The Department Of Energy S Implementation Of Contract Reform Problems With The Fixed Price Contract To Clean Up Pit 9
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United States. Congress. House. Committee on Commerce. Subcommittee on Oversight and Investigations
Author : United States. Congress. House. Committee on Commerce. Subcommittee on Oversight and Investigations Publisher : Unknown Page : 224 pages File Size : 52,7 Mb Release : 1997 Category : Law ISBN : PSU:000032202045
The Department of Energy's Implementation of Contract Reform--problems with the Fixed-price Contract to Clean Up Pit 9 by United States. Congress. House. Committee on Commerce. Subcommittee on Oversight and Investigations Pdf
United States. Congress. House. Committee on Commerce. Subcommittee on Oversight and Investigations
Author : United States. Congress. House. Committee on Commerce. Subcommittee on Oversight and Investigations Publisher : Unknown Page : 236 pages File Size : 48,9 Mb Release : 1997 Category : Law ISBN : LOC:00186245787
The Department of Energy's Implementation of Contract Reform--problems with the Fixed-price Contract to Clean Up Pit 9 by United States. Congress. House. Committee on Commerce. Subcommittee on Oversight and Investigations Pdf
Toxic Waste and Environmental Policy in the 21st Century United States by Dianne Rahm Pdf
A major problem confronting the United States in the 21st century is the 20th century’s legacy of toxic waste. The weapons that fought the Cold War, the facilities that manufactured those weapons, and the factories that fueled a prosperous economy left behind a trail of pollution. Seven previously unpublished essays examine the problem of toxic waste in the United States, what is being done about it, and what should be done about it. W. Henry Lambright and Agnes Gereben Schaefer, Dianne Rahm, Sevim Ahmedov, Charles Davis, Robert A. Simons and Kimberly Winson, Santa Falcone, and Toddi A. Steelman and JoAnn Carmin write about such issues as community based environmental management, regional EPA offices and the regulation of hazardous wastes, “brownfields,” nuclear and chemical weapons destruction, environmental contamination and the nuclear weapons complex, the privatization of nuclear waste clean-up, and WIPP, Yucca, and hazardous waste transport. The future of humanity demands careful thought about these matters. Instructors considering this book for use in a course may request an examination copy here.
Views and Estimates of Committees of the House (together with Supplemental and Minority Views) on the Congressional Budget for Fiscal Year ... by United States. Congress. House. Committee on the Budget Pdf
United States. Congress. Senate. Committee on Energy and Natural Resources
Author : United States. Congress. Senate. Committee on Energy and Natural Resources Publisher : Unknown Page : 160 pages File Size : 50,5 Mb Release : 1999 Category : Political Science ISBN : UCAL:B5125967
DOE spends more money on contracts than any other civilian federal agency because it relies primarily on contractors to operate its sites and carry out its diverse missions. These missions include maintaining the nuclear weapons stockpile, cleaning up radioactive and hazardous waste, and supporting basic energy and science research activities. For fiscal year 2001, DOE spent about 90 percent of its total annual budget, or about $18.2 billion, on contracts. Of that amount, DOE spent about $16.2 billion on contracts to manage or operate 28 major DOE sites. For over a decade, GAO, DOE's Office of Inspector General, and others have identified problems with DOE's contracting practices and the performance of its contractors. Projects were late or never finished; project costs escalated by millions and sometimes billions of dollars; and environmental conditions at the sites did not significantly improve. At the same time, contractors were earning a substantial portion of the profit (fee) available under the contract. Because of these problems, since 1990 we have designated DOE contract management as a high-risk area vulnerable to fraud, waste, abuse, and mismanagement. To address these and other problems, DOE began a series of reforms in the 1990s that were intended to, among other things, strengthen DOE's contracting and project management practices, hold contractors more accountable for their performance, and demonstrate progress in achieving the agency's missions. In this context, contracting practices include, among other things, selecting the type of contract (such as fixed price), deciding whether to ask contractors to compete for the contract or offer it only to a single contractor, and determining the performance measures that will be used to assess and reward the contractor's performance. Similarly, project management practices include, among other things, planning, organizing, and tracking project activities and costs; training to ensure expertise of federal project managers; and project reporting and oversight. In addition, in February 2002, DOE's environmental management team launched an improvement initiative that places additional emphasis on contracting and project management reforms in the cleanup program, which represents almost a third of the department's overall budget. This initiative followed a review by DOE managers, who concluded that the waste cleanup program was not achieving the desired results and that further improvements were needed to make the program effective, including improvements in contracting and project management. This testimony focuses on (1) describing DOE's progress in implementing contracting and project management reforms, (2) assessing the extent to which these reforms have resulted in improved contractor performance, and (3) providing observations on DOE's latest improvement efforts. Since the mid-1990s, DOE has made some progress in implementing initiatives to improve both its contracting practices and its management of projects, but it continues to encounter difficulties in implementing these reforms. Contract reform began in 1994 and consisted primarily of initiatives in three key areas--developing alternative contracting approaches, increasing competition for contracts among potential bidders, and using performance-based incentives in the contracts. For example, DOE now requires performance-based contracts at all of its major sites. These contracts incorporate performance-based statements of work and identify performance measures and objectives that DOE will use to evaluate the contractors' performance. DOE has also increased the proportion of contractors' fees tied to achieving the performance objectives. Nevertheless, difficulties remain in implementing the reforms. DOE continues to modify and test its performance measures by, for example, developing multiyear and multisite measures that are more closely aligned with the department's missions. Regarding project management reforms, DOE began its reform effort in 1999 in response to recommendations from the National Research Council that were intended to improve DOE's oversight and management of projects. Among other things, DOE implemented new policy and guidance for developing and controlling projects and established a project office to lead the initiative. However, in November 2001 the National Research Council reported that, although DOE had taken some positive steps to address its recommendations, the department still did not adequately plan projects before starting them and had no training program for federal project managers. DOE is continuing its efforts to implement its project management initiative. While DOE has made some progress in implementing its contracting and project management initiatives, available information raises doubts about the extent to which these reforms have resulted in improved contractor performance. DOE has developed little objective information to demonstrate whether the reforms have improved results. However, in September 2002, we reported that, based on a comparison of 25 major DOE projects in 1996 with 16 major projects in 2001, it did not appear that DOE's contractors had significantly improved their performance over the period. In both sets of projects, over half had both schedule delays and cost increases. And the proportion of projects with significant cost increases and schedule delays was actually higher in 2001 than in 1996. For example, 38 percent of the projects we reviewed in 2001 had doubled their initial cost estimates, compared with 28 percent in 1996. Furthermore, problems with individual projects and with site operating contracts continue to appear. These include a 3-year delay and $2.1 billion cost increase to submit the license application for the Yucca Mountain waste repository project in Nevada and allegations of contractor fraud, waste, and abuse at the Los Alamos National Laboratory in New Mexico. In 2002, we saw DOE's management team take encouraging steps that could help to foster improvements in contract and project management. The Environmental Management program, which administers DOE's waste cleanup program, completed a frank and open assessment of problems with the program and initiated a number of additional reforms. These initiatives included improving contract and project management and streamlining business practices. DOE has also been working on agencywide initiatives, including developing an integrated budgeting and program results information system and placing increased emphasis on human capital initiatives to develop the department's future leaders. Although these management actions are encouraging, making these new policies a matter of practice will require strong leadership, clear lines of accountability and responsibility, and effective management systems to monitor results.
United States. Congress. House. Committee on Energy and Commerce. Subcommittee on Oversight and Investigations
Author : United States. Congress. House. Committee on Energy and Commerce. Subcommittee on Oversight and Investigations Publisher : Unknown Page : 80 pages File Size : 43,9 Mb Release : 2002 Category : Political Science ISBN : PSU:000049658040
A review of DOE's accelerated cleanup program and state-based compliance agreements by United States. Congress. House. Committee on Energy and Commerce. Subcommittee on Oversight and Investigations Pdf
United States. Congress. Senate. Committee on Energy and Natural Resources
Author : United States. Congress. Senate. Committee on Energy and Natural Resources Publisher : Unknown Page : 176 pages File Size : 52,9 Mb Release : 1998 Category : Political Science ISBN : UCAL:B5125950
United States. Congress. House. Committee on Commerce. Subcommittee on Oversight and Investigations
Author : United States. Congress. House. Committee on Commerce. Subcommittee on Oversight and Investigations Publisher : Unknown Page : 124 pages File Size : 52,5 Mb Release : 1998 Category : Law ISBN : STANFORD:36105023755239
The Department of Energy's Implementation of Contract Reform by United States. Congress. House. Committee on Commerce. Subcommittee on Oversight and Investigations Pdf
