The 1993 National Performance Review Report recommended performance measurement and benchmarking
against industry standards as tools to help improve Government operations. This recommendation was one of
the bases for the Department's development of its Improvement Plan for Reducing Architect-Engineering
Costs. This plan directed operations offices to manage to a standard architect and engineering (A-E) cost as a
percentage of construction. Based on this initiative, the objective of our audit was to determine whether A-E
costs at Los Alamos National Laboratory (Los Alamos) and Sandia National Laboratories (Sandia) were reasonable
in comparison with industry standards.actors.
against industry standards as tools to help improve Government operations. This recommendation was one of
the bases for the Department's development of its Improvement Plan for Reducing Architect-Engineering
Costs. This plan directed operations offices to manage to a standard architect and engineering (A-E) cost as a
percentage of construction. Based on this initiative, the objective of our audit was to determine whether A-E
costs at Los Alamos National Laboratory (Los Alamos) and Sandia National Laboratories (Sandia) were reasonable
in comparison with industry standards.actors.
The U.S. Department of Energy's Participation in the Partnership for a New Generation of Vehicles
The Federal Government and the United States Council for Automotive Research (USCAR), representing
Chrysler, Ford, and General Motors, entered into a Partnership for a New Generation of Vehicles (PNGV).
The aim of the partnership was to apply joint resources to develop and implement advanced technologies for
a new vehicle. The partnership had three specific, interrelated technological goals and an aggressive
timetable for developing the new generation of vehicles. We conducted this audit to determine whether the
Department's research projects support the goals of the PNGV program.
Chrysler, Ford, and General Motors, entered into a Partnership for a New Generation of Vehicles (PNGV).
The aim of the partnership was to apply joint resources to develop and implement advanced technologies for
a new vehicle. The partnership had three specific, interrelated technological goals and an aggressive
timetable for developing the new generation of vehicles. We conducted this audit to determine whether the
Department's research projects support the goals of the PNGV program.
The Department of Energy's Interagency Agreement with the National Institute of Environmental Health Sciences
The Department of Energy (Department) and the National Institute of Environmental Health Sciences
(NIEHS) entered into an interagency agreement in September 1992 to develop model safety and health
training programs for workers involved in waste cleanup activities at Departmental facilities. Under the
terms of the agreement, recipients of NIEHS training grants were to provide Hazardous Waste
Operations and Emergency Response (HAZWOPER) training to Departmental sites. By June 1997, the
Department had obligated over $40 million to the agreement. The objective of this audit was to
determine whether the interagency agreement with NIEHS was the most cost-effective method of
acquiring the training."}
(NIEHS) entered into an interagency agreement in September 1992 to develop model safety and health
training programs for workers involved in waste cleanup activities at Departmental facilities. Under the
terms of the agreement, recipients of NIEHS training grants were to provide Hazardous Waste
Operations and Emergency Response (HAZWOPER) training to Departmental sites. By June 1997, the
Department had obligated over $40 million to the agreement. The objective of this audit was to
determine whether the interagency agreement with NIEHS was the most cost-effective method of
acquiring the training."}
The U.S. Department of Energy's Value Engineering Program
Value Engineering (VE) is defined as the organized analysis of the functions of a program, project, system
product, item or equipment, building, facility, service, or supply of an executive agency. This analysis
reduces these functions to their most basic elements and then looks for cost-efficient alternatives. VE
contributes to the overall management objectives of streamlining operations, improving performance,
reliability, quality, safety and reducing life-cycle costs. Further, it can result in the increased use of
environmentally-sound and energy-efficient practices and materials. VE benefits have been documented by
the General Accounting Office, which reported that VE usually produces a net savings of 3 to 5 percent of
project costs.}al"}i
product, item or equipment, building, facility, service, or supply of an executive agency. This analysis
reduces these functions to their most basic elements and then looks for cost-efficient alternatives. VE
contributes to the overall management objectives of streamlining operations, improving performance,
reliability, quality, safety and reducing life-cycle costs. Further, it can result in the increased use of
environmentally-sound and energy-efficient practices and materials. VE benefits have been documented by
the General Accounting Office, which reported that VE usually produces a net savings of 3 to 5 percent of
project costs.}al"}i
Disposal of Tritium Residues at the Los Alamos National Laboratory
In 1991 the Secretary of Energy directed the Assistant Secretary for Environment, Safety and Health
to form a Task Group to review tritium facility management practices and identify measures to
improve tritium operations. The Task Group issued a report in October 1991 stating that there was
an overall lack of attention to managing tritium residues throughout the Department of Energy
(Department) complex. The Task Group reported problems at specific Departmental sites, including
the Los Alamos National Laboratory (Los Alamos). The Task Group stated that Los Alamos had
not stressed the importance of maximizing tritium utilization; minimizing the generation of tritium
residues, such as scrap and waste; or minimizing the loss of material through environmental releases.
The Task Group found that wastewater containing tritium residues had been stored in the
laboratory’s operating facilities for as long as 2 years without authorization for its disposal, and that
Los Alamos had not prepared a cost analysis to justify disposing of the tritium. One of the Task
Group’s concerns was that some of the stored residues represented a significant potential source of
release to the environment. The objective of this audit was to determine whether Los Alamos
disposed of wastewater containing tritium residues in a safe and cost-effective manner subsequent to
the Task Group's report. f
to form a Task Group to review tritium facility management practices and identify measures to
improve tritium operations. The Task Group issued a report in October 1991 stating that there was
an overall lack of attention to managing tritium residues throughout the Department of Energy
(Department) complex. The Task Group reported problems at specific Departmental sites, including
the Los Alamos National Laboratory (Los Alamos). The Task Group stated that Los Alamos had
not stressed the importance of maximizing tritium utilization; minimizing the generation of tritium
residues, such as scrap and waste; or minimizing the loss of material through environmental releases.
The Task Group found that wastewater containing tritium residues had been stored in the
laboratory’s operating facilities for as long as 2 years without authorization for its disposal, and that
Los Alamos had not prepared a cost analysis to justify disposing of the tritium. One of the Task
Group’s concerns was that some of the stored residues represented a significant potential source of
release to the environment. The objective of this audit was to determine whether Los Alamos
disposed of wastewater containing tritium residues in a safe and cost-effective manner subsequent to
the Task Group's report. f
The Cost Reduction Incentive Program at the Savannah River Site