Since the 1970s, various strategies have been pursued to address concerns relating to U.S.
dependence on foreign petroleum. The Department of Energy, by virtue of its mission, has been
designated as a leader in this endeavor. As one element of its effort, the Department has set goals,
based on statutory requirements, for replacing its own use of petroleum-based motor fuels with
alternative fuels, such as compressed natural gas, propane, ethanol, bio-diesel, and electricity.
dependence on foreign petroleum. The Department of Energy, by virtue of its mission, has been
designated as a leader in this endeavor. As one element of its effort, the Department has set goals,
based on statutory requirements, for replacing its own use of petroleum-based motor fuels with
alternative fuels, such as compressed natural gas, propane, ethanol, bio-diesel, and electricity.
Testify on our February 2002 report entitled, “U.S. Department of Energy’s Purchase Card Programs—Lessons Learned.” Since 1998, the Office of Inspector General has conducted over 20 audits, inspections, and criminal investigations involving 12 different offices and sites in which Federal,
contractor, or grantee employees were found to have misused purchase cards. Our work in this area includes the SmartPay program and other similar purchase card programs. Many of the allegations we investigated were prompted by information from the Department, contractor and
grantee officials, and contractor internal auditors.
contractor, or grantee employees were found to have misused purchase cards. Our work in this area includes the SmartPay program and other similar purchase card programs. Many of the allegations we investigated were prompted by information from the Department, contractor and
grantee officials, and contractor internal auditors.
Statement of Gregory H. Friedman, Inspector General U.S. Department of Energy Subject: U.S. Department of Energy’s Purchase Card Programs—Lessons Learned
We are pleased to present the Office of Inspector General’s (OIG) consolidated Fiscal Year 2002 Annual Performance Report and Fiscal Year 2003 Annual Performance Plan. This document evaluates our actual Fiscal Year (FY) 2002 performance and establishes the performance goals and strategies we will pursue in FY 2003 to fulfill our mission.
As mandated by the Inspector General Act, the OIG promotes the effective,
efficient, and economical operation of the Department of Energy’s programs and operations, including the National Nuclear Security Administration (NNSA). We continue to provide assistance to the Department and the Congress by identifying opportunities to improve program performance and accountability, achieve cost savings, and return hard dollars to the Federal Government. The OIG also plays an important role in assisting the Department in implementing the Government Performance and Results Act.
As mandated by the Inspector General Act, the OIG promotes the effective,
efficient, and economical operation of the Department of Energy’s programs and operations, including the National Nuclear Security Administration (NNSA). We continue to provide assistance to the Department and the Congress by identifying opportunities to improve program performance and accountability, achieve cost savings, and return hard dollars to the Federal Government. The OIG also plays an important role in assisting the Department in implementing the Government Performance and Results Act.
Inspector General Semiannual Report to Congress, October 1, 2001 - March 31, 2002
I am pleased to submit the Office of Inspector General’s (OIG) Semiannual Report to
Congress. This Report summarizes significant OIG activities and accomplishments
during the 6-month period ending March 31, 2002.
The Report reflects our continuing commitment to focus OIG efforts on the issues and
concerns most critical to you, the Administration, and the Congress. In particular, it
describes OIG accomplishments in identifying the most significant management
challenges facing the Department.
We look forward to working with you on matters of mutual interest.
Congress. This Report summarizes significant OIG activities and accomplishments
during the 6-month period ending March 31, 2002.
The Report reflects our continuing commitment to focus OIG efforts on the issues and
concerns most critical to you, the Administration, and the Congress. In particular, it
describes OIG accomplishments in identifying the most significant management
challenges facing the Department.
We look forward to working with you on matters of mutual interest.
The Department of Energy's Pit Production Project
The Department of Energy's National Nuclear Security Administration (NNSA) is responsible for
maintaining the United States' nuclear weapons stockpile and ensuring that the weapons in the
stockpile remain safe and reliable. The Department lost the capability to make plutonium pits, a
key component of nuclear weapons systems, when its Rocky Flats Plant ceased production in
1989. NNSA is currently working to reestablish the Department's production capability so that
pits removed from the weapons stockpile for testing or other purposes can be replaced. In 1996,
the Department designated the Los Alamos National Laboratory as the interim site to produce pits
for the nuclear stockpile.ÿ
maintaining the United States' nuclear weapons stockpile and ensuring that the weapons in the
stockpile remain safe and reliable. The Department lost the capability to make plutonium pits, a
key component of nuclear weapons systems, when its Rocky Flats Plant ceased production in
1989. NNSA is currently working to reestablish the Department's production capability so that
pits removed from the weapons stockpile for testing or other purposes can be replaced. In 1996,
the Department designated the Los Alamos National Laboratory as the interim site to produce pits
for the nuclear stockpile.ÿ
Disposition of the Department's Excess Facilities
During the course of nuclear weapons production, the Department of Energy (Department) and its
predecessor agencies constructed over 20,000 facilities, ranging from temporary trailer-type
buildings and office space to state-of-the-art nuclear reactors and laboratories. As the
Department's mission has evolved, many of these structures are no longer needed and, as such,
have been identified as excess facilities. Currently, the Department has nearly 1,200 excess
facilities totaling almost 16 million square feet. Costs associated with these facilities, primarily
for surveillance and maintenance, exceed about $70 million annually. Over time, these costs are
expected to increase, as will the health and safety risks that these buildings pose to workers and
the environment.
This audit was conducted to determine whether the Department prioritized facility disposition
consistent with its mission needs and to minimize overall costs and risks.
predecessor agencies constructed over 20,000 facilities, ranging from temporary trailer-type
buildings and office space to state-of-the-art nuclear reactors and laboratories. As the
Department's mission has evolved, many of these structures are no longer needed and, as such,
have been identified as excess facilities. Currently, the Department has nearly 1,200 excess
facilities totaling almost 16 million square feet. Costs associated with these facilities, primarily
for surveillance and maintenance, exceed about $70 million annually. Over time, these costs are
expected to increase, as will the health and safety risks that these buildings pose to workers and
the environment.
This audit was conducted to determine whether the Department prioritized facility disposition
consistent with its mission needs and to minimize overall costs and risks.