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This Handbook does not create any right or benefit, or trust responsibility, 

substantive or procedural, enforceable at law or equity by a party, person, or any 

entity against the United States, its agencies or instrumentalities, its officers, or 

employees, or any other person or entity. This Handbook does not alter or amend 

any requirement under statute, regulation, or Executive Order. 

At the time this Handbook was written, the various hyperlinks referenced in this document were 

active and accurate. Because of the frequent changes to Websites, it is possible that some of the 

hyperlinks might become inaccurate and not link to the indicated document or Website. 
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TABLE OF CONTENTS 

1.0 INTRODUCTION 6

2.0 PROJECT MANAGEMENT OVERVIEW 7

2.1. Project Management in General 7

2.2. Applicable BLM Projects 7

2.3. Purpose and Goals of BLM Project Management 8

2.4. Laws, Regulations, and Authorities 9

3.0 PROJECT LIFECYCLE 11

3.1. Initiation and Development 11

3.1.1. Project Goals and Objectives 15

3.1.2. Site Description, Background, History 15

3.1.3. Programmatic Framework 15

3.1.4. Regulatory Framework/Enforcement Actions 16

3.1.5. Organizational Structure 17

3.1.6. Statement of Work (SOW) 17

3.1.7. Project Team Identification and Responsibilities 18

3.1.7.1. Project Management and Administration 20

3.1.7.2. Legal Support 22

3.1.7.3. Stakeholders and Partnerships 23

3.1.7.4. Contractors and Technical Support 24

3.1.7.5. Health and Safety 26

3.1.8. Schedule 26

3.1.9. Reporting Requirements 27

3.1.10. Risks 27

3.1.11. Quality Control/Value Engineering/Peer Review 28

3.2. Planning 28

3.2.1. Preparation of Planning Documents 30

3.2.2. Site Investigation(s) 31

3.2.3. Selecting a Course of Action 33

3.3. Design, Execution and Control 33

3.3.1. Designing the Selected Course of Action 33

3.3.2. Implementing the Design 35

3.3.3. Monitoring and Controlling Project Parameters 36

3.4. Closeout and Monitoring 38

3.4.1. Initial Closeout 38

3.4.2. Monitoring & Post Implementation Activities 38
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4.0 REFERENCES 42

4.1. Technical References 42

4.2. Links to the BLM State Offices and Related Programs 44

4.3. Links to Other Agencies 44

Appendix A – GLOSSARY 45

Appendix B – ACRONYMS 48

LIST OF FIGURES 

Figure 1: BLM Project Management Process Overview for Medium to Long-term or Complex 

Environmental Cleanup, Natural Resource Restoration, and Physical Safety Remediation Projects........12 

Figure 2: Initiation and Development Phase...............................................................................................13 

Figure 3: Typical Project Team Structure ...................................................................................................19 

Figure 4: Planning Phase............................................................................................................................29 

Figure 5: Design, Execution, and Control Phase........................................................................................34 

Figure 6: Closeout Phase............................................................................................................................39 
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Other BLM Handbooks to Use in Conjunction with the 

Project Management Handbook 

 BLM’s Response Actions Handbook (NCP/CERCLA) (H1703-1) 

http://www.blm.gov/pgdata/etc/medialib/blm/wo/Informati

on_Resources_Management/policy/blm_manual.Par.629

92.File.dat/1703.pdf 

 NEPA Handbook (H-1790-1) 

http://www.blm.gov/wo/st/en/info/regulations/Instruction_

Memos_and_Bulletins/blm_handbooks.html 

1.0 INTRODUCTION

This Handbook is intended for the Department of the Interior’s (DOI) Bureau of Land Management’s 

(BLM) employees who conduct environmental cleanup, natural resource restoration, and physical 

safety hazard remediation of medium to long-term or complex projects, especially the Project 

Manager (PM) and others playing a management role. Generally, these types of projects are 

conducted under the Hazard Management and Resource Restoration (HMRR a.k.a. HazMat) and 

Abandoned Mine Land (AML) programs. This Handbook identifies and describes important project 

management responsibilities for the BLM’s employees and provides guidance to ensure that the 

BLM’s medium to long-term or complex environmental cleanup, natural resource restoration, and 

physical safety hazard remediation projects are completed in an efficient and cost-effective manner, 

and comply with all appropriate laws, regulations, and policies. 

This Handbook provides project 

management guidance. It is not a 

replacement for, but rather a supplement 

to, the BLM’s Response Actions 

Handbook (NCP/CERCLA) (H-1703-1) 

and the National Environmental Policy 

Act (NEPA) Handbook (H-1790-1). 

The remainder of this Handbook covers 

the following: 

♦ Chapter 2.0, Project Management Overview provides information on project management, 

describes the BLM projects to which project management should be applied, explains the 

purpose and goals of project management for the BLM’s projects, and presents the laws, 

regulations, etc. that give the BLM the authority to implement project management for 

environmental cleanup, natural resource restoration, and physical safety hazard remediation 

projects. 

♦ Chapter 3.0, Project Lifecycle provides guidance on applying project management principles to 

the BLM’s projects for the four general stages of project management: 1) Initiation and 

Development; 2) Planning; 3) Design, Execution and Control; and 4) Closeout and Monitoring. 

♦ Chapter 4.0, References provides a list of technical references, including the BLM’s handbooks, 

manuals, resource notes, technical notes, and other DOI/BLM documents, and links to the BLM’s 

Washington and State Offices and related programs and other relevant agencies. 

♦ Appendices, Appendix A – Glossary provides definitions for some of the major terms used 

throughout the Handbook, and Appendix B – Acronyms spells out the full term for each acronym 

and abbreviation used throughout the Handbook. 
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Other Project Management Handbooks 

 Remedial Design/Remedial Action Handbook, EPA 540/R-95/059 

http://www.epa.gov/superfund/cleanup/rdrabook.htm 

2.0 PROJECT MANAGEMENT OVERVIEW 

This chapter presents an overview of 

project management and provides 

information pertaining to the 

following: 

♦ Project Management in General – see Section 2.1; 

♦ Applicable BLM Projects – see Section 2.2; 

♦ Purpose and Goals of BLM Project Management – see Section 2.3; and 

♦ Laws, Regulations, and Authorities – see Section 2.4. 

2.1. Project Management in General 

To encourage proper implementation of the requirements of applicable laws, regulations, and 

authorities at medium to long-term or complex environmental cleanup, natural resource restoration, 

and physical safety hazard remediation projects, the BLM requires its employees to apply basic 

project management principles. 

Project management is the application of knowledge, skills, tools, and techniques to meet or exceed 

stakeholders’ needs and expectations from a project. In addition to the BLM, stakeholders at 

environmental cleanup projects may include other regulators, other Federal and State agencies, and 

community, industry, and environmental groups. The key objective of project management is to 

make the most effective use of all resources to achieve the final goal within budget and on schedule 

while meeting performance requirements and obtaining stakeholder acceptance. 

The PM is responsible for ensuring that project management processes and procedures are applied 

and used throughout the life of the project. The project management process generally involves the 

following four project phases (described in detail in Chapter 3.0): 

♦ Initiation and Development – see Section 3.1; 

♦ Planning – see Section 3.2; 

♦ Design, Execution and Control– see Section 3.3; and 

♦ Closeout and Monitoring– see Section 3.4. 

2.2. Applicable BLM Projects 

Project management principles and processes shall be applied for the following types of medium to 

long-term or complex projects: 

♦ Environmental cleanup addressed under the Environmental Response, Compensation, and 

Liability Act (CERCLA); 

♦ Natural resource restoration managed under the Natural Resource Damage Assessment and 

Restoration (NRDAR) program, addressed under CERCLA and the Oil Pollution Act (OPA); and 

♦ Physical safety hazard remediation addressed under the NEPA process. 
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Physical Hazards and CERCLA 

The BLM requires that all environmental cleanup and natural resource restoration sites be addressed under 

CERCLA to enable the BLM to recover costs associated with the cleanup or restoration. Physical safety 

hazards can be addressed under CERCLA if they are part of the response action; otherwise, they must be 

addressed under the NEPA process. 

While project management principles apply to most medium to long-term environmental cleanup, 

natural resource restoration, and physical safety hazard remediation sites, some efforts may not 

warrant this more structured approach. For example, individual physical safety hazard mitigations, 

smaller removal efforts, and other routine, small site environmental cleanups may not warrant the 

same level of project management as complex projects of longer duration. Additionally, the BLM 

investigates all its known sites that present a potential risk to human health or the environment to 

determine if a structured project management approach is necessary. 

In situations where the BLM is not the lead agency for a project or site, the BLM encourages its 

partners (or potentially responsible parties—PRPs) to follow project management principles. 

Further, BLM provides oversight to promote the application of these principles, at least to those 

portions of the project that the BLM maintains responsibility. It is important to note that the BLM 

still maintains responsibility for the portion of a project or lands under the BLM’s jurisdiction, 

authority, or control. 

2.3. Purpose and Goals of BLM Project Management 

National BLM-wide processes and procedures for project management that are grounded in generally 

accepted project management principles will help ensure a consistent approach to accomplishing the 

BLM’s mission of public land conservation through communication, consultation, and cooperation 

with Federal, State, and local partners. The BLM’s three basic objectives for implementing project 

management requirements are improved financial management, communications, and quality. 

♦ Financial Management – Project management processes and procedures help PMs control the 

cost of projects by implementing a well-defined schedule with budget and cost tracking 

mechanisms. Additionally, these practices help manage the scope more effectively, identify 

problems before they occur, and resolve issues quickly once they do occur, thus decreasing or 

eliminating additional time, energy, effort, and cost to the project due to unanticipated tasks and 

issues. 

♦ Communications – A communications plan—including processes and procedures for helping 

PMs communicate efficiently and effectively with management, the project team, the 

community, partners, and other stakeholders—promotes cooperation among and by stakeholders, 

promotes consensus, and decreases or eliminates many conflicts arising from a lack of 

information. 

♦ Quality – Quality management processes allow the team to implement quality control (QC) and 

quality assurance (QA) techniques to achieve explicitly stated goals and requirements, make 

decisions based on facts and accurate data, and measure accomplishments using established 

metrics. 
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2.4. Laws, Regulations, and Authorities

The following laws and regulations provide guidance for the BLM to implement project 

management. 

♦ Federal Managers’ Financial Integrity Act (FMFIA) of 1982 (PL-97-255). FMFIA requires 

that each executive agency establish internal accounting and administrative controls to provide 

reasonable assurances of the following:

 Obligations and costs are in compliance with applicable law;

 Funds, property, and other assets are safeguarded against waste, loss, unauthorized use, 

or misappropriation; and 

 Revenues and expenditures applicable to agency operations are properly recorded and 

accounted for to permit the preparation of accounts and reliable financial and statistical 

reports and to maintain accountability over the assets.

Issued under FMFIA’s authority, the Office of Management and Budget (OMB) Circular No. 

A-123 states that FMFIA encompasses program, operational, and administrative areas, as well as 

accounting and financial management and that management controls should be an integral part of 

the cycle of planning, budgeting, management, accounting, and auditing. The Circular defines 

management controls as the organization, policies, and procedures used to reasonably ensure the 

following: 

 Programs achieve their intended results; 

 Resources are used consistent with agency mission; 

 Programs and resources are protected from waste, fraud, and mismanagement; 

 Laws and regulations are followed; and 

 Reliable and timely information is obtained, maintained, reported, and used for decision 

making. 

♦ Government Performance and Results Act (GPRA) of 1993 (PL-103-62). GPRA holds 

Federal agencies accountable for using resources wisely and achieving program results. GPRA 

requires agencies to develop plans for what they intend to accomplish, measure how well they are 

doing, make appropriate decisions based on the information they gathered, and communicate 

information about their performance to Congress and to the public. 

Laws, Regulations, and Other Federal Guidance 

 FMFIA (PL-97-255) http://www.whitehouse.gov/omb/financial/fmfia1982.html

 OMB Circular A-123 http://www.whitehouse.gov/omb/circulars/a123/a123.html

 GPRA (PL-103-62) http://www.whitehouse.gov/omb/mgmt-gpra/gplaw2m.html

 FLPMA http://www.blm.gov/flpma/

 NCP (40 CFR 300) http://www.access.gpo.gov/nara/cfr/waisidx_05/40cfr300_05.html 

 CERCLA (42 U.S.C. 9601) http://www.gpoaccess.gov/uscode/index.html 

 OPA (33 U.S.C. 2701) http://www.gpoaccess.gov/uscode/index.html 

 NEPA (42 U.S.C. 4321) http://www.gpoaccess.gov/uscode/index.html 

 CWA (33 U.S.C. 1251) http://www.gpoaccess.gov/uscode/index.html 

 NHPA (16 U.S.C. 470) http://www.achp.gov/nhpa.html
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♦ Federal Land Policy and Management Act (FLPMA) of 1976. FLPMA established public 

land policy and guidelines for its administration. It also provided for the management, 

protection, development, and enhancement of the public lands. 

♦ National Oil and Hazardous Substances Pollution Contingency Plan (NCP) (40 CFR part 

300). The NCP “provide[s] the organizational structure and procedures for preparing for and 

responding to discharges of oil and releases of hazardous substances, pollutants, and 

contaminants” (40 CFR 300.1). The NCP requires that the BLM (at sites where the BLM is the 

lead agency) designate an on-scene coordinator/remedial project manager (OSC/RPM) to direct 

response efforts and coordinate all other efforts at a project site. The BLM PM acts as the 

OSC/RPM at BLM-lead sites and is responsible for carrying out all of the required duties of the 

OSC/RPM. The NCP also provides specific requirements related to project management 

(Section 300.120(a)). 

♦ Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) 

(42 U.S.C. 9601, et seq.). CERCLA was enacted to address risks to public health and the 

environment resulting from actual or potential releases of hazardous substances and to recover 

costs spent for cleanups from responsible parties.1

 

♦ Oil Pollution Act (OPA) of 1990 (33 U.S.C. 2701, et seq.). The OPA authorizes the BLM 

(acting as a trustee of natural resources) to present a claim for and seek the recover of monetary 

damages to restore natural resources that are injured by “oil” spilled into or affecting waters of 

the United States (Section 2706 (b)(1)). The term “oil” includes various forms of oil, petroleum, 

and mixed oil, but does not include substances designated or listed as hazardous substances under 

CERCLA, including oil when mixed with hazardous substances. 

♦ National Environmental Policy Act (NEPA) (42 U.S.C. 4321, et seq.). NEPA establishes a 

process to review the environmental impacts of a proposed major Federal action and alternatives 

to the proposed action that could significantly affect the quality of the environment. 

♦ Clean Water Act (CWA) of 1972 (33 U.S.C. 1251, et seq.). The BLM can use the provisions 

of the CWA to promote cooperative clean-up efforts at its sites (e.g., NRDAR, abandoned mines, 

and other mine sites) impacting water quality. 

♦ National Historic Preservation Act of 1966 (NHPA), as amended (16 U.S.C. 470). The goal 

of NHPA is to have Federal agencies act as responsible stewards of the nation’s resources when 

their actions affect historic properties. The BLM uses NHPA authority to ensure protection of 

historic and archaeological properties where lands managed by the BLM may impact historic or 

cultural resources. 

 

1 Executive Orders 12580 and 13016 delegated CERCLA authority and responsibility to the Secretary of the Interior 

to respond to actual or potential releases of hazardous substances on or affecting public lands administered by the 

BLM and to initiate cost recovery from responsible parties. Secretarial Order 3201further delegated certain of these 

CERCLA authorities to the BLM Director, with State Directors being authorized to further delegate these authorities 

to the field.
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3.0 PROJECT LIFECYCLE 

This Chapter describes the basic project management practices that shall be conducted for the BLM’s 

projects where project management is required (see Section 2.2). For those projects where project 

management is not required, the BLM encourages the use of project management practices, and to 

that end, the guidance in this chapter can be adapted for use with any project size and type. 

The project management process generally involves four project phases—described in detail in the 

following sections (also see Figure 1): 

♦ Initiation and Development – Section 3.1; 

♦ Planning – Section 3.2; 

♦ Design, Execution and Control – see Section 3.3; and 

♦ Closeout and Monitoring – see Section 3.4. 

3.1. Initiation and Development

The Initiation and Development Phase (see Figure 2) is the foundation for the entire project. In this 

phase, the HazMat and/or AML Coordinator in the field investigates the discovery of possible 

environmental incidents. If initial investigations indicate that there may be possible contamination or 

physical safety hazards and/or additional site characterization is necessary, a PM may be assigned 

and a Project Management Team may be established. Additionally, after informing management, the 

PM must notify the National Response Center (NRC) by calling 1-800-424-8802 when a release of a 

hazardous substance occurs in an amount equal to or exceeding its reportable quantity in any 24-hour 

period. Table 302.4 in 40 CFR 302.4 provides a list of reportable quantities of hazardous substances. 

There also may be State and local hazardous substance release reporting requirements. 

The PM works to obtain funding for the subsequent activities through the State AML or HazMat 

Program Lead. The funding request must include a more detailed estimate for the fiscal year that 

the funding is requested. Although a cost estimate for the entire life of the project may not be 

feasible initially, the funding request can include a range and/or order of magnitude estimate for 

the entire project. Along with the funding request, the PM must submit an abbreviated schedule 

for the project. Once funding has been approved, the PM must prepare a Project Management 

Plan (PMP). The remainder of the Initiation Phase (and this section) is essentially devoted to the 

preparation of the PMP. 

Project Management Plan (PMP) 

The PMP is a written document designed to cover all project activities through completion and site 

closeout. It documents the procedures and processes that are in effect throughout the life of the 

project to ensure its successful completion. 
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Figure 1: BLM Project Management Process Overview for Medium to Long-term or Complex Environmental Cleanup, Natural Resource Restoration, and Physical Safety Remediation Projects 
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Figure 2: Initiation and Development Phase 
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Project Management Plan (PMP) 

Do not include any information in the 

PMP that should not be made available 

to the public (e.g., litigation or sensitive 

information). To identify such 

information check with the DOI Solicitor.

The BLM requires a PMP for the following types 

of medium to long-term or complex projects: 

 Environmental cleanup addressed under 

CERCLA; 

 Natural resource restoration managed under the 

NRDAR program, as addressed under CERCLA 

and OPA; and 

 Physical safety hazard remediation addressed 

under the NEPA process. 

A properly completed PMP does the following:

♦ Provides timely information to the project decisionmakers to manage the project scope, costs, and 

schedule; 

♦ Ensures the quality of the project outcomes, 

deliverables, and related data; 

♦ Applies the applicable Federal, State, and local 

requirements; and 

♦ Documents the role of the agency leadership and management team. 

The PMP clearly identifies the project scope and budget estimate, and describes the responsibilities 

of all participants in the project execution. The PMP becomes the basis for commitment by all 

participants to deliver a quality project on schedule and within budget. 

The PMP is a management tool for the PM and 

other team members. The PM works with the 

Project Management Team to develop an initial 

PMP after funding has been approved and to 

update the document as necessary throughout the 

life of the project. The PMP should contain all of 

the information described in this section, but the 

format can be modified to produce a PMP that 

most effectively serves the BLM, its partners, and 

other stakeholders throughout the project 

lifecycle. The PMP consists of the following: 

♦ Project Goals and Objectives – see Section 3.1.1; 

♦ Site Description, Background, History – see Section 3.1.2; 

♦ Programmatic Framework – see Section 3.1.3; 

♦ Regulatory Framework/Enforcement Actions – see Section 3.1.4; 

♦ Organizational Structure – see Section 3.1.5; 

♦ Statement of Work (SOW) – see Section 3.1.6; 

♦ Project Team Identification and Responsibilities – see Section 3.1.7; 

♦ Schedule – see Section 3.1.8; 

♦ Reporting Requirements – see Section 3.1.9; 

♦ Risks – see Section 3.1.10; and 

♦ Quality Control/Value Engineering/Peer Review – see Section 3.1.11. 

The content and level of detail of the PMP will evolve during the life of the project. Some of the 

elements will be quite detailed while others may not necessarily apply to every project. 
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To Help Describe the Site, Ask: 

 What caused the contamination? 

 When did the contamination occur? 

To Determine Goals and Objectives, Ask: 

 What is the cleanup standard to be achieved? 

 Will the site be cleaned up or mitigated to an acceptable risk, 

regulatory requirement, or background levels? 

 What will be the end land use (e.g., open space, recreational, or 

restricted)? 

 Will there be long-term maintenance or operational requirements? 

 When will the cleanup, restoration, and/or remediation action(s) 

be complete? 

 When will the total project, including any monitoring requirements, 

be finished?

3.1.1. Project Goals and Objectives 

The purpose of the project should 

be provided in this section of the 

PMP. Every project must have a 

goal or goals. Most projects 

requiring a PMP likely will have 

interim and long-term objectives 

to help attain the project goal(s). 

The interim objectives typically 

are those that will be completed 

during the fiscal year that funds 

have been requested. The longterm objectives can include 

completion of the different project 

phases, completion of various 

plans, and other anticipated tasks. 

The PM works with the Project Management Team to identify and prioritize objectives that will be 

part of the overall project strategy. Project objectives often will change throughout the life of a 

project. The team periodically should review the project objectives to confirm or make any 

necessary changes and plan to modify funding requests during the next budget cycle. 

3.1.2. Site Description, Background, History 

This section of the PMP provides a project description and the 

information necessary to put the site in context. It should 

clearly identify the location and size of the site, and describe 

the results of any completed investigations including any 

contaminants of concern and risk factors. It is important that 

the site definition take into account what reasonably can be cleaned up with available funding. If the 

project area is too big, the project may never be completed; thus, a watershed may need to be divided 

into prioritized projects. 

3.1.3. Programmatic Framework 

This section provides information regarding BLM’s program areas (e.g., HazMat, AML) that will 

track the project, and the type of funding used for the project, including the amount and funding 

source. The Programmatic Framework should describe past and future budget requirements for the 

total project through cleanup and monitoring. 

Because the BLM must provide documentation to the DOI for project funding and expenditures of 

projects funded through the Central Hazardous Materials Fund (CHF – see below), the PMP should 

provide this necessary information. The BLM’s Washington Office issues and coordinates funding 

proposals and validates program documentation to ensure that project funding is used in a manner 

consistent with policy. 

 
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The various funding sources available to the BLM for environmental cleanup, natural resource 

restoration, and physical safety hazard remediation are as follows: 

 

♦ Central Hazardous Materials Fund (CHF) can be used to conduct PRP searches, removal and 

remedial site evaluations, time critical and non-time-critical removal actions, remedial 

investigations, feasibility studies, designs, and cleanups. The CHF is managed by the DOI. 

♦ Soil, Water, and Air (1010) funds can be used for PRP searches; site characterization and 

inventory enhancement; watershed analysis; coordination activities with present and future 

partnering entities; AML physical safety hazard remediation sites; and purchase of necessary 

field equipment or other essentials for program administration, safety education and outreach, 

and training. 

♦ Hazard Management and Resource Restoration (1640 base) funds can be used for assessing 

hazardous materials, non-hazardous materials,2 or AML sites; responding to hazardous 

materials or non-hazardous materials sites; monitoring and maintaining hazardous materials 

sites; evaluating PRPs for cost avoidance/recovery and processing these cases; and providing 

program support for protection of lives, resources, and property. 

♦ Special Cleanup Funds (SCF) can be used to perform PRP searches, site assessments, sampling, 

investigations, removal actions, and other related hazardous materials cleanup activities. The 

SCF is an internal BLM funding source to manage specific safety hazards and conduct hazardous 

substance response actions that are not currently eligible for the CHF. 

♦ Natural Resource Damage Assessment and Restoration (NRDAR) provides funding for the 

assessment of injuries to natural resources and services caused by releases of CERCLA 

hazardous substances and oil spills, including the development of restoration plans. 

3.1.4. Regulatory Framework/Enforcement Actions 

The Regulatory Framework/Enforcement Actions section of the PMP contains information regarding 

the legislation and regulations authorizing the BLM to conduct the work defined in the PMP and 

describes the regulatory history of and laws being followed for the project. This typically includes at 

least the NCP and CERCLA (see Section 2.4), but may include other relevant laws and regulations, 

including State and local requirements.3

This section of the PMP also includes a description of the required or anticipated coordination with 

other Federal agencies and State and local governments. If the BLM is not the lead agency for the 

site, the PM should contact the appropriate regulatory agency. If applicable, describe any 

enforcement actions that have already been initiated (e.g., sending a CERCLA 104(e) information 

request to the PRPs).4

 

2

 Non-hazardous material sites refer to natural, man-made, and noncompliance situations that pose health, safety 

and/or environmental risk or wildfire risk to the public. Examples include cast away equipment, abandoned 

structures, unexploded ordnance, solid waste dumps, unstable slopes, potential rock slides, and caves. 

3

 Check with the Solicitor to ensure that the PMP includes all applicable Federal, State, and local laws and 

regulations. 

4

 Due to confidentiality, the names and any detail regarding the PRPs should not be included in the PMP; however, a 

general statement regarding what has been accomplished to date regarding PRPs should be included. 
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Why is the SOW Important? 

When projects that have gone poorly 

or have broken down are reviewed, we 

often find that the project SOW and 

goals were not clearly defined. 

A key issue to address in this section of the PMP is the identification of Federal and State-defined 

Applicable or Relevant and Appropriate Requirements (ARARs). An ARAR may be either a Federal 

requirement or any State-promulgated requirement that is legally applicable, or relevant and 

appropriate to the contaminant, location, or other site circumstances (e.g., NEPA, Endangered 

Species Act). If the BLM is not the lead agency, the PM and the assigned solicitor should work 

closely with the lead regulatory agency early in the process to determine what ARARs apply.5

 

Regulatory involvement will vary from site to site. 

3.1.5. Organizational Structure 

The Organizational Structure section of the PMP describes how the BLM and other Federal and State 

agencies will interact and work together throughout the life of the project. In this section of the 

PMP, identify the appropriate organizations and individuals authorized to perform work consistent 

with their assigned responsibilities. Include the agency name, organizational element within the 

agency, and name of the individual. If the PM is responsible for providing funds to any of these 

individuals, also include the appropriate resource code for that funding. 

3.1.6. Statement of Work (SOW)

This section of the PMP describes the specific activities 

that will be conducted to achieve the goals stated in the 

beginning of the PMP (see Section 3.1.1). Initially, the 

specific tasks may not be determined, and more general 

statements regarding tasks can be included (e.g., reduce or 

eliminate existing arsenic exposure to recreational users). 

Clearly and completely define and document the SOW. The SOW is necessary for executing a 

contract. The PM should provide complete and concise technical information for the SOW to the 

contracting officer (CO). The CO provides the SOW to prospective contractors for bid or proposal 

preparation. The following is a generic example of an SOW for engineering support services. The 

PM should decide with input from the CO what level of detail is necessary for each specific SOW: 

♦ Statement of Services/General Information – Provide general information about the following: 

 Background – Discuss the regulatory and the BLM’s requirements that drive the project, and 

answer the question “Why does the project exist?” 

 Location – Indicate site coordinates and the U.S. Geological Survey (USGS) Quadrangle 

Quarter Section location. 

 History – Provide a brief site history, including major changes and applicable land uses. 

 Current Status – Include compliance dates and indicate if the site is on the Federal National 

Priorities List (NPL). 

 Previous Site Work – Summarize previous work undertaken at the site and provide complete 

references for all existing site reports. 

 

5

 The U.S. Coast Guard maintains authority over accidents involving spills of hazardous materials in marine waters 

within its jurisdiction. Therefore, offshore incidents should be coordinated with U.S. Coast Guard. Spill 

containment and cleanup, however, is generally the responsibility of the parties involved. 
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♦ Objective – State the objectives and goal of the SOW. For example “The engineering consultant 

will provide the personnel, facilities, and materials required to analyze existing data, conduct 

site inspections, plan and conduct an Engineering Evaluation/Cost Analysis, etc. and all other 

general technical support needed until the objectives of the work described in the SOW are 

completed.”

♦ Site Description – Provide a detailed site description or include it as an attachment to the SOW. 

 

♦ Scope – Cover the general extent of the work the contractor will perform. 

♦ Detailed Description of Tasks – Provide the specific instructions pertaining to the site work and 

management requirements, for example: 

 What the government will furnish/provide; 

 Data evaluation; and 

 Tasks required, including but not limited to, all tasks, deliverables, schedules, meetings, and 

report formats needed. 

♦ Deliverables and Schedule – Provide specifics for the following for all project deliverables that 

are the contractor’s responsibility: 

 Deliverables required; 

 Method of delivery (e.g., e-mail, courier); 

 Schedule for delivery; 

 Quantities required; 

 Contractor’s responsibilities; and 

 Documentation format (e.g., printed or electronic). 

♦ Place and Period of Performance – Specify where the work tasks are performed and the period 

of performance in hours, days, weeks, or months, as appropriate. 

♦ Special Considerations – Discuss any security issues, the disclosure of information, and the 

confidentiality of written documents. Address meeting minutes, correspondence and monthly 

progress reports. The submittals section should discuss and describe the requirements for 

internal drafts, draft memos, final report, technical reports, monthly reports, points of contact, 

reviewers, and cost reporting. 

3.1.7. Project Team Identification and Responsibilities 

This section of the PMP includes a list of everyone participating in the project (i.e., the project team), 

team member roles, responsibilities, and contact information (i.e., address, phone, and fax). Initially, 

this list may contain only the Project Management Team (see Figure 3). 

A multi-disciplinary project team is necessary to execute a site environmental cleanup, natural 

resource restoration, or physical safety hazard remediation project and may include the following 

members: 
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Figure 3: Typical Project Team Structure 

PM

DOI Solicitor 

BLM Field Office

Representative

BLM 

Technical 

Support 

Staff 

(from NOC) 

Health & Safety 

Representative 

Contractors & Technical Support 

Health & Safety 

BLM State Office

HazMat/ALM 

Coordinators

Legal Support 

State and 

District/Field 

Office Managers

Program 

Management & 

Administration 

Contracting 

Officer 

Representative 

Contractor(s)/ 

Consultants 

Contracts 

Contracting Officer 

Federal, State, 

& Local 

Regulators 

Public Affairs 

Representative 

Community & 

Other 

Stakeholders 

Stakeholders & Community Involvement 
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Communicating with Washington 

Providing information to the BLM’s Washington 

Office on current projects supports how and 

when funds are obtained for future work. 

♦ State and District/Field Office Managers; 

♦ BLM State Office HazMat/AML Coordinators; 

♦ BLM Field Office Representative; 

♦ PM; 

♦ DOI Solicitor; 

♦ Public Affairs Representative; 

♦ Federal, State and/or Local Regulators; 

♦ Community and Other Stakeholders; 

♦ Contracting Officer’s Representative (COR); 

♦ BLM Technical Support Staff from the National Operations Center (NOC); 

♦ Contractor(s)/Consultant(s); and 

♦ Health and Safety Representative. 

Each of the BLM’s offices may manage environmental cleanup, natural resource restoration, and 

physical safety hazard remediation projects differently, depending on site complexity and resources 

or expertise available. However, the tasks necessary to execute the projects are virtually the same, 

and the project team responsibilities can be grouped into the following categories: 

♦ Project Management and Administration – see Section 3.1.7.1; 

♦ Legal Support – see Section 3.1.7.2; 

♦ Stakeholders and Partnerships – see Section 3.1.7.3; 

♦ Contractors and Technical Support – see Section 3.1.7.4; and 

♦ Health and Safety – see Section 3.1.7.5. 

For large projects, there may be one or more individuals performing the various responsibilities in 

each of the above categories. For smaller projects, a single individual may fulfill the responsibilities 

in one or more categories.

3.1.7.1. Project Management and Administration 

The PM is responsible for coordinating 

programmatic-related aspects of the project (e.g., 

funding, reporting) with the State HazMat or AML 

Program. The State and District/Field Office 

Managers have some limited responsibilities related 

to specific project management. 

State and District/Field Office Managers 

For those projects where project management is required, State and District/Field Office Managers 

responsible for the site, in consultation with the appropriate program lead(s)/coordinator(s), designate 

a qualified PM. The PM will form a Project Management Team that will be involved, as appropriate, 

throughout the life of the project. In addition to designating the PM, the State and District/Field 

Office Managers are responsible for making training available to all potential PMs, and providing the 

necessary tools and resources per the NCP.6

 

 

6

 Section 300.120(g)(1) of the NCP specifies that the lead agency should provide training to Project Managers and 

other response personnel to fulfill their responsibilities under the NCP. 
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PM 

The PM is the team leader responsible for planning, organizing, budgeting, scheduling, coordinating, 

directing, and controlling the combined efforts of staff, contract services, and PRPs to accomplish 

project objectives. The PM should be involved in all phases of the project from problem definition 

through project design, implementation, and closeout. The PM must coordinate with the Washington 

Office and State and District/Field Office Managers through quarterly updates of the PMP and midyear status updates. 

The PM can move sites toward closeout by directing early, cost-effective cleanup, restoration, and/or 

remediation activities where possible and forging partnerships with stakeholders to achieve mutual 

cleanup/restoration/remediation goals. 

Although specific PM responsibilities may vary by State and District/Field Office, the PM’s role is 

defined by the following: 

♦ Laws and regulations; 

♦ Regulatory guidelines and criteria; 

♦ Regulatory agreements; and 

♦ BLM/DOI guidance documents. 

To ensure that PMs have the necessary technical and other skills to manage environmental projects, 

the BLM recommends that PMs possess or can obtain a basic knowledge and understanding of the 

following: 

♦ Project management principles; 

♦ Project management skills; 

♦ Leadership qualities; and 

♦ Technical competence. 

These capabilities may be achieved through a combination of education, training, and experience, 

including, but not limited to a 4-year degree in a science or engineering field from an accredited 

university and/or 5-years of experience in hazardous waste cleanups.7

Project Management Principles

Each PM should understand basic project management principles and the application of these 

principles for the successful completion of a project. Technical competence alone is insufficient 

because a large portion of the PM’s job is comprised of non-technical components. The PM must 

perform his or her management functions with a foundation of basic project management principles, 

supplemented by a common-sense approach based on experience and effective use of scheduling and 

budgeting systems. 

Basic Project Management Skills

A successful PM exhibits certain characteristics and conducts certain activities, including the 

following: 

 

7

 The guidelines for PM experience and education are based on EPA’s All Appropriate Inquiry Rule definition of 

“environmental professional” (40 CFR Part 312). 
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Inexperienced PMs 

One of the best training methods for an 

inexperienced PM is to seek an 

apprentice relationship with an 

experienced PM, particularly before 

assuming first time responsibility for a 

project. 

♦ Having a concern about quality and performance; 

♦ Possessing leadership ability;

♦ Anticipating possible project constraints;

♦ Staffing the project with quality people;

♦ Communicating frequently and effectively;

♦ Having effective work systems;

♦ Documenting the project decision-making process;

♦ Delegating authority when possible;

♦ Having Occupational Safety and Health Administration (OSHA) knowledge and risk 

management skills; and 

♦ Being sensitive to interpersonal and interorganizational relationships.

Leadership 

A PM’s personal attributes are as important as project management systems and procedures. The PM 

must develop a project team and lead, motivate, and inspire that team to give their best efforts to the 

project. Other PM leadership activities include the following: 

♦ Setting a project’s direction; 

♦ Establishing a vision; and 

♦ Developing and implementing strategies to achieve the project goals. 

Technical Competence 

Ideally, the PM should be competent in a discipline related to the project. A PM familiar with the 

technical aspects of a project should be equipped to make decisions regarding the project scope, 

schedule, and budget issues. Technically inexperienced PMs should select others to assist in 

technical aspects of project activities. 

3.1.7.2. Legal Support 

Although the PM’s chain of command maintains lead project authority, the DOI Solicitor provides 

legal assistance, information, and recommendations in support of environmental cleanup, resource 

restoration, and physical safety hazard remediation activities. The DOI Solicitor has the following 

responsibilities, as necessary, related to project management: 

♦ Keeping abreast of and interpreting current Federal, State, and local environmental cleanup laws 

and regulations, including ARARs; 

♦ Reviewing all work to ensure compliance with NCP, CERCLA, NEPA, and their supporting 

regulations; 

♦ Ensuring compliance with the terms of cleanup and other regulatory agreements; 

♦ Participating in dispute resolution; 

♦ Conducting regulatory correspondence; 

♦ Negotiating and obtaining off-site property access; 

♦ Identifying and pursuing affirmative cost-recovery/cost-sharing actions against PRPs; and 

♦ Reviewing the project records to ensure appropriate documentation is included to comply with 

legal and departmental requirements. 
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The PM ensures that a Case File and, if necessary, an Administrative Record are prepared and 

maintained for each site. The Case File contains all documents relevant to response actions taken 

at a site; in contrast, the Administrative Record File is a public record required by law. 

3.1.7.3. Stakeholders and Partnerships 

One critical task of the PM is to coordinate site activities with stakeholders, including Tribal Nations, 

State and Federal agencies, and interested members of the local community. Another critical task of 

a PM is to bring together these key individuals to discuss and resolve technical, operational, and 

administrative issues at the site. 

During the initiation and development phase, the PM can initiate stakeholder activities by identifying 

potential stakeholders and concerned agencies and developing an initial communications strategy. 

As the project develops, stakeholder and community involvement activities may become more 

complex. A public affairs representative should assist the PM with community involvement issues 

related to environmental response actions. Refer to the AML, NEPA, NRDAR, and Response 

Actions Handbooks for specific guidance on community involvement requirements. 

Maintaining the trust of the local public and regulators is crucial to ensuring a successful project. 

Informal public open houses or workshops provide low-key but effective ways to communicate with 

stakeholders. 

With limited funding and personnel, the BLM frequently must form partnerships with others to 

achieve its strategic goals. Therefore, partnering with Federal, State, local, and Tribal governments 

is a common practice. Additionally, to facilitate the efficient and effective use of resources, HazMat 

and AML personnel must coordinate their activities with other programs and offices within the BLM. 

Partnerships help the BLM achieve a number of objectives in its planning process: 

♦ Gain early and consistent involvement of stakeholders; 

♦ Incorporate local knowledge of economic, social, and environmental conditions, as well as State 

and local land use requirements; 

♦ Address intergovernmental issues; 

♦ Avoid duplication of effort; 

♦ Enhance local credibility of the planning review process; 

♦ Encourage partnership and stakeholder support for planning decisions; 

♦ Seek cost avoidance and cost recovery; 

♦ Find practical cleanup solutions on mixed ownership sites; and 

♦ Build relationships of trust and cooperation. 
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Example Contract Language 

 Corporate Experience—e.g., Offerors will be evaluated on 

relevant prior experience. As a minimum, the offeror must 

have at least three years of corporate experience in 

performing similar work.

 Qualifications of Key Contractor Personnel—e.g., Offerors 

will be evaluated on the experience levels of the following 

Key Personnel: lead biologist, biologist, and botanist. The 

lead biologist must have at least five years of experience in 

performing similar studies, and a PhD from an accredited 

university.

Contracting Helpful Hints 

 During the study/characterization phase, use an 

engineering/consulting or services contract. 

 For cleanup work, use a remediation service or 

construction contract. 

 Remediation workers who do actual construction 

work are subject to the Davis-Bacon Act, which 

regulates wages and benefits. 

 Workers on services contracts are subject to the 

Services Contract Act, which also determines wages 

and benefits. 

 See the Department of Labor Website for additional 

information on the above acts regarding wages and 

benefits http://www.dol.gov/. 

 Plan and allocate contingency funds to 

accommodate minor changes in the implementation 

phase. 

3.1.7.4. Contractors and Technical Support 

Contractors can be used for a variety of activities, including but not limited to the following: 

♦ Conducting investigations and 

environmental cleanups, natural 

resource restoration, and physical 

safety hazard remediations; 

♦ Interpreting environmental data and 

reviewing technical documentation; 

♦ Designing and installing remediation 

and monitoring systems; and 

♦ Coordinating community 

involvement activities and meeting 

community involvement 

requirements. 

The PM, or whomever the PM delegates, will partner with the BLM or other CO assigned to support 

the project. There are three phases of the contracting process that require PM involvement: 1) preaward planning, 2) source selection, and 3) post-award monitoring. 

Pre-Award Planning 

The following are the key responsibilities of the PM (or PM delegate) in pre-award planning: 

♦ Developing a detailed SOW/performance work statement that will be incorporated into the 

resultant contract. The emphasis should be on 

performance-based work statements—i.e., telling 

the contractor what results/outcomes are needed, 

not how to achieve the desired outcome(s). 

♦ Identifying any interim/final reporting 

requirements that the contractor will be required 

to submit as the contract progresses. 

♦ Developing technical evaluation factors that will 

help the evaluation team (including the PM—or 

PM delegate—and the contracting office) select 

the best contractor. 

♦ Developing an Independent Government 

Estimate for the contract. This should be based 

on an estimate of the number of labor hours and 

other costs that will be required to perform the 

work. The contracting office can provide hourly 

labor rates for different job classifications, based 

on Department of Labor statistics. 

The PM can sometimes obtain contracting services from their local or State BLM office or the PM 

may choose to utilize the personnel resources of the NOC or another governmental agency. The 
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NOC Division of Resource Services maintains the National HazMat/AML Contract in support of 

ongoing response-related work. NOC staff can provide SOWs, cost estimates, and Technical 

Proposal Evaluation Committee assistance. 

The PM should ensure that all contract support is technically sound, cost-efficient and conforms to 

the BLM’s policy and acquisition regulations. See the BLM Manual section Acquisition (MS-1510) 

http://www.blm.gov/pgdata/etc/medialib/blm/wo/Information_Resources_Management/policy/blm_

manual.Par.98751.File.dat/1510.pdf. The following are examples of some of the available 

contracting support options: 

♦ BLM NOC (Denver) 

♦ USGS 

♦ Bureau of Reclamation 

♦ Army Corps of Engineers 

The Economy Act and Federal Acquisition Regulations (FAR) permit the BLM to order contract and 

technical services from other Federal agencies. However, regulatory requirements mandate that the 

following conditions and requirements be met prior to ordering these services: 

♦ The agency must have capabilities or expertise not available within the BLM that would make it 

qualified to enter into or administer contracts; 

♦ The BLM requesting agency has filed an approved Determination and Finding to document 

considerations of contract administration fees, procedures, and expertise; and 

♦ The BLM requesting agency has entered into an Intergovernmental Order (IGO) or memorandum 

of understanding (MOU) with the non-DOI agency to provide a framework for issuing project 

orders. The IGO or MOU should cover funding, contract guidelines, management and oversight, 

progress reporting, and technical support. 

Source Selection 

The technical evaluation of proposals typically is performed by representatives from the Project 

Management Team who are appointed by the CO as part of a Technical Proposal Evaluation 

Committee and may evaluate the following technical factors: 

♦ Corporate or individual experience; 

♦ Quality of technical proposals submitted; 

♦ Past performance; and 

♦ Other factors. 

The contracting office may evaluate price and other non-technical factors. Ultimately, a CO will 

make a “best value” decision based on factors including technical merit, past performance, and 

price.8

 

8 The BLM uses IGOs to reimburse other Federal agencies outside the DOI for goods or services provided to the BLM. For 

more information see the Federal Acquisition Regulations, 48 CFR 17.5; the DOI Acquisition Regulation System, Part 1417; and

BLM Manual Section 1510, Acquisition, Part 1510-17.
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Post-award Monitoring 

After contract award, the CO may request that the PM nominate individual(s) from the Project 

Management Team to monitor contractor performance and/or act as the lead technical contact with 

the contractor. These individuals may be appointed by the CO as either Project Inspectors (PIs) or 

CORs, depending on their duties. The appointment letter issued by the CO will spell out specific 

duties. Note that PIs and CORs have specific initial and recurring training requirements.9

 

3.1.7.5. Health and Safety 

The BLM’s Health and Safety and HMRR Manuals (MS-1112-1 and MS-1703, respectively) 

describe the specific health and safety responsibilities for safety and health specialists, COs, and 

CORs. The CO and COR/PI are responsible for enforcing OSHA standards in the same manner as 

other contract requirements. The PM should maintain a close relationship with the COR/PI to ensure 

that contractor operations safeguard the public and government personnel and property. The 

designated site safety manager is responsible for the following: 

♦ Developing, implementing, and monitoring compliance with a site Health and Safety Plan 

(HASP—see Section 3.2.1); 

♦ Developing a contingency and emergency response plan; and 

♦ Ensuring compliance with all of the BLM’s safety policies. 

3.1.8. Schedule 

After a project is authorized, the PM should develop a detailed schedule and modify it as often as 

necessary. The primary reason for developing a schedule is to balance the requirements of time, cost, 

and risk. Schedules also help in evaluating alternatives, preventing communication problems, and 

controlling the project. The schedule also serves to provide management with up-to-date information 

on the project status. The schedule includes key dates (e.g., due dates, anticipated start and 

completion dates), and also specific dates and details for tasks that will be conducted during the 

current and/or upcoming fiscal year. It is acceptable to provide less detail and approximate dates for 

tasks that will begin after the current and/or upcoming fiscal year. 

Consider the following guidelines when developing a project schedule: 

♦ Clearly identify all work items and dates. 

♦ Connect dependent tasks through a system that links the work tasks together. This process 

requires an understanding of those items that must be completed before another task can begin. 

♦ Identify time constraints. If necessary, also identify restraints on resources. 

♦ Develop a project management summary schedule. The summary schedule should encompass 

major partner and management requirements and identify milestones. 

 

9

 For more information regarding COR requirements see the DOI Contracting Officer's Representative Program Manual

http://www.doi.gov/pam/CORManual.doc.
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3.1.9. Reporting Requirements 

This section of the PMP lists the required progress and other reports to satisfy funding 

requirements and applicable regulatory reporting requirements—the due date of each document 

should be included in the schedule. The PM is responsible for ensuring that all required 

documentation is prepared accurately and submitted on time. For detailed descriptions and 

instructions for preparing and submitting reports under CERCLA, NEPA, and NRDAR, please 

reference the respective handbooks.10 

The PM should include reporting dates and requirements (e.g., quarterly or annual progress reports) 

in the schedule. Early on in the process, the PM should determine what reports and level of detail are 

required and describe the required content, format, and responsibilities in the PMP. Additionally, the 

PM should keep management informed in the following manner: 

♦ Notify management before notifying the NRC of a release of a hazardous substance; 

♦ Brief management regarding any orders, violations, or notices received for the project/site; 

♦ Submit funding requests to management for review before submitting to the Washington Office; 

and 

♦ Provide quarterly PMP updates and mid-year status updates to the Washington Office and State 

and District/Field Office Manager(s). 

3.1.10. Risks 

This section of the PMP describes typical risks often encountered at similar sites, as well as risks 

specific to the individual project. Risks can include the following issues: 

♦ Change in PM 

♦ Community Relations 

♦ Equipment 

♦ Funding 

♦ Health and Safety 

♦ Off-site Disposal 

♦ Permits 

♦ Schedule 

♦ Site Security 

♦ Technical Problems 

♦ Weather 

Conduct a risk review of the project to identify possible impediments to project completion. Assess 

each item based on its probability and severity to determine the items that pose the highest level of 

risk. Develop countermeasures to address the highest risk issues first. 

 

10 Handbooks are located on the BLM Website at 

http://www.blm.gov/wo/st/en/info/regulations/Instruction_Memos_and_Bulletins/blm_handbooks.html. 
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Value Engineering 

An organized effort to analyze functions of construction projects, systems, equipment, 

facilities, services and investigations. 

For additional information on VE: 

 DOI Manual (369 DM1) http://www.usbr.gov/pmts/valuprog/law_369-1.html

 Remedial Design/Remedial Action Handbook ,EPA 540/R-95/059 

http://www.epa.gov/superfund/cleanup/rdrabook.htm 

Include in the PMP an estimate of the costs in terms of funds and/or delays if the potential risk 

becomes an actual problem, actions that will be taken to prevent the problem from occurring, and 

what will be done in response if the problem does occur. 

3.1.11. Quality Control/Value Engineering/Peer Review 

This section of the PMP describes the general quality control processes, such as reviewing project 

documents and data. A more detailed Quality Assurance Project Plan (QAPP) is required for 

ensuring the quality of sample collection, analysis, and data interpretation. 

This section of the PMP should describe if value engineering (VE) is required and what the process 

entails. The VE process is typically done during the design or selection of the response action. If a 

VE is not going to be done for the site, an independent peer review should be made on the 

cleanup/restoration/remediation selection. Knowledgeable personnel from the PM’s organization, 

other governmental agencies, or an independent contractor could conduct the review. 

3.2. Planning 

Planning is the most basic of all the PM’s functions, and reduces the chance of implementation 

problems. During the Planning Phase (see Figure 4), the PM and project team use the project 

plans and risk management to support investigations and to update the planning documents that 

will be used during response. 

For BLM’s medium to long-term or complex environmental cleanup, natural resource restoration, 

and physical safety hazard remediation projects, the project-management planning phase involves the 

following activities: 

♦ Preparation of Planning Documents – see Section 3.2.1; 

♦ Site Investigation(s) – see Section 3.2.2; and 

♦ Selecting a Course of Action– see Section 3.2.3. 

 
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Figure 4: Planning Phase 

Initiation & 

Development

Initiation & 

Development

Design, 

Execution & 

Design, 

Control

Execution & 

Control Prepare Planning Documents:

QAPP

SAP

HASP

CIP

Acquisition Plan

Prepare Planning 

Documents:

QAPP

SAP

HASP

CIP

Acquisition Plan

Select a Course of 

Action

Select a Course of 

Action

Update Planning Documents as Needed for Each Activity

Conduct Site 

Characterization

Conduct Site 

Characterization Conduct 

Initial 

Cleanup, 

Restoration, 

and/or 

Remediation 

Investigations

Conduct 

Initial 

Cleanup, 

Restoration, 

and/or 

Remediation 

Investigations

Conduct 

Wildlife, 

Cultural, 

Topographic, 

and Other 

Surveys

Conduct 

Wildlife, 

Cultural, 

Topographic, 

and Other 

Surveys

Are Cleanup, 

Restoration, 

or 

Remediation 

Activities 

Necessary

Yes

No

Closeout Closeout

Planning Planning
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QA/QC References 

 ANSI/ASQC E4-1994: Specifications and Guidelines for Quality Systems for 

Environmental Data Collection and Environmental Technology Programs

http://www.asq.org/index.html

 EPA - links to various quality assurance information (including example QAPPs) 

http://www.epa.gov/fedfac/documents/qualityassurance.htm

http://www.epa.gov/QUALITY/qapps.html 

 The Uniform Federal Policy for Implementing Environmental Quality Systems (UFPQS) (EPA-505-B-04-900A), which is based on ANSI/ASQC E4-1994 

http://www.epa.gov/fedfac/pdf/ufp_qapp_v1_0305.pdf

Sampling and Analysis References 

 Hazardous Waste Site Sampling Basics (BLM Technical 

Note 414, BLM/ST/ST-04/001+1703) 

http://www.blm.gov/nstc/library/pdf/HazWaste414.pdf 

 Sampling and Analysis Plan (SAP) Guidance and 

Template (EPA) 

http://www.epa.gov/region09/qa/pdfs/sap_ot6_pvt_v2.pdf

3.2.1. Preparation of Planning Documents

The PM develops the following documents: 

Work Plan documents the decision and evaluation made during the planning phase and presents 

anticipated future tasks. It defines the scope and objectives of the site activities, including 

introduction, site background and physical setting, initial evaluation, and work plan rationale and 

tasks. It also serves as a valuable tool for assigning responsibilities and setting the project’s schedule 

and cost. 

Quality Assurance 

Project Plan 

(QAPP) is a formal 

document describing 

in detail the 

necessary activities 

that must be 

implemented to 

ensure that the 

results of the work 

performed will 

satisfy the stated performance criteria and that the data and subsequent analyses are of sufficient 

quantity and quality to represent the conditions at the site accurately. The QAPP should address 

quality throughout the entire project from planning, through implementation, to monitoring. 

Sampling and Analysis Plan (SAP) is a 

site-specific document that provides the 

procedural and analytical requirements for 

projects involving the collection of water, 

soil, sediment, or biological samples taken 

to characterize areas of potential 

environmental contamination. Standard 

operating procedures (SOPs) to be used 

during the investigations should be included 

with the SAP (e.g., as an appendix). The SOPs describe, in item-by-item detail, the exact steps to be 

followed for each sampling procedure. Included in the SOPs are calibration and maintenance 

requirements for equipment to be used. Manufacturer’s recommendations and usage manuals can 

serve as part of the individual SOPs. 
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 Health and Safety References 

 OSHA http://www.osha.gov/

 Occupational Safety And Health Standards 

http://www.access.gpo.gov/nara/cfr/waisidx_06/29cfr1910_06.html 

 Occupational Safety and Health Programs for Federal Employees (Executive 

Order 12196) 

https://www.denix.osd.mil/denix/Public/Legislation/EO/note27.html 

 Federal Agency Safety Programs and Responsibilities (PL 91-596) (Section 

19) http://www.usbr.gov/ssle/safety/pub_law.htm

Community Involvement References

 Superfund Community Involvement Handbook (EPA) 

http://www.epa.gov/superfund/community/cag/pdfs/ci_handbook.pdf 

 Superfund Community Involvement Program Fact Sheet (EPA) 

http://www.epa.gov/superfund/students/clas_act/haz-ed/ff10.pdf

 Superfund Community Involvement Toolkit (EPA)

http://www.epa.gov/superfund/community/toolkit.htm 

Community Involvement Plan 

(CIP) is a site-specific document 

that guides the BLM’s community 

involvement efforts during a site 

cleanup, restoration, and/or 

remediation. The CIP describes 

site activities to the community by 

discussing past events and current 

concerns. The CIP helps the PM 

plan how to be proactive early on in the process to enhance community acceptance of the proposed 

course of action. The PM should not wait until the final design to involve the community. 

Health and Safety Plan (HASP) 

helps ensure the health and 

safety of all on-site personnel 

and that all OSHA and the 

BLM’s health and safety 

regulations and directives are 

followed while conducting all 

on-site activities. The HASP 

should include a description of 

potential or actual site hazards 

and the use of safe procedures 

and personal protective 

equipment (PPE) as a way to address these potential hazards. The PM or designated Health and 

Safety Officer prepares the HASP prior to visiting any hazardous waste or abandoned mine site. 

Reviewing existing site information prior to visiting the site can provide information on potential 

health and safety issues that may be encountered at the site (e.g., potential toxic chemicals still on 

site, location of wastes). After the initial site visit, the HASP will likely need to be revised or a new 

plan prepared to include any additional health and safety concerns noted during the site visit and to 

support the site sampling activities. 

Acquisition Plan preparation is required by the FAR for individual contract procurements. The 

acquisition plan provides a comprehensive and concise picture of what is being procured, how the 

proposed acquisition will take place, and documents why the type or manner of procurement is the 

most appropriate for the acquisition planned. 

3.2.2. Site Investigation(s) 

The PM uses the planning documents to conduct site investigation(s) during the planning phase. 

These investigations may include site characterization; wildlife, cultural, topographic, and other 

surveys; and initial remedial or restoration investigations. 

Site Characterization involves assessing imminent and long-term safety and environmental hazards 

to characterize the concentration and extent of contamination. During site assessments, the BLM 

gathers information about safety and health hazards including physical safety hazards, contaminants 

of concern, exposure pathways, resource degradation, and potential receptors. The assessment 

process starts with a review of all available existing information and progresses to an on-site visit to 
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identify safety and health concerns and collect environmental samples, if necessary. Based on the 

toxicity of the affected pathways and the proximity of human and environmental receptors, the BLM 

conducts a more detailed site characterization and prepares a report of the results. 

The PM is responsible for the following during the site characterization phase: 

♦ Evaluate the site for any 

immediate health threat, 

including physical safety 

hazards, and plan an 

appropriate response; 

♦ Acquire funding for the 

contract and obtain the 

release of funds so that 

services can be procured; 

♦ Prepare an independent 

government cost estimate as part of the procurement process; and 

♦ Brief the BLM State Office about the status, progress, goals, and time frame for each project. 

Wildlife, Cultural, Topographic, and Other Surveys help determine the potential impact the site 

may have on the surrounding area and any issues (e.g., bats) that should be addressed as a result of 

mitigating the site risk. For more information on the various surveys that may be conducted during 

site characterization, see the AML Program Policy Handbook (H-3720-1). 

Initial Cleanup, Restoration, and/or Remediation Investigations are conducted after the site 

characterization to determine the relative risk from the site; evaluate technologies and 

alternatives for cleanup, restoration, and/or remediation; and determine what actions need to be 

conducted at the site. During this phase, the PM has the following responsibilities, as needed or 

required:

♦ Identify the study area; 

♦ Estimate preliminary cleanup, restoration, and/or remediation alternatives and identify authorities 

with jurisdiction; 

♦ Collect additional data if needed; 

♦ Identify likely courses of action and specific areas of concern at the site; 

♦ Identify the need for, and set priorities for time critical activities (i.e., CERCLA activities needed 

to address imminent or immediate health and safety threats) and continued monitoring 

requirements while conducting studies; 

♦ Establish a Technical Review Committee with the BLM, U.S. Environmental Protection Agency 

(EPA), State and local agencies, as well as the local community; and 

♦ Initiate a Case File. 

General Site Characterization References

 BLM Information Bulletin No. RS-2000-021 (Nov 1999), Site 

Characterization for Abandoned Mine/Mill Sites , Modification 1

http://www.blm.gov/wo/st/en/info/regulations/Instruction_Memos_and_

Bulletins/national_information.html 

 EPA’s Preliminary Assessment guidance documents

http://www.epa.gov/superfund/sites/npl/hrsres/#PA%20Guidance

 CERCLA Response Actions Handbook (H-1703-1, 2001) 
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PM Design Inputs 

 Identify and document design inputs. 

 Ensure design inputs are selected by the appropriate/qualified personnel (may not be the PM). 

 Specify and approve design inputs on a timely basis and to the level of detail necessary and appropriate. 

 Identify, approve, document, and control changes from the approved design and reasons for the changes. 

3.2.3. Selecting a Course of Action 

The information obtained during the site investigations is used in selecting the course of action to 

address identified issues at environmental cleanup, natural resource restoration, and physical safety 

hazard remediation sites. The PM is responsible for the following activities: 

♦ Preparing appropriate decision document(s); and 

♦ Soliciting and responding to the reviews and/or comments of all stakeholders and agencies, as 

necessary or as specified in the CIP. 

The decision documents typically describe the course of action selection process, rationale, and 

decision, and provide an action/implementation plan that includes the following: 

♦ Description of the technical parameters for the selected course of action; 

♦ Cleanup/performance goals; and 

♦ Standards for use during the design, execution, and control stage of the project. 

3.3. Design, Execution and Control

During this phase (see Figure 5) of project management, the PM and Project Management Team are 

responsible for the following activities: 

♦ Designing the Selected Course of Action – see Section 3.3.1, including developing the cost 

estimate; 

♦ Implementing the Design – see Section 3.3.2, including preparing and obtaining approval of the 

final design, obtaining permits and authorization, beginning construction activities, and executing 

construction contracts; and 

♦ Monitoring and Controlling Project Parameters – see Section 3.3.3, including periodically 

reporting results and initiating the project change process as necessary. 

3.3.1. Designing the Selected Course of Action

The PM specifies all the work that the site remediation/construction contractor must do (see Section 

3.1.7.4 for information on contracting). A written specification or SOW providing information 

about the site work, final detailed construction drawings, and a cost estimate are required (see 

Section 3.1.6 for information on preparing a SOW). During this phase, the PM’s responsibilities 

shift from studies to response activities. Because of the more traditional engineering aspects of 

the design work, the PM should enlist the technical advice/input of engineers. 
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Figure 5: Design, Execution, and Control Phase 

Final 

SOW/ 

Drawings

Final 

SOW/ 

Drawings

Develop Detailed 

Cost 

Develop Detailed 

Estimate

Cost 

Estimate

Obtain Final 

Design 

Approval, 

Obtain Final 

Permits, and 

Authorization

Design 

Approval, 

Permits, and 

Authorization

Execute 

Contracts 

and Begin 

Construction

Execute 

Contracts 

and Begin 

Construction

Is the 

project on 

schedule?

Periodically Report 

Results

Periodically Report 

Results

Monitor Project 

Parameters

Monitor Project 

Parameters

Is the design 

fully 

implemented?

Initiate Initiate 

Project Project Change Change 

Process Process

No

Yes

No

Initial Cost 

Estimate

Initial Cost 

Estimate SOWSOW Select a Course of Action Select a Course of Action

Execution

Scope Scope 

Schedule Schedule

Cost/Budget Cost/Budget

Quality/Metrics Quality/Metrics

Human 

Resources

Human 

Resources

Communication 

& 

Documentation

Communication 

& 

Documentation

Risk & Issues Risk & Issues Procurement Procurement

Specific Input from Other Phases

Closeout Closeout

Yes

Current 

activities 

leading to 

project 

goals?

No

Yes

Design

Design, 

Execution, & 

Control

Design, 

Execution, & 

Control
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Cost Estimating References 

 BLM Cost Estimating Guide Available from the NOC 

 RACER information available at 

http://www.p2pays.org/ref/01/00047/4-02.htm 

 RS Means cost estimating documents available for 

purchase at http://www.rsmeans.com/ 

Develop a Detailed Cost Estimate 

The PM should develop cost estimates that 

cover the entire site cleanup effort from 

beginning to end and should be reconciled 

with fiscal year funding. Budgeting involves 

making a professional judgment about 

expected future requirements, determining 

when those requirements will be 

accomplished, and estimating the costs to 

complete those requirements. Many tools and resources are available to help develop, define, and 

budget individual project requirements. These resources include the combined experience of the 

project team, the experience of other PMs, the NOC, and various guidance documents, databases, and 

electronic bulletin boards. The following are two specific examples of tools available to the PM for 

estimating project costs: 

♦ The BLM Cost Estimating Guide provides instructions for preparing estimates for 

environmental projects, including a step-by-step process for assembling the various estimate 

components. The cost data is derived from the RS Means Building and Equipment Rental 

sections. RS Means also has an annual environmental remediation cost data reference set that is 

valuable in determining costs. Obtain further information on the BLM Cost Estimating Guide 

from the NOC. 

♦ RACER (Remedial Action Cost Engineering and Requirements) is a parametric cost modeling 

software system based upon generic engineering solutions that were derived from historical 

project information. When an estimate is prepared under RACER, the generic solutions are 

tailored by adding site-specific parameters and project-specific conditions. RACER has the 

capability to perform “what-if” cost comparisons. A variety of options and solutions can be 

entered into the system to come up with the difference in cost. The estimates provide current 

capitol and long-term costs. Obtain further information on RACER from the Washington Office. 

3.3.2. Implementing the Design 

At this stage of the project, the PM ensures the implementation of an effective design that is 

protective of human health and the environment, remediates physical safety hazards, or otherwise 

restores the site to the previously selected goals. During implementation, the PM typically obtains 

final design approval, required permits and authorization, and executes the construction contract.

Final Design Approval, Permitting, and Authorization 

Specific PM activities will depend on the type of site (i.e., environmental cleanup, resource 

restoration, or physical safety hazard remediation), the BLM’s role (e.g., lead, partnering, or PRP 

monitoring), and the extent of cleanup, restoration, and/or remediation required at the site; however, 

the PM will likely have to conduct and/or complete some or all of the following typical general 

activities during implementation: 

♦ Ensure funds are approved and available for at least the current fiscal year to prevent work 

stoppage; 

♦ Obtain all required authorization (e.g., notice to proceed; State and/or District/Field office 

approval); 
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♦ Conduct implementation phase community involvement activities, as necessary (e.g., notify 

community of contractor selection); 

♦ Notify local and State authorities of plans and obtain necessary work permits, if required; 

♦ Ensure all parties (e.g., State and local partners, PRPs, other Federal agencies) understand and 

agree to their responsibilities and roles during construction; 

♦ Arrange for site security, post signs, and erect physical barriers (e.g., fences), as necessary; and 

♦ Conduct final inspection and acceptance of contractor project plan, design specifications, 

schedule, etc. in conjunction with the COR and PI. 

Contract Execution and Construction 

The CO conducts the solicitation of the construction contract (see Section 3.1.7.4 for additional 

information on contracting) using the detailed design plans and specifications package prepared in 

the design phase (see Section 3.3.1), and can post the solicitation to FedBizOpps.gov.11 The PM or 

PI is on site during project construction and start-up to conduct the following activities: 

♦ Ensure compliance with the design; 

♦ Witness and accept documentation of goods, materials, and equipment; 

♦ Inspect completed and ongoing work (e.g., each segment, important check points); and 

♦ Otherwise monitor the contract for compliance with its stated objectives and project parameters. 

3.3.3. Monitoring and Controlling Project Parameters

Throughout the project, the PM monitors and measures progress toward the objectives, evaluates 

what remains to be done, and takes the corrective actions to allow the team to meet its objectives. 

These activities control the project parameters to ensure compliance with criteria established 

during the development and planning phases. To ensure the course of action is implemented 

correctly, on time, and within budget, the PM must monitor the following project parameters:

♦ Scope – monitor contractor activities and stop those activities outside of the agreed upon scope or 

alter contracts to include revised scope; 

♦ Cost/Budget – monitor the actual expenses against the proposed costs and adjust activities or 

budget as soon as possible once expected and actual costs significantly deviate; 

♦ Schedule – monitor the baseline schedule and critical path against current progress and alert 

appropriate stakeholders if critical path schedule is delayed; 

♦ Quality Assurance – monitor analytical results against QAPP and have field samples reanalyzed 

if quality control samples are outside of QC parameters; 

♦ Personnel – modify number and type of personnel as needed to help maintain budget or schedule; 

 

11 FedBizOpps.gov (http://www.fedbizopps.gov/) is the single government point-of-entry for Federal government 

procurement opportunities exceeding $25,000. Government buyers are able to publicize their business opportunities 

by posting information directly to FedBizOpps via the Internet. Through one portal—FedBizOpps—commercial 

vendors seeking Federal markets for their products and services can search, monitor and retrieve opportunities 

solicited by the entire Federal contracting community. 
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♦ Communication and Documentation – ensure documents are distributed to appropriate 

stakeholders and hold additional meetings if issues arise; 

♦ Procurement – monitor deliverables against specifications and requirements detailed in the SOW 

and have contractor modify deliverables as needed; and 

♦ Risks and Issues – monitor risks previously identified. 

Periodically Report Results 

During the implementation phase, the PM should refer to the PMP to ensure that all reporting 

requirements are met. To help meet these requirements, the PM should conduct some or all of the 

following activities, as necessary: 

♦ Maintain regular communications with contractors, stakeholders, and other team members, 

(including Health and Safety officer to ensure site safety); 

♦ Conduct routine visits to the site, especially during and near the completion of significant 

construction events; 

♦ Request immediate written explanation of all variances from the design, schedule, and budget 

(present for approval/reauthorization/additional funding as necessary); 

♦ Provide routine updates to the community, if required or necessary (e.g., fact sheets, public 

meetings, web site updates); and 

♦ Review contractor monthly invoices and progress reports. 

Initiate Project Change Process 

Because there are likely to be unexpected events, issues, and situations that arise during cleanup, 

restoration, and remediation activities, the PM should follow the BLM’s established contracting 

process for changes to the original design and procedures (i.e., change management process). 

Generally, the State and District/Field Offices, and possibly the Washington Office, must approve 

any necessary funding changes. The work plan should include a detailed description of the change 

management process. 

Based on monitoring and reporting activities, the PM obtains data and information about the 

direction of the project that indicates one of three outcomes: 

♦ Project activities are proceeding toward the goals and objectives in a timely manner; 

♦ Project activities are proceeding toward the goals and objectives, but not in a sufficiently timely 

manner; or 

♦ Project activities are not proceeding toward the goals and objectives. 

If monitoring and reporting activities indicate either of the last two outcomes, the PM should develop 

modifications to the PMP and seek approval of any project changes. Once the design for the selected 

course of action is fully implemented, the PM closes out the project. 
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The decision to seek site closeout may occur at any point 

during the project, for instance: 

 Initial non-invasive investigations indicate that there are no 

hazardous substances or physical safety hazards present. 

 Site investigation or characterization show that there is no 

possibility of direct contact with hazardous substances, fire or 

explosion; no hazardous substances are migrating or likely to 

migrate from the site; and no physical safety hazards exist. 

 Baseline risk assessment shows that there is no significant 

threat to public health or the environment. 

 No action/site closeout is the selected course of action. 

 The end of successful cleanup, restoration, or remediation or 

post-project activities.

3.4. Closeout and Monitoring

3.4.1. Initial Closeout

The ultimate goal of any project is 

successful site closeout (see Figure 6). 

The final opportunity for a closeout 

decision to be made is after 

determining that a site no longer poses 

unacceptable risks to human health or 

the environment. Closeout occurs 

when the BLM—in conjunction with 

other regulatory agencies, as 

appropriate—certifies that all cleanup, 

restoration, and remediation actions 

and activities at a site, except final 

long-term monitoring, if required, are 

complete. The PM documents the 

decision to terminate cleanup, 

restoration, or remediation actions at a site. Once the goals and objectives for the project appear to 

have been met (e.g., data indicate that contaminant concentrations are decreasing, adits and other 

openings have been closed), the PM and project team conduct or ensure that the contractor conducts 

the following activities: 

♦ Conduct demobilization activities, including removing equipment and machinery, temporary 

buildings and structures, other materials no longer necessary to complete site activities, and site 

debris, and ensure the contractor disconnects temporary utilities and cleans roadways or other 

public access areas; 

♦ Conduct administrative and contract closeout, including transfer of all contractor final 

documentation associated with construction (e.g., log books, and records); and 

♦ Prepare the maintenance and monitoring plan. 

3.4.2. Monitoring & Post Implementation Activities 

The BLM requires post-closure monitoring to maintain and measure the long-term effectiveness of 

the selected course of action and to confirm that the goals and objectives of the project actually have 

been and continue to be met. When the final cleanup, restoration, or remediation activities have been 

completed, the PM develops a SOW that is 1) applicable to the site’s post-project activities, and 2) 

optimizes the implemented course-of-action operations and long-term monitoring programs. The 

monitoring program generates the data necessary to demonstrate adequate progress towards cleanup 

goals or the maintenance of resource restoration and physical safety hazard remedies. 
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Figure 6: Closeout Phase 
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The following typical activities are conducted during the monitoring phase: 

♦ Ongoing monitoring and analytical reporting (e.g., ground water and air monitoring); 

♦ Maintaining site landscape; 

♦ Site surveillance for restricted areas and adherence to land use/institutional controls;12 and 

♦ Treatment and other system operation and maintenance. 

The BLM’s environmental cleanup, resource restoration, and physical safety hazard remediation sites 

often involve unique conditions that limit the ability to provide a universal chemical contamination 

monitoring process; however, any monitoring program must ensure that the selected course of action 

remains protective of public health and welfare and the environment. 

Monitoring plans should be designed to allow comparison of results with model predictions that 

supported the selected course of action. The following components typically are included in the 

monitoring plan: 

♦ Statement of goals; 

♦ Current monitoring system and activities; 

♦ Frequency and anticipated duration of monitoring; 

♦ Specific field procedures (e.g., purging, sampling, decontamination, record keeping); 

♦ Analytical methods, sample handling requirements (e.g., containers, preservation), QA/QC 

sample collection rates; 

♦ Data handling and reporting procedures; and 

♦ Decision criteria (including exit strategies) and review process to periodically evaluate and 

optimize all of the above. 

Additionally, the monitoring plan should contain sufficient details to answer the following questions: 

♦ Data Types: Will physical, chemical, or biological samples be collected? 

♦ Temporal considerations: Will monitoring be conducted over the long- or short-term, and what 

are the anticipated start and end dates? 

♦ Frequency: For each sample type and location, will monitoring data be collected on a daily, 

weekly, monthly, or other basis? 

♦ Endpoints: Is the remediation endpoint based on the final concentration (e.g., heavy metal 

concentration in adjacent stream) or risk factors? 

♦ Specific endpoints: Will the BLM monitor specific constituents of concern (for concentration 

endpoints) and human health or ecological endpoints for risk factors (e.g., hikers, or bats)? 

♦ Decision Rule Endpoints: What monitoring criteria will result in the continuation, end, or 

modification of the monitoring program and/or cause additional cleanup, restoration, and/or 

remediation action? 

Site characterization reports, risk assessments, and course of action design and decision documents 

provide site activity information to help answer the above questions and prepare the monitoring plan. 

 

12 Institutional controls are non-engineering site management techniques or strategies used to protect human health 

and the environment (e.g., fencing, zoning, health education, easements, and other deed restrictions). 
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Post-Closure Monitoring References 

 Guidance For Monitoring At Hazardous Waste Sites: Framework For Monitoring Plan Development 

And Implementation (EPA) http://www.epa.gov/tio/download/char/oswerdirective9355jan04.pdf 

 Roadmap to Long-Term Monitoring Optimization (Table 2.2.1, EPA) 

http://www.epa.gov/tio/download/char/542-r-05-003.pdf 

 Guide to Optimal Groundwater Monitoring (Naval Facilities Engineering Service Center) 

https://portal.navfac.navy.mil/pls/portal/url/ITEM/2C9C59FE61114DBAE0440003BA8967D9 

The PM ensures that the monitoring results are evaluated to determine if the corrective action has 

been successful. The PM also does the following: 

♦ Verifies no further cleanup, restoration, or remediation actions are planned; 

♦ Prepares and signs the final report and compiles the necessary technical support documents to 

justify the decision; 

♦ Discusses the closeout rationale with regulators, if necessary; and 

♦ As necessary, submits the decision document to all involved local, State, and Federal agencies 

and requests written confirmation within a specified time period. 
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4.0 REFERENCES 

4.1. Technical References 

BLM Handbooks 

Although the Handbook versions provided below were current at the time this document was written, 

updates may have occurred. The most recent versions of the BLM’s Handbooks are available at 

http://www.blm.gov/wo/st/en/info/regulations/Instruction_Memos_and_Bulletins/blm_handbooks.ht

ml. 

♦ AML Program Policy Handbook (H-3720-1) 

♦ http://www.blm.gov/pgdata/etc/medialib/blm/wo/Information_Resources_Management/policy/bl

m_handbook.Par.14160.File.dat/h3720-1.pdf

♦ CERCLA Response Actions Handbook (H-1703-1, 2001) 

♦ Guidelines for Conducting Tribal Consultation (H-8120-1) 12/3/2004 

http://www.blm.gov/pgdata/etc/medialib/blm/wo/Information_Resources_Management/policy/bl

m_handbook.Par.86923.File.dat/h8120-1.pdf 

♦ NEPA Handbook (H-1790-1, 11/25/1988, Release 1-1547) 

http://www.blm.gov/pgdata/etc/medialib/blm/wo/Information_Resources_Management/policy/bl

m_handbook.Par.47884.File.dat/h1790-1.pdf 

♦ Safety and Health for Field Operations: BLM Manual Handbook (H-1112-2) 8/9/2006 

http://www.blm.gov/pgdata/etc/medialib/blm/wo/Information_Resources_Management/policy/bl

m_handbook.Par.30414.File.dat/h1112-2.pdf 

♦ Safety and Health Management Manual Handbook (H-1112-1) 11/08/01 

♦ Solid Minerals Reclamation Handbook (H-3042-1, 1992)

BLM Manual Sections 

Although the Manual section versions provided below were current at the time this document was 

written, updates may have occurred. The most recent versions of the BLM’s Manual Sections are 

available at 

http://www.blm.gov/wo/st/en/info/regulations/Instruction_Memos_and_Bulletins/blm_manual.html. 

♦ Abandoned Mine Land Program Policy (MS-3720) 

http://www.blm.gov/pgdata/etc/medialib/blm/wo/Information_Resources_Management/policy/bl

m_manual.Par.89663.File.dat/3720.pdf 

♦ Acquisition (MS-1510, Release 1-1664, 6/15/2000) 

http://www.blm.gov/pgdata/etc/medialib/blm/wo/Information_Resources_Management/policy/bl

m_manual.Par.98751.File.dat/1510.pdf 

♦ Cost Recovery (MS-1270-2, Release 1-1639, 6/23/1994 ) 

http://www.blm.gov/pgdata/etc/medialib/blm/wo/Information_Resources_Management/policy/bl

m_manual.Par.7819.File.dat/1270.pdf

♦ Hazard Management and Resource Restoration (MS-1703, Release 1-1704, 10/3/2006) 

http://www.blm.gov/pgdata/etc/medialib/blm/wo/Information_Resources_Management/policy/bl

m_manual.Par.62992.File.dat/1703.pdf
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♦ Tribal Consultation Under Cultural Resources Authorities (MS-8120, Release 8-74) 12/3/2004 

http://www.blm.gov/pgdata/etc/medialib/blm/wo/Information_Resources_Management/policy/bl

m_manual.Par.80216.File.dat/8120.pdf

♦ Safety (MS-1112-1, Release 1-1665) 6/16/2000 

http://www.blm.gov/pgdata/etc/medialib/blm/wo/Information_Resources_Management/policy/bl

m_manual.Par.37732.File.dat/1112.pdf 

BLM Resource Notes 

In addition to those listed below, other Resource Notes developed after the preparation of this 

Handbook may be available at http://www.blm.gov/nstc/resourcenotes/resnotes.html. 

♦ Efficient Permanent Closure of Abandoned Mine Safety Hazards on BLM-Managed Lands (Issue 

73, by Christopher Ross, 8/27/2004) http://www.blm.gov/nstc/resourcenotes/rn73.html

♦ Potential Responsible Party Search (Issue 57, 1/7/02) 

http://www.blm.gov/nstc/resourcenotes/rn57.html

BLM Technical Notes 

In addition to those listed below, other Technical Notes developed after the preparation of this 

Handbook may be available at http://www.blm.gov/nstc/library/techno2.htm. 

♦ Hazardous Waste Site Sampling Basics (Technical Note 414), December 2004 

http://www.blm.gov/nstc/library/pdf/HazWaste414.pdf

♦ Passive Treatment Systems for Acid Mine Drainage (Technical Note 409), April 2003 

http://www.blm.gov/nstc/library/pdf/TN409.PDF 

♦ Risk Management Criteria for Metals at BLM Mining Sites (Technical Note 390), October 2004 

http://www.blm.gov/nstc/library/pdf/TN390v04.pdf 

Other DOI/BLM Documents13

♦ Contracting Officer’s Representative Program Manual, DOI, March 2007 

http://www.doi.gov/pam/FAC-CManual32007.doc

♦ Engineering Geology Field Manual, Chap. 12, 2nd ed. Vol. 1, 1998, reprinted 2001, DOI, Bureau 

of Reclamation http://www.usbr.gov/pmts/geology/geoman.html 

♦ Guide to Agreements http://www.blm.gov/natacq/tools/ib2005118.htm

♦ Reclamation Safety and Health Standards, Section 21, DOI Bureau of Reclamation, May 2002 

http://www.usbr.gov/ssle/safety/RSHS/rshs.html 

♦ BLM Information Bulletin No. RS-99-108 (07/14/99), Site Characterization for Abandoned 

Mine/Mill Sites http://www.blm.gov/nhp/efoia/narsc/1999/IB/RSIB1999-108.pdf

♦ BLM Information Bulletin No. RS-2000-021 (Nov 1999), Site Characterization for Abandoned 

Mine/Mill Sites , Modification 1 http://www.blm.gov/nhp/efoia/narsc/1999/IB/RSIB2000-

021.pdf

 

13 At the time this Handbook was written, the Solid Minerals Division was developing underground site entry 

guidance. Field personnel should follow the most recent available guidance for underground site entry. 
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4.2. Links to the BLM State Offices and Related Programs 

BLM Offices and Programs 

BLM Homepage with links to State, District and Field Offices http://www.blm.gov

Division of Solid Minerals http://www.blm.gov/nhp/pubs/brochures/minerals/ 

Hazardous Materials Management http://www.blm.gov/nhp/what/g_hazmat.html 

Land and Minerals Records-LR2000 Reports http://www.blm.gov/lr2000/ 

National Acquisition Homepage http://www.blm.gov/natacq/ 

National Landscape Conservation System http://www.blm.gov/nlcs/index.html 

National Safety Office http://web.blm.gov/internal/wo-700/wo740/index.html

National Operations Center http://www.blm.gov/nstc/ 

National Training Center http://www.blm.gov/ntc/st/en.html 

4.3. Links to Other Agencies 

Environmental Protection Agency (EPA) http://www.epa.gov 

Mine Safety and Health Administration (MSHA) http://www.msha.gov/

Occupational Safety and Health Administration (OSHA) http://www.osha.gov/

U.S. Forest Service (USFS) http://www.fs.fed.us/ 
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Appendix A – GLOSSARY

The following glossary provides definitions for terms and descriptions that are used in this 

Handbook. This glossary does not supersede definitions in relevant laws or regulations. 

-AAbandoned Mine Land (AML) Program: The BLM’s program that focuses on reclaiming 

hardrock abandoned mine lands on or affecting public lands administered by the BLM. The primary 

goal of the program is to remediate and reduce actual or potential threats that pose physical safety 

risks and environmental degradation. The BLM applies risk-based criteria and uses the watershed 

approach to establish project priorities. The program also works to return mine-impacted lands to 

productive use(s). 

Applicable or Relevant and Appropriate Requirements (ARARs): ARARs are State, local, and 

Federal standards that are directly applicable or may be considered relevant and appropriate to the 

circumstances on the site. ARARs include clean-up standards, standards of control, and other 

environmental protection requirements, criteria, or limitations. These standards are an inherent part 

of the scoping process, but will affect the long-term remediation, especially in identifying clean-up 

standards and complying with land use regulations. 

-CContracting Officer (CO): A Federal employee delegated authority to award, administer, and 

terminate contracts, purchase orders, delivery orders, task orders and modifications; obligate 

Government funds; and make determinations and findings 

Contracting Officer Representative (COR): A Federal employee appointed in writing, delegated 

limited responsibilities by a CO to perform specified contract management duties related to technical 

oversight and administration of a specific contract. BLM PM’s often are CORs. 

-GGovernment Performance and Results Act (GPRA): GPRA (PL-103-62, Aug. 3, 1993, 107 Stat. 

285) holds Federal agencies accountable for using resources wisely and achieving program results. 

GPRA requires agencies to develop plans for what they intend to accomplish, measure how well they 

are doing, make appropriate decisions based on the information they have gathered, and 

communicate information about their performance to Congress and to the public. 
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-HHazard Management and Resource Restoration (HazMat or HMRR) Program: The BLM 

administrative program with emphasis on management of hazards on public lands to reduce risks to 

visitors and employees, restore contaminated lands, and carry out emergency response actions. 

Hazardous Substances: CERCLA term identifying those substances designated pursuant to section 

1321(b)(2)(A) of Title 33, or 42 U.S.C. 9602, or listed in 40 CFR 302 or 355. 

Hazardous Substance Release: Any spilling, leaking, pumping, pouring, emitting, emptying, 

discharging, injecting, escaping, leaching, dumping, or disposing into the environment (including the 

abandonment or discarding of barrels, containers, and other closed receptacles containing any 

hazardous substance or pollutant or contaminant). 

-IInstitutional Controls: Institutional controls are non-engineering site management techniques or 

strategies used to protect human health and the environment (e.g., fencing, zoning, health education, 

easements, and other deed restrictions). 

Intergovernmental Order (IGO): Agreement between Federal agencies for reimbursement of 

goods or services provided. 

-NNational Priorities List (NPL): EPA’s list of the most serious uncontrolled or abandoned hazardous 

waste sites identified for possible long-term remedial action under Superfund. The list is based 

primarily on the score a site receives from the Hazard Ranking System. 

-PPerformance Measures: Indicators to be used in measuring or assessing the relevant outputs, 

service levels, and outcomes of each program activity.

Potentially Responsible Party (PRP): Any individual or entity, including current and past owners, 

operators, transporters, arrangers, or generators who may be liable for clean-up costs for hazardous 

substances under CERCLA Section 107(a) or for injuries to natural resources on public lands from 

hazardous substance releases. 

Project: An organized set of work activities with a defined beginning and end that is performed 

within an envelope of resources constraints and directed toward a specific objective. 

Project Management: The process of creating, monitoring, and controlling the scope of work. 
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Project Management Plan (PMP): A written document designed to cover all project activities 

through completion and site closeout, including the following: 

 Project Goals and Objectives 

 Site Description, Background, and History 

 Programmatic Framework 

 Regulatory Framework/Enforcement Actions 

 Organizational Structure 

 Scope of Services/SOW 

 Project Team Identification and Responsibilities 

 Schedule 

 Reporting Requirements 

 Risks and Impediments 

 Value Engineering/Peer Review/Quality Control 

Project Manager (PM): The person who creates and manages the project team, acts as the focal 

point of communications, maintains a clear vision of the final objective, and coordinates the 

individuals, organizations, technology, money, equipment, time, and other resources to ensure the 

project is completed successfully (i.e., on time and within budget). 

-QQuality Assurance/Quality Control: A system of procedures, checks, audits, and corrective actions 

to ensure that all design and performance, environmental monitoring and sampling, and other 

technical and reporting activities are of the highest achievable quality.

-VValue Engineering: An organized effort to analyze functions of construction projects, systems, 

equipment, facilities, services, and investigations. 
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Appendix B – ACRONYMS 

AML Abandoned Mine Land 

ARAR Applicable or Relevant and Appropriate Requirement 

BLM Bureau of Land Management 

CERCLA Comprehensive Environmental Response, Compensation, and Liability Act 

CHF Central Hazardous Materials Fund 

CIP Community Involvement Plan 

CO Contracting Officer 

COR Contracting Officer Representative 

CWA Clean Water Act 

DOI Department of the Interior 

 

EPA U.S. Environmental Protection Agency 

FAR Federal Acquisition Regulation 

FLPMA Federal Land Policy and Management Act of 1976 

FMFIA Federal Managers’ Financial Integrity Act 

GPRA Government Performance and Results Act of 1993 

HASP Health and Safety Plan 

HMRR (aka HazMat) Hazards Management and Resource Restoration 

IGO Intergovernmental Order 

MOU Memorandum of Understanding 

NCP National Oil and Hazardous Substances Pollution Contingency Plan 

NEPA National Environmental Policy Act 

NHPA National Historic Preservation Act of 1966 

NOC National Operations Center 

NPL National Priorities List 

NRC National Response Center 

NRDAR Natural Resource Damage Assessment and Restoration 

OMB Office of Management and Budget 

OPA Oil Pollution Act for 1990 

OSC/RPM On-scene Coordinator/Remedial Project Manager 

OSHA Occupational Safety and Health Administration 

 

PI Project Inspector 

PM Project Manager 

PMP Project Management Plan 
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PPE Personal Protective Equipment 

PRP Potentially Responsible Party 

QA Quality Assurance 

QAPP Quality Assurance Project Plan 

QC Quality Control 

RACER Remedial Action Cost Engineering and Requirements 

SAP Sampling and Analysis Plan 

SCF Special Cleanup Funds 

SOP Standard Operating Procedure 

SOW Statement of Work 

 

USGS United States Geological Survey 

VE Value Engineering