This plan represents the Office of the Inspector General's vision and strong commitment for improving the management and performance of the Department of Energy’s many programs and operations.
US Department of Energy Office of Inspector General, Strategic Plan, Fiscal Yyears 2003-2008
OIG summary of reports from Oct 1, 2002-December 31, 2002
OIG summary of reports from Oct 1, 2002-December 31, 2002
At the request of Congressional leadership, the Office of Inspector General has, for the
past several years, identified what it considers to be the most significant management and
performance challenges facing the Department of Energy. This effort, which was
codified as part of the Reports Consolidation Act of 2000, is now done on an annual basis
and includes an assessment of the agency's progress in addressing each challenge area.
As in the past, the methodology employed by my office relies on recent and on-going
audit, inspection, and investigation work. The process places great emphasis on the
identification of those programs and operations with demonstrated performance problems
and those which are, in our judgment, inherently the most difficult to manage. While any
analysis of this sort is somewhat subjective, we believe that the result is a balanced,
comprehensive depiction of Departmentwide challenges.
The Office of Management and Budget, in 2001, issued the President's Management
Agenda. The Agenda included five government-wide initiatives for improving
management and performance that all federal agencies were to address: strategic
management of human capital; competitive sourcing; improved financial performance;
expanded electronic government; and, budget and performance integration. The
Department of Energy was also assigned responsibility for a specific initiative, to develop
and implement better research and development investment criteria. Where appropriate,
this report identifies the relationship between the Office of Inspector General's list of
management challenges and the initiatives in the President's Management Agenda.
past several years, identified what it considers to be the most significant management and
performance challenges facing the Department of Energy. This effort, which was
codified as part of the Reports Consolidation Act of 2000, is now done on an annual basis
and includes an assessment of the agency's progress in addressing each challenge area.
As in the past, the methodology employed by my office relies on recent and on-going
audit, inspection, and investigation work. The process places great emphasis on the
identification of those programs and operations with demonstrated performance problems
and those which are, in our judgment, inherently the most difficult to manage. While any
analysis of this sort is somewhat subjective, we believe that the result is a balanced,
comprehensive depiction of Departmentwide challenges.
The Office of Management and Budget, in 2001, issued the President's Management
Agenda. The Agenda included five government-wide initiatives for improving
management and performance that all federal agencies were to address: strategic
management of human capital; competitive sourcing; improved financial performance;
expanded electronic government; and, budget and performance integration. The
Department of Energy was also assigned responsibility for a specific initiative, to develop
and implement better research and development investment criteria. Where appropriate,
this report identifies the relationship between the Office of Inspector General's list of
management challenges and the initiatives in the President's Management Agenda.
Management Challenges at the Department of Energy
The Department’s Unclassified Foreign Visits and Assignments Program
The Department of Energy's national laboratories have diverse missions that range from national
defense to fundamental research in the physical sciences. Each year, the laboratories host
thousands of visitors and assignees from foreign countries, many of whom are researchers from
local laboratories and educational institutions. Long-term assignments enable foreign nationals to
participate in a broad range of unclassified activities. The Department and its international
partners benefit from the exchange of information that results from the visits and assignments
because they foster open communication, stimulate ideas, and enhance research.
Along with the benefits, however, foreign visits and the resulting exchange of information also
raise certain security risks. These risks need to be effectively managed by the Department and its
contractors in the interest of national security. This was emphasized in the 2002 Hamre
Commission Report, in which it was noted that our adversaries might use unclassified activities –
such as those undertaken by visitors and assignees – to gain access to classified activities. We
conducted this review to determine whether controls over foreign visits and assignments at
selected national laboratories were adequate or operating as intended.
As noted on page 2 of this memorandum, the Deputy Secretary, in a December 17, 2002,
response to a draft of this report, initiated a number of steps to address the issues raised during the
audit.
defense to fundamental research in the physical sciences. Each year, the laboratories host
thousands of visitors and assignees from foreign countries, many of whom are researchers from
local laboratories and educational institutions. Long-term assignments enable foreign nationals to
participate in a broad range of unclassified activities. The Department and its international
partners benefit from the exchange of information that results from the visits and assignments
because they foster open communication, stimulate ideas, and enhance research.
Along with the benefits, however, foreign visits and the resulting exchange of information also
raise certain security risks. These risks need to be effectively managed by the Department and its
contractors in the interest of national security. This was emphasized in the 2002 Hamre
Commission Report, in which it was noted that our adversaries might use unclassified activities –
such as those undertaken by visitors and assignees – to gain access to classified activities. We
conducted this review to determine whether controls over foreign visits and assignments at
selected national laboratories were adequate or operating as intended.
As noted on page 2 of this memorandum, the Deputy Secretary, in a December 17, 2002,
response to a draft of this report, initiated a number of steps to address the issues raised during the
audit.
Inspection of Explosives Safety at Selected Department of Energy Sites
The Office of Inspector General, U.S. Department of Energy (DOE), conducted an
inspection at the Nevada Operations Office (NVO) and the Oak Ridge Operations Office
(ORO) to determine if explosives were being stored in accordance with applicable DOE
requirements.
inspection at the Nevada Operations Office (NVO) and the Oak Ridge Operations Office
(ORO) to determine if explosives were being stored in accordance with applicable DOE
requirements.