The U.S. Department of Energy (DOE) Office of Legacy Management (LM) is currently working toward achieving goals and milestones it established in its third high performing organization (HPO) proposal plan. The current plan covers the period from FY 2017 to FY 2021. The HPO is an internal planning document LM staff uses to set management excellence and program performance goals the organization will strive to meet over the five-year period. A link to the plan is provided below. This HPO plan also includes a summary of how LM performed in meeting the HPO goals and milestones set in the previous HPO proposal for FY 2012 to FY 2016. LM met the majority of its goals in the previous plan, including doubling the number of LM sites in beneficial reuse and maintaining a better safety record than the DOE average, a target LM reached in four of the past five years.
In February 2007, the Office of Management and Budget (OMB) designated LM as the second HPO organization in the federal government. This designation followed a two-year review LM employees conducted using the tools and techniques listed in OMB Circular A-76, Performance of Commercial Activities, and the HPO principles outlined in the Government Accountability Office Commercial Activities Panel report. As part of the HPO designation, the LM team documented management excellence and program performance goals aimed at creating a more streamlined organization in terms of reductions in the number of employees, consolidation of offices, clarity in mission objectives, and improvements in program efficiency.
Although OMB no longer has a formal HPO designation, LM staff continue to use the HPO concept as a tool for internal controls and for proactive oversight of progress in meeting goals, such as cost reductions in long-term surveillance and maintenance, and program accomplishments, such as increases in the number of defense-related uranium mines for which it completes validation and verification.
Because the original HPO proposal was essentially a performance contract with OMB, LM reported progress toward meetings its goals using post-competition accountability reports (PCAR). The LM team continues to prepare PCARs as a valuable tool for internal controls. On the website, LM continues to post quarterly PCAR "scorecards" of how LM is progressing toward meeting some of its more significant milestones.