Incident of Security Concern at the Y-12 National Security Complex
The Y-12 National Security Complex (Y-12) in Oak Ridge, Tennessee, is a
component of the Department of Energy's National Nuclear Security Administration.
Y-12 is an integral part of the nuclear weapons complex and performs critical roles in
strengthening national security. The success of Y-12's mission is dependent, in part,
on the proper accreditation, use and control of classified and unclassified information
systems.
component of the Department of Energy's National Nuclear Security Administration.
Y-12 is an integral part of the nuclear weapons complex and performs critical roles in
strengthening national security. The success of Y-12's mission is dependent, in part,
on the proper accreditation, use and control of classified and unclassified information
systems.
This Strategic Plan offers a glance at the Office of the Inspector General's long term effort to work with the Department of Energy’s leadership to improve the management and performance of the Department’s programs and operations.
I am pleased to present the Office of Inspector General’s Strategic Plan covering
Fiscal Years 2009-2013. The Strategic Plan offers a glance at our long term effort to
work with the Department of Energy’s leadership to improve the management and
performance of the Department’s programs and operations.
As we implement this Strategic Plan, our objective is to continue to play a critical role
in protecting and preserving the Department’s assets and resources. We will focus on
mitigating those management challenges facing the Department through continued
collaboration and cooperation with the Secretary and Department senior management.
An equally important goal is aggressively exercising our statutory law enforcement authority
to prevent and detect those attempting to defraud the Department. Unfortunately, given
the complexity of the Department’s operations and the associated spending levels, the risk
of fraud is a constant challenge, one which receives our utmost attention.
Fiscal Years 2009-2013. The Strategic Plan offers a glance at our long term effort to
work with the Department of Energy’s leadership to improve the management and
performance of the Department’s programs and operations.
As we implement this Strategic Plan, our objective is to continue to play a critical role
in protecting and preserving the Department’s assets and resources. We will focus on
mitigating those management challenges facing the Department through continued
collaboration and cooperation with the Secretary and Department senior management.
An equally important goal is aggressively exercising our statutory law enforcement authority
to prevent and detect those attempting to defraud the Department. Unfortunately, given
the complexity of the Department’s operations and the associated spending levels, the risk
of fraud is a constant challenge, one which receives our utmost attention.
The Department of Energy’s Pandemic Influenza Planning
According to the U. S. Centers for Disease Control and Prevention
AND (CDC), in a worst case scenario, as many as 90 million people in
the U.S., including 30 percent of its workforce, could become sick
from a mutated avian influenza (bird flu) H5N1 strain. Proactive
steps are therefore necessary to protect U.S. Department of Energy
(DOE) personnel and maintain the Department’s mission-essential
functions.
The Government issued mandates to Federal agencies to conduct
pandemic influenza planning. On November 1, 2005, the President
announced the “National Strategy for Pandemic Influenza,”
requiring Federal agencies that perform mission-critical functions,
including DOE, to develop agency pandemic influenza plans. In
the event of a pandemic, the U.S. Department of Health and
Human Services will lead the public health and medical response
and the U.S. Department of Homeland Security will lead
nonmedical domestic support and response actions.
AND (CDC), in a worst case scenario, as many as 90 million people in
the U.S., including 30 percent of its workforce, could become sick
from a mutated avian influenza (bird flu) H5N1 strain. Proactive
steps are therefore necessary to protect U.S. Department of Energy
(DOE) personnel and maintain the Department’s mission-essential
functions.
The Government issued mandates to Federal agencies to conduct
pandemic influenza planning. On November 1, 2005, the President
announced the “National Strategy for Pandemic Influenza,”
requiring Federal agencies that perform mission-critical functions,
including DOE, to develop agency pandemic influenza plans. In
the event of a pandemic, the U.S. Department of Health and
Human Services will lead the public health and medical response
and the U.S. Department of Homeland Security will lead
nonmedical domestic support and response actions.
Management Controls over Operations of the Integrated Disposal Facility atthe Hanford Site
Pursuant to a June 2004 Record of Decision on the Hanford Site Solid Waste Program
Envivonmental Impact Statement, the Department of Energy committed to construct and
begin utilizing the Integrated Disposal Facility (IDF) as early as 2007. The Department's
Office of River Protection and its prime contractor CH2M HILL Hanford Group, Inc.
conlpleted the coilstructioil of the IDF in April 2006, at a cost of $23 million. The IDF is
Resource Conservation and Recovery Act compliant and is capable of disposing of lowlevel
radioactive waste and mixed low-level radioactive waste.
Envivonmental Impact Statement, the Department of Energy committed to construct and
begin utilizing the Integrated Disposal Facility (IDF) as early as 2007. The Department's
Office of River Protection and its prime contractor CH2M HILL Hanford Group, Inc.
conlpleted the coilstructioil of the IDF in April 2006, at a cost of $23 million. The IDF is
Resource Conservation and Recovery Act compliant and is capable of disposing of lowlevel
radioactive waste and mixed low-level radioactive waste.
Beryllium Surface Contamination at the Y-12 National Security Complex
BWXT Y-12, LLC's (BWXT Y-12) actions were not
consistent with its Chronic Beryllium Disease Prevention
Program (Prevention Program). In particular, BWXT Y-12
had not always posted locations of beryllium contamination
that were outside of beryllium operational areas in the three
facilities included in our review. These postings would
have alerted workers to the potential risks of beryllium
exposure. BWXT Y-12 also had not performed or
documented the conduct of hazard assessments to
communicate potential exposure risks.
consistent with its Chronic Beryllium Disease Prevention
Program (Prevention Program). In particular, BWXT Y-12
had not always posted locations of beryllium contamination
that were outside of beryllium operational areas in the three
facilities included in our review. These postings would
have alerted workers to the potential risks of beryllium
exposure. BWXT Y-12 also had not performed or
documented the conduct of hazard assessments to
communicate potential exposure risks.