More Resources

Department of Energy's Super Energy Savings Performance Contracts

General Accounting Office's (GAO) Report - The Role of Ombudsmen in Dispute Resolution, April 2001

Vegetation Management on Big Eddy-Ostrander Transmission Line Corridor from Structure 27/3 to 93/3+100 (March 2001)

Draft Supplemental EIS, DOE/EIS-0082-S2 (March 2001) for Savannah River Site Salt Processing Alternatives.

Transmission System Vegetation Management Program

Transmission System Vegetation Management Program

The average age of facilities at the Idaho National Engineering and Environmental Laboratory is 27 years and some of the facilities are more than 50 years old. Even though the facilities are aging, the Department of Energy's (DOE) Idaho Operations Office (Idaho) goal is to maintain its facilities in a safe and reliable state and to maximize their useful life. To achieve its goal, Idaho spent an estimated $72 million on a combination of preventive and corrective maintenance in Fiscal Year 1999. The objective of our audit was to determine whether Idaho maintained facilities in a safe and economical manner. Plan"}

Facility Maintenance at the Idaho National Engineering and Environmental Laboratory

The INEEL CAB provides recommendations regarding the Wildfire Management Plan Environmental Assessment

In December 1997, the Oak Ridge Operations Office entered into a $2.5 billion management and integration contract with Bechtel Jacobs Company LLC (Bechtel Jacobs) for environmental remediation activities at Department of Energy (Department) sites in Oak Ridge, Tennessee; Portsmouth, Ohio; and Puducah, Kentucky. A primary objective was to accelerate cleanup activities and maximize cost effectiveness. To this end, the Department chose a strategy in which the contractor was to rely on competitively-awarded, fixed-price subcontracts for much of the work. The Department, based on its experience, anticipated that the use of competitive, fixed-price subcontracts would result in improved performance and cost savings. In response to the request for proposals, Bechtel Jacobs stated that it would subcontract just over 90 percent of the work to be performed and reduce staffing by about 80 percent, through transitioning staff to subcontracts. This was to be achieved within two years of the contract award. These factors were, in large part, the basis of the award to Bechtel Jacobs. The objective of this audit was to determine whether Bechtel Jacobs met these commitments.