The Department of Energy's Office of Environmental Management supports the development and
deployment of innovative environmental cleanup technologies. Environmental Management's Office of
Science and Technology (OST) manages and directs a national program that provides the scientific
foundation, new approaches, and new technologies that are intended to significantly reduce the risk, cost, and
schedule for completion of the Department's cleanup mission. OST's policy is to perform peer reviews to
evaluate the technical merit and plausibility of new technologies prior to expending Department resources on
field tests.
deployment of innovative environmental cleanup technologies. Environmental Management's Office of
Science and Technology (OST) manages and directs a national program that provides the scientific
foundation, new approaches, and new technologies that are intended to significantly reduce the risk, cost, and
schedule for completion of the Department's cleanup mission. OST's policy is to perform peer reviews to
evaluate the technical merit and plausibility of new technologies prior to expending Department resources on
field tests.
Management Challenges at the Department of Energy
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 this office relies on recent and on-gong 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
subjective, we believe that the result is a balanced, comprehensive depiction of Departmentwide
challenges
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 this office relies on recent and on-gong 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
subjective, we believe that the result is a balanced, comprehensive depiction of Departmentwide
challenges
Telecommunications Infrastructure
The Department of Energy has developed an extensive telecommunications infrastructure to
support its diverse mission responsibilities. Currently, the Department spends more than
$26 million annually to support the telecommunications component of its information
technology infrastructure. Approximately $15 million is used to maintain and operate
Departmentwide mission- and business-related networks, including classified and emergency
communications. The Department also spends over $11 million annually on long distance
telephone, Internet, and video teleconferencing services. The Department's Chief Information
Officer is responsible for developing policy governing the telecommunications infrastructure.179DAC6F; Ax
support its diverse mission responsibilities. Currently, the Department spends more than
$26 million annually to support the telecommunications component of its information
technology infrastructure. Approximately $15 million is used to maintain and operate
Departmentwide mission- and business-related networks, including classified and emergency
communications. The Department also spends over $11 million annually on long distance
telephone, Internet, and video teleconferencing services. The Department's Chief Information
Officer is responsible for developing policy governing the telecommunications infrastructure.179DAC6F; Ax
Follow-on Inspection of the Department of Energy’s Value Engineering Program
Value Engineering is a recognized management tool which, if properly implemented and
executed, can streamline operations, improve quality, and reduce costs. Through the use of
methodologies such as Value Engineering, Federal agencies are realizing an average of more
than $20 in savings/costs avoidance for each dollar spent on performing the value effort.
executed, can streamline operations, improve quality, and reduce costs. Through the use of
methodologies such as Value Engineering, Federal agencies are realizing an average of more
than $20 in savings/costs avoidance for each dollar spent on performing the value effort.
Management of the Stockpile Surveillance Program’s Significant Finding Investigations
A prime purpose of the Department of Energy’s (Department) Stockpile Stewardship Program is to
maintain a “high confidence” in the nuclear weapons stockpile so that the Department can certify to the
President that there is no need to resume underground testing. To fulfill the responsibility for the annual
reporting and certification requirement, the Directors of the three Department nuclear weapons laboratories
annually assess and report the condition of the weapon systems for which their laboratories are responsible.
The laboratory Directors rely on a robust alternative program for “science-based” weapons evaluation. The
overall performance of the Department’s Stockpile Stewardship Program is one of its highest national
security priorities.
maintain a “high confidence” in the nuclear weapons stockpile so that the Department can certify to the
President that there is no need to resume underground testing. To fulfill the responsibility for the annual
reporting and certification requirement, the Directors of the three Department nuclear weapons laboratories
annually assess and report the condition of the weapon systems for which their laboratories are responsible.
The laboratory Directors rely on a robust alternative program for “science-based” weapons evaluation. The
overall performance of the Department’s Stockpile Stewardship Program is one of its highest national
security priorities.
OBJECTIVE. To establish the responsibilities and requirements for Department of Energy
(DOE) action required to make management decisions on Office of Inspector General (OIG) audit and public inspection reports.
(DOE) action required to make management decisions on Office of Inspector General (OIG) audit and public inspection reports.