5.1: Integrated Management
Institute an integrated business management approach throughout DOE with clear roles and responsibilities and accountability
to include effective line management oversight by both Federal and contractor organizations.
Other Information:
The Department has an urgent need to embrace the best management practices to improve processes, performance, and eliminate
waste. The Secretary of Energy identified several functional areas within the Department that would benefit from a strengthened
management approach including: financial, human capital, information technology, legal, procurement, and public affairs. In
order to better coordinate and streamline these functional areas, the Secretary has established an initiative whereby the
functional heads will create working groups to implement changes to specific oversight and accountability processes resulting
in improvements in the overall functional accountability. DOE has a $23.5 billion budget, about 15,000 Federal employees and
100,000 contractor employees, as well as a large number of research laboratories, facilities, and operations offices. The
Department oversees large-scale special operations such as the processing and storage of nuclear materials and production
of power for large regions of the country. DOE is one of the largest owners of public facilities in the world. Yet, the Department's
contracts represent about 85 percent of its work by dollar amount. Management of this operation needs a coherent, well-structured,
integrated business management architecture with clear roles, responsibilities, and customer service standards. The Department
should have a robust system of clear, consistent performance objectives and measurements so that it may focus resources more
effectively on key objectives and continually improve to meet those objectives.
Indicator(s):
|
