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The United States Department of Energy's (DOE) facilities stewardship is extremely important to the department's ability to achieve its mission of protecting national, energy, and economic security with advanced science and technology and ensuring environmental cleanup. Intelligent Sustainment and Renewal of Department of Energy Facilities and Infrastructure evaluates the steps the department is taking to improve its facilities and infrastructure management. This report develops best-practice techniques for DOE real property asset management and guidelines for deciding when to repair, renovate, or replace DOE buildings.
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.

Hydropower

United States. Congress. Senate. Committee on Energy and Natural Resources

Published: 2011

Total Pages: 94


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Recurrent problems with project performance in the U.S. Department of Energy (DOE) in the 1990s raised questions in Congress about the practices and processes used by the department to manage projects. The 105th Committee of Conference on Energy and Water Resources directed DOE to investigate establishing a project review process. Many of the findings and recommendations in this series of reports identified the need for improved planning in the early project stages (front-end planning) to get the project off to the right start, and the continuous monitoring of projects by senior management to make sure the project stays on course. These reports also stressed the need for DOE to act as an owner, not a contractor, and to train its personnel to function not as traditional project managers but as knowledgeable owner's representatives in dealing with projects and contractors. The NRC Committee for Oversight and Assessment of Department of Energy Project Management determined that it would be helpful for DOE to sponsor a forum in which representatives from DOE and from leading corporations with large, successful construction programs would discuss how the owner's role is conducted in government and in industry. In so doing, the committee does not claim that all industrial firms are better at project management than the DOE. Far from it-the case studies represented at this forum were selected specifically because these firms were perceived by the committee to be exemplars of the very best practices in project management. Nor is it implied that reaching this level is easy; the industry speakers themselves show that excellence in project management is difficult to achieve and perhaps even more difficult to maintain. Nevertheless, they have been successful in doing so, through constant attention by senior management.
Contains detailed information on the various appropriations and funds that constitute the budget. Designed primarily for the use of the Appropriations Committee. Details the financial information on individual programs and appropriation accounts. Includes for each agency: the proposed text of appropriations language; budget schedules for each account; new legislative proposals; explanations of the work to be performed and the funds needed; and proposed general provisions applicable to the appropriations of entire agencies or group of agencies. Also contains information on certain activities whose outlays are not part of the budget totals.