Jonathan M. Estes Manager, Sustainability & Analytics Facilities Solutions Group, LLC

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Reynold Williams
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1 Jonathan M. Estes Manager, Sustainability & Analytics Facilities Solutions Group, LLC 1

2 MAIN SHIFTS 1. GHG the key metric for tracking progress in Federal sustainability 2. Sustainability Strategic Plan 3. Requires a deliberative planning and reporting process 4. Links to budget allocations and OMB scorecards for achieving goals (c) Jonathan M. Estes. All rights reserved.

3 Scope 1: Direct GHG emissions from sources owned or controlled by Federal agencies Scope 2: Direct GHG emissions from consumption of purchased electricity, heat or steam. Scope 3: Other indirect emissions from sources not owned or directly controlled by a Federal agency [e.g., emissions from employee travel and commuting, electricity transmission and distribution (T&D) not covered in Scope 2, waste disposal, wastewater treatment, etc.]

5 Achieve 30% reduction in vehicle fleet petroleum use by 2020 Achieve 26% reduction in potable & 20% reduction in industrial, landscaping, & agricultural water consumption by 2020 Comply with new EPA storm water management guidance Achieve 50% recycling & waste diversion by 2015 Requires that 95% of all applicable procurement contracts will meet sustainability requirements Requires 15% of buildings meet the Guiding Principles for High Performance and Sustainable Buildings by 2015 Design all new Federal buildings which begin the planning process by 2020 to achieve zero-net energy by 2030 (c) 2002 Jonathan M. Estes. All rights reserved.

6 Demonstrate how agency will achieve the goals and targets in Section 2 of the E.O., including agency GHG reduction targets; Be integrated into agency s strategic planning and budget process; Identify agency activities, policies, plans, procedures and practices that are relevant to implementation of the E.O., and develop new ones where necessary; Identify specific goals, a schedule, milestones, and approaches for achieving results; and quantifiable metrics for agency implementation of the E.O. Incorporate actions for achieving progress metrics identified by OMB and CEQ

7 Take into consideration environmental measures as well as economic and social benefits and costs in evaluating projects and activities based on lifecycle return on investment; Outline planned actions to make available information about agency progress and performance on a public website; Evaluate climate change risks and vulnerabilities to managing the effects on agency operations and missions; Take into consideration environmental measures as well as economic and social benefits and costs in evaluating projects and activities based on lifecycle return on investment; Identify opportunities for improvement in annual updates.

8 GHG CO 2 (Carbon dioxide) CH 4 (Methane) N 2 O (Nitrous Oxide) PFCs (Perflourocarbons) HFCs (Hydroflourocarbons) SF 6 (Sulfur Hexaflouride) NF 3 (Nitrogen Triflouride) Some Sources Fossil fuel combustion, Land Use Change Cattle, WWT, landfills, rice fields, natural gas Agriculture, mobile & stationary combustion, Wastewater treatment, incineration Al production, semiconductor, health imaging Refrigerant leaks, fire extinguishers, solvents Mg casting, transformers, switches Semiconductor manufacturing (c) 2002 Jonathan M. Estes. All rights reserved.

9 DESCRIPTION Develop, implement, and annually update life-cycle ROI Integrates with other statutes, regulations, and executive orders. Achieve sustainability goals and targets, including GHG reduction Integrate with Agency's strategic planning and budgeting process. (c) Jonathan M. Estes. All rights reserved.

10 TRADITIONAL ROOF ROOF REDEFINED Garden Turf Grower for Energy Efficiency Rain Catchment System Energy Provider to Grid Solar Energy Collector Workspace Observatory Jonathan M. Estes. All rights reserved.

12 Savings on Investment Outcomes based on savings to the budget Focus on eliminating waste and improving processes Measurement by cost savings Diminishing returns Return on Investment Outcomes based on financial benefit on the bottom line Focus on systems approach and long-term growth Measurement by statistical analysis Potential increasing returns Jonathan M. Estes. All rights reserved.

13 (c) 2008 Strategic Measures, Inc. Budget growth Productivity Profit margin Return on Investment Cost of capital Risk Management Valuation of assets Energy, Water Materials, Emissions and Waste, Operational and Design Efficiencies, Service Opportunities, Life Systems Impact Community and Social impact Health and safety Fair compensation Equality Opportunity Education Recognition Jonathan M. Estes. All rights reserved.

15 Figure 1: SINGLE-LOOP ANALYSIS AGENCY MISSION GOALS, ENERGY INITIATIVES, SAVINGS, AND MISSION OUTCOMES INFLUENCES Savings Outcomes DETERMINES Align Goals Department Facility(s) Mission Goals INFLUENCES (c) Jonathan M. Estes

16 Figure 2: DOUBLE-LOOP ANALYSIS AGENCY MISSION GOALS, ENERGY INITIATIVES, SAVINGS, AND MISSION OUTCOMES INFLUENCES Savings Outcomes DETERMINES Align Goals Department Facility(s) Mission Goals INFLUENCES INFLUENCES Evaluate Facility(s) DETERMINES ENERGY Initiative (c) Jonathan M. Estes

17 Figure 3: TRIPLE-LOOP ANALYSIS AGENCY MISSION GOALS, ENERGY INITIATIVES, SAVINGS, AND MISSION OUTCOMES DETERMINES Savings Outcomes DETERMINES Mission Goals INFLUENCES Align Goals Mission Outcomes Evaluation Metrics Department Facility(s) INFLUENCES INFLUENCES Evaluate Facility(s) DETERMINES DETERMINES ENERGY Initiative (c) Jonathan M. Estes

22 (c) 2008 Strategic Measures, Inc. Analytics Study Variables PARTICIPANTS employee ID, tenure, title PERFORMANCE METRICS sick leave, health claims, attrition, no. of calls, amount of sales, previous year productivity, speed of ramp-up PROJECT Installation of daylight bulbs on two floors: one in the ceiling, the other with desk lamps. A third floor is the control group. (c) Jonathan M. Estes. All rights reserved.

24 Cost Savings to the organization over 3 years: $1.2M No impact to productivity during changing of bulbs. ROI on daylight bulbs: 95% Optimization: 400% ROI ($14M) for new and lower achievers. Recommendation: Daylight bulbs and desklamps for new and lower achievers. (c) Jonathan M. Estes. All rights reserved.

Understand the difference between SOI and ROI Measurement of outcomes should be in the form of a business case Metrics include efficiency and

25 Understand the difference between SOI and ROI Measurement of outcomes should be in the form of a business case Metrics include efficiency and performance outcomes Sustainability demands a change of corporate culture, including financial management Jonathan M. Estes. All rights reserved.

Non-State and Subnational Action Guidance

NewClimate Institute, World Resources Institute, CDP, The Climate Group Non-State and Subnational Action Guidance Guidance for integrating the impact of non-state and subnational mitigation actions into