NASA Procedural Requirements

NPR 8590.1A Effective Date: July 18, 2011 Expiration Date: July 18, 2024

Subject: Environmental Compliance and Restoration Program (Revalidated on April 5, 2016 with Change 1)

Responsible Office: Office of Strategic Infrastructure

Chapter 5. Environmental Compliance/Functional Leadership Project Requirements

5.1 Introduction

5.1.1 ECFL projects help NASA adapt to changing environmental regulations or requirements. There are four ECFL project categories:

a. Capital Compliance Projects—Center-initiated projects to support Agency sustainability efforts or for facility improvements in response to new or changing environmental regulatory requirements (e.g., boiler retrofits, generators, diesel equipment, or wastewater treatment systems required to meet revised regulatory standards). A Capital Compliance project eligible for ECR funding:

(1) Does not include changes or improvements caused by a lack of maintenance or equipment reaching the end of its design life.

(2) Is not initiated by a change in mission wherein the change is the only driver for a change in regulatory requirements.

(3) Does not include abatement or removal of polychlorinated biphenyl (PCB) materials, asbestos, or lead-based paint as part of construction or demolition.

(4) Has an estimated $1,000,000 minimum project cost.

(5) Must comply with the requirements of NPR 8820.2, Facility Project Requirements.

b. Headquarters Initiatives—Agency-wide projects and activities initiated and managed by EMD. A Headquarters Initiative eligible for ECR funding includes:

(1) Studies of changes in legal and other requirements and regulations to determine applicability.

(2) EMD information management systems (e.g., NETS, cost estimating software).

(3) Subscriptions for environmental regulatory databases.

(4) Environmental Functional Reviews.

(5) Support activities for EMD or the ECR Program (e.g., workshops, logistics, planning, and program/process analysis and improvement).

c. ECFL Studies—Projects initiated at a Center and Component Facility that have a potential benefit of addressing Agency risks, realizing opportunities (e.g., identifying environmental or energy performance improvements), or establishing external partnerships. ECFL studies include review of changes in regulations to determine applicability to Centers and Component Facilities, and analysis of specific problems to determine a course of action. An ECFL study eligible for ECR funding:

(1) Does not involve capital improvements.

(2) Does not include plans currently required for compliance (e.g., spill prevention control and countermeasures plans, storm water pollution prevention plans) or other routine operational environmental compliance costs.

d. Principal Center Initiatives—Ongoing Agency-wide activities and projects that are initiated by EMD and implemented by Centers. Principal Center Initiatives require a formal MOA between the implementing Center and OSI and development of annual task plans.

5.2 Environmental Compliance/Functional Leadership Capital Compliance Project

5.2.1 Environmental Compliance/Functional Leadership (ECFL) Capital Compliance project life cycles are divided into phases, as shown in Table 5-1.

Table 5-1 ECFL Capital Compliance Project Life-Cycle

5.2.2 Project approval points for the ECFL Capital Compliance project life-cycle phases are summarized in Table 5-2, which describes the approval interface between EMD and the ECR Project Manager.

Table 5-2 ECFL Capital Compliance Project Life-Cycle Approvals

5.2.3 The Center Environmental Manager shall:

a. Identify projects that are eligible for ECR Program funds.

b. Prioritize the project in accordance with the approved prioritization process.

c. Submit the project for approval.

d. Name a Project Manager.

e. Prepare a project plan including:

(1) A project description, including the purpose and need.

(2) A project cost estimate prepared according to the approved estimation process.

(3) A baseline schedule.

A description of project risk management including a:

(4) identification of potential occupational safety and health risks.

(5) description of approval points as identified in Table 5-2.

(6) plan for monitoring project progress, including a definition of performance metrics, the frequency of monitoring and measuring, and a process for corrective actions.

(7) A description of the review and reporting cycle, reporting format, and reporting frequency, including at a minimum quarterly reports.

f. Submit the project plan to the approving authority described in Table 5-2.

g. Implement the project plan.

h. Coordinate the construction process with the Construction of Facilities Project Manager, and other external organizations, to ensure that the project meets environmental permitting and regulatory requirements.

i. Ensure that the Capital Compliance project for infrastructure improvements follows NPR 8820.2, Facility Project Requirements as a Non-Construction of Facilities project and follows NPR 8800.15, Real Estate Management Program.

j. Submit documentation for improvements and modifications to NASA's real property, as required by NPR 8800.15, Real Estate Management Program, to ensure that NASA properly records the value of its real property.

k. Submit documentation required by NPR 8820.2, Facility Project Requirements, to the Director of EMD and the Facilities Engineering and Real Property Division.

l. Archive records and information in accordance with NPR 1441.1, NASA Records Retention Schedules.

m. Document lessons learned in accordance with NPR 7120.6, Lessons Learned Process.

n. Obtain approval from the ECR Program Manager to close the project.

o. Deobligate unused funds and close the project.

5.3 Headquarters Initiative, Environmental Compliance/Functional Leadership Study, and Principal Center Initiative

5.3.1 ECFL study, Headquarters Initiative, and Principal Center Initiative project life cycles are divided into phases.

Table 5-3 Headquarters Initiative, ECFL Study, and
Principal Center Initiative Project Life-Cycle

5.3.2 Project approval points for the Headquarters Initiative, ECFL study, and Principal Center Initiative project life-cycle phases outline the approval interface between EMD and the Project Manager.

Table 5-4Headquarters Initiative, ECFL Study, and
Principal Center Initiative Project Life-Cycle Approvals

5.3.3 Project Planning

a. The Director of EMD shall:

(1) Identify potential Headquarters Initiatives or Principal Center Initiatives that are eligible for ECR Program funds.

(2) Prioritize projects in accordance with the approved prioritization process and submit the results to the ECR Program Manager.

(3) Approve the project.

(4) Name an EMD Project Manager for Headquarters Initiatives.

(5) Name a Principal Center Sponsor for Principal Center Initiatives.

b. The Center Environmental Manager shall:

(1) Identify ECFL studies that are eligible for ECR Program funds.

(2) Prioritize projects in accordance with the approved prioritization process.

(3) Submit the project to the ECR Program Manager for approval.

(4) Name a Project Manager.

c. The EMD Principal Center Sponsor shall:

(1) Prepare an MOA describing a proposed Principal Center Initiative and qualifications of the Project Manager.

(2) Submit the MOA for review and approval by the Center Director and the Assistant Administrator for OSI.

(3) Review the annual task plan and advocate for funding.

(4) Monitor the MOA and coordinate renewal.

d. For Principal Center Initiatives, the Center Director shall name a Project Manager with concurrence from the Director of EMD.

e. ECFL Project Managers shall prepare a project plan for ECFL studies and Headquarters Initiatives or a task plan for Principal Center Initiatives to ensure that project support the NASA mission, commitment to compliance with applicable regulations, and protection of human health and the environment, including:

(1) A project description, including the purpose and need.

(2) A project cost estimate prepared according to the approved cost estimation process.

(3) A baseline schedule.

(4) A description of project risk management including potential occupational safety and health risks.

(5) A description of approval points, approval authorities, and the method for communicating and receiving authorizations in the project life cycle, as identified in Table 5-4.

(6) A plan for monitoring project progress, including a definition of performance metrics, the frequency of monitoring and measuring, and a process for corrective actions.

(7) A description of the review and reporting cycle, reporting format, and reporting frequency, including, at a minimum, quarterly reports.

f. The ECFL Project Manager shall submit the project plan to the approving authority described in Table 5-4.

5.3.4 Project Implementation

a. The Center Environmental Manager shall implement an ECFL study, according to the approved project plan.

b. The EMD Project Manager shall implement a Headquarters Initiative, according to the approved project plan.

c. For a Principal Center Initiative, the Principal Center Sponsor shall:

(1) Monitor performance against milestones and metrics identified in the annual task plan and, if necessary, initiate corrective actions.

(2) Review and approve Principal Center submittals.

(3) Report quarterly to the Director of EMD on annual task plan progress.

d. The ECFL Project Manager shall:

(1) Plan and support the project review at the end of each life-cycle phase described in Table 5-3.

(2) Update the project plan or task plan annually and at the end of each life-cycle phase.

5.3.5 Project Closeout

e. The Center Environmental Manager shall:

(1) Obtain approval from the ECR Program Manager to close an ECFL study.

(2) Close the project.

f. The ECR Program Manager shall close Headquarters Initiatives.

g. The Director of EMD shall close Principal Center Initiatives.

h. Project closeout activities include:

(1) Archiving records and information in accordance with NPR 1441.1, NASA Records Retention Schedules.

(2) Distributing final report to parties identified in the project plan.

(3) Documenting lessons learned in accordance with NPR 7120.6, Lessons Learned Process.

(4) De-obligating funds.

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