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The purpose of this report is to summarize issues identified in audit reports on DoD energy management of buildings and facilities. Energy efficiency and conservation is an area requiring effective management and emphasis because of rising energy prices and potential supply problems in the United States. DoD leads the Federal Government with approximately 2.2 billion square feet of facilities. In FY 2000, the energy bill for military installations exceeded $2.4 billion. Executive Order 13123, Greening the Government Through Efficient Energy Management, June 3, 1999, and the National Defense Authorization Act for FY 2002 require DoD to significantly improve its energy management and to report annually progress made toward achieving goals for reductions in energy consumption.
The purpose of this report is to summarize issues identified in audit reports on DoD energy management of buildings and facilities. Energy efficiency and conservation is an area requiring effective management and emphasis because of rising energy prices and potential supply problems in the United States.
In the constrained budget environment of recent years, the Department of Defense (DoD) has placed increasing emphasis on enhancing installation & infrastructure management capabilities. Energy management is an important component of infrastructure management. DoD has a facility energy conservation goal of reducing consumption by 30 percent by the year 2005 (measured on a square foot basis from a 1985 baseline). At the same time, DoD is attempting to comply with increasingly stringent environmental regulations, many of which have implications for energy management choices. However, shrinking defense budgets, downsizing & restructuring, & various management reforms are shifting emphasis away from energy management at DoD installations. This report documents RAND research assessing DoD's current capability to achieve energy policy goals at DoD installations. The authors identify what capability currently exists at DoD installations for implementing energy policy effectively & identify ways o enhance that capability through improved training & policy implementation.
DoD is the largest single energy using organization in the U.S. Achieving DoD's energy conservation goals has become increasingly important in a tight budget environment. This report documents Phase 1 of a larger study examining DoD's energy management capabilities and ways to enhance those capabilities. Energy management includes both technical (e.g., project design) and non-technical (e.g., education and awareness) activities. Based on extensive interviews of energy managers throughout DoD, we have identified several categories of factors affecting energy program success, including organizational factors, training and experience, communication and interactions, resources, and metrics and measuring. These areas suggest where energy policy emphasis should be placed.
The Department of Energy (Department) has spent at least $76 million annually for field contractor employee support in Headquarters and other Federal agencies. The employees were to provide technical expertise and experience critical to Department operations and programs. Overall, the audit was performed to determine if the Department was managing the use of field contractor employees assigned to Headquarters and other Federal agencies. Specifically, it was to determine whether the Department reviews and evaluates the costs for the use of contractor employees, is reimbursed for contractors working at other Federal agencies, and had implemented corrective actions proposed as the result of a prior audit report on this subject. The Department did not effectively manage the use of field contractor employees assigned to Headquarters and other Federal agencies. Specifically, the Department was unable to identify all contractor employees assigned to the Washington, DC area or determine the total cost of maintaining them; some employees were providing routine support and administrative services rather than unique program expertise; and several of the Department's contractors had assigned their employees to work in other agencies without receiving full reimbursement for their services. In addition, the Department did not fully implement the corrective actions it agreed to in the prior audit report. Recommendations were made for the Deputy Secretary based on the audit findings. 3 tabs.
The audit objective was to evaluate the adequacy of the functional and physical configuration audit process for the acquisition of Defense systems. Specifically, we determined whether functional and physical configuration audits verified and documented that configuration items agreed with their configuration identifications, were complete and accurate, and satisfied program requirements. We also evaluated the management control program as it related to our audit objective. In Enclosure 1, we discuss the scope and methodology used to accomplish the objective as well as management controls and prior audit coverage.