MCC Fiscal Year 2011 Strategic Sustainability Performance PlanMillennium Challenge CorporationMCC_ba455ed4-144f-11e0-b240-31127a64ea2aThomas SchehlSenior Sustainability Officer_ea501112-8d26-11e2-a434-1b5968e382cbThis Sustainability Plan reflects MCC’s commitment to promoting and supporting sustainability in its policies and its daily operations._ea5013ba-8d26-11e2-a434-1b5968e382cbGreenhouse GasGreenhouse Gas Reduction_ea5014b4-8d26-11e2-a434-1b5968e382cb1Scope 1: MCC does not own or control any significant sources of direct greenhouse gas emissions. MCC leases and operates one vehicle. Since FY 2010, this has been an E85-fueled hybrid vehicle. Therefore this goal does not apply and MCC has not established a Scope 1 emission reduction target. Scope 2: MCC Scope 2 emissions derive from electricity use. MCC has undertaken efforts to reduce electricity consumption, as described herein, and will continue to engage in such efforts to include education and outreach activities to encourage staff participation in ongoing conservation activities. As a tenant in commercial buildings, MCC does not control decisions related to the design or upgrade of major building systems, such as HVAC and lighting. Additionally, electricity use in MCC buildings is centrally metered, and therefore MCC cannot directly measure electricity use. As a result, this goal does not apply and MCC has not established a Scope 2 emissions reduction target. Nonetheless, MCC has established a Scope 2 emissions baseline and will continue to track its Scope 2 emissions against the FY 2008 baseline, as presented below._ea501568-8d26-11e2-a434-1b5968e382cbGreenhouse Gas InventoryScope 3 Greenhouse Gas Reduction & Develop and Maintain Agency Comprehensive Greenhouse Gas Inventory_ea501626-8d26-11e2-a434-1b5968e382cb2Division of Administrative Services and Human ResourcesAgency lead for goal—The Division of Administrative Services and Human Resources within the Department of Administration and Finance acts as the agency lead for this goal.MCC Scope 3 emissions derive from staff commuting and airline travel. In FY 2010, MCC surveyed employee commuting habits and confirmed that the majority of staff commuting miles (53%) were via public transportation compared to (42%) via personal vehicles. However, given the inefficiency of commuting via personal vehicles, these commuting miles contributed disproportionately (66%) to overall commuter-derived GHG emissions compared to only (33%) for commuting miles via public transportation.Staff CommutingReduce Scope 3 emissions derived from staff commuting by 15% by 2020._ea5016da-8d26-11e2-a434-1b5968e382cb2.aMCC Key Staffd. Positions—All work required to monitor progress and report on sustainability efforts will be integrated into performance plans of key staff members.In FY 2010, MCC also implemented a flexible work program that allows employees to work alternative work schedules or to telework. Such programs are expected to reduce staff commuting and, based on current and projected enrollment in such programs, MCC has established a 15% emission reduction target for Scope 3 emissions derived from staff commuting. a. Goal description—MCC will seek to reduce Scope 3 emissions derived from staff commuting by 15% by 2020... c. Implementation methods—Participation in MCC flexible work programs reduces staff commuting. MCC will monitor participation in flexible work programs and will survey commuting habits and monitor and report performance against this target. f. Agency Status—In FY 2011 MCC rolled out its Flexible Work Program and completed a commuter survey. g. Highlights—MCC has implemented the Flexible Work Policy, and is working to promote and support bicycle commuters. MCC’s global operations require significant staff travel. MCC staff travel is fundamental to achievement of the agency mission and its fiduciary responsibility to ensure that compact funds are used effectively. Given the critical nature of its staff travel, MCC has not established a Scope 3 emissions reduction target for staff travel. Nonetheless, MCC will continue to explore opportunities to reduce staff travel and will continue to monitor and track staff travel against its FY 2008 baseline ...Design, Buildings & PlanningHigh-Performance Sustainable Design / Green Buildings & Regional and Local Planning_ea50178e-8d26-11e2-a434-1b5968e382cb3MCC is a small agency that occupies leased commercial office space in two adjacent buildings. Building management for MCC’s current leased space has indicated that they have applied for the 2011 Energy Star rating. One of the facilities has also submitted an application for LEED certification. MCC works closely with the building management to track building improvements and assess opportunities to enhance environmental performance, including energy efficiency and waste reduction and recycling. MCC is committed to continue to engage with the building management to identify and implement cost effective programs to enhance its environmental performance. However, MCC does not control decisions related to building design, operation or upgrade. Therefore this goal does not apply. In the coming months, MCC is undertaking a project to analyze office space utilization, future requirements, and optimal configurations. The analysis will incorporate the agency’s mission-specific needs, including conferencing/training facilities and extensive IT services, as well as the adoption of the Flexible Work Policy and opportunities to integrate “hoteling” or “hot desking” of office space to optimize utilization and efficiency. MCC will analyze its current leases and review options for consolidating personnel and facilities in existing or future locations._ea50186a-8d26-11e2-a434-1b5968e382cbWater UseWater Use Efficiency and Management_ea501932-8d26-11e2-a434-1b5968e382cb4As a tenant in commercial buildings, MCC does not control decisions related to the design or upgrade of major building systems, such as HVAC, water, and wastewater systems in its leased office space. As a result, this goal does not apply. Nonetheless, as part of their energy star and LEED application, MCC has confirmed that both facilities have installed low-flow fixtures to conserve water._ea501a0e-8d26-11e2-a434-1b5968e382cbPollution & WastePollution Prevention and Waste Reduction_ea501af4-8d26-11e2-a434-1b5968e382cb5MCC occupies leased commercial office space and building management of each building is responsible for waste collection and recycling. Therefore this goal does not apply. Nonetheless, MCC is committed to pollution prevention, waste elimination and recycling, and has taken steps to minimize waste and encourage conservation, as described elsewhere in this plan. To this end, MCC will continue to identify and implement cost effective opportunities, where relevant, to minimize waste, increase reuse, and encourage staff participation in recycling. Late in FY 2009, MCC implemented new printer standards that eliminated use of cover sheets and required that all devices be set to duplex printing. These efforts were completed in early FY 2010. Table 9, below, highlights the significant and ongoing benefits of these efforts, including a 45% reduction in paper purchased from the FY 2008 baseline._ea501bd0-8d26-11e2-a434-1b5968e382cbSustainable AcquisitionEnsure that a minimum of 95% of new contract actions require products and services that are energy efficient, water efficient, biobased, environmentally preferable, non-ozone depleting, contain recycled content, or are non-toxic._ea501cb6-8d26-11e2-a434-1b5968e382cb6Division of Contracts and Grants Managementa. Agency lead for goal—The Division of Contracts and Grants Management within the Department of Administration and Finance acts as the agency lead for this goal.MCC Staffc. Positions—All work required to monitor progress and report on sustainability efforts will be accomplished as a collateral duty by MCC staff.A key step in improving MCC’s environmental performance going forward is to understand and manage the environmental and social impacts related to the procurement of goods and services. Goal description—MCC will ensure that a minimum of 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 FEMP-designated), water efficient, biobased, environmentally preferable (excluding EPEAT-registered products), non-ozone depleting, contain recycled content, or are non-toxic or less toxic alternatives when applicable product categories are included/procured in the contract action. MCC has generated and will 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... d. Planning Table—The information below was determined by a manual review of every new contract and task order awarded in the first two quarters of FY 2011. As MCC does not possess an automated contracting or procurement system, it was necessary to conduct the review in this way to determine whether the required FAR clauses were applicable. Through this review, it was found that MCC did not engage in any direct procurement of designated items above the micropurchase threshold, but there were instances when MCC did engage in service contracting where service contractors may procure designated items such as office products and paper products as other direct costs within the contract. For those cases, compliance was achieved with the inclusion of the relevant FAR clause to require the contractor to procure environmentally preferred products. As such, since MCC did not procure any of the below products above the micropurchase threshold directly, the only applicable category is Environmentally Preferable Services ... e. Agency Status—MCC developed MCC Acquisition Instruction MCC 23-1 MCC Affirmative Procurement Program for Sustainable Acquisition to formalize the agency’s Affirmative Procurement Program. An overview and training were given to MCC Contracting Staff as well as made available on MCC SharePoint sites for review by COTRs and other MCC staff. MCC also conducted a thorough review of all new contracts and task orders in the first half of FY 2011 to determine and achieve compliance with the new affirmative procurement program. f. Highlights—MCC has made significant progress in the area of sustainable acquisition. Key initiatives include: ◊ FY 2011 - MCC converted its sole vehicle to a flex fuel hybrid. ◊ FY 2010—Transitioned to purchase of green office supplies when available ◊ FY 2009 - MCC converted to 100% post-consumer content paper.ImplementationMonitor and update Acquisition Instruction MCC 23-1 MCC Affirmative Procurement Program for Sustainable Acquisition._ea501dd8-8d26-11e2-a434-1b5968e382cb6.b.ib. Implementation methods—MCC Contracts and Grants Management will monitor and update Acquisition Instruction MCC 23-1 MCC Affirmative Procurement Program for Sustainable Acquisition to reflect any changes in product categories that might be applicable to MCC. Also, a training module to summarize the Acquisition Instruction will be made available to MCC CGM customers and CGM Contract Specialists and Contracting Officers. In addition, MCC Contracts and Grants Management will explore methods and revise invoicing clauses to encourage contractor use of electronic invoicing to reduce paper and waste associated with contractors using paper invoicing. Further, MCC Contracts and Grants Management will review and determine potential methods of encouraging COTRs to reduce contractor travel in favor of video teleconferencing (VTC) methods when practicable.TrainingMake available a training module to summarize the Acquisition Instruction._ea501edc-8d26-11e2-a434-1b5968e382cb6.b.iiMCC CGM CustomersMCC CGM Contract SpecialistsMCC CGM Contracting OfficersInvoicingExplore methods and revise invoicing clauses to encourage contractor use of electronic invoicing to reduce paper and waste associated with contractors using paper invoicing._ea501fea-8d26-11e2-a434-1b5968e382cb6.b.iiiMCC Contracts and Grants ManagementContractor TravelReview and determine methods of encouraging COTRs to reduce contractor travel in favor of video teleconferencing (VTC) methods._ea502120-8d26-11e2-a434-1b5968e382cb6.b.ivMCC Contracts and Grants ManagementElectronic Stewardship & Data CentersReduce the carbon footprint of Information Technology (IT) through the virtualization and consolidation of IT software and systems and deployment of power efficient equipment._ea50222e-8d26-11e2-a434-1b5968e382cb7MCC OCIOb. Agency lead for goal—The OCIO within the AFis responsible for overseeing planning, prioritizing, developing, contracting, operating, and maintaining the Agency’s information and communications technology resources.MCC Staffd. Positions—All work required to monitor progress and report on sustainability efforts will be accomplished as a collateral duty by MCC staff.MCC has adopted goals to promote pollution prevention and eliminate waste; promote electronic stewardship; and sustain environmental management where it applies to electronic stewardship and data centers. MCC’s strategies and actions for improving data center performance are very different from its approach to electronic stewardship. To meet the agency’s electronic stewardship goals, MCC specifies that all new technology acquisitions specify energy star compliant hardware, where possible. MCC has instructed staff to turn equipment off when not in use and is reviewing the return on investment to implement proactive energy. Hardware virtualization and equipment configuration changes have resulted in minimizing energy consumption by inactive devices. MCC will continue to identify and implement solutions to reduce the overall energy consumption of IT equipment. The agency will also evaluate hardware replacement cycles to ensure compliance with established technology replacement guidelines. In support, the agency will establish policies and procedures, provide training, and evaluate agency performance. a. Goal description—MCC’s goal is to reduce the carbon footprint of Information Technology (IT) through the virtualization and consolidation of IT software and systems and deployment of power efficient equipment... e. Planning Table—MCC is committed to deploying Energy Star and EPEAT certified solutions where applicable within the enterprise. The following tables demonstrate progress to date in meeting this commitment... f. Agency Status—MCC is in the process of transitioning its data center services to a new hosting provider. As part of this migration applications are being evaluated for migration to cloud services. g. Highlights—The percentage of virtualized IT infrastructure servers has increased by over 50% and all desktops, laptops and monitors are energy star compliant. MCC has implemented power management solutions to allow IT staff to ensure compliance with MCC’s energy management goals and is assessing solutions to implement managed power.Implementation_ea502332-8d26-11e2-a434-1b5968e382cb7.cc. Implementation methods—MCC has adopted goals to promote pollution prevention and eliminate waste; promote electronic stewardship; and sustain environmental management where it applies to electronic stewardship and data centers. Specific actions include:Video ConferencingExplore use of enhanced video conferencing capabilities._ea502468-8d26-11e2-a434-1b5968e382cb7.c.iMCC will explore use of enhanced video conferencing capabilities. Such capabilities may reduce MCC air travel and may also facilitate more efficient telework, both of which may reduce greenhouse gas emissions. Video teleconferencing (VTC) tools are in some MCC’s conference rooms; however the equipment is old, not configured in a manner that optimizes ease of use. Planned activities will look at the return on investment of replacing the VTC hardware and software installed in these areas and ensuring user adoption of the services through an extensive training program.Collaboration_ea502576-8d26-11e2-a434-1b5968e382cb7.c.iiThe OCIO is investing in an upgrade of tools to support collaboration both within the agency and with our country partners. These tools provide key capabilities to include: document sharing, distance learning support, and virtual meetings through desktop and conference room video conferencing. Evaluation of additional features such as instant messaging is underway. The effective implementation of collaboration tools may contribute to an overall reduction in air travel and will support the agency’s flexible work policy, both of which may reduce GHG emissions.Consolidation Resources_ea5026ac-8d26-11e2-a434-1b5968e382cb7.c.iiiThe OCIO has directed that virtualized servers be implemented whenever possible to meet hardware requirements. As a result of this directive 60% of MCC overall server infrastructure is virtualized. Looking forward the OCIO is seeking to minimize the overall data center footprint by utilizing cloud services whenever possible. A project is currently underway to transition agency SharePoint services to a hosted cloud infrastructure.Desktop Hardware_ea5027f6-8d26-11e2-a434-1b5968e382cb7.c.ivAs part of the OCIO’s acquisition strategy, specifications have been added to new contracts requiring that all new hardware be energy star compliant where available.Power Management_ea502922-8d26-11e2-a434-1b5968e382cb7.c.vTo ensure the security of MCC’s network all systems must be routinely patched. This process is managed through a set of automated tools that support the use of “wake on LAN.”. Wake on LAN is a technology that allows support personnel to power up laptops and desktops connected to the network for maintenance. While this change has resulted in a reduction in power usage, the OCIO is assessing the costs and benefits of implementing a managed power solution that would proactively power down equipment when not in use.User EducationInstruct staff to turn equipment off when not in use._ea502a4e-8d26-11e2-a434-1b5968e382cb7.c.viAgency Innovation & Government-Wide SupportPut our principles into practice with an emphasis on innovation, both at home and abroad._ea502bb6-8d26-11e2-a434-1b5968e382cb8MCC strongly supports Executive Order 13514, “Federal Leadership in Environmental, Energy, and Economic Performance” and its goal is “to establish an integrated strategy towards sustainability in the Federal Government and to make reduction of greenhouse gas emissions (GHG) a priority for Federal agencies.” Throughout this report, MCC has highlighted it ongoing efforts to enhance the sustainability of its domestic operations and to monitor and report on its greenhouse gas emissions. MCC is committed to putting our principles into practice with an emphasis on innovation, both at home and abroad.Partner SelectionSelect country partners based on proven policy performance, country-led planning and implementation, and managing our portfolio to ensure sustainability, transparency and results._ea502fe4-8d26-11e2-a434-1b5968e382cb8.aMongoliaFor example, in Mongolia, MCC designed an original project promoting clean energy to improve the quality of life.UlaanbaatarUlaanbaatar, the coldest capital city in the world, also experiences some of the worst winter air pollution in the world. This pollution is due in large part to the coal-fired heating and cooking stoves in traditional “gers” (circular felt dwellings), which emit a toxic brew that causes smog from thousands of chimneys dotting the city’s skyline. Mongolia’s energy and environment project, one component of the MCC compact with Mongolia, addresses urban air pollution in part through the Millennium Challenge Energy Efficiency Innovation Facility (MCEEIF). The MCEEIF provides consumer subsidies toward the purchase of energy-efficient and lower emissions technologies such as stoves, insulation, boilers and heaters that have been certified through a product review process. The process includes efficiency and emissions testing, cost-benefit analysis and market analysis. In contrast to previous donation programs, which offered such equipment for free, the MCC-funded project employs market-based solutions and significant financial incentives to accelerate the adoption of proven technologies and to contribute to a sustainable market for energy efficient and lower-emissions technologies.MCC is committed to selecting country partners based on proven policy performance, country-led planning and implementation, and managing our portfolio to ensure sustainability, transparency and results. This rigorous, integrated and open approach to development sets the standard for accountable and truly innovative development assistance. With this model as a foundation, further “innovation” for MCC means something very simple: a constant push to learn from our experiences and to try new approaches that can enhance the impact and sustainability of our investments.2011-10-282013-03-14OwenAmburOwen.Ambur@verizon.net