responsive documents - crew: epa: regarding proposed foia tracking system: 9/26/2011 - epa documents
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Agenda Background
Program overview Governance Data flows Features and functions Open Govt
Results of Technical An Feasibility Screens of possible FOIA
New Issues FOIA dashboard
Next Steps
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eRulemaking Program: Vision: Citizens can easily access anefficient, and open federal rulemaking Goals:
Increase public access, participatirulemaking process Improve Agency efficiency and ef
Scope: Federal-wide program (EPA is th Projects: Regulations. gov: Public interface tonon-rulemakings (e.g., environmental imguidance, in formation collections, privacy
FDMS.gov: Government-wide systemAgencies to centrally manage the rule Regulations.gov/Exchange: new futools for Regulations.gov
Funding Cross-agency workgroup estimates P Agencies pay usage fees to EPA thro
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Governance: Multiple levels of crocollaboration
Executive CommitteeCo-chaired by EPA and 0MB38 agency representatives
Advisory BoardChaired by eRulemaking PMO40 agencies participate
BudgetWorkgroup
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Architecture: Data Flows, Partners,
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AGENCY
NATIONAL ARCHIVESOffice of the FederalRegister (eDocs)
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Regulations.qov Features Usage:
Unlimited public access to view, download and comment on 38 Departments and Agencies (representing 90% of rules plegal I scientific I technical / economic analyses and public c
Exchange tab -regulohons9ov
You, Waist ii, main DivIsion Mdri
new on video...First Lady Michefle Obama introduf the Lets Move Initiative.Read and comment on the T jtcisfldhood bes RflUUU
Your Voice in ActionOn overage, federal agnncies arid departmentsRegsdations.gov. Below, wane surmnnarized feder
shays as we continue to enhance our site
DOCUMENTS POSTED TO REGULATIONS.CO
Benefits One-stop Access Transparency Trusted Source Public Participation Cost Savings
Features Search all rulemakings Download & printdocuments Comment by Web form Full text search Bookmarking & emailalerts RSS, Site Maps
Dashboard (one offive tabs)
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Technical Analysis4 Results
Extending Federal Docket(FDMS) is technically feasiaccomplished via two diffe
Technical infrastructure Sufficient capacity using ex
network, security, bandwidsupport federal-wide FOIA Approach
Create new public web por Create new secure Agencyscreens, user roles, workflto meet FOIA needs
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The target audience is thegeneral public, so the sitemust be approachable. Userstend to read personal storiesmore frequently than anyother text on a site.2. The first thing users look for
when they enter a site iswhat they can do or click.Top tasks make the site moreactionable. User testingwould help to validate theseitems as the top tasks.3. A purpose statement tellsusers what FOIA is in 25words or less. It is followedby a call to action.4. Below the fold, the footercontains the site map directlyin it for quick and easynavigation. This is similar tothe format ofwhitehouse.gov.
U lwantto...Make a POIA regae5t kr agency d-c rickMake a Prwacctreq.e .:kiperCheck pry stalasFicanappcaSpain, arv*nrai; rcjjnik\iiait ipadi *j I3OiTI
Privacy & Secuey Notice I Lest upuotee Apid 0 Z3D
+Homeduke a FOIA request let eqency documentst.lake a Pricasy Act requect for personal isleCheck my statusFile an appeelSearch ten previous requestsVisit readta reams
AboutFreedom oftnsrructbcsFees and wEuemptbnsReadica teAnnual tepFettsy andPrivacyAc
HomepageEnuesnmentat Pretestien AgeenyS FOIAFreedom of Information Act
e to access!tb orety easy to use! Just ftll out a request fo.rsomeone gets back to you tn about 2 weeks-- Cmdy Lou, Boslon, M4
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Header
EnvirDnmental ProeotiDn Anoy V
Fc If\Freedom of Information Act
1. The FOIA branding ties into the long-term goal of makingthis site government-wide. I would recommend a moremodern, simple logo to reflect that the website has beenrefreshed and is now easier to use.2. The agency name appears just above the FOIA logo, and auser can change agencies by clicking the arrow.3. The social bookmarking feature used on Regu(ations.gov
can also be used here to allow a user to email, print orbookmark any page.
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1. This wizard-style form walksusers through the requestprocess step by step, withoutoverwhelming them.2. Agency defaults to the agencyssite the user is on. A drop-downmenu makes it easy to change.
By selecting the agency on thispage, the next page can populatethe different regions for thatagency.3. The form instructions say thatpeople requesting informationabout themselves must signunder penalty of perjury. Ifsomeone responds Yes to this
question, we can insert anelectronic signature checkbox onthe next page with the wordingunder penalty of perjury.
ur.uo FdA o n u sl for s9000y docu.rr.rl,O . u . . p r o o y AOl ispx.st Ior persoxa xixChouk ,my liedF i A . r . p r . aSteers for p tsx o u lr .I OlslSVO ,.rs root.
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APP
Make a Request (1 of 2)
Select one
FOIAFreedom of Information Ac
Make a FdA Request for
U Contact InfonnattenNameCompany I Organization I
Mailing AddressCtyState
Zip CodeE-mailPhoneFax
D OescrptIon of RecordsAgency EPA - Ermuironmental ProtA-e you seeking information about yoDescribe the records you seth to loctopics The m o r e s 0 C i f i C you are, the
pP,ioacy Soctoly octal I Lest pteiidAprt 8,2012
4. Relevant help information islocated on the right side of thepage.
Cancel and return home
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Confirmation
2. Provide top tasks of what theycan do next.
3. Keep the phone numberreadily available in case ofquestions.
Make a FOIA Request for AgencyHome 0 Remest Form 0 Curirmotlor
Success Your request has been submitteYour tracking number is 123456 We will review yo
0 At this point. you can Check your status Make a Privacy Act request if you are looking Go homePrivacy & security Notice I tact poatoo April 5, 23rD
HomelAake a FOIA reqoesi for aoency documentsMoke o Privacy Act request for peneonol infoCheck my statueFile an appealSearch for precious requestsVisit readin; rcorrne
AboutFreedom of InformInstructions & tipsFees and waiversEuernptionsReadis roomsAnnual reportsPercy end rridancPriv any Ac t of 107
1. Immediately provide a trackingnumber so that users do notneed to wait for their requeststo be processed.
Envircr.rrenrvi Prstocrivn Agency V, FOIAFreedom of Information Act
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About
Privacy & Socurrty Notice Loot iposres April 5. D1
HomeMake a P01* request for sency decurnontsfake a Privacy Act request for personal infoCheck my statusFNe an appealSearch for pretoria requests
A DO LotFreodoer ofInstructionsPeas and vaEoenrptionnRvadrj eat
Poky arrd ;Privacy Hut
1. Use simple terms that the generalpublic will be able to easilyunderstand. Write the contentbetween a 4h and 8h gradereading level.2. Provide additional information onthe main task the user will do onthis site, make a FOIA request.3. Related links are expected to beon the right. This follows theformat of the About page onRegulations.gov.
Envirrerrental Protection A;ency 7. FOIAFreedom of Information Act
Aboutfloors 0 About
Freedom of Infonnation Act (FOIA)In 1 966, the Freedom of Infarmation Act (FOIA)N agency records All federal agencies are requirare protected from disclosure by exemptionsFOIA only applies to federal agencies Recordapply Staten and local government agencies m
I Please contact them directly to request accesMaking RequestsN
. Tips and instructions - Before you submit y Make a Request - Fill aut the form to make Fees & Waivers - While there is no fee to m
- View a list of the 9 F0IA exc
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FAQs
1. Group frequently asked Ern-erptocnon A;cncy Vquestions into generalinformation plus top tasks. FOIAFreedom of Information Act
2. Expand!collapse answers so thatusers can read answ ers withoutnavigating away from the screen. Frequently Asked Questions (FAQHectic FAOa
3. Include conta ct information here General informa tionas well. What is FOIA?What is the Privacy Act?What records are exempt from FOIA?What are reading rooms?Where are the policy) guidance documents?
Making a FOIA requestHow do I make a FOlk request?What is the response time2Am I eligible for expedited pracesing?Whatfees are associated with a FOIA request?Am I eligible for a fee waiver?
Privacy & Securiti. Norms B Loot upsuics Ayrii B
tome Aboutt.take a FdA request for egmroy documents Frnodnrrr of irrfoMake a Privacy Act rawest far personal nI 0 instrocr000 & tipCheck ny ar at u s Fees and waiverFda art appeal Eoerrrpiecsswatch for preveora reqoreors Reaoing roomsVrsrt reading rooms darnual reports
Pocoy end grddaPriraoyknr of
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Envrronmer.tel Prvt ectrvn Anncy V
SFOIAFreedom of Information Act
ContactHem.> contest
EPA FOIA HeadquartersPhone 202-506-1667Email hg.foisepa.govFax 262-566-2147Ma il [Istionel Freedom of InformationU.S Erwironmentsl Protection A1200 Pennsylvania Avenue, NWWsohtngton. DC 20400
Hand Delivery National Freedom of InformationU S Envircnmental Protection A1301 Constitution Avenue. NW.Washington, D C 20004
Pnvecy Secu rity Notice List upvoreu April 6. O)
thorn>Matte a FOIA requ est tot agency documentsMake a Privacy Act tequoot tot pors acat intoche sk my sta ts>Pile an appe alSeetch tot preai cuo requests(cit reedmg room>
AboutPteedom ot tntotmaIrtottoctions & tipsFees and waluo rsExemptionsRouting morn>Annuat rep ortsPolicy and ouidan sePrivacy Act at rem
Contact
Side-by-side arrangement makesit clear that you must choosebetween headquarters and aregional office.
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Booz A
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lectronic FOIA Relizing FDMS FrailysisIay 6, 2010
DRAFT
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Document Change HistoryVersion Date Author Description of CV 1.0 May 6, 2010 Em ily Miller Init ial Draft
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Office of In formation Collection Electro
Table of Contents
1. Introduction2.1 Purpose2.2 Assumptions2.3 Proposed Phases2.4 Document Organization
2. Implementation Options2.5 Option 1: Leveraging Ex isting Framework2.6 Option 2: Leveraging Tools and Infrastructure with New Components
3. Suitability Analysis2.7 Infrastructure2.8 Functionality
4. Role Descriptions5. Processes6. RecommendationAppendix A: AcronymsAppendix B: FOIA RequirementsAppendix C: As-Is FOIA Process Maps
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Office of Information Collection Electron
1. IntroductionThis document analyzes the feasibility of incorporating the current EPA FInformation Act (FOIA) response procedures into the existing Federal DocSystem (FDMS) infrastructure in order to leverage the existing public-facinwell as reduce costs. In addition, this analysis will also present the resultsnew functionality available to the FOIA programs from the eRulemaking inas additional capabilities, as requested by the FOIA response team. Exisbetween the programs include public intake, public search and browse, Aprocessing, content storage and display, and inter- and intra-Agency user
PurposeThis document will describe the results an analysis which includes a respfol low ing questions:
1. Based on the requirements, where/how can FDMS be leveraged?2. What are the gaps for functionality that cannot be met through FDMSsolutions?
3. How can the tool potentially interact with other existing EPA FOIA sy4. What are the summarized options, with cost and recommended apprAssumptionsThe following assumptions were made when compiling this document.
1. Privacy Act requests are currently out of scope for this analysis2. This analysis was completed in support of EPA FOIA responses fihowever when possible, it includes more standardized language3. We assumed that not all manual processes will be incorporated in
platform; however, several additional requirements have been capplanning.
Proposed PhasesPhase 1: Create a public-facing website for receiving and tracking FOIAcapability to collect, manage and respond to requests with workflow, inclucollection from current system; store, categorize and retrieve (search) FOoptional user profile data; browse reading rooms.Phase 2: Connect to applicable NARA and DOJ systems to pass data reg
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Office of Information Collection Electro
Section 2: Intersection AnalysisDiscusses the as-is processes apotentially intersect within the FD M S frameworkSection 3: OptionsDescribes the various options for inco rpora tingSection 4: RolesDescribes the po tential new roles that co uld be aSection 5: Process MapsDetails the steps involved for the futureSection 6: RecommendationSummarizes the recommended op tiAppendix A: AcronymsAppendix B: FOIA Program RequirementsAppendix C: As-Is FO IA Process Maps
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Office of In formation Collection Elect
2. Implementation OptionsThis section presents two options for go ing forward with inc lus ion of FOIFederal Docke t Management System framew ork. Options includeinfrastructure/technology framework changes, screen changes/additionsscanning options, and other relevant areas to consider when selecting aOption 1: Leveraging Existing FrameworkOption 1 seeks to leverage most of the ex isting software and phys ica l arminimizing changes or creating new screens or in tegrating new too ls). Tthis option include: Use of existing database schema, Content Server, Webto
Conversion Server Use of Goog les Web Tool Kit for the pub lic-facing websit Modification of almost every screen within the FDMS agemeet the needs for FOIA requests New groups and access con trol lists (ACL5) on the Conte
The pros and cons for this approach are listed below:Table 1. Option I ProsLeverage Website Regulations.gov ut ilizes the Google Web Toolkitmodern model for the new FOIA public-facing wCPU Licensing Existing licensing agreement for Documentum wrequire the purchase of new licenses to supportHardware Reuses all existing hardwareExisting Software Reduces costs incu rred for additiona l FOIA toolFOIA Xpress
Table 2. Option I ConsCategory DescriptionWDK Framework The WDK framework currently utilized for the exeRulemaking agency system is outdated and sla
replacement within the next 3 years; therefore, fwould be requiredScreen Reuse Existing processes are very specific to Regulatiotherefore a blend is not truly reusing the screensall be altered with new layers of code to follow thprocess flowProcess Flow Blend Blend ing of the Regulations.gov process flow an
Category Description
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Office of Information Collection Electronic FOIA Response Analysis
Option 2: Leveraging Tools and Infrastructure with New ComponentsOption 2 leverages the existing infrastructure where possible, however, it infuses newtechnologies to increase cost savings and minimize redundancy. The highlights for thisoption include:
Use of existing database, Content Server, Webtop, PDF ConversionServer Use of Googles Web Tool Kit for the public-facing website Creation of new screens using Adobe Flex technology New groups and access control lists (ACLs) on the Content Server
The pros and cons for this approach are listed below:
CPU Licensing Existing licensing agreement for Documentum would notrequire the purchase of new licenses to support FOIAUpdated Framework Option 2 does not utilize the outdated WDK framework but
rather a new, proven and flexible technology in Adobe FlexHardware Reuses all existing hardwareCode Change The Program code (FOIA vs. Regulations) is separated andEfficiency therefore easier to upgrade and easier to apply changes to asyou would not be identifying within complex screen layers,which changes apply to which program. This includes logical
separation of backend objects and storage.Existing Software Reduces costs incurred for additional FOIA toolsets such asFOIA XpressFDMS Foundational The modernized FOIA approach to Data Objects and UI
Change frameworks could serve as the foundation going forward forthe necessary FDMS migration away from WDK
Table 4. Option 2 ConsCategory DescriptionProcesses Existing processes are very specific to Regulations.gov,
therefore a reuse of the screens would be too complex therefore this option does no t reuse screen code.
Both options will require Annual Report support and the framework for both will includethe ability to create FOIA specific reports. These reports will need to be created basedon the new elements added to the system. In a future phase, if the requirements forreporting equal the need for a Business Intelligence tool, the team could leverage opensource tools or leverage the EPA Enterprise-wide tools in Oracle Business Intelligenceand SAP Business Objects.
Leverage WebsiteTable 3. Option 2 Pros
Category DescriptionRegulations.gov utilizes the Google Web Toolkit and is a goodmodel for the new FOIA public-facinq website
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3. Suitability AnalysisThis section will describe how the current FDMS architecture is laid out and could beleveraged to include the requirements as defined by the EPA FOIA team. This willinclude an architecture diagram with intersections identified for FOIA. It will also includean analysis of what level of effort it would take to meet each of the documentedrequirements.InfrastructureThis section describes the intersections between FOIA requirements and the existinginfrastructure supporting FDMS and Regulations.gov.Capability Availability to include FOIANetwork Ample capacity existscapacityServer capacity Ample capacity existsSecurity Identification, Firewall, Intrusion Detection, and Monitoring are in placeDatabase License has been purchased and capacity existsContent System and licensing is in placeManagementStack Java applications are in a clustered environment which strongly supports
the addition of the FOIA workloadIndexing Powerful Indexing software is in place (Endeca, FAST)Searching Powerful Searching software is in place (Endeca, FAST)Recovery and Storage Area Networks (SANs), systematic backups and a COOP site areBackup all in place for useDeveloper A license for the development of the Rich Internet Application tool for theToolkit Option 2 framework would need to be procured (low cost)LDAP Firewall, Intrusion Detection, SSL all can be reused eliminating the need tobegin the lengthy firewall process at EPAVPN The program owns the VPN that is in place and it can be uti lized for FOIAScanning Staff and servers are in place using both Kofax and Captiva and utilizingthe support of scanner to scanner infrastructure for submission or the useof human/manual scanning team
FunctionalityCapability REGS FDMS Leveragability of CommodityDocketitolder- X A 1 he hUlA requirement 1N012 requires the ability to createbased Process a folder in order to store the request, responsedocumentation and other communication details together.
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The docket-based process within FDMS supports thiscapability; however, this can be leveraged by utilizing thedesign of the process and creating a new FOIA setup(Option 2), or it can be leveraged as it exists within FDMS(Option 1). Therefore either approach supports thisconcept/requirement.
Public-facing X Regulations.gov has a modernized, public-facing interfaceUser Interface which can be leveraged for FOIA with minimal changes to
each page. Changes would include search instructions,navigational elements, metadata, search index, andrequest submission instructions. This site wasconstructed using Google Web Toolkit and would no trequire a change in technology to meet the FOIA intakerequirements.
Routing X X Routing frameworks exist bu t would be altered to meet theFOIA process flows.Permission Sets X X New groups and Access Control Lists will need to becreated for either optionBusiness x The business processing u ti li zed for FDMS would need toProcessing be simplif ied for FOIAs in an effort to maintain good
performance and reduce complexity and costs, whilemeeting FOIAs requirements.
Version Control x Version control was no t listed as a requirement, howeverthe functionality could be turned on if desired. This featurewould add to the storage requirements.Metadata X X There is some commonality across the existing metadata
fields captured such as ID, Title, Keywords and Abstract,however, more fields will need to be created in order tomeet the requirements.
Email X X Notifications exist at both the internal (Agencies) andNotifications external (Public) levels.Certification and X X The FOIA C&A will become a modification to the existingAccreditation FDMS C&A rather than supporting two separate efforts.(C&A)Help Desk X X Single help desk could support user calls with minimaltraining and a potential staff augmentation based on
analysis of cal l volumeServer/Network X X Leveraging components and staff for existing services toAdministration support the server and network administration
Replacing Existing FOIA ToolsThe current toolset provides the basic capabilities to manage and respond to FOIArequests. Utilizing the FDMS framework and infrastructure will add the followingcapabilities to the FOIA program:
Ability to expand Reading Room capabilities to provide links across Regions andOffices which reduces duplication, expands the ability to retrieve related
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responses easily and will not require the user to know where to look for theresponses (the current setup requires clicking through each separate readingroom) Ability to send a request to another Office or Region through a workflowmechanism in order to properly track dates for acceptance, assignment,completion, etc. Ability to create a user profile (if desired) to reduce the burden on the user,provide status on all open requests, and store past responses Ability to create a folder containing all associated documents including emailsand approvals for a request Ability to reduce the manual steps involved with the Annual Report by collectingelectronic metadata Ability to expand the FOIA response service offering to any Federal Agency Ability to send electronic data to Regional feeder systems supporting theresponses to FOIA requests
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4. Role DescriptionsThe following Roles are described in order to ensure that the needs of the system canbe met and are comprehensive. In addition, these roles are used in the To-Be ProcessMaps and are described here for clarification. One staff member could potentially holdtwo roles.
Table 5. Roles and ResponsibilitiesRole Description
Thi s new role will manage the communication point for allrequests. Although the Location Response Team will havethe ability to communicate with the user for informationgathering, all assignments will come from this role and allfinal request responses will be delivered through this role.
System Administrator The standard System Administrator role will be theSuperuser within the system.FOIA Administrator This user would have the ability to set up new users,delegate work, and reassign work.Location Response Team The LRT responds to the assigned items that came fromthe Switchboard Operator. In addition, this role determines
extensions, holds and performs other response-relatedfunctions.
Location Response Team This potential role could serve as the work assignmentLead contact for the location if a need is determined. They couldensure that responses are assigned and responded to in atimely fashion and gather metrics as well.
FOIA Requestor This role is no t currently captured through IdentityManagement but could be offered to users as an option toextend additional capabilities.
Scanner This capability would need to be determined but it is apotential integration point with the EPA Docket Center.Finance Center The finance center contact could have the capability toenter payment information in to the system.OGC Contact The OGC contact could enter appeal information in to thesystem.
Switchboard Operator
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U.S. Environmental Protection AgencyFOIA.gov Feasibility Analysis Report
Version 3.4February 9, 2011
Prepared by:PROJ ECTper ormanceCORPORATION1760 Old Meadow Road McLean, VA 22102
Phone: 703-748-7000 Fax: 703-748-7001
FOIA.gov Feasibility Analysis ReportVersion 3.3
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Table of ContentsEXECUTIVE SUMMARY 41.0 INTRODUCTION 5
1.1 Feasibility Analysis Purpose 51.2 Feasibility Analysis Step-by-Step Process 5
2.0 FOIA TRACKING AND PROCESSING IMPROVEMENT OBJECTIVES 62.1 Current FOIA Process 62.2 Goals and Priorities 7
3.0 DEFINITION OF ALTERNATIVES 83.1 Alternative #1: FQIA Status Quo 83.2 Alternative #2: FOIA.gov Module of eRulemaking 9
4.0 ESTIMATE COSTS FOR EACH ALTERNATIVE 114.1 Life Cycle Cost Analysis by Element 11
5.0 ESTIMATE QUANTITATIVE BENEFITS FOR EACH ALTERNATIVE 145.1 Quantitative Benefit 1: Reduction in Staff Time and Administrative Costs due to
Improved Records Management Capabilities 146.0 DOCUMENTALLASSUMPTIONS 167.0 ADJUST COSTS BASED ON RISK ASSESSMENT 178.0 NET PRESENT VALUE CALCULATIONS 209.0 EVALUATE ALTERNATIVES 21
9.1 NetPresent Value 219.2 Return on Investment 219.3 Payback Period 21
10.0 RECOMMENDATION 22
Table of TablesTable 1: Summary of Alternatives 4Table 2: Annual Costs for Alternative #1 FOIA Status Quo 13Table 3: Annual Costs for Alternative #2 FOIA.gov Module of eRulemaking 13Table 4: Reduction in Staff Time and Administrative Costs due to Improved RecordsManagement Capabilities 15Table 5: Risk Impact 17Table 6: Risk Percentages by Alternative 17Table 7: Total Risk Adjustment by Risk Category 19Table 8: Cumulative Costs and Benefits of Each Alternative 20Table 9: Summary of Alternatives 21
FOIA.gov Feasibility Analysis ReportVersion 3.3
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Record of Changes/Version History. DateofChange/Version Number Description Author(s)Change
Version 1.0 11/23/2010 Initial Draft Project Performance CorporationVersion 2.0 12/10/2010 Revised Draft Project Performance CorporationVersion 3.0 12/14/2010 Final Version Project Performance CorporationVersion 3.1 01/14/2011 Revised Final Environmental Protection Agency
. Revised Final withVersion 3.2 01/21/2011 . . Environmental Protection Agencyadjusted_lifecycleVersion 3.3 01/27/2011 Revised Final with Project Performance CorporationVersion 3.4 02/09/2011 Final Edits Project Performance Corporation
iii
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F0IA.gov Feasibility Analysis ReportVersion 3.3
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1.0 INTRODUCTION1.1 Feasibility Analysis PurposeSection 300 of the Office of Management and Budgets (0MB) Circular Number A-il establishes thepolicy for planning, budgeting, acquisition, and management of federal capital assets. it also instructsmajor information technology (IT) investment business owners on how to justify their budgets anddefine requirements.OEls OIC is conducting a feasibility analysis to assess whether a proposed, centralized GOTS FOIAmodule is sound and cost-effective. Th e overall objective of this feasibility analysis is to evaluate thetechnical and cost feasibility of implementing a government-wide FOIA.gov module in eRulemaking.The analysis includes estimates of costs and benefits for each alternative, adjusting for risk and timing,in addition to discussing the advantages and disadvantages of each proposed alternative.
1.2 Feasibility Analysis Step-by-Step ProcessThis document details the viable alternatives for receiving, tracking, monitoring, and storing FOIArequests. Th e Feasibility Analysis process is divided into the following steps:
1. Determine and define objectives and requirements.2. Identify alternatives.3. Conduct interviews with stakeholders and review background documentation.4. Estimate costs and benefits for each alternative.5. Adjust costs based on risk assessment.6. Calculate ROl for each alternative.7. Evaluate alternatives and provide recommendation.
This document is accompanied by a cost model detailing the cost-benefit analysis. Sections 2 through10 of this document walk through this step-by-step process and conclude with a recommendation andrationale.
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FOIA.gov Feasibility Analysis ReportVersion 3.3
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2.2 Goals and PrioritiesFederal agencies can benefit by having a comprehensive, centralized FOIA solution to managetracking, monitoring, and storing FOIA requests. High-level requirements include the following:
Streamline and automate business processes. Deploy user-friendly technology. Increase transparency and accessibility of information to the public. Increase user satisfaction. Enhance the quality of reports. Meet security and conformance standards.
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FOIA.gov Feasibility Analysis ReportVersion 3.3
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3.0 DEFINITION OF ALTERNATIVES
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Based on current and future-state business process requirements, data, and stakeholder input, twoalternatives have been identified for this Feasibility Analysis:
1. FOIA Status Quo2. FOIA.gov Module built on the eRulemaking platform
Details of each alternative are listed below. All alternatives strive to align not only with the OlC teamsrequirements, but also the overall Agency strategic goals and targets.3.1 Alternative #1: FOIA Status QuoAlternative #1, the FOIA Status Quo, represents using agency FOIA processes as administered today.According to the March 2010 United States DOJ Chief FOIA Officer Reports, thirteen agencies use aCOTS product, FOlAXpress, to track and manage FOIA requests. EPAs BY 2012 CPIC Lite ProposalForm states that FOlAXpress provides services to FOIA users and administrators through Web-basedintranet access. FOlAXpress has the capability to track correspondence and generate a variety ofactivity reports. The remaining agencies typically use one of several COTS tools, internally developedapplications, Microsoft Office Suite, or paper-based methods to track and process FOIA requests.According to the United States DOJs Office of Information Policys FOIA Post, Summary of AnnualFOIA Reports for Fiscal Year 2009, the total federal FOIA spending for 2009, including the actualprocessing, information gathering, and response development to the FOIA request, was approximately$382 million. Agencies without support of an application, like FOlAXpress, have limited reportingcapabilities and must often rely completely on manual processes to create reports. While the currentFOIA processes have some limitations, they continue to meet the most basic FOIA requirements.
PROS CONS Meets federal FOIA tracking and Lacks central repository for housingreporting requirements responsive records
Established workflows at all 94 FOIA- High cost to maintain 94 separatereceiving agencies systems
Will not require additional training Reliance on manual efforts Autonomy in managing agencys Public must go to 94 agencies to fileprocessing system requests
Agencies own their data Cannot electronically share requestsbetween agencies
chief FOIA Officer Reports. United States Department of Justice. March 2010. 6 FOlAXpress BY 2012 CPIC Lite Proposal Form. oEt/OIC/CSD. August 26, 2010.Summary of Annual FOIA Reports for Fiscal Year 2009. United States Department of Justice Office of Information Policy
FOIA Post. June 4, 2010. < http://www.justice.gov/oip/foiapost/2olofoiapostl8.htm>.Page 8 of 22
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FQIA.gov Feasibility Analysis ReportVersion 3.3
January 28, 2011
minimal customization to meet agency needs. As customization increases, so does the cost and risk of
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the solution implementation. Screens will be customized to the FOIA processes and the frameworkwill be updated using Adobe Flex.However, if leveraging a GOTS solution immensely changes the organizations workflow processes,there is a much greater risk of low user acceptance without proper training and helpdesk support foreach of the 94 agencies receiving FOIA requests. User acceptance of a GOTS solution, such as an FOIAmodule of eRulemaking, depends largely on the solution meeting the users business processes.
PROS Meets federal FOIA tracking and
reporting requirements Central, standardized repository for
FOIA information that is easilyaccessible by both federal employeesand the public
Cost savings if customization is limited eRulemaking has already funded a
major portion of development andidentified lessons learned
Scalable, flexible, and will provide arobust platform to meet newrequirements as they evolve
Allows agencies to consult or referrequests electronically to otheragencies
CONS Adaptation of an FOIA.gov module
could change the current workflowand work habits of many FOIAemployees
Requires training Agencies lose autonomy May require technical infrastructure
changes
Public can submit requests to multipleagencies at once
Supports the guidelines outlined inPresident Obamas Freedom ofInformation Act memorandum
Obama, Barack. Freedom of Information Act Memorandum for the Heads of Executive Departments and Agencies.Accessed December 14, 2010. < http://www.whitehouse.gov/the press office/FreedomoflnformationAct/>
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FOIA.gov Feasibility Analysis ReportVersion 3.3
Table 2: Annual Costs for Alternative #1 FOIA Status Quo
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Alternative 1: FOIA Status Quo*Cost Element FY2011 FY2012 FY2013 FY2014 FY2015 Total
Planning 0.000 0.000 0.000 0.000 0.000 0.000Development 4.327 4.457 4.591 4.729 4.870 22.974
FOlAXpress 1.391 1.433 1.476 1.520 1.566Additional Support 2.936 3.024 3.115 3.209 3.305
O&M 10.111 10.414 10.726 11.048 11.379 53.678FOlAXpress 4.238 4.365 4.496 4.631 4.770
Additional Support 5.873 6.049 6.230 6.417 6.610Government FTE5 3.408 3.510 3.615 3.723 3.835 18.091
Program Support 6,815 7.019 7.230 7.447 7.670Total 17.845 18.381 18.932 19.500 20.085 94.743
Table 3: Annual Costs for Alternative #2 FOIA.gov Module of eRulemaking
Alternative #2: FOIA.govModule of eRulemaking*II[lijth1 I I I I ji. ItT1I
Planning 0.288 0.297 0.000 0.000 0.000 0.585
Development 1.297 1.335 0.764 0.393 0.203 3.992Systems and Application 1.152 1.187 0.611 0.315 0.162Development
Software Acquisition 0.001 0.000 0.000 0.000 0.000Testing 0.144 0.148 0.153 0.079 0.041
O&M 0.000 0.948 0.971 1.000 0.706 3.624Hosting 0.000 0.171 0.176 0.182 0.187
Administration Costs 0.000 0.148 0,153 0.157 0.162Storage 0.000 0.035 0.030 0.031 0.032
User Support 0.000 0.297 0.306 0.315 0.162Training 0.000 0.297 0.306 0.315 0.162
Government FTE Costs 0.435 0.448 0.231 0.238 0.245 1.596Program Support 0.435 0.448 0.23 1 0.238 0.245
Total 2.020 . 3.028 1.965 1.631 1.153 9.797
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Table 4: Reduction in Staff Time and Administrative Costs due to Improved RecordsManagement Capabilities
Alternative #1: FOIA Status Quo Alternative #2: FOIA.gov Module ofeRulemakingYear % Reduction Value Added Year % Reduction Value Added
FY2OII 0% 0.000 FY2OII 0% $0000FY2012 0% 0.000 FY2012 25% $2893FY2013 0% 0.000 FY2013 50 % $5786FY2014 0% 0.000 FY2014 75% $8679FY2015 0% 0.000 FY2015 100% $11572Total sooooo Total $28.9289
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FOIA.gov Feasibility Analysis ReportVersion 3.3
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6.0 DOCUMENT ALL ASSUMPTIONS
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The following substantive assumptions were used when estimating the costs for each alternative: Th e start year is FY 2011. Th e discount rate is seven percent. A standard three percent inflation rate will be applied to all labor and hardware costs in FY
2012 and beyond. Contracted system analysts, programmers, and senior system engineers are estimated at
approximately $150/hour. EPAs loaded annual salary in FY 2011 is approximately $145,000. Each FOIA report is approximately 10 pages in length and stored as a color PDF copy. On average, it takes 2.5 hours to complete an FOIA request. Current FOIA processes are in full effect with only minor enhancements, as needed. No
additional planning or design is required at this time. The proposed FOIA.gov solution will meet all OIC business and technical requirements in
addition to meeting the current process requirements. The process of developing, vetting and issuing a solicitation, performing vendor selection,
and awarding a contract will take two months for this alternative. Project management for an FOIA.gov module of eRulemaking will be supported by internal
EPA FTEs. An FOIA.gov module of eRulemaking is live by FY 2012, but i t wil l still need enhancementsthroughout the project life cycle. An FOIA.gov module of eRulemaking requires minimal customization to meet FOIA
functionality needs. Adobe Flex would be used to create screens for an FOIA.gov module of eRulemaking. Only open and backlogged FOIA requests/cases will need to be migrated from their
respective agencies or departments to the FOIA.gov module of eRulemaking. Additionalhistorical data migration and conversion will be decided based on the discretion andfunding of the applicable agencies and departments.
An FOIA.gov module of eRulemaking would be hosted at the NCC. All hardware costs(servers) are inherent in the WCF charge.
Contractors will perform training and helpdesk support for the FOIA.gov solution. System security work for an FOIA.gov module of eRulemaking will be completed by the
eRulemaking Project Management Office. The cost estimate does not include the DOJ FOIA dashboard at this time; however, this
document does include internal and external facing automated reports. Data entry (to preserve the integrity of historical data) is not included in the cost estimate
at this time and is assumed to be completed by the applicable agencies.Page 16 of 22
FOIA.gov Feasibility Analysis ReportVersion 3.3
January 28 , 20117.0 ADJUST COSTS BASED ON RISK ASSESSMENTA risk-adjusted return on investment should be compared for each alternative in order to determine
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which one is the best solution. This puts the alternatives on equal footing from a cost perspective, as itwill account for the increased complexity of a particular alternative that may not be representedaccurately without the risk adjustment. For the purposes of this analysis, risk is defined at a high leveland is determined by those factors that would have the most significant impact on the alternativesfrom a cost perspective, should they be realized.Risks were quantified based on the probability of occurrence multiplied by the cost if the risk occurs.In order to make a conservative estimate, if the risk were to occur, we assumed a doubling of the costs(having to entirely rework). This technique was chosen based on the type of projects that are beingcompared. This does not underestimate or overestimate quantified risks as the probability of totalrework is lower than the probability of partial rework. For example, a five percent probability ofoccurrence of total rework of a $100,000 cost ($5,000) is no different than a 20 percent probability ofhaving to rework only a portion of the cost (20 percent of $25,000 = $5,000 cost if the risk occurs).Table 5 below highlights the percentages associated with the probability of each of the risks identifiedin this analysis:
Table 5: Risk ImpactRisk Probability Value
No t Likely 10%Low Probability 25%Likely 50%Highly Likely 75%Near Certainty 90%Not Applicable 0%
In addition, Table 6 below highlights the total risk adjustment for each alternative with a summary byrisk area and probability of occurrence. Definitions of each risk area can be found on the followingpage.
Table 6: Risk Percentages by Alternative. Rkk Probbilitv of Occurrence
Business Impact 25% 10%Resource Availability 10% 25%Management andOversight 10% 10%Technical Issues 25% 10%Security 10% 10%
Alternative 2:Alternative 1:FOIA.gov Moduleife Cycle Risk Area FOIA Status Quo eRulemaking
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FOIA.gov Feasibility Analysis ReportVersion 3.3
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SecurityIn todays world, IT Security and security of data is critical to any government system. FOIA responsesare not confidential and open to the public. The report authors assumed that the FOIA.gov solution
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meets agency security needs, as security requirements would be handled by the eRulemaking ProjectManagement Office.Table 7 below highlights the costs (in millions) estimated if these risks were to occur.
Table 7: Total Risk Adjustment by Risk CategoryTotal Risk Adjustment by Risk CateRorv (Cost if Risk Occurs)
Business Impact 23.69 0.98Resource Availability 1.81 0.40Management and Oversight 7.67 0.82Technical Issues 13.42 0.36Security 5.37 0.36Total 51.9473 2.9235
Alternative #2 :Alternative #1: FOIALife Cycle Risk Area FOIA.gov Module ofStatus Quo eRulemaking
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8.0 NET PRESENT VALUE CALCULATIONS
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After costs and benefits for each alternative have been identified and adjusted for risks, they need todollars. This analysis allows for costs, benefits, and risks to be adjusted
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be compared in present valuefor the period of time when they occur. A cost or benefit in year one has a different present value thanan equal cost or benefit in an out year. For purposes of this analysis, seven percent discount rateswere applied to all out year costs (risk adjusted) and quantifiable benefits, per the 0MB Circular A-94requirement. Table 8 below summarizes the data for each alternative.
Table 8: Cumulative Costs and Benefits of Each Alternative
FY2O11 17.845 27.630 0.000 1.000 27.630 0.000 -27,630FY2012 18.381 28.459 0.000 0.935 26.597 0.000 -26.597FY2013 18.932 29.312 0,000 0.873 25.603 0.000 -25.603FY2014 19.500 30.192 0.000 0.816 24.645 0.000 -24.645FYZO15 20.085 31.098 0.000 0.763 23.724 0.000 -23.724Total 94.743 146.690 0.000 128.199 0.000 -128.199
F U. 2.(FY2012 rFY2013 1.965 2.587 5.786 0.873 2.260 5.054 2.794FY2014 1.631 2.193 8.679 0.816 1.790 7.084 5.295FY2015 1.153 1.561 11.572 0.763 1.191 8.828 7.637Total 9.797 12.720 28.929 11.365 23.669 12.304
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9.0 EVALUATE ALTERNATIVESAfter costs and benefits for each alternative have been identified and adjusted for risk, they need to
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be compared in present value dollars. This analysis allows for costs, benefits, and risks to be adjustedfor the period of time when they occur based on a life cycle of five years. A cost or benefit in year onehas a different present value than an equal cost or benefit in an out year. For the purposes of thisanalysis, a seven percent discount rate was applied to all out year costs (risk-adjusted) andquantifiable benefits.Three quantitative methods (i.e., computing NPV, ROl, and payback period) of evaluation were used inthis analysis to help validate the FOIA.gov teams path forward with the potential investment. Eachalternative was thoroughly assessed and analyzed to ensure that all feasible options were examinedprior to determining future FOIA receipt, tracking, monitoring, and storage strategies. In addition tothe quantitative analysis, detailed qualitative analysis can be found in Section 3 of this document.Th e following table presents the findings of the quantitative analysis. Alternative #2 includes the costof concurrently running an agencys current system for the full fiscal year during which FOIA.gov isscheduled to be deployed. Explanations and supporting details of each evaluator are presented aswell.
Table 9: Summary of Alternatives
9.1 Net Present ValueNPV measures the net value of an investment in present terms. Th e NPV analysis identifiedAlternative #2 , an FOIA.gov module of eRulemaking, was the best alternative with a NPV of$12,304,257. Th e NPV takes into account all risk-adjusted costs and benefits and adjusts for time.9.2 Return on InvestmentROI is the ratio of investment gains relative to investment costs and is used to measure the efficiencyof an investment. An ROl greater than 1.0 indicates an investment with positive returns. The ROlanalysis highlighted Alternative #2 as the most valuable alternative with an ROl of 2.08.9.3 Payback PeriodPayback period measures the time required for investment gains to exceed investment costs. Thepayback period for each alternative is evaluated as a total risk-adjusted cost for the alternative dividedby the average annual benefit provided by the alternative. An investment will result in payback whenthe life cycle ROl exceeds 1.0.
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10.0 RECOMMENDATIONThe qualitative and quantitative analysis in this report shows that it is in the best interest of the 94
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FOIA-receiving agencies to implement an FOIA.gov module in eRulernaking to meet FOIA receipt,tracking, monitoring, and storage requirements. The FOIA.gov module has the highest NPV, highestROl, and the shortest payback period in addition to the most qualitative advantages. Based onquantitative and qualitative analysis, an FOIA.gov module of eRulemaking is technically and financiallyfeasible and is recommended for future FOIA receipt, tracking, monitoring, and storage functionality.
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(2 Follow up to our recent discussions on the costs savings & benefits of a\ govt-wide FOIA moduleJohn Moses to: Melanie.A.Pustay 06/24/2011 05:45 PM
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Melanie,As promised, attached is compilation cost savings that we discussed when we last met and came up withon the phone (e.g., automatically accepting FOIA requests via a common request form). Ive alsoincluded a few more estimates of cost savings from business process efficiencies which would accruefrom deploying a govt-wide FOIA module (publicly accessible via FOIA.gov) . As you can see, Ill nexttackle estimating the number of duplicative and redundant FOIA web sites and online means to acceptFOIA requests.I think youll be pretty happy seeing the additional cost savings and agency efficiencies that we were ableto identify from just a few meetings.
FOIA module cost savings - in addition to Cost Benefit Study June 2011 .xlsxIll be on leave next week but can be reached via email (blackberry) or cell phone if youd like to discussbefore I return on July 5th.Thanks.John Moses, DirectorCollection Strategies DivisionOffice of Information CollectionOffice of Environmental Informationphone: (202) 566-1352; FAX: 202-566-1611; cell: 202-302-9530.Mailing address:U.S. Environmental Protection Agency (mailcode 2822T)1200 Pennsylvania Ave., NWWashington, DC 20460
,AJLrq-/ /1 (1A) bU1!- sIOd,lQ C1
Summary of Total Costs Avoided / Saved from a govt-wide FOIA module
1) Cost AvoidanceA) Build and operate govt-wide FOIA module vs operating individual FOIA tracking systems
(derived from Cost & FeasibilityAnalysis of Govt-wide FOIA portal, February 9, 2011)
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Five year savings $128,000,000
2) Cost SavingsA) Consolidation of websites
1) Annual savings accrued (FdA module - duplicative web sites) TBD2) Annual savings accrued (FOIA module - redundant FOIA web form) TBD
B) Business Process Efficiencies1) Annual savings accrued (FOIA module - automatic request form) $14,423,077
Five year savings $72,115,385
2) Annual savings accrued (FOIA module - self-serve FOIA inquiries) $351,563Five year savings $1,757,815
C) Records Storage Costs (TBD) TBD
Total Cost Savings(AnnualTotal Cost Savings (Five Year)Grand Total Cost Avoidance & Savings (Annual) NAGrand Total Cost Avoidance & Savings (Five Year) $201,873,200
J0 /-4, j t I t-
Consolidation ofWebsites1) Savings accrued via shutting down duplicative and redundant web sites
leave 1 web site per Department/independent Agency
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Number of duplicative web sites (govt wide) 72 **analysis isincompleteAverage cost to maintain each web site (dollars) $10,000 (see last tabfor data)Total Costs Saved 720,000
2) Savings accrued via shutting down redundant online web forms to accept FOIA requestsno online web forms remain since FOIA module accepts FOIA requests
Number of redundant online FOIA web forms (govt wide ) TBD
Average cost to maintain each web form and email box ( $10,000Total Costs Saved #VALUEl
tcQ,
Business Process Efficiencies1) Savings accrued via common FOIA module request form (9nbox)
online comment form completed by pub lic; automatically deposited into Agency
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Number of FOIA submissions per year (govt wide) 600,000
Average amount of time to manually upload (minutes) 20eg open and read document in an email inbox , scan or upload file into anelectronic tracking/repository tool, type in metadata into electronic tracking/repository tool
Total minutes to upload 12,000,000
Total Hou rs (divide Total Minutes by 60 ) 200,000Total FTE (divide Total Hours by 2080) 96.1538462
Total Cost Sav ing s (multiply Total FTE by $150,000) $14,423,077
2) Savings accrued via online ability for public to inquiry about status of FOIA requests
# of phone inquiries per week (EPA) 45# of phone inquires per week (govt-wide; EPA *50) 2,250Annu al 4* of phone inquiries (multiply by 26 ) 58,500
Average amount of time to respond (minutes) 5Total minutes to respond 292,500
Total Hours (divide Total Minutes by 60 ) 4,875
Total FTE (divide Total Hours by 2080) 2.34375
To tal Cost Saving s (multiply To tal FTE by $150,000) $351,563
Parent AgencyAdministrative Conference ofthe Un ited States
Rulemaking7 Age ncy -
supportedRe gs.go vYes
PartnerAgency -
by Supportedby FD MS
.#webTota I#of1 tS .C afl
FOIA.. FOIAbbeAgency sites reducedYes
Advisory Co unc il onHi storical Preservation Yes
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Ad visory Commission onIntergovernmental RelationsAfrican DevelopmentFoundation
Agency for InternationalDevelopment
Agriculture DepartmentAgricultural Marketing ServiceAn ima l and Plant HealthInspection Service
Commodity Credit CorporationEconomic Research ServiceFarm Service AgencyFederal Crop InsuranceCorporationFood Safety and InspectionServiceFoo d and Nutrition Se rviceForeign Agricultural ServiceForest Service
Grain Inspection, Packers andStockyards Administration
National Agricultural Lib raryNational Agricultural StatisticsServiceNatural ResourcesConservation ServiceRu ral Business-CooperativeServiceRural Housing ServiceRur al Utilities Service
Yes
Yes Yes
Yes Yes YesYes Yes Yes
Yes YesYes YesYes YesYes YesYes Yes
Yes YesYes YesYes YesYes YesYes Yes
Yes Yes
Yes Yes
Yes YesYes YesYes YesYes YesYes Yes
American Battle MonumentsCommission Yes Ye s
Broadcasting Board of
Parent Agency Sub-AgencyArchitectural andTransportation Barriers
Rulemaking.Agency
2orted byPartnerAgency -Supportedby FDMS
Yes Yes
Yes Yes
Total,# of sites canFOIA FO ikeb . beAgency sites reduced
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Governors
Central Intelligence Ag ency *(see ODNI) Yes
Chem ical Safety and HazardInvestigation Board
Census BureauEconomic Analy sis BureauEconomic DevelopmentAdministrationEconomics and StatisticsAdministrationForeign-Trade Zones Board
Industry and Security BureauInternational TradeAdministrationMinority BusinessDevelopment AgencyNational Institute of Standardsand Technology
National Oceanic andAtmospheric AdministrationNational Telecommunicationsand InformationAdministration
Patent and Trademark Office
U.S. Commission on CivilRightsCommodity Futures TradingCommissionConstruction IndustryCollective Ba rgainingConsumer Product SafetyCommission
8 7Commerce DepartmentYes Yes
Yes Yes YesYes YesYes YesYes Yes
Yes YesYes Yes
Yes Yes
Yes Yes
Yes Yes
Yes Yes
Yes Yes
Yes Yes
Yes Yes
Yes Yes
Yes Yes
Yes
Yes Yes Yes
Rulema king PartnerAgency - Agency - of sites cansupported by Supported FOIA FOIA web be.Regsgov by FDMS Agency sites rducd
Corporation for National andCommunity Service Yes Yes
Cost Accounting Standards
Parent Age Icy ;.;.
-
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Bo ard YesCourt Services and OffenderSupervisionAgencyforthe Yes Yes
Defense Department Yes Yes Yes 25 24Air Forc e Department Yes YesEngineers Corps Yes YesNavy Department Yes Yes
Defense Nuclear FacilitiesSafety Board Yes Yes
Delaware Rive r BasinCommission Yes
Education Department Yes Yes Yes
Energy Department Yes Yes YesEn ergy Effic iency andRenewable Energ y Office Yes Yes
Environmental ProtectionAgency Yes Yes Yes 17 16
Equal EmploymentOpportunity Commission Yes Yes Yes
Executive Office of thePresident Yes Yes
Environmental Quality, Council Yes Yes YesManagement and Budget Yes Yes YesFederal Procurement Poli cyOffice (under 0MB) Yes YesOffice of Science andTechnologyUS Trade Representative Yes Yes
Farm Credit AdministrationFarm Credit SystemInsurance Corporation
: 4web.TotIof sites canFOIA FQIAWeb.b:Agency sitesarentAgrcy:
Rulemaking PartnerAgency- Agency
: supported by Supported* Sub-Agency Regs.gov by FDMS
Yes
Yes
Yes
Yes
-
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Federal CommunicationsCommunicationsFederal Deposit InsuranceCorporation
Federal Election Commission
Federal Energy RegulatoryCommissionFederal Financial InstitutionsExamination CouncilFederal Housing FinanceBoardFederal MaritimeCommissionFederal Mediation andConciliation ServiceFederal Reserve System
Federal Retirement ThriftInvestment Board
Federal Trade CommissionGovernment AccountabilityOfficeGeneral ServicesAdministration
Yes
Yes
Yes
Yes Yes
Yes Yes
Yes Yes
Yes
YesYes
Yes Yes
Yes Yes
Yes
Yes Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
YesYes
Yes
Yes
Yes
Government Ethics Office
Government Printing Office Yes Yes
#webTotal of, sitescan
FQ1A : FOIAweb;.Agency sites ..11aI.Paret : Sub-AgencyHarry S. Truman ScholarshipFoundation
Health and Human Services
RulemakingAgencysupported by
: Regs.govYes
PartnerAgency -Supportedby FDMS
Yes Yes Yes
-
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Homeland Security,Department of
Centers for Medicare &Medicaid ServicesChildren and FamiliesAdministration
Food and Drug AdministrationHealth Resources and ServicesAdministrationIndian Health ServiceInspector General Office,Health and Human ServicesDepartmentPublic Health ServiceRefugee Resettlement OfficeSubstance Abuse and MentalHealth Services Administration
Coast GuardFederal EmergencyManagement AgencyFederal Law EnforcementTraining CenterImmigration and NaturalizationServicesTransportation SecurityAdministration
Community Planning andDevelopment, Office ofAssistant SecretaryFederal Housing EnterpriseOversight Office
Inter-American Foundation Yes
DepartmentYes YesYes YesYes Yes
Yes YesYes Yes
Yes YesYes Yes
Yes Yes
Yes Yes
Yes YesYes Yes
Yes Yes
Yes Yes
Yes Yes
Yes Yes
Yes Yes
Yes Yes
Yes Yes
Yes
Yes
9 8
Housing and UrbanDevelopment Department
Interior Department Yes Yes Yes 7 6
Rulemaking Partner #web-- Agency- Total#of sites cansupported by Supported FOIA FOlAweb be
,ancy Regs gov by FDMS Agency sttes reducedIndian Affairs Bureau Yes YesIndian Arts and Crafts Board Yes YesIndian Trust Transition Office Yes Yes
Parent Agency
-
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Land Management Bureau Yes YesMinerals Management Service Yes YesMines Bureau Yes YesNational Park Service Yes YesSurface Mining Reclamationand Enforcement Office Yes Yes
Joint Board for Enrollment ofActuaries YesJustice Department Yes Yes Yes 8 7
Alcohol, Tobacco, Firearms andExplosives, Bureau of Yes YesDrug EnforcementAdministration Yes Yes
Federal Bureau of Investigation Yes YesForeign Claims SettlementCommission Yes YesParole Commission Yes YesPrisons Bureau Yes Yes
Labor Department Yes Yes YesDisability Employment PolicyOffice Yes YesEmployment StandardsAdministration Yes YesEmployment and TrainingAdministration Yes YesLabor Statistics Bureau Yes YesLabor-Management StandardsOffice Yes YesMine Safety and HealthAdministration Yes YesOccupational Safety and HealthAdministration Yes YesPension and Welfare BenefitsAdministration Yes YesWage and Hour Division Yes Yes
Library of Congress Yes
#wbTotal #f sites can
FIA FOIA web beAgency sites , reduced4
Rulemaking PartnerAgency - Agency -[ supported by SupportedParent I SuAgncy Regs gov by FDMS
Copyright Office, Library ofCongress Yes
Local Television LoanGuarantee Board Yes
-
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Merit Systems ProtectionBoardMinority BusinessDevelopment AgencyMorris K. Udall Scholarshipand Excellence in National
National Aeronautics andSpace Administration
National Archives andRecords Administration
National Credit UnionAdministrationNational Crime Preventionand Privacy Compact CouncilNational Foundation on theArts and the HumanitiesNational Institute forLiteracyNational Labor RelationsBoardNational Railroad PassengerCorp (Amtrak)
National Science Foundation
Nuclear RegulatoryCommission
Office of the DirectorNational Intelligence
Yes Yes
Yes
Yes
Yes Yes Yes
Yes Yes Yes
Yes Yes
Yes
Yes
Yes
Yes Yes Yes
Yes Yes Yes
Yes Yes Yes
Yes Yes
Peace Corps
To ta l # of sitesnFOIA FO lA tb eAgency sites reduced
Ru lemaking Partner. ; 1gency- Agency-supported by SupportedParent Agency Sub-Agency Regs gov by FDMSOverseas Private InvestmentCorporation Yes
Yes
Yes
Yes
-
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Pension Benefit GuarantyCorporationPersonnel ManagementOffic ePostal Ra te CommissionPostal Se rvice
Presidio Trust
Railroad Retirement BoardSecurities and ExchangeCommission
Selective Service System
Sma ll BusinessAdministrationSmithsonian Institution
Social SecurityAdministration
Special Counsel OfficeState Department
Tennessee Valley Authority
Federal AviationAdministrationFederal Highw ayAdministrationFederal Motor Carrier SafetyAdministration
Yes Yes
Yes Yes
Yes
YesYes
Yes
YesYes
Yes Yes
Yes
Yes Yes
Yes
Yes Yes
Yes
Yes Yes
Yes Yes
Yes Yes
Yes
Yes
YesYes
Yes
YesYes
Yes
Yes
Yes
Yes
YesTransportation Department
Yes Yes
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