This document provides an overview of sustainability concepts, principles and practices for Army installations. It discusses the various internal and external pressures installations face and how traditional problem solving has been stove piped and formulaic. It introduces systems thinking as an alternative paradigm. The purpose of integrated strategic and sustainability planning is outlined as engaging stakeholders, strengthening relationships, and developing long term goals. Key sustainability principles of mission excellence, environmental stewardship, community collaboration and economic benefit are presented. Examples of sustainability projects at various installations involving solar energy, energy efficiency, waste reduction, housing and community partnerships are described.
Every 14 days, a language dies, contributing to the loss of cultural identity and diversity. Of the originally 7,000 languages, many are dying out as their communities are forced to adopt dominant languages like English. As languages disappear, so too does a wealth of cultural knowledge and history. If trends continue, the world risks losing much of its linguistic diversity.
The Elephant in the Library - Integrating Hadoopcneudecker
This document discusses integrating Hadoop into libraries to help scale up their digitization efforts of cultural heritage materials. It provides background on two libraries' digitization projects and data volumes. It then outlines challenges of scaling up like use cases exploring document recognition, file format migration, and web archiving using Hadoop. Scenarios demonstrate running analytics on book metadata and page images and web archives stored in Hadoop.
The document discusses the U.S. Army's observance of Earth Day on April 22nd and commitment to environmental stewardship. It provides an overview of the Public Works Digest publication, including its focus on environment and sustainability in this issue. Various articles are summarized that discuss the Army's efforts around environmental projects, sustainability initiatives, clean energy, and professional development related to these topics.
The document summarizes the past 10 years of the Conservation Effects Assessment Project (CEAP), which aims to quantify the effects of conservation practices on watershed scales. Key findings include:
1) Conservation practices have been shown to work but gains have been made in some areas more than others and critical concerns still exist.
2) Comprehensive, targeted planning looking at suites of practices in critical areas is needed to improve effectiveness over single practices.
3) Looking forward, opportunities exist to better inform conservation planning to build landscape resilience against threats like climate change, drought, and land use change through tools to identify critical areas and enhanced modeling.
The document discusses strategic sustainability performance plans and the net zero hierarchy. It provides context for sustainability goals and policies from executive orders and reviews DoD's strategic sustainability performance plan to meet operational needs over the long term. The net zero hierarchy aims to reduce energy, water, and waste footprints and several military installations are piloting net zero programs.
Remarks at Delaware River Watershed Forum 2014 by Clare Billett, William Penn...Kim Beidler
The document discusses the 2nd Annual Delaware River Watershed Forum which aims to maximize watershed protection efforts through targeting priorities, aligning work, establishing goals and measuring changes, using communications, and promoting expansion. It provides an overview of the Delaware River Watershed Initiative which has a goal of improving water quality by 2023 through supporting research, tracking changes, engaging communities, and investing in restoration of 8 targeted sub-watersheds. The initiative is supported by various organizations and has identified over $230 million in needs over 3 years.
Collaborative Momentum in the Delaware River WatershedKim Beidler
The document discusses the 2nd Annual Delaware River Watershed Forum which aims to maximize watershed protection efforts through targeting priorities, aligning work, establishing goals and measuring changes, using communications, and promoting expansion. It provides an overview of the William Penn Foundation's watershed strategy goal of driving measurable water quality improvement by 2023 through various means including policies, stakeholder engagement, targeted restoration in 8 sub-watersheds, and communications. The forum aims to accelerate watershed collaboration and solutions.
Every 14 days, a language dies, contributing to the loss of cultural identity and diversity. Of the originally 7,000 languages, many are dying out as their communities are forced to adopt dominant languages like English. As languages disappear, so too does a wealth of cultural knowledge and history. If trends continue, the world risks losing much of its linguistic diversity.
The Elephant in the Library - Integrating Hadoopcneudecker
This document discusses integrating Hadoop into libraries to help scale up their digitization efforts of cultural heritage materials. It provides background on two libraries' digitization projects and data volumes. It then outlines challenges of scaling up like use cases exploring document recognition, file format migration, and web archiving using Hadoop. Scenarios demonstrate running analytics on book metadata and page images and web archives stored in Hadoop.
The document discusses the U.S. Army's observance of Earth Day on April 22nd and commitment to environmental stewardship. It provides an overview of the Public Works Digest publication, including its focus on environment and sustainability in this issue. Various articles are summarized that discuss the Army's efforts around environmental projects, sustainability initiatives, clean energy, and professional development related to these topics.
The document summarizes the past 10 years of the Conservation Effects Assessment Project (CEAP), which aims to quantify the effects of conservation practices on watershed scales. Key findings include:
1) Conservation practices have been shown to work but gains have been made in some areas more than others and critical concerns still exist.
2) Comprehensive, targeted planning looking at suites of practices in critical areas is needed to improve effectiveness over single practices.
3) Looking forward, opportunities exist to better inform conservation planning to build landscape resilience against threats like climate change, drought, and land use change through tools to identify critical areas and enhanced modeling.
The document discusses strategic sustainability performance plans and the net zero hierarchy. It provides context for sustainability goals and policies from executive orders and reviews DoD's strategic sustainability performance plan to meet operational needs over the long term. The net zero hierarchy aims to reduce energy, water, and waste footprints and several military installations are piloting net zero programs.
Remarks at Delaware River Watershed Forum 2014 by Clare Billett, William Penn...Kim Beidler
The document discusses the 2nd Annual Delaware River Watershed Forum which aims to maximize watershed protection efforts through targeting priorities, aligning work, establishing goals and measuring changes, using communications, and promoting expansion. It provides an overview of the Delaware River Watershed Initiative which has a goal of improving water quality by 2023 through supporting research, tracking changes, engaging communities, and investing in restoration of 8 targeted sub-watersheds. The initiative is supported by various organizations and has identified over $230 million in needs over 3 years.
Collaborative Momentum in the Delaware River WatershedKim Beidler
The document discusses the 2nd Annual Delaware River Watershed Forum which aims to maximize watershed protection efforts through targeting priorities, aligning work, establishing goals and measuring changes, using communications, and promoting expansion. It provides an overview of the William Penn Foundation's watershed strategy goal of driving measurable water quality improvement by 2023 through various means including policies, stakeholder engagement, targeted restoration in 8 sub-watersheds, and communications. The forum aims to accelerate watershed collaboration and solutions.
The document provides information about sustainability initiatives at Joint Base Lewis-McChord (JBLM). It discusses JBLM's goals to achieve net zero energy, waste, air emissions and water use by certain target dates. It also outlines programs in areas like transportation, forestry, energy use, waste diversion, environmental restoration and cultural resource management. The document aims to educate about sustainability best practices at JBLM and regulations regarding environmental protection at the military base.
Community Based Adaptation as a Pillar of National Adaptation EffortsNAP Events
This document discusses community-based adaptation as a key pillar of national adaptation efforts. It defines community-based adaptation as an approach that empowers local communities to analyze climate change impacts, identify risks and vulnerabilities, and plan and implement local adaptation initiatives through integrating community and scientific knowledge. The document highlights the local impacts of climate change and growing adaptation needs, and argues that adaptation must consider local contexts, needs, and priorities. It provides examples of community-based adaptation initiatives from different countries and regions.
The Army has established large-scale renewable energy and energy efficiency programs to meet mandates for 25% renewable energy by 2025 and net zero installations by 2030, with the Army Energy Initiatives Task Force overseeing projects over 10MW in scale using third-party financing to install solar, wind, biomass, and other renewable energy sources across Army bases.
The Bioenergy & Renewable Energy Community Assessment Toolkit provides matrix tools to assist in facilitating community participation in renewable energy development. This toolkit was developed by Extension Educators involved in a project on Bioenergy and Community Participation.
The document summarizes the discussions and recommendations from a climate action working group meeting. The working group identified 7 goals for a climate action plan: conservation, mitigation, adaptation, education, wealth creation, protecting the Great Lakes, and environmental and social justice. They proposed over 40 strategies and policies to meet these goals related to renewable energy, sustainable development, disaster preparedness, education, clean jobs, and regional cooperation. Next steps include finalizing goals and strategies, identifying agencies to implement each strategy, and defining measures to track success in addressing climate change across sectors.
Presentation by Douglas J. Merrey and Tadele Gebreselassie, focuses on lessons learned over the past 35 years in water and land management in Ethiopia. A number of recommendations are also made
Mainstreaming the Ecosystem Approach in Local Plans BSBEtalk
This document discusses using an ecosystem approach in local planning. It outlines that nature is often ignored in planning in favor of economic growth. An ecosystem approach frames nature as an asset providing benefits. The ecosystem approach promotes integrated management of land, water, and living resources for conservation and sustainable use. The document provides examples of how planning can integrate ecosystem principles through tools like green infrastructure, biodiversity offsetting, and payments for ecosystem services. Partnerships are key to delivering plans that use an ecosystem approach.
Workshop briefing South Downs local plan and the Ecosystem Approach Alister Scott
This document discusses using an ecosystem approach in local planning. It outlines that nature is often ignored in planning in favor of economic growth. An ecosystem approach frames nature as an asset providing benefits. The ecosystem approach promotes integrated management of land, water, and living resources for conservation and sustainable use. The document provides examples of how planning can integrate ecosystem principles, such as through green infrastructure, biodiversity offsetting, and payments for ecosystem services. Partnerships are key to delivering plans that use an ecosystem approach.
Future directions for land and resource conservation in California. Presentation I gave at UC Santa Cruz in 2013 regarding working lands conservation and opportunities for environmental markets
Wetland conservation in China and Asia: Protection, management, and restoration.
Presentation given at a wetland conservation workshop in Heilongjiang, China. Prepared in connection with the UNDP CBPF Main Streams of Life (MSL) project, Strengthening the Management Effectiveness of the Protected Area Landscape in the Altai Mountains and Wetlands.
The Global Energy Storage Alliance (GESA) is a 501(c)3 non-profit organization founded in 2014 whose mission is to advance education, collaboration, knowledge and proven frameworks about the benefits of energy storage and how it can be used to achieve a more efficient, cleaner, reliable, affordable and secure electric power system globally.
GESA was jointly founded by the California Energy Storage Alliance (CESA), the German Energy Storage Association (BVES), the China Energy Storage Alliance (CNESA), the India Energy Storage Alliance (IESA), the US Energy Storage Association (ESA), and the Alliance for Rural Electrification (ARE).
The Global Energy Storage Alliance (GESA) is a 501(c)3 non-profit organization founded in 2014 whose mission is to advance education, collaboration, knowledge and proven frameworks about the benefits of energy storage and how it can be used to achieve a more efficient, cleaner, reliable, affordable and secure electric power system globally.
GESA was jointly founded by the California Energy Storage Alliance (CESA), the German Energy Storage Association (BVES), the China Energy Storage Alliance (CNESA), the India Energy Storage Alliance (IESA), the US Energy Storage Association (ESA), and the Alliance for Rural Electrification (ARE).
Community Based Adaptation as a Pillar of National Adaptation Efforts NAP Events
Presented by: Atiq Rahman
SESSION VI: PLENARY –PILLARS FOR NATIONAL ADAPTATION PLANS
The session will examine a few case studies of how a particular issue of prime importance for a country can be the main entry point or pillar of the adaptation work, after which all other issues would then be considered. Three examples will be covered. Madagascar is a well-known centre of biological biodiversity. Addressing climate change through adaptation must consider the dynamics of this biodiversity including closely related stress factors such as poverty, pressure on land due to deforestation, shifting viability of the main cash crops when climatic conditions change, etc. Two other examples are on taking a regional approach to the assessment and development of adaptation responses in the context of hydro-energy. In other cases, a focus on community-based adaptation has been very successful, as is the case for Bangladesh.
NASA is promoting green engineering principles to reduce environmental risks and costs. Green engineering aims to minimize environmental impacts over a product's lifecycle through design. NASA is developing tools to help engineers select more sustainable materials and identify emerging regulatory risks. Courses teach green engineering techniques, and centers evaluate alternative technologies. Embracing green engineering may reduce health/safety risks, costs, and gain public support while enabling innovation.
City of Cambridge Climate Change Preparedness & Resilience Planning - A Model...JSI
APHA Presentation - Best Practices of Policy Initiatives at the Local & Community Level to Address Climate Impacts.
A collaborative project with the City of Cambridge, JSI Research & Training Institute, Inc. and Kleinfelder, Inc.
Already exacerbating conditions such as asthma and heat-related mortality, climate change is a growing threat to public health that each community must confront. The City of Cambridge, MA is among the first in the nation to comprehensively plan and prepare strategic public health responses, with a focus on equity to avert intensifying health disparities. This session will review the approach taken by the City that can be replicated, starting with having conducted a thorough 2015 Cambridge Climate Change Vulnerability Assessment. The Assessment identified inequities in flood-related risks, heat exposures, and access to critical resources that varied by neighborhood and demographic risk factors. Cohorts with greater physical or mental health vulnerability were identified by several parameters. Socioeconomically disadvantaged groups, the elderly (particularly the elderly living alone) and people with who reported speak English less than very well experience impacts of heat and flooding that can be two to four times greater than people without these characteristics.
A literature review highlighted potential risk mitigation strategies. These were reviewed to identify existing capacity and gaps by a Stakeholder Workgroup comprised of health/public health institutions, medical suppliers, emergency responders, utility representatives, and those representing or serving vulnerable populations including elder service agencies, low-income housing organizations, and environmental justice advocates. Prioritized actions were incorporated into a Climate Change Preparedness and Resiliency Plan. They include: 1) Addressing transportation/accessibility disruptions. 2) Protecting critical healthcare capacity and access, maintaining access to essential medications. 3) Limiting the consequences of utility service failures during extreme weather-related events such as extreme heat, extreme cold, and/or flooding from storm surges and/or intense precipitation events. 4) Reducing long-term flooding and heat islands risks; and protecting indoor environments (especially basement apartments and senior housing). Employing a social/ecological framework, of central importance is supporting resident leadership to build social cohesion and address social determinants for individual, family, and neighborhood preparedness, using participation and other process indicators to monitor and evaluate engagement and readiness over time. We will discuss progress on resident engagement and the cross-sectoral collaborative efforts that have been launched as a result.
Greening of Corrections: Creating a Sustainable System
`
For more information, Please see websites below:
`
Organic Edible Schoolyards & Gardening with Children =
http://scribd.com/doc/239851214 ~
`
Double Food Production from your School Garden with Organic Tech =
http://scribd.com/doc/239851079 ~
`
Free School Gardening Art Posters =
http://scribd.com/doc/239851159 ~
`
Increase Food Production with Companion Planting in your School Garden =
http://scribd.com/doc/239851159 ~
`
Healthy Foods Dramatically Improves Student Academic Success =
http://scribd.com/doc/239851348 ~
`
City Chickens for your Organic School Garden =
http://scribd.com/doc/239850440 ~
`
Simple Square Foot Gardening for Schools - Teacher Guide =
http://scribd.com/doc/239851110 ~
The document discusses the Climate Change and Development Project (CCDP) led by the International Union for Conservation of Nature (IUCN) in Tanzania, Mozambique, and Zambia. The CCDP aims to build climate resilience at local and national levels by increasing awareness, building capacity for vulnerability assessments, and supporting adaptation activities. It outlines the CCDP's results areas and describes ongoing activities, including training stakeholders, implementing adaptation measures in pilot sites, and influencing climate policy.
The document summarizes the Sustainability and Environmental Management System (SEMS) at Fort Buchanan. The SEMS was developed to prevent environmental damage and conserve natural resources in accordance with Army regulations and executive orders. It aims to fully establish the Army's sustainability strategy and achieve optimal environmental controls. Fort Buchanan integrated sustainability initiatives across all installation activities under the SEMS, which is based on the ISO 14001 environmental management system standard.
The document provides information about sustainability initiatives at Joint Base Lewis-McChord (JBLM). It discusses JBLM's goals to achieve net zero energy, waste, air emissions and water use by certain target dates. It also outlines programs in areas like transportation, forestry, energy use, waste diversion, environmental restoration and cultural resource management. The document aims to educate about sustainability best practices at JBLM and regulations regarding environmental protection at the military base.
Community Based Adaptation as a Pillar of National Adaptation EffortsNAP Events
This document discusses community-based adaptation as a key pillar of national adaptation efforts. It defines community-based adaptation as an approach that empowers local communities to analyze climate change impacts, identify risks and vulnerabilities, and plan and implement local adaptation initiatives through integrating community and scientific knowledge. The document highlights the local impacts of climate change and growing adaptation needs, and argues that adaptation must consider local contexts, needs, and priorities. It provides examples of community-based adaptation initiatives from different countries and regions.
The Army has established large-scale renewable energy and energy efficiency programs to meet mandates for 25% renewable energy by 2025 and net zero installations by 2030, with the Army Energy Initiatives Task Force overseeing projects over 10MW in scale using third-party financing to install solar, wind, biomass, and other renewable energy sources across Army bases.
The Bioenergy & Renewable Energy Community Assessment Toolkit provides matrix tools to assist in facilitating community participation in renewable energy development. This toolkit was developed by Extension Educators involved in a project on Bioenergy and Community Participation.
The document summarizes the discussions and recommendations from a climate action working group meeting. The working group identified 7 goals for a climate action plan: conservation, mitigation, adaptation, education, wealth creation, protecting the Great Lakes, and environmental and social justice. They proposed over 40 strategies and policies to meet these goals related to renewable energy, sustainable development, disaster preparedness, education, clean jobs, and regional cooperation. Next steps include finalizing goals and strategies, identifying agencies to implement each strategy, and defining measures to track success in addressing climate change across sectors.
Presentation by Douglas J. Merrey and Tadele Gebreselassie, focuses on lessons learned over the past 35 years in water and land management in Ethiopia. A number of recommendations are also made
Mainstreaming the Ecosystem Approach in Local Plans BSBEtalk
This document discusses using an ecosystem approach in local planning. It outlines that nature is often ignored in planning in favor of economic growth. An ecosystem approach frames nature as an asset providing benefits. The ecosystem approach promotes integrated management of land, water, and living resources for conservation and sustainable use. The document provides examples of how planning can integrate ecosystem principles through tools like green infrastructure, biodiversity offsetting, and payments for ecosystem services. Partnerships are key to delivering plans that use an ecosystem approach.
Workshop briefing South Downs local plan and the Ecosystem Approach Alister Scott
This document discusses using an ecosystem approach in local planning. It outlines that nature is often ignored in planning in favor of economic growth. An ecosystem approach frames nature as an asset providing benefits. The ecosystem approach promotes integrated management of land, water, and living resources for conservation and sustainable use. The document provides examples of how planning can integrate ecosystem principles, such as through green infrastructure, biodiversity offsetting, and payments for ecosystem services. Partnerships are key to delivering plans that use an ecosystem approach.
Future directions for land and resource conservation in California. Presentation I gave at UC Santa Cruz in 2013 regarding working lands conservation and opportunities for environmental markets
Wetland conservation in China and Asia: Protection, management, and restoration.
Presentation given at a wetland conservation workshop in Heilongjiang, China. Prepared in connection with the UNDP CBPF Main Streams of Life (MSL) project, Strengthening the Management Effectiveness of the Protected Area Landscape in the Altai Mountains and Wetlands.
The Global Energy Storage Alliance (GESA) is a 501(c)3 non-profit organization founded in 2014 whose mission is to advance education, collaboration, knowledge and proven frameworks about the benefits of energy storage and how it can be used to achieve a more efficient, cleaner, reliable, affordable and secure electric power system globally.
GESA was jointly founded by the California Energy Storage Alliance (CESA), the German Energy Storage Association (BVES), the China Energy Storage Alliance (CNESA), the India Energy Storage Alliance (IESA), the US Energy Storage Association (ESA), and the Alliance for Rural Electrification (ARE).
The Global Energy Storage Alliance (GESA) is a 501(c)3 non-profit organization founded in 2014 whose mission is to advance education, collaboration, knowledge and proven frameworks about the benefits of energy storage and how it can be used to achieve a more efficient, cleaner, reliable, affordable and secure electric power system globally.
GESA was jointly founded by the California Energy Storage Alliance (CESA), the German Energy Storage Association (BVES), the China Energy Storage Alliance (CNESA), the India Energy Storage Alliance (IESA), the US Energy Storage Association (ESA), and the Alliance for Rural Electrification (ARE).
Community Based Adaptation as a Pillar of National Adaptation Efforts NAP Events
Presented by: Atiq Rahman
SESSION VI: PLENARY –PILLARS FOR NATIONAL ADAPTATION PLANS
The session will examine a few case studies of how a particular issue of prime importance for a country can be the main entry point or pillar of the adaptation work, after which all other issues would then be considered. Three examples will be covered. Madagascar is a well-known centre of biological biodiversity. Addressing climate change through adaptation must consider the dynamics of this biodiversity including closely related stress factors such as poverty, pressure on land due to deforestation, shifting viability of the main cash crops when climatic conditions change, etc. Two other examples are on taking a regional approach to the assessment and development of adaptation responses in the context of hydro-energy. In other cases, a focus on community-based adaptation has been very successful, as is the case for Bangladesh.
NASA is promoting green engineering principles to reduce environmental risks and costs. Green engineering aims to minimize environmental impacts over a product's lifecycle through design. NASA is developing tools to help engineers select more sustainable materials and identify emerging regulatory risks. Courses teach green engineering techniques, and centers evaluate alternative technologies. Embracing green engineering may reduce health/safety risks, costs, and gain public support while enabling innovation.
City of Cambridge Climate Change Preparedness & Resilience Planning - A Model...JSI
APHA Presentation - Best Practices of Policy Initiatives at the Local & Community Level to Address Climate Impacts.
A collaborative project with the City of Cambridge, JSI Research & Training Institute, Inc. and Kleinfelder, Inc.
Already exacerbating conditions such as asthma and heat-related mortality, climate change is a growing threat to public health that each community must confront. The City of Cambridge, MA is among the first in the nation to comprehensively plan and prepare strategic public health responses, with a focus on equity to avert intensifying health disparities. This session will review the approach taken by the City that can be replicated, starting with having conducted a thorough 2015 Cambridge Climate Change Vulnerability Assessment. The Assessment identified inequities in flood-related risks, heat exposures, and access to critical resources that varied by neighborhood and demographic risk factors. Cohorts with greater physical or mental health vulnerability were identified by several parameters. Socioeconomically disadvantaged groups, the elderly (particularly the elderly living alone) and people with who reported speak English less than very well experience impacts of heat and flooding that can be two to four times greater than people without these characteristics.
A literature review highlighted potential risk mitigation strategies. These were reviewed to identify existing capacity and gaps by a Stakeholder Workgroup comprised of health/public health institutions, medical suppliers, emergency responders, utility representatives, and those representing or serving vulnerable populations including elder service agencies, low-income housing organizations, and environmental justice advocates. Prioritized actions were incorporated into a Climate Change Preparedness and Resiliency Plan. They include: 1) Addressing transportation/accessibility disruptions. 2) Protecting critical healthcare capacity and access, maintaining access to essential medications. 3) Limiting the consequences of utility service failures during extreme weather-related events such as extreme heat, extreme cold, and/or flooding from storm surges and/or intense precipitation events. 4) Reducing long-term flooding and heat islands risks; and protecting indoor environments (especially basement apartments and senior housing). Employing a social/ecological framework, of central importance is supporting resident leadership to build social cohesion and address social determinants for individual, family, and neighborhood preparedness, using participation and other process indicators to monitor and evaluate engagement and readiness over time. We will discuss progress on resident engagement and the cross-sectoral collaborative efforts that have been launched as a result.
Greening of Corrections: Creating a Sustainable System
`
For more information, Please see websites below:
`
Organic Edible Schoolyards & Gardening with Children =
http://scribd.com/doc/239851214 ~
`
Double Food Production from your School Garden with Organic Tech =
http://scribd.com/doc/239851079 ~
`
Free School Gardening Art Posters =
http://scribd.com/doc/239851159 ~
`
Increase Food Production with Companion Planting in your School Garden =
http://scribd.com/doc/239851159 ~
`
Healthy Foods Dramatically Improves Student Academic Success =
http://scribd.com/doc/239851348 ~
`
City Chickens for your Organic School Garden =
http://scribd.com/doc/239850440 ~
`
Simple Square Foot Gardening for Schools - Teacher Guide =
http://scribd.com/doc/239851110 ~
The document discusses the Climate Change and Development Project (CCDP) led by the International Union for Conservation of Nature (IUCN) in Tanzania, Mozambique, and Zambia. The CCDP aims to build climate resilience at local and national levels by increasing awareness, building capacity for vulnerability assessments, and supporting adaptation activities. It outlines the CCDP's results areas and describes ongoing activities, including training stakeholders, implementing adaptation measures in pilot sites, and influencing climate policy.
The document summarizes the Sustainability and Environmental Management System (SEMS) at Fort Buchanan. The SEMS was developed to prevent environmental damage and conserve natural resources in accordance with Army regulations and executive orders. It aims to fully establish the Army's sustainability strategy and achieve optimal environmental controls. Fort Buchanan integrated sustainability initiatives across all installation activities under the SEMS, which is based on the ISO 14001 environmental management system standard.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
3. Internal & External Pressures on the Mission NATIVE AMERICAN AND ARCHEOLOGICAL RESOURCES CLEAN AIR AND WATER HISTORIC PRESERVATION SAFE DRINKING WATER HAZARDOUS WASTE Infrastructure, Procurement, Transportation, Training Lands, Ranges, Regional Development, Managed Growth, Education, Workforce, Economic Impact NOISE ENDANGERED SPECIES AND CRITICAL HABITAT MUNITIONS REGULATION AIRSPACE URBANIZATION AND OTHER LAND USE ENCROACHMENT FREQUENCY ALLOCATION … AND DEMAND IS INCREASING 3
6. Traditional Problem Solving Stove piped Decisions based upon limited variables (cost, time to execute) Formulaic based upon previous solutions– “we’ve always done it that way” Standardized 6
7. Traditional Problem Solving Stove piped Decisions based upon limited variables (cost, time to execute) Formulaic based upon previous solutions– “we’ve always done it that way” Standardized Analytical Thinking 7
8. The Problem is… The causes of these pressures are not created by those assigned to manage them, the solutions don’t necessarily fit into the stove pipes we have used in the past to plan for and manage installations… 8
10. Example: Workforce Workforce US DAC US non-DAC US Military Employee Pools Military retirees Local workforce Family members = Rules controlling flow (i.e., how quickly or slowly; hiring freeze; downsizing) 10
11. Example: Workforce Workforce US DAC Retirees US non-DAC 5-yr Rule US Military Deploy Employee Pools Employee Losses Military retirees Terminated Local workforce Disability Family members Quit = Rules controlling flow (i.e., how quickly or slowly; hiring freeze; downsizing) 11
12. Example: Workforce Changing Mission Workforce US DAC Retirees US non-DAC 5-yr Rule US Military Deploy Employee Pools Employee Losses Military retirees Terminated Local workforce Disability Family members Quit = Rules controlling flow (i.e., how quickly or slowly; hiring freeze; downsizing) 12
13. Example: Workforce Education Level/ Salary Competitiveness Changing Mission Workforce US DAC Retirees US non-DAC 5-yr Rule US Military Deploy Employee Pools Employee Losses Military retirees Terminated Local workforce Disability Family members Quit = Rules controlling flow (i.e., how quickly or slowly; hiring freeze; downsizing) 13
14. Example: Workforce Education Level/ Salary Competitiveness Amenities of the host Community Changing Mission Workforce US DAC Retirees US non-DAC 5-yr Rule US Military Deploy Employee Pools Employee Losses Military retirees Terminated Local workforce Disability Family members Quit = Rules controlling flow (i.e., how quickly or slowly; hiring freeze; downsizing) 14
15. Army Sustainability “Is not an individual program; rather, it is an organizing paradigm that improves our ability to organize, equip, train and deploy our Soldiers as part of the Joint Force today and into the future. Army Sustainability objectives are to meet current and future mission requirements worldwide, safeguard human health, improve quality of life, and enhance the natural environment.” —2011 Army Posture Statement 15 15
17. Consider this Description of A System “It is large, rough, wide, and broad like a rug” “It is a straight, hollow pipe – awful, destructive” “It is mighty and firm, like a pillar” 17
18. We each have a unique perspective… An elephant is like a wire brush An elephant can move air An elephant is made of a valuable material An elephant is like a tree trunk An elephant is like a rope An elephant is like a hydraulic press An elephant is soft & mushy An elephant is like a snake An elephant has a suction valve 18
23. Create ownership of an installation-wide strategic plan, goals, and action plans amongst a broader group of the installation’s stakeholders (garrison, tenants, surrounding community, et al) 21
24.
25. Develop 25-year goals that will instill a vision of an enduring installation that adds value to the Army now and in the future
26. Communicate the IMCOM principles of sustainability and build a transcending roadmap that establishes an enduring installation ethos 22
31. IMCOM Sustainability Principles Mission Excellence Environmental Stewardship Systems Thinking Community Collaboration Economic Benefit 27
32. Key ISSP* Deployment (as of May 2011) IMCOM Installations Other Army/Joint Bases JB Lewis/McCord and Yakima TC** State ARNG IMCOM/Community MN ARNG Ft Drum PA ARNG Letterkenny AD CA ARNG OH ARNG NV ARNG CO ARNG JB Langley-Eustis, Ft Detrick, Ft Monroe Ft Leonard Wood** Ft Carson Ft Riley** Ft AP Hill Ft Lee Southern Colorado Sustainability Ft Campbell Mohave Military Ft Bragg** AZ ARNG Sandhills Ft Sill*** Ft Jackson Ft Benning Pacific Ft Huachuca Ft McPherson USAG Japan*** Anniston AD Ft Stewart Ft Hood Ft Rucker** Central TX Ft Polk USAG Hawaii Ft Greely Europe Ft Wainwright USAGs Baumholder**, Grafenwohr, Hohenfels, Kaiserslautern**, Vicenza, and Wiesbaden *Integrated Strategic and Sustainability Planning **Sustainability incorporated into Installation Strategic Plan ***No known plans to move forward with ISSP process HI Services Working Group 28
33. US Army Garrison Hohenfels Sustainability Covenant Stronger cooperation between the Army and surrounding communities: Economic development Renewable energy Environmental protection Housing 29
34. Sustainable Communities Partnership Joint Multination Readiness Center (USAG Hohenfels), Neumarkt County, Hohenfels, Lupburg, Parsberg, Velburg 30
35. Sustainable Communities Partnership Soldier/ Family Housing Joint Multination Readiness Center (USAG Hohenfels), Neumarkt County, Hohenfels, Lupburg, Parsberg, Velburg 31
36. Sustainable Communities Partnership Soldier/ Family Housing Sustainable communities initiative Joint Multination Readiness Center (USAG Hohenfels), Neumarkt County, Hohenfels, Lupburg, Parsberg, Velburg 32
37. Sustainable Communities Partnership Soldier/ Family Housing Sustainable communities initiative Economic and cultural cooperation Joint Multination Readiness Center (USAG Hohenfels), Neumarkt County, Hohenfels, Lupburg, Parsberg, Velburg 33
38. Sustainable Communities Partnership Soldier/ Family Housing Renewable energy and environmental protection Sustainable communities initiative Economic and cultural cooperation Joint Multination Readiness Center (USAG Hohenfels), Neumarkt County, Hohenfels, Lupburg, Parsberg, Velburg 34
39. Ft Bragg Energy Efficiency and Security Wood Waste to Liquid Fuel Problem Ft Bragg landfills 9000 tons of wood per year, cost over $700k DoD landfills 1.1 Millions tons of wood per year at a cost of $90M Value of wood as an energy source is being tossed away Solution Pyrolyze wood into BioOil to fuel boilers and fixed engines Potential energy value at Bragg $1.2 M per year; DoD $142 M per year DoD funds granted to install unit on Bragg and validate performance ($1.1M) Solution Renewable Oil International® LLC 5 dry ton per day plant
41. Soldier Readiness Fort Bragg – Freedom CityUrban Training Facility Teamwork amongst the Fort Bragg Staff 37
42. Soldier Readiness Fort Bragg – Freedom CityUrban Training Facility Materials diverted from landfill; HazMat reuse Teamwork amongst the Fort Bragg Staff 38
43. Soldier Readiness Fort Bragg – Freedom CityUrban Training Facility Urgent and realistic training provided in 3 months Materials diverted from landfill; HM reuse Teamwork amongst the Fort Bragg Staff 39
44. Soldier Readiness Fort Bragg – Freedom CityUrban Training Facility Urgent and realistic training provided in 3 months Materials diverted from landfill; HM reuse Teamwork amongst the Fort Bragg Staff Projected Cost: $420K Actual Cost: $4.5K 40
45. Fort Campbell Sustainability Goals: “Expand Use of Renewable Energy” and “Sustainable Technology Demonstration Projects” New, Efficient Housing 41
61. Spring and fall surveys of families re comfort and satisfactionUses 54% less energy (16 tons CO2) and 27% less water Strategic partnerships established 45
65. Spring and fall surveys of families re comfort and satisfactionUses 54% less energy (16 tons CO2) and 27% less water Strategic partnerships established Partner funded enhancements; $854K 46
66. MattressLife-Cycles Solutions Ft Bragg refurbishes, saving 50% Ft Jackson buys 100% foam units; maker takes back and recycles Ft Gordon donates, buys foam Redstone Arsenal recycles coil units for credit toward new foam Problem Landfills starting to ban mattresses (not profitable: high volume/low weight) Recycling options very limited Procurement alternatives few Solution
67. Fort Hood Resiliency Campus Building 12019 Wellness Center and Performance Lab Building 12007 Culinary Arts Center Building 12020 Army Center for Enhanced Performance, Personal Financial Assistance Center, Military and Family Life Consultant Center Building 12018 Functional Fitness Center Playground Building 12025 Kids on Site (KOS) Building 12012 Spiritual Fitness Center Par Course & Putting Green Reflection Pond Building 12022 Headquarters
73. 2,000 tons of CO2 displacement per yearSolar wall on aircraft hanger One of the world’s largest arrays of solar air heated buildings
74. Fort Carson Energy Efficiency and Security • 2 MW, 12-acre facility on former landfill, the largest solar array built at a U.S. Army facility at the time of construction. • Through a power purchase agreement with Fort Carson, Colorado Springs Utilities builds and maintains the solar PV facility and provides the Fort with lower-cost electricity in return for leasing the site.
75. Sustainability is… About changing the way everyone addresses problems A framework for transitioning to systems-based solutions An approach for creating truly enduring installations that are adaptable and efficient About providing the best location for its mission and Military community
83. For information on sustainability at Joint Base Lewis-McChord: https://sustainablefortlewis.army.mil or contact lewisdpwedpr@us.army.mil
Editor's Notes
Briefer: Irene A. Cruz
Briefer: Installations will never have nor desire housing for all Soldier Families. This can result in long commutes or reduced quality of life for Soldiers and Families. Our traditional solution is to let the private sector address our needs – which is the American way – but can result in other problems moving forward – we developed installations in once remote locations specifically to avoid impacts on communities (Cows don’t really care if we blow stuff up). However, the economic drivers associated with operating a military base create incentives for people to develop residential communities around our installations. We want this – as long as development does not impact mission activities. However, without communication and partnership, we are likely to experience encroachment that will restrict or prohibit training --- we’ve already experienced this in many locations like Fort Bragg.
Briefer: S. So why is aggressive development a problem people have homes, right? But what about space to do training?We’ve probably all seen this before – this is an aerial photo of the St. Mere Eglise drop zone at Fort Bragg, NC. For safety reasons, certain types of training are no longer possible at this, one of three major drop zones at Fort Bragg. In this case, our traditional solution (let chips fall where they may approach) has resulted in decreased training capacity.
Briefer: So how does this translate to real examples - The traditional problem-solving approach is not necessarily bad or wrong but may lead to unintended consequences that require additional solutions or work arounds. The real issue arises when we keep fixing the same problem because we are unable to fix the cause of the problem. Or, we may be required to address an issue but responsibility for the issue really lies with another organization. For example – DPW energy directed to address energy consumption – costs are too high and growing. However, the cause of rising energy bills is directly linked to building design, technologies, and usage patterns by people at the installation. While the energy manager may be able to raise awareness and promote replacement of inefficient technologies, they really can’t do much about building designs and usage (especially where users are not held accountable for their consumption patterns (they don’t pay the bills)).
Briefer: So how does this translate to real examples - The traditional problem-solving approach is not necessarily bad or wrong but may lead to unintended consequences that require additional solutions or work arounds. The real issue arises when we keep fixing the same problem because we are unable to fix the cause of the problem. Or, we may be required to address an issue but responsibility for the issue really lies with another organization. For example – DPW energy directed to address energy consumption – costs are too high and growing. However, the cause of rising energy bills is directly linked to building design, technologies, and usage patterns by people at the installation. While the energy manager may be able to raise awareness and promote replacement of inefficient technologies, they really can’t do much about building designs and usage (especially where users are not held accountable for their consumption patterns (they don’t pay the bills)).
Briefer: The Army is a stove piped organization (like many businesses). While this organizational structure can lead to efficiencies, it complicates problems that are cross-functional in nature. It further complicates strategic planning because each stove pipe tends to plan around its short-term needs.
Size of the WORKFORCE box (or number of employees) is determined by requirements and funding.Slide is intended to present an example of the variables that impact workforce size, composition, and capability. It just isn’t about advertising positions and hiring new staff. Factors like the education of the candidate pool (how well to colleges prepare young engineers to work for the Army?), quality of the surrounding community (do candidates want to live where we have installations?), and the economic strength of the surrounding community (does the economy offer ample positions for family members?) all play roles beyond various DoD and Army policies and procedures for hiring.How do we get the right person in the right position at the right time given these constraints?
Size of the WORKFORCE box (or number of employees) is determined by requirements and funding.Slide is intended to present an example of the variables that impact workforce size, composition, and capability. It just isn’t about advertising positions and hiring new staff. Factors like the education of the candidate pool (how well to colleges prepare young engineers to work for the Army?), quality of the surrounding community (do candidates want to live where we have installations?), and the economic strength of the surrounding community (does the economy offer ample positions for family members?) all play roles beyond various DoD and Army policies and procedures for hiring.How do we get the right person in the right position at the right time given these constraints?
Size of the WORKFORCE box (or number of employees) is determined by requirements and funding.Slide is intended to present an example of the variables that impact workforce size, composition, and capability. It just isn’t about advertising positions and hiring new staff. Factors like the education of the candidate pool (how well to colleges prepare young engineers to work for the Army?), quality of the surrounding community (do candidates want to live where we have installations?), and the economic strength of the surrounding community (does the economy offer ample positions for family members?) all play roles beyond various DoD and Army policies and procedures for hiring.How do we get the right person in the right position at the right time given these constraints?
Size of the WORKFORCE box (or number of employees) is determined by requirements and funding.Slide is intended to present an example of the variables that impact workforce size, composition, and capability. It just isn’t about advertising positions and hiring new staff. Factors like the education of the candidate pool (how well to colleges prepare young engineers to work for the Army?), quality of the surrounding community (do candidates want to live where we have installations?), and the economic strength of the surrounding community (does the economy offer ample positions for family members?) all play roles beyond various DoD and Army policies and procedures for hiring.How do we get the right person in the right position at the right time given these constraints?
Size of the WORKFORCE box (or number of employees) is determined by requirements and funding.Slide is intended to present an example of the variables that impact workforce size, composition, and capability. It just isn’t about advertising positions and hiring new staff. Factors like the education of the candidate pool (how well to colleges prepare young engineers to work for the Army?), quality of the surrounding community (do candidates want to live where we have installations?), and the economic strength of the surrounding community (does the economy offer ample positions for family members?) all play roles beyond various DoD and Army policies and procedures for hiring.How do we get the right person in the right position at the right time given these constraints?
Size of the WORKFORCE box (or number of employees) is determined by requirements and funding.Slide is intended to present an example of the variables that impact workforce size, composition, and capability. It just isn’t about advertising positions and hiring new staff. Factors like the education of the candidate pool (how well to colleges prepare young engineers to work for the Army?), quality of the surrounding community (do candidates want to live where we have installations?), and the economic strength of the surrounding community (does the economy offer ample positions for family members?) all play roles beyond various DoD and Army policies and procedures for hiring.How do we get the right person in the right position at the right time given these constraints?
Briefer: To comply with the Commander’s intent (IMCP V3) – we must begin to not only understand systems thinking but actually practice it. How often do we get stuck in “bailing mode” and neglect the larger problem? How often do we watch as a coworker or another organization struggles with an issue that we contribute to – and don’t help? Can you think of an example where a problem has had a serious impact on the mission and you thought it was too bad but not your issue? If someone provides an example – you’ll need to explore the problem – ask who had proponency? Explore the variable that contribute to the problem – did the y really only involve the proponent organization?If no one provides an example – provide one – energy usage is an easy one, endangered species is another one where we tend to think about DPW-ENV but should get them to the point where they understand habitat destruction outside the installation is what pushes species into undeveloped installation training space. Once DPTM and DPW EN work together – the headache of endangered species is not as great. If we go beyond just fixing stuff inside our fence line – we’ll see even greater results – talk about the Fort Huachuca ACUB program and how it is helping protect habitat and preserving training land buffers…
Briefer: Communication is critical -
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Briefer: Do a short exercise by asking who works in their capacity at IMCOM with training ranges?
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Briefer: The ISSP has been deployed at over 40 installations, State National Guards, and Military communities. The process has evolved over time to meet changing requirements and installation-specific considerations.
Briefer: During the goal-setting session of the ISSP process the regional government sent their expert on sustainable development (who was initiating their effort) to participate in the Garrison-wide Strategic Planning effort (long-term goal-setting activity). The community partnership group (one of the goals set is about partnerships with host nation stakeholders) expanded and developed ideas during the subsequent action planning effort. This regional partnership evolved from the initial strategic planning (ISSP) process.As part of their ISSP preparation activities, USAG Hohenfels identified a developing sustainability program hosted by the Host Nation regional government. The partnership seeks to promote sustainable development and economic well-being in the region among community, business, academic, and governmental stakeholders – now including USAG Hohenfels. The installation invited community leaders to participate in portions of the installation goal-setting session.
Briefer: The Sustainability Covenant’s Goal is to present opportunities for cooperation in economic, cultural, and other areas between the Hohenfels Military Community and the County of Neumarkt and surrounding communities. The Participants pledged to work together in the areas of renewable energy, housing, environmental protection, quality of life, and economic development.“The Covenant is designed to focus on … what all of us need to do today to become more sustainable in how we operate, work, and live,” JMRC Commander Col. John M. Spiszer “This is necessary for all of us economically, as good neighbors, and as good stewards of this earth and its resources.”
Briefer: The Sustainability Covenant’s Goal is to present opportunities for cooperation in economic, cultural, and other areas between the Hohenfels Military Community and the County of Neumarkt and surrounding communities. The Participants pledged to work together in the areas of renewable energy, housing, environmental protection, quality of life, and economic development.“The Covenant is designed to focus on … what all of us need to do today to become more sustainable in how we operate, work, and live,” JMRC Commander Col. John M. Spiszer “This is necessary for all of us economically, as good neighbors, and as good stewards of this earth and its resources.”
Briefer: The Sustainability Covenant’s Goal is to present opportunities for cooperation in economic, cultural, and other areas between the Hohenfels Military Community and the County of Neumarkt and surrounding communities. The Participants pledged to work together in the areas of renewable energy, housing, environmental protection, quality of life, and economic development.“The Covenant is designed to focus on … what all of us need to do today to become more sustainable in how we operate, work, and live,” JMRC Commander Col. John M. Spiszer “This is necessary for all of us economically, as good neighbors, and as good stewards of this earth and its resources.”
Briefer: The Sustainability Covenant’s Goal is to present opportunities for cooperation in economic, cultural, and other areas between the Hohenfels Military Community and the County of Neumarkt and surrounding communities. The Participants pledged to work together in the areas of renewable energy, housing, environmental protection, quality of life, and economic development.“The Covenant is designed to focus on … what all of us need to do today to become more sustainable in how we operate, work, and live,” JMRC Commander Col. John M. Spiszer “This is necessary for all of us economically, as good neighbors, and as good stewards of this earth and its resources.”
Briefer: The Sustainability Covenant’s Goal is to present opportunities for cooperation in economic, cultural, and other areas between the Hohenfels Military Community and the County of Neumarkt and surrounding communities. The Participants pledged to work together in the areas of renewable energy, housing, environmental protection, quality of life, and economic development.“The Covenant is designed to focus on … what all of us need to do today to become more sustainable in how we operate, work, and live,” JMRC Commander Col. John M. Spiszer “This is necessary for all of us economically, as good neighbors, and as good stewards of this earth and its resources.”
Briefer: Our traditional approach would be to contact the Corps who could develop a price based upon the requirements, access standard designs, develop the contract (write, bid, award) and oversee execution. We would pick a site and everything would move forward. This approach, however, presented additional challenges:Conventional cost was prohibitiveTime to bid and build could not meet need in the desired timeframeNo appropriate standard design available
Briefer: Fort Bragg Iraqi Village “Freedom City” Situation:The crowded schedule at Fort Bragg’s two other MOUT training villages threatened to hold back the deployment of units during March 2004. Over one third of 48,000 soldiers training on the installation were being deployed to Iraq at any given time, in addition to thousands of reserve and NG soldiers mobilized for the then termed Global War on Terror. In addition, the existing urban training sites were built to simulate more traditional towns, not realistic Iraqi villages. Fort Bragg needed another training facility and they needed it fast! First thoughts conjure up traditional a vision of funding and build out taking several months…if not longer….to construct at a cost of hundreds of thousands of dollars that was not allocated in the budget. This left Range Officer (Mr. Bill Edwards) thinking ‘out-of-the-box’. He and the Director of Plans, Training and Mobilization decided to put their sustainability hats on and build a facility completely using in-house labor and available materials already on the installation, including material located in the installation landfill. The results are impressive… Fort Bragg’s range control staff built the entire village in 3 months, working with only photographs of buildings located in Iraq (no blueprints). Fifty salvaged steel transport containers became the buildings enhanced by plywood to round the corners of arches and domes. The structure was painted using one hundred gallons of paint that came from the recycling center. The roads, like most dirt tracks on Fort Bragg, are surfaced with tons of ground concrete from the foundations of deconstructed buildings. Principles of Sustainability applied:Mission Excellence: Soldiers are provided realistic training prior to deployment in theater.Community Collaboration: Teamwork amongst the Fort Bragg staff to coordinate the reuse of salvaged materials from the installation’s landfill and reuse center.Environmental Stewardship: Materials were diverted from traditional disposal the installation landfill thus lessening solid and hazardous waste (paint) generation and eliminating the burden on natural resources (materials, water, energy)that would have resulted in the traditional use new virgin materials.Economic Benefit: Project financial cost were roughly $4,500 and cost avoidance included more than$420,000 of new building material (standard construction cost).Systems Thinking: Even today this project supports LOE 1 Soldier, Family & Civilian Readiness, LOE 3 Leader and Workforce Development, and LOE 4 Installation Readiness. Personnel innovativeness in this project brings home an understanding of the human capital (level of knowledge and willingness to apply that knowledge in non-traditional ways) contribution towards a sustainable installation.
Briefer: Fort Bragg Iraqi Village “Freedom City” Situation:The crowded schedule at Fort Bragg’s two other MOUT training villages threatened to hold back the deployment of units during March 2004. Over one third of 48,000 soldiers training on the installation were being deployed to Iraq at any given time, in addition to thousands of reserve and NG soldiers mobilized for the then termed Global War on Terror. In addition, the existing urban training sites were built to simulate more traditional towns, not realistic Iraqi villages. Fort Bragg needed another training facility and they needed it fast! First thoughts conjure up traditional a vision of funding and build out taking several months…if not longer….to construct at a cost of hundreds of thousands of dollars that was not allocated in the budget. This left Range Officer (Mr. Bill Edwards) thinking ‘out-of-the-box’. He and the Director of Plans, Training and Mobilization decided to put their sustainability hats on and build a facility completely using in-house labor and available materials already on the installation, including material located in the installation landfill. The results are impressive… Fort Bragg’s range control staff built the entire village in 3 months, working with only photographs of buildings located in Iraq (no blueprints). Fifty salvaged steel transport containers became the buildings enhanced by plywood to round the corners of arches and domes. The structure was painted using one hundred gallons of paint that came from the recycling center. The roads, like most dirt tracks on Fort Bragg, are surfaced with tons of ground concrete from the foundations of deconstructed buildings. Principles of Sustainability applied:Mission Excellence: Soldiers are provided realistic training prior to deployment in theater.Community Collaboration: Teamwork amongst the Fort Bragg staff to coordinate the reuse of salvaged materials from the installation’s landfill and reuse center.Environmental Stewardship: Materials were diverted from traditional disposal the installation landfill thus lessening solid and hazardous waste (paint) generation and eliminating the burden on natural resources (materials, water, energy)that would have resulted in the traditional use new virgin materials.Economic Benefit: Project financial cost were roughly $4,500 and cost avoidance included more than$420,000 of new building material (standard construction cost).Systems Thinking: Even today this project supports LOE 1 Soldier, Family & Civilian Readiness, LOE 3 Leader and Workforce Development, and LOE 4 Installation Readiness. Personnel innovativeness in this project brings home an understanding of the human capital (level of knowledge and willingness to apply that knowledge in non-traditional ways) contribution towards a sustainable installation.
Briefer: Fort Bragg Iraqi Village “Freedom City” Situation:The crowded schedule at Fort Bragg’s two other MOUT training villages threatened to hold back the deployment of units during March 2004. Over one third of 48,000 soldiers training on the installation were being deployed to Iraq at any given time, in addition to thousands of reserve and NG soldiers mobilized for the then termed Global War on Terror. In addition, the existing urban training sites were built to simulate more traditional towns, not realistic Iraqi villages. Fort Bragg needed another training facility and they needed it fast! First thoughts conjure up traditional a vision of funding and build out taking several months…if not longer….to construct at a cost of hundreds of thousands of dollars that was not allocated in the budget. This left Range Officer (Mr. Bill Edwards) thinking ‘out-of-the-box’. He and the Director of Plans, Training and Mobilization decided to put their sustainability hats on and build a facility completely using in-house labor and available materials already on the installation, including material located in the installation landfill. The results are impressive… Fort Bragg’s range control staff built the entire village in 3 months, working with only photographs of buildings located in Iraq (no blueprints). Fifty salvaged steel transport containers became the buildings enhanced by plywood to round the corners of arches and domes. The structure was painted using one hundred gallons of paint that came from the recycling center. The roads, like most dirt tracks on Fort Bragg, are surfaced with tons of ground concrete from the foundations of deconstructed buildings. Principles of Sustainability applied:Mission Excellence: Soldiers are provided realistic training prior to deployment in theater.Community Collaboration: Teamwork amongst the Fort Bragg staff to coordinate the reuse of salvaged materials from the installation’s landfill and reuse center.Environmental Stewardship: Materials were diverted from traditional disposal the installation landfill thus lessening solid and hazardous waste (paint) generation and eliminating the burden on natural resources (materials, water, energy)that would have resulted in the traditional use new virgin materials.Economic Benefit: Project financial cost were roughly $4,500 and cost avoidance included more than$420,000 of new building material (standard construction cost).Systems Thinking: Even today this project supports LOE 1 Soldier, Family & Civilian Readiness, LOE 3 Leader and Workforce Development, and LOE 4 Installation Readiness. Personnel innovativeness in this project brings home an understanding of the human capital (level of knowledge and willingness to apply that knowledge in non-traditional ways) contribution towards a sustainable installation.
Briefer: Fort Bragg Iraqi Village “Freedom City” Situation:The crowded schedule at Fort Bragg’s two other MOUT training villages threatened to hold back the deployment of units during March 2004. Over one third of 48,000 soldiers training on the installation were being deployed to Iraq at any given time, in addition to thousands of reserve and NG soldiers mobilized for the then termed Global War on Terror. In addition, the existing urban training sites were built to simulate more traditional towns, not realistic Iraqi villages. Fort Bragg needed another training facility and they needed it fast! First thoughts conjure up traditional a vision of funding and build out taking several months…if not longer….to construct at a cost of hundreds of thousands of dollars that was not allocated in the budget. This left Range Officer (Mr. Bill Edwards) thinking ‘out-of-the-box’. He and the Director of Plans, Training and Mobilization decided to put their sustainability hats on and build a facility completely using in-house labor and available materials already on the installation, including material located in the installation landfill. The results are impressive… Fort Bragg’s range control staff built the entire village in 3 months, working with only photographs of buildings located in Iraq (no blueprints). Fifty salvaged steel transport containers became the buildings enhanced by plywood to round the corners of arches and domes. The structure was painted using one hundred gallons of paint that came from the recycling center. The roads, like most dirt tracks on Fort Bragg, are surfaced with tons of ground concrete from the foundations of deconstructed buildings. Principles of Sustainability applied:Mission Excellence: Soldiers are provided realistic training prior to deployment in theater.Community Collaboration: Teamwork amongst the Fort Bragg staff to coordinate the reuse of salvaged materials from the installation’s landfill and reuse center.Environmental Stewardship: Materials were diverted from traditional disposal the installation landfill thus lessening solid and hazardous waste (paint) generation and eliminating the burden on natural resources (materials, water, energy)that would have resulted in the traditional use new virgin materials.Economic Benefit: Project financial cost were roughly $4,500 and cost avoidance included more than$420,000 of new building material (standard construction cost).Systems Thinking: Even today this project supports LOE 1 Soldier, Family & Civilian Readiness, LOE 3 Leader and Workforce Development, and LOE 4 Installation Readiness. Personnel innovativeness in this project brings home an understanding of the human capital (level of knowledge and willingness to apply that knowledge in non-traditional ways) contribution towards a sustainable installation.
Briefer: The impact of family housing can be substantial in terms of the operational costs to families – energy bills continue to rise. For some military Families this represents a growing financial concern. Further, houses represent, nationally, a significant consumer of resources – power and water.
Centralized campus that provides support to all within the community who need it. Provides various types of support to include recreational, fitness, spiritual, cultural, and counseling. Comprehensive services within one area.
One of the largest and most extensive solar air heating projects in the world has now been completed for the United States Military base at Fort Drum, in upstate New York. The project is extremely significant in terms of the sheer magnitude of energy and CO2 savings, and it shows the tremendous potential for solar thermal when it is deployed on alarge scale.In the fall of 2005, the Army Corp of Engineers at the base commissioned a multimillion dollar retrofit program to upgrade 27 of their vehicle maintenance buildings. Conserval Engineering and Conserval Systems worked closely with the militarybase over the two year duration of the contract in the design and installation of the SolarWall transpired collector systems. SolarWall systems had previously been installed at six other U.S. military bases. This project was one of the reasons why the U.S. Corp of Engineers, in 2006, identified the transpired collector as one of two cost effectivetechnologies ideally suited for military buildings, such as vehicle maintenance garages.Types of Buildings Selected for SolarWall® SystemsTypical military buildings, such as vehicle maintenance garages, hangars, and warehouses are ideal for solar air heating. They have a high ventilation load which represents an enormous energy expenditure given the tremendous volume of air that has to be continuously brought in and then heated over the entire heating season. As well, these buildings have large wall surfaces available, which makes it easy to integrate a SolarWall system into the exterior façade.The SolarWall panels were mounted 6 to 10 inches from the exterior wall to create an air cavity. The heated boundary layer is drawn off the panels and through the perforations into the air cavity behind. From there, it is either directed into the HVAC units or into the building through a fan and ducting system.Conserval Engineering customized the interior heat distribution for optimal performance in each building. In total, 99 fans are being used to deliver 300,000 cfm of air. As well, new air makeup fans and distribution ducting were installed to improve the ventilation air in some of the older facilities. In some cases the air was brought in through wall fans, in other cases through roof mounted fans or HVAC units. The issue of destratification was present in many of the buildings; the temperature at the ceiling of tall hangars was as much as 20 F (12 C) hotter than floor temperature prior to theinstallations. The SolarWall ducting systems were designed to minimize the stratified ceiling heat, resulting in additional energy savings.The $3 million that was allocated to the turnkey SolarWall project will allow the base to generate a minimum of 4MW of thermal energy. It will displace 2,000 tons of CO2 annually by reducing 44,000 million BTU/h (46,000 GJ) of natural gas each year. From a cost and energy production perspective, these values illustrate the financial attractiveness of the SolarWall solar air heating system. The SolarWall project at Fort Drum also created ten man years’ worth of work, whichhighlights the local job creation benefits of solar
Ft. CarsonECIP: • 2 MW, 12-acre facility on former landfill, the largest solar array built at a U.S. Army facility at the time of construction. • Through a power purchase agreement with Fort Carson, Colorado Springs Utilities builds and maintains the solar PV facility and provides the Fort with lower-cost electricity in return for leasing the site. • Solar array will generate enough electricity annually to power 540 homes, or 2.3% of the Fort’s energy consumption. • Project expected to save Fort Carson $500,000 in energy costs over the life of its 20-year contract with the utility. In 2008, a 2-megawatt (MW), ground-mounted solar photovoltaic (PV) array was designed and constructed at Fort Carson, CO. The landmark PV project produces enough power for approximately 540 homes and covers nearly 15 acres. At the time of development, it was the largest onsite solar plant in Colorado and the largest solar array at a U.S. Army facility.The farm resides on a closed landfill, containing mostly C&D debris and regulated as a solid waste management unit. Fort Carson is purchasing electricity produced from the array at a fixed rate of 5.5 cents per kilowatt hour for the duration of a 17-year contract. An estimated savings of $500,000 in electricity costs is expected during the life of the contract.Generating 3,200 megawatt-hours (MWh) of solar power annually, the ground-mounted solar array consists of flat-plate, thin-film solar technology which is warranted for 25 years, and the plant can be expected to produce energy efficiently for up to 40 years. Special engineering/design was required for the solar array construction in order to accommodate the waste that still exists 2'-8' below the surface. The landfill cover remedy was prioritized and funded by the Army Environmental Command.The project represents the collaboration of numerous additional players including energy companies, an investment firm, utilities, a federal power marketing administration, U.S. Army Environmental Center, Fort Carson Army Installation and the state of Colorado. The private companies developed, engineered, installed and financed the project. Denver-based Xcel Energy will purchase the renewable energy certificates for 20 years under its Solar*Rewards Program. Colorado Springs Utilities provides services to Fort Carson and will host the system on its grid. Under its power marketing authority, Western Area Power Administration's Rocky Mountain Region will procure the power from the system for Fort Carson. The project supports a long-term energy goal for Fort Carson to sustain all facility mobility systems from renewable sources by 2027. Fort Carson won the Governor's Renewable Energy Award for 2007 for its efforts in the solar array project. Extra Info:The solar farm is not located on just any old 15 acre lot, but was constructed on a closed landfill with limited reuse potential; a good fit for low-impact solar PVs. Closed in 1973, the landfill contains mostly construction and demolition debris and is regulated as a solid waste management unit with the Colorado Department of Public Health and Environment. Continued coordination with the State of Colorado was essential to making this project a success.Reflecting the U.S. Army's strong commitment to clean and renewable energy, the solar farm uses Colorado’s abundant sunshine and available federal land to realize Fort Carson’s energy future. This project also represents the first major customer-sited project to emerge from Colorado’s voter-led initiative to make the state a leading user of renewable energy. This project should inspire others of its kind increasing solar energy generation across the country and world. The Fort Carson effort was managed by Stephanie Carter and Vince Guthrie. Carter's role as the Directorate of Public Works utilities program manager was to prepare the landfill for construction. Guthrie, an industrial engineer with the DPW operations and maintenance division, coordinated the efforts of all the organizations involved.