss methods used by NASA to calculate its Scope 3 GHG emissions and to 

continually improve data accuracy and overall data collection and analysis 

methods.

C 2.e

e. Track Federal employee travel (business travel and commuting) and other 

emerging Scope 3 GHG emission sources to identify opportunities for future 

reductions.

I 2.f

f. Complete annual NASA comprehensive GHG inventory and discuss 

development of NASA’s FY 2010 GHG inventory.

C I I 3

3. NASA commitment to evaluate, update, and strengthen internal data 

bases, such as NETS, undertake targeted energy reduction projects, and 

take other actions, where appropriate, such as trend analysis over time.

Goal 2: Buildings, ESPC Initiative Schedule, and Regional & Local Planning

EB) Energy and Buildings

C I I C 2.EB.a

a) Reduce facility energy intensity – Reduce energy consumption per gross 

square foot of building area by 3% annually from FY 2003 baseline for FY 2006 – 

FY 2015 (30% Total) (EO 13423) following the per FY reductions mandated in 

EISA 2007.

b) Increase Renewable Electricity Installation & Use.

i I I C 2.EB.b.i

i. Increase percentage of total electricity from renewable sources (3% FY 2007 – 

FY 2009; 5% FY 2010 – FY 2012; 7.5% FY 2013+).

i I I C 2.EB.b.ii

ii. Strive for at least half of the renewable energy from new renewable sources 

(placed into service after January 1, 1999). 

C I I C 2.EB.c c) Reduce per capita energy consumption through space management.

GB) High-Performance Sustainable Design / Green Buildings

i I C C 2.GB.a

a. Beginning in FY 2020, all new Federal buildings are to be designed to achieve 

zero-net energy by FY 2030.

i I C I (M) I C 2.GB.b

b. Comply with the, “Guiding Principles for Federal Leadership in High 

Performance and Sustainable Buildings (Guiding Principles),” in all new 

construction, major renovation or repair and alteration of Federal buildings.

i I C I (M) I C 2.GB.c

c. Assess and demonstrate that at least 15% of Agency’s existing governmentowned buildings, Agency direct leased buildings, delegated authority leased 

buildings, and FRPP-reported leased buildings meet Guiding Principles by FY 

2015 [5,000 GSF threshold for existing buildings and building leases].

i I C I C 2.GB.d

d. Demonstrate annual progress toward 100% conformance with Guiding 

Principles for entire building inventory by 2015 and thereafter.

i I C I I C 2.GB.e

e. Incorporate sustainable practices into Agency policy and planning for new 

Federal facilities and leases, and into lease renewal strategies.

i I C I (M) I C 2.GB.f

f. Demonstrate use of cost-effective, innovative building and sustainable 

landscape strategies to minimize energy, water, and materials consumption and 

decrease fertilizer, herbicide, and pesticide application.

i I C I C 2.GB.g

g. Operate and maintain, and conduct all minor repairs and alterations for existing 

building systems to reduce energy, water and materials consumption in a manner 

that achieves a net reduction in Agency deferred maintenance costs.

i C 2.GB.h

h. Optimize performance of the Agency’s real property portfolio – dispose and 

consolidate excess and underutilized property, co-locate field offices, consolidate 

across metropolitan and regional locations.

Page 1 of 3
19

2012 SSPP Goals

People (i = influence

through advertising)

Air

Land

Water

Materials (M) &

Waste (W)

Energy

Req't #

NASA SSPP 2012 Goals

Key: C = Control, I = Influence

C I C I 2.GB.i

i. Reduce need for new building and field office space by utilizing technologies to 

increase telework opportunities and expand delivery of services (over the internet 

or electronically).

I C 2.GB.j

j. Conserve, rehabilitate, and reuse historic Federal properties, using current best 

practices and technology.

i C C 2.GB.k

k. Align Agency space actions (new leases, new construction, consolidation) with 

Agency Scope 1&2 and Scope 3 GHG reduction targets.

RLP) Regional and Local Planning

I C 2.RLP.a

a. Incorporate timely consultation with local and metropolitan planning 

organizations regarding the impact, or potential impact, of Federal actions on local 

transportation infrastructure and local development plans into existing policy and 

guidance.

i C I 2.RLP.b

b. Align Agency policies to increase effectiveness of local planning efforts 

regarding transportation, energy resources and the environment.

i C I 2.RLP.c

c. Align Agency policies and actions to increase the effectiveness of regional 

measures that enhance integrity of local ecosystems and watersheds.

i C 2.RLP.d

d. Update Agency policy and guidance to ensure that all Environmental Impact 

Statements (EIS’s) and Environmental Assessments (EA’s) required under the 

National Environmental Policy Act (NEPA) for proposed new or modified Federal 

facilities identify and analyze impacts associated with energy (including alternative 

energy sources) and climate change, where appropriate and practicable.

I C I (M) I 2.RLP.e

e. Integrate methods and practices necessary to achieve the goals of this plan 

into Agency master planning documents (i.e., high-performance, sustainable 

building goals, pollution prevention and waste reduction goals, water use reduction 

goals, sustainable acquisition goals, electronic stewardship and data center 

consolidation, etc.).

I C I 2.RLP.f

f. Update Agency policy and guidance to ensure timely coordination and (where 

appropriate) consultation with Federal, State, Tribal and local management 

authorities regarding impacts to local ecosystems, watersheds and environmental 

management associated with proposed new or modified Federal facilities.

I C I 2.RLP.g

g. Discuss Agency participation in critical local and regional efforts and initiatives 

(e.g.., Executive Order on Chesapeake Bay Protection and Restoration, Executive 

Order on Stewardship of the Ocean, Our Coasts, and the Great Lakes).

GOAL 3 - Fleet Management

C I I 3.1

1) Reduce Petroleum Use in Fleet Vehicles – Reduce petroleum use 2% annually 

from FY 2005 baseline for FY 2005 – FY 2020 (30% Total).

i I 3.2

2) Increase Use of Alternative Fuels in Alternative Fuel Vehicles (AFVs) and FlexFuel Vehicles (FFVs) – Increase alternative fuel use by 10% annually from 2005 

baseline for FY 2005 – FY 2015.

C I I 3.3 3) Optimize Use of Vehicles and Right-Size Fleet.

i C 3.4 4) Increase Use of Low Emission and High Fuel Economy Vehicles.

i C 3.5

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

I C 3.6

6) Agencies operating shuttle buses should discuss challenges related to 

consolidation of and/or sharing of transportation services with other agencies.

I C 3.7

7) Discuss Agency’s efforts to implement sustainable transportation options by: 

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

number of vehicles in the Agency’s fleet, using alternative fuel in AFVs and FFVs; 

developing alternative fuel infrastructure; direct spending on training; and 

procurement of environmentally preferable motor vehicle products. Identify 

specific challenges in implementing these or other items related to implementation 

of sustainable transportation within your Agency.

GOAL 4 - WATER USE EFFICIENCY AND MANAGEMENT

C I C 4.a a. Reduce potable water use intensity by at least 26% by FY 2020.

i I C 4.b

b. Reduce industrial, landscaping, and agricultural water use by at least 20% by 

FY 2020.

I I I C 4.c c. Identify and implement water reuse strategies.

I I C 4.d

d. Achieve objectives established by EPA in Stormwater Guidance for Federal 

Facilities.

i I C 4.e

e. Incorporate appropriate reduction strategies for non-potable water use into 

Agency policy and planning.

Page 2 of 3
20

2012 SSPP Goals

People (i = influence

through advertising)

Air

Land

Water

Materials (M) &

Waste (W)

Energy

Req't #

NASA SSPP 2012 Goals

Key: C = Control, I = Influence

GOAL 5 - POLLUTION PREVENTION AND WASTE REDUCTION

I I I C C 5.a a. Increase source reduction of pollutants and waste.

C I (W) C 5.b

b. Divert at least 50% non-hazardous solid waste by FY 2015, excluding C&D 

debris.

i I I (W) C 5.c

c. Reduce municipal solid waste sent to landfills to assist the Agency in achieving 

FY 2020 GHG reduction targets [See Goals 1 and 2 above] and discuss Agency 

strategies and implementation.

i I (W) C 5.d

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

methods used to monitor and track progress.

C (M) C 5.e e. Reduce printing paper use.

I (M) C 5.f

f. Increase use of uncoated printing and writing paper containing at least 30% 

postconsumer fiber.

C C C 5.g

g. Reduce and minimize the acquisition, use, and disposal of hazardous 

chemicals and materials, and discuss how implementation will assist the Agency 

in achieving FY 2020 GHG reduction targets [See Goals 1 and 2 above].

i I (W) C 5.h

h. Increase diversion of compostable and organic materials from the waste 

stream.

i I (M) C 5.i

i. Implement integrated pest management and landscape management practices 

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

I C (M) C 5.j

j. Increase Agency use of acceptable alternative chemicals and processes.

i C 5.k

k. Report in accordance with Sections (301-313) of the Emergency Planning and 

Community Right-to-Know Act (EPCRA) of 1986.

GOAL 6 - SUSTAINABLE ACQUISITION

i I C (M) C 6.a

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

new contracts and existing contracts, require the supply or use of products and 

services that are energy efficient (Energy Star or FEMPdesignated), water 

efficient, biobased, environmentally preferable (excluding Electronic Product 

Environmental Assessment (EPEAT)-registered products), non-ozone depleting, 

contain recycled content, or are non-toxic or less toxic alternatives.

I I (M) C 6.b

b. Update Agency affirmative procurement plans (also known as green purchasing 

plans or environmentally preferable purchasing plans), policies and programs to 

ensure that all mandated Federally designated products and services are included 

in all relevant acquisitions.

GOAL 7 - ELECTRONIC STEWARDSHIP AND DATA CENTERS

i I 7.a

a. Ensure acquisition of EPEAT registered, Energy Star qualified, and FEMP 

designated electronic office products when procuring electronics in eligible product 

categories.

I I (M) I 7.b

b. Establish and implement policy and guidance to ensure use of power 

management, duplex printing, and other energy efficient or environmentally 

preferred options and features on all eligible Agency electronic products.

i (W) I I 7.c

c. Update Agency policy to reflect environmentally sound practices for disposition 

of all Agency excess or surplus electronic products.

I (W) I C 7.d

d. Discuss how the Agency will increase the quantity of electronic assets disposed 

through sound disposition practices. Include in the discussion how your Agency is 

using or plans to use programs such as disposal through GSA Xcess, recycling 

through Unicor, donation through GSA’s Computer for Learning (CFL) or other 

non-profit organizations, and/or recycling through a private recycler certified under 

the Responsible Recyclers (R2) guidance or equivalent certification.

I I C 7.e

e. Discuss how the Agency will require IT planning/Life Cycle Manager to replace 

and or waive equipment that does not meet “Green” compliance requirements.

i I C 7.f

f. Update Agency policy to ensure implementation of best management practices 

for energy efficient management of servers and Federal data centers, including 

how the Agency will meet data center reduction goals included in the Federal Data 

Center Consolidation Initiative.

GOAL 8 - AGENCY INNOVATION & GOVERNMENT-WIDE SUPPORT

CCCCCC 8

Support innovation in NASA Programs and Institutions to protect and enhance 

human health and the environment, and share innovations, best practices, and 

lessons learned with other Federal agencies and international partners.

Page 3 of 3
21

Appendix B JSC’s Sustainability Organization

How does is all tie together so I know how to ‘plug in’?
22
23
NP-2012-09-025-JSC