Department of Energy Department of Energy DOE _f80194b3-511c-40cf-87f3-f00efb422468 The Department’s vision is to achieve results in our lifetime ensuring: Energy Security; Nuclear Security; Science-Driven Technology Revolutions; and One Department of Energy--Keeping our Commitments. _78acfb11-38ef-45cd-82aa-12209ae02aa4 Discovering the solutions to power and secure America's future _b7ee03f5-6e4c-47a1-b741-b27c47c6ca85 Safety, Security and Environmental Responsibility Ensure safe, secure, and environmentally responsible operations Urgency Act with a sense of urgency Cooperation Work together Dignity and Respect Treat people with dignity and respect Decisiveness Make the tough choices Commitment Keep our commitments Innovation Embrace innovation Truthfulness Always tell the truth Doing Right Do the right thing Energy Security Promoting America’s energy security through reliable, clean, and affordable energy _a6471a82-b4a7-45fa-b38f-73cdbd2e46ed 1 Keeping America economically strong requires reliable, clean, and affordable energy, and the best way to achieve this is through competitive energy markets, science-driven technology, and supportive government policies. Technological advances enable Americans to use new energy sources that did not exist 50, 100, or even 200 years ago. Well-functioning energy markets, supplemented by effective government collaboration, incentives, and regulation, stimulate the private investment and competition necessary to spur the adoption of new technologies. New technological advances in energy supply, distribution, and utilization will help ensure we meet the energy challenges of the 21st Century. The Department’s principal tool for advancing technology is investing in high-risk, high-payoff energy research, development, and demonstration (RD&D) that the private sector would not or could not develop alone in our market-based economy. Since 2001, the Department has invested nearly $10 billion developing and promoting the use of cleaner, more affordable, and more reliable alternative energy sources and DOE is on the threshold of incredible scientific and technological advances that will change how we power our homes, businesses, and automobiles. In January 2006, the President announced the Advanced Energy Initiative to dramatically accelerate research on domestically available fuels that will diversify the Nation’s use of energy sources and help reduce America’s dependence on foreign resources. To address domestic energy security, DOE is focused on stimulating private investment in energy supply and advanced technologies through diversifying energy markets, reducing emissions, and increasing reliability and productivity. The Department will work with other Federal agencies to develop a more comprehensive government-wide approach to solving America’s energy needs. The Department will work with other Federal agencies to develop metrics that reflect common approaches to solving America’s energy needs. For example, DOE is working closely with the Environmental Protection Agency to accelerate deployment of energy efficiency and alternative energy technologies by coordinating activities that enhance progress toward each agency’s respective goals. Strengthening the systems that transmit and distribute electricity and fuels to consumers is imperative for the economic prosperity of Americans and their quality of life. Facilitating the process to modernize the electric grid, enhancing the security and reliability of the energy infrastructure, and facilitating recovery from disruptions in energy supplies are critical DOE activities. In the transmission and distribution (T&D) of electricity, the Department is partnering with industry to undertake research in developing cost-effective solutions in the areas of advanced sensors and high temperature superconductors that will reduce line losses and have the capability to carry more electric current than conventional T&D lines. The Department is also working with other Federal agencies and State and local governments to develop a resilient grid, identify and mitigate congestion, and protect critical services. With regard to fuels, the Department is working with industry and government agencies to address research and infrastructure issues related to the "fuels of tomorrow," such as biofuels and hydrogen, as well as the fuels that are the current lifeline of America’s economy—petroleum, natural gas, coal, and nuclear. The Department also supports research in developing energy efficiency technologies and practices that will enable Americans to use energy more productively. By reducing the energy intensity of America’s economy, energy efficiency advances provide one of the best means for reducing the Nation’s dependence on foreign fuel supplies and improving the quality of the environment, both in the near and long term. The Department supports innovative RD&D that will increase the energy productivity of all sectors of the economy—buildings, transportation, industry, and electric power.The Department’s programs extend beyond the research, development, and deployment of energy technologies. The Department operates: (1) the Strategic Petroleum Reserve, which provides emergency oil supplies in the event of a serious supply disruption; (2) the Northeast Home Heating Oil Reserve, which helps ensure adequate heating oil supplies in the event of severe energy disruptions; and (3) four Federal Power Marketing Administrations, which sell electricity from Federal hydropower dams. Over the next six years, the Department will research advanced technologies to achieve its energy strategic goals. Energy Security Challenges -- The United States is heavily dependent upon oil, especially in the transportation sector. Rapid increases in U.S. and world energy demand, combined with regional resource and production constraints, have led to large increases in oil and natural gas prices, changing the industrial and commercial business environment. The Nation’s energy infrastructure is not keeping pace with the growth in energy demand, thereby endangering the reliability of the energy system. Finally, there is a need to reduce the environmental impacts associated with energy use. The following strategic goals address these energy security challenges. Energy Diversity Increase our energy options and reduce dependence on oil, thereby reducing vulnerability to disruption and increasing the flexibility of the market to meet U.S. needs. _091c42da-7ed0-4cfa-9cf7-0a2da91c5f86 1.1 Energy diversity is essential for America's energy security and economic prosperity. In 2004, America imported 65 percent of the crude oil it used domestically. By 2030, the Energy Information Administration forecasts that crude oil imports will rise to 75 percent of our total crude oil supply and natural gas imports will rise from 17 percent today to 21 percent of our total natural gas supply. America's energy security and economic well-being are challenged when the United States is dependent upon other countries for the fuels that account for over 60 percent of the Nation's current energy use. This is especially true in the case of the transportation sector, which is the least energy-diverse sector of the American economy with petroleum accounting for more than 95 percent of the fuel consumed. Taking steps to reduce the transportation sector’s dependence on oil is a critical component of the Department’s strategic goals. The Department is investing in both alternative fuels and energy efficiency technologies to reduce the energy-intensity and increase the fuel-flexibility of America’s economy while maintaining environmental stewardship. In the near-to-mid term, advances in biofuels, fuel blends, plug-in hybrids, and more efficient vehicle technologies could increase the energy diversity and efficiency of America’s transportation sector. In the long term, innovation in hydrogen production, storage, and use may enable consumers to drive vehicles powered by hydrogen produced from multiple domestically available energy sources and help pave the way for a full-scale hydrogen energy economy. The Department is also pursuing energy diversity by supporting the development of a suite of electricity generation options that can promote reasonable and stable prices and a variety of efficiency technologies that will improve energy productivity in all sectors of the American economy. Taken together, these technologies diversify our energy portfolio and increase our energy security (these advances are addressed in Strategic Goals #1.2 and #1.4). beaf461f-902f-4cf1-833a-76a6ec2e8a07 5fcb57c0-84c9-4522-998e-780352d47ce1 Environmental Impacts of Energy Improve the quality of the environment by reducing greenhouse gas emissions and environmental impacts to land, water, and air from energy production and use. _05aba181-cad5-4fab-b182-ebc0749f622b 1.2 The consumption of fossil fuels for electricity generation and transportation accounts for three-fourths of the carbon dioxide emissions in the United States, and is a major contributor of air, water, and land pollution. The Department is funding research in a robust portfolio of technology options that will help reduce the environmental footprint resulting from the supply, distribution, and use of energy. In electricity generation, the Department is partnering with industry, academia, State and local governments, and other countries in advancing a variety of carbon-free electricity options. These partnerships range from wind farms and solar power systems to central station near-zero atmospheric emissions fossil fuel power plants that capture and store carbon. Also included in the partnerships are advanced nuclear facilities that rely upon advanced fuel-cycles technologies that will help to address nuclear waste disposal issues. The Department is also helping to mitigate the environmental impacts of electricity generation by reducing the need for new power plants through advances in energy efficiency technologies and peak load reduction technologies and strategies (these advances are addressed in Strategic Goals #1.3 and #1.4). In transportation, the Department is investing in options that are less carbon intensive than petroleum, such as biofuels, plug-in hybrids, and hydrogen-powered fuel cells. Another option is advancing technologies that enable vehicles to travel further on a gallon of fuel, thereby simultaneously reducing petroleum use and carbon emissions. 985002f2-0e3e-49e4-a757-2c831b54d195 27e6b6cc-3f05-422f-a1d0-54965ff49b05 Energy Infrastructure Create a more flexible, more reliable, and higher capacity U.S. energy infrastructure. _413a87cc-fb73-4422-91c1-8c31fe4b4553 1.3 One of the greatest energy challenges facing America is the need to use 21st Century technology to improve our aging energy infrastructure. This infrastructure is comprised of many components, including the physical network of pipes for oil and natural gas, electricity transmission lines, and other means for transporting energy to consumers; facilities that turn raw natural resources into useful energy products; and rail networks, truck lines, and marine transportation. The energy industry has undergone major changes in the last two decades, and more are expected. These changes affect how our energy infrastructure operates. For example, while the electricity industry was once vertically integrated, it is increasingly separated into three isolated segments: generation, transmission, and distribution. Electricity providers have built more power plants; however, without a comparable increase in transmission and distribution facilities, it is not possible to handle the increased output. Over the next six years, the Department’s energy infrastructure activities will be primarily focused on modernizing the electricity grid. The Department will accomplish this objective by working with other government agencies and industry to reduce the frequency of blackouts, reduce energy losses, and improve asset and energy resource utilization. The results will provide consumers with competitive costs for electricity and a more secure infrastructure. 17c5a267-4a22-44c9-92e3-6ac574cde887 c12d61a4-d34f-4cd0-bb44-b0b14e69b95b Energy Productivity Cost-effectively improve the energy efficiency of the U.S. economy. _a5651bc8-2a88-40fe-876e-5f87670b13ec 1.4 Energy efficiency is the ability to produce more energy services (e.g., lighting, heating, and transportation) from a fixed amount of energy. Energy productivity is the ability to create more economic value (gross domestic product, worker productivity, and air quality) from a fixed amount of energy. Many energy efficiency technologies exist today that produce more lighting, heating or transportation services, but the higher capital costs associated with these technologies often outweigh the lower energy costs over the life of the technology. As a result, energy efficient technologies do not always increase energy productivity. The major objective of the Department’s energy efficiency RD&D is to lower the cost and promote deployment of energy efficient technologies in all sectors of the economy (buildings, industrial, and transportation), thereby enabling these technologies to increase the Nation’s energy productivity. 4368fcf4-7a4a-4755-86fa-623183bd774e c553cfc7-899d-49cd-9d7a-c2bee0171d61 Nuclear Security Ensuring America’s nuclear security _72d74d56-58ac-40f7-9a3e-42d8758f4d7a 2 In 2000, the National Nuclear Security Administration (NNSA) was established as a new element within the Department in response to a Congressional mandate to reinvigorate the security posture throughout the nuclear weapons program and to reaffirm the Nation’s commitment to maintaining the nuclear deterrence capabilities of the United States. NNSA was chartered to better focus management attention on enhanced security, proactive management practices, and mission focus within the Department’s national defense and nonproliferation programs. The Department performs its national security mission involving nuclear weapons and nuclear materials and technology through the NNSA. Over the next six years, the Department will apply advanced science, engineering, and nuclear technology to help ensure that it meets its national nuclear security strategic goals. National Nuclear Security Challenges -- As NNSA continues to drawdown the nuclear weapons stockpile to the lowest levels since the Eisenhower Administration, we must consider the long-term effects of aging and the implications of successive warhead refurbishments which take us further away from the tested designs of the Cold War stockpile. The current nuclear weapons complex is not sufficiently responsive to fix technical problems in the stockpile or to react to potential adverse geopolitical change. Therefore, the nuclear weapons stockpile and the supporting infrastructure must be transformed. The Department is working closely with the Department of Defense to transform the nuclear deterrent to ensure that it can meet the changing technical, geopolitical, and military needs of the future. A second challenge deals with the ever increasing threat of terrorism. The mere acquisition by terrorists or rogue regimes of nuclear and radiological materials which could be used in weapons of mass destruction or in a "dirty bomb" represents a threat to the United States and to international peace and security. Lastly, increasing national security demands necessitate the development of next-generation naval nuclear propulsion technology. Nuclear Deterrent Transform the Nation’s nuclear weapons stockpile and supporting infrastructure to be more responsive to the threats of the 21st Century. _9686a294-b83f-48aa-b1b1-4692d1ceefbe 2.1 In accordance with the policy outlined in the 2001 Nuclear Posture Review, the structure of the U.S. nuclear deterrent will transition from one that relies solely on offensive nuclear forces to one that relies more heavily on capabilities. To that end, NNSA must develop a credible, responsive nuclear weapons infrastructure to facilitate a reduction in the size of the stockpile, to support a geater reliance on deterrence by capability, and to change the way we manage risk. NNSA must furthermore accomplish this transformation of the complex while ensuring the safety, security, and reliability of the stockpile without nuclear testing. In the 1990's, the Nation established the science-based Stockpile Stewardship Program (SSP) in order for DOE to fufill its responsibilities for ensuring the safety, security, and reliability of nuclear weapons without nuclear testing. Sophisticated scientific tools and computer-based simulation techniques were developed to ensure the Nation had a means to assess the complex phenomena involved in nuclear weapons. Indeed, for more than a decade, SSP has given us confidence that today's stockpile remains safe, secure, and reliable. Now, transformation of the stockpile and the infrastructure is enabled by the success of the SSP. Tools and expertise developed in that program are being applied to design replacement warheads, to ensure long-term confidence in the stockpile, and to enhance the responsiveness of the complex. NNSA has developed a preferred planning scenario, which sets out the vision for the nuclear weapons complex of 2030. This scenario comprises four over-arching, long-term implementation strategies, complemented by a near-term commitment to build confidence in the transformation process over the next 18 months. In addition, NNSA will prepare documentation for a National Environmental Policy Act process that will examine all reasonable alternatives to modernize and consolidate the complex. 0657a216-40bb-47b5-9d85-682e8a348bae da96e293-3831-4c25-bd4c-cf648e67fdfe Weapons of Mass Destruction Prevent the acquisition of nuclear and radiological materials for use in weapons of mass destruction and in other acts of terrorism. _bc3cd746-d81c-4940-aed5-7799a822a161 2.2 The Department is committed to detecting, preventing, and reversing the proliferation of nuclear and radiological materials, technology, and expertise. NNSA's nonproliferation work started well before September 11, 2001 and the programs are becoming increasingly global in scope as they strengthen and expand nonproliferation activities outside the territory of the Former Soviet Union. NNSA now works with more than 90 countries to secure nuclear and radioactive materials and halt the production of new fissile material. Additionally, it detects and interdicts illegal trafficking in, or diversion of, nuclear material and proliferation-significant items, destroys surplus weapons-usable materials; strengthens export controls; bolsters nonproliferation regimes, and gives former weapons scientists and technicians an opportunity to make use of their high-technology skills in peaceful endeavors. While the Department has achieved impressive nonproliferation accomplishments over the past 30 years, DOE nonproliferation programs must continually address and adapt to evolving security concerns. The rapid evolution of the nuclear proliferation, in the context of a globalizing world economy, requires the programs to be flexible, creative, and responsive to emerging threats around the world. NNSA’s nonproliferation and threat reduction programs are structured around and integrated with a comprehensive and multi-layered U.S. Government strategy to address the danger that hostile nations or terrorist groups may acquire weapons of mass destruction (WMD) or weapons-usable material, dual-use production technology, or WMD expertise. 7bca7109-b380-40b8-b8f8-fde9175fbe8a 54764f3d-29ac-4496-80ff-da77c5f3201b Nuclear Propulsion Plants Provide safe, militarily effective nuclear propulsion plants to the U.S. Navy. _1544efd9-93b1-4042-87c3-8e848f5cdf90 2.3 NNSA, through the Naval Reactors Program, provides the U.S. Navy with safe, militarily effective nuclear propulsion plants, beginning with reactor technology development, continuing through reactor operation, and ending with reactor plant disposal and management of naval spent nuclear fuel pending shipment to a geological repository. Nuclear power enhances warship capability and creates the flexibility needed to sprint anywhere in the world and arrive ready for combat operations. Sustained, high-speed capability enables rapid responses to changing world circumstances and helps the Navy stretch available assets to meet today’s worldwide national security commitments. The Naval Reactors Program ensures the safe operation of reactor plants in operating nuclear-powered submarines and aircraft carriers and fulfills the Navy’s requirement for new reactors to meet evolving national defense demands. This program’s long-term development work ensures that nuclear propulsion technology provides options to maintain and upgrade current capabilities, as well as meet future threats to U.S. security. The presence of radiation dictates a careful, measured approach to developing and verifying nuclear technology, components, systems, and processes, and implementing them into existing or future plant designs. Intricate engineering challenges and long lead times to fabricate the massive, complex components require many years of effort before technological advances can be introduced into the fleet. As advances in various functional disciplines coalesce, work is integrated into the technology applicable to a naval nuclear propulsion plant. 92957e94-8f4e-4086-88e9-f8676c6980ba 48ef5a58-456c-49cf-b6df-022cc6ea6892 Scientific Discovery and Innovation Strengthening U.S. scientific discovery, economic competitiveness, and improving quality of life through innovations in science and technology _1f939cdf-513b-4d73-83ee-789473c4e649 3 The United States has always been a Nation of innovators and the Department of Energy has been a major contributor to that legacy. DOE-supported basic research has produced Nobel Laureates, numerous paradigm-shifting scientific discoveries, and revolutionary technologies that have spawned entirely new industries. Such breakthroughs have created fundamentally new energy options, underpinned U.S. national security during challenging times, and contributed to the health of our citizenry and the stewardship of our Nation’s environmental resources. This great engine of U.S. innovation has played an important role in fueling a strong economy and one of the highest standards of living the world has ever known. As we look toward the future, we are entering a new era that is characterized by increasingly rapid changes in the pace of discovery and innovation. These changes present both opportunities and challenges, requiring a new U.S. commitment to science and to innovative approaches for accelerating the realization of benefits from our research enterprise. In February 2006, the President announced the American Competitiveness Initiative (ACI) to encourage American innovation and strengthen our Nation’s ability to compete in the global economy. The Department has a core responsibility under ACI to cultivate the U.S. scientific base in a way that enables our Nation to compete and win in the global marketplace of ideas and commerce. More specifically, ACI directs the Department of Energy to: Increase financial support for innovation-enabling research to support high-leverage fields of physical science and engineering. Increase investments in the U.S. scientific infrastructure, particularly at the Department’s scientific user facilities, to ensure the U.S. an order of magnitude dominance in key scientific fields that will transform the 21st Century global economy: e.g., biotechnology, nanotechnology, materials science, high-speed computing, and climate change research. Improve the capacity, maintenance, and operations of DOE laboratories through new investments and continued pursuit of best practices. Provide mentored experiences for K-12 teachers at National Laboratories that will transform teachers of science into "teacher scientists" who can encourage and inspire the next generation of scientists and engineers. Provide training opportunities at the Department’s National Laboratories as a way to increase the skills and knowledge of the Nation’s scientific and technical workforce. Accordingly, over the next six years, the Department will pursue innovations in science and technology to help ensure that it meets its national science strategic goals. Scientific Discovery and Innovation Challenges -- The U.S. must remain vigilant as other Nations invest heavily in science and technology in an attempt to match our economic productivity and compete with U.S. industry. America’s investment in the physical sciences, which many consider to be the cornerstone of the Nation’s scientific enterprise, must be strengthened to capture the promise of emerging scientific disciplines that will define the technological progress over the next 100 years. The Nation’s incremental changes in technology are not sufficient to maintain the world leadership in industry and academia. The scale and complexity of science and global challenges require multidisciplinary and multinational responses. The Nation’s scientific workforce and science literacy must be grown to prepare citizens to compete for jobs and increase overall economic productivity. Scientific Breakthroughs Achieve the major scientific discoveries that will drive U.S. competitiveness; inspire America; and revolutionize approaches to the Nation’s energy, national security, and environmental quality challenges. _9d2c9c43-a21a-4999-9df6-4747ccc693b6 3.1 The Department has made science-driven innovation a top priority because of a growing awareness of shifts in the energy structure. Also the pace of technological progress must be accelerated to solve critical national challenges. Revolutionary breakthroughs are required and DOE will lead a renaissance in scientific discovery that will rekindle the American spirit and provide the base of new knowledge and the resulting new options and solutions to these seemingly intractable challenges. The Department cannot rely on incremental changes in technology which cannot, in a timely way, significantly reduce our dependence on foreign oil; dramatically decrease energy use increase production, or solve long-term environmental challenges such as climate change. 0fba9622-1b47-41cb-aeeb-f9e2cb2c77be 77b2b776-383a-47a4-a9e9-b7f217984e15 Foundations of Science Deliver the scientific facilities, train the next generation of scientists and engineers, and provide the laboratory capabilities and infrastructure required for U.S. scientific primacy. _35151278-a662-495f-9e61-9c5990e7f4b7 3.2 The foundations of great science are the people, the powerful scientific instruments, and the laboratories that provide important venues for multi-disciplinary collaboration. The Department serves a critical role within the U.S. science enterprise as managers of the largest system of National Laboratories and major scientific user facilities. Tens of thousands of researchers depend on these facilities and this support forms a core element of the innovative engine that drives the U.S. economy. Many of the world’s leading scientists are employed at DOE National Laboratories and annual DOE research grants support the work of scientists, engineers, and technicians at more than 300 universities. In addition, the Department constructs and operates the largest and most advanced set of scientific facilities in the world. These facilities are open to the science community on a competitive basis. The 19,000 scientists who work at these facilities conduct some of the most complex and innovative research being performed today. Skillful management and prudent investment strategies are needed to ensure that the laboratories are staffed and equipped with the necessary resources to support the Department’s mission. DOE will ensure that scientific facilities are operated efficiently and effectively and that students are given every opportunity to learn and grow as future scientists, technicians, and engineers. 7fbd572e-78ed-4916-a0b3-61c8b0140b04 2366eade-4a6b-4088-8a8e-1aa1f731506d Research Integration Integrate basic and applied research to accelerate innovation and to create transformational solutions for energy and other U.S. needs. _8e7cef7d-74c2-4b07-ae98-74e37ba8f784 3.3 The Department of Energy manages a mission-driven portfolio of research that spans from the most basic research exploring the origins of the cosmos, to applied research designed to solve emerging challenges in energy, environment, and national security. The scale and complexity of this research portfolio provides an enormous competitive advantage to the Nation as multidisciplinary teams of scientists, using the most advanced scientific instruments in existence today, are able to respond quickly to national priorities and changes in opportunities at the frontiers of science. As just one example, the Department mobilized enormous resources during the past few years to reclaim world leadership in high-performance computing at a time when other countries had all but taken over this strategically important capability that is vital to long-term U.S. scientific leadership and U.S. competitiveness. This agility in responding to challenges and opportunities is increasingly characterized by DOE'S ability to achieve meaningful integration between the basic and applied research communities. The Department's ability to expand on this tradition will only strengthen its competitiveness and our ability to rapidly convert the fruits of science into the revolutionary technologies that will change forever how we provide for life’s most basic needs—whether it be to light the night, heat a home, transport food, cure an illness, or to understand the beginning of time itself. 71d5275e-6fb1-4c7b-bc8b-3d33c7818396 fa4c5cd0-8090-472a-8174-e3849e9ddb64 Environmental Responsibility Protecting the environment by providing a responsible resolution to the environmental legacy of nuclear weapons production _d2d9bf6e-189b-49e6-a188-17e965157428 4 The scope of the Department’s environmental cleanup includes stabilization and disposition of some of the earth’s most hazardous materials generated from spent nuclear fuel and nuclear radioactive waste material. The cleanup program resulting from over five decades of nuclear weapons production and energy research is the largest active cleanup program in the world. In addition, after active cleanup, residual risks will remain for significant periods of time at most DOE cleanup sites. The Department will take appropriate action to protect human health and the environment from these residual risks. The Department continues its effort to construct a repository for the final disposal of spent nuclear fuel and high level radioactive waste. Over the next six years, the Department will apply advanced science, engineering, and cleanup technology to help ensure that it meets its national environmental cleanup strategic goals. Environmental Responsibility Challenges -- Cleanup of the nuclear weapon’s legacy is an enormously complex undertaking involving significant challenges. DOE is also faced with Federal, State, and local regulatory policies that create challenges. The Department’s effort to construct a repository for the final disposal of spent nuclear fuel and high level radioactive waste continues to meet regulatory challenges. Finally, despite aggressive environmental cleanup efforts, the Department must be prepared to address residual risks that will remain for significant periods of time at most DOE sites. Environmental Cleanup Complete cleanup of the contaminated nuclear weapons manufacturing and testing sites across the United States. _dbb6195e-9c68-460c-beec-1fe39d7f8af5 4.1 DOE is responsible for the risk reduction and cleanup of the environmental legacy of the Nation’s nuclear weapons program, one of the largest, most diverse, and technically complex environmental programs in the world. The Department will successfully achieve this strategic goal by ensuring the safety of DOE employees and U.S. citizens, acquiring the best resources to complete the complex tasks, and by managing projects throughout the United States in the most efficient and effective manner. DOE has made significant progress in the last four years in shifting away from risk management to embracing a mission completion philosophy based on cleanup and reducing risk. The Department continues to demonstrate the importance of remaining steadfast to operating principles while staying focused on the mission. The Department has made progress in recent years in cleanup and/or closure of sites. As many as seven sites will be completed by the end of 2006 including: Rocky Flats, Fernald, Columbus, Ashtabula, Lawrence Berkeley National Laboratory, Lawrence Livermore National Laboratory-Main Site, and Kansas City Plant.DOE will maintain a focus on site completion, with an additional ten sites or areas projected to be completed by the end of 2009. These include: Argonne National Laboratory – East, Miamisburg, Brookhaven National Laboratory, East Tennessee Technology Park at Oak Ridge, Energy Technology Engineering Center, Lawrence Livermore National Laboratory-Site 300, Inhalation Toxicology Laboratory, Pantex Plant, Sandia National Laboratory, and the Stanford Linear Accelerator Center. Eight Nevada "Off-sites" will be transferred to the Office of Legacy Management in FY 2007. Three of these eight sites (the Central Nevada Test Area, Project Shoal Area, and the Rio Blanco Site) are scheduled to close in 2010. In addition to its emphasis on site cleanup and closures, the Department is also focusing on longer-term activities required for the completion of the cleanup program. These include: Constructing and operating facilities to treat radioactive liquid tank waste into a safe, stable form to enable ultimate disposition. Securing and storing nuclear material in a stable, safe configuration in secure locations to protect national security. Transporting and disposing of transuranic and low-level wastes in a safe and cost-effective manner to reduce risk. ab19eebb-6f85-43b1-9514-c77dd5ca2955 ee0a495d-15dd-437e-a2f3-bac12c212986 Managing the Legacy Manage the Department’s post-closure environmental responsibilities and ensure the future protection of human health and the environment. _f741d975-2064-4ebb-8962-ee76d52caaf6 4.2 Over the last 15 years, the Department has made significant progress in environmental remediation. Millions of cubic meters of waste have been removed, stabilized, or disposed of, and a number of former weapons facilities have been transformed for other uses. The overall risk to human health and the environment will continue to decrease as the Department completes additional cleanup work. The new challenge will be to successfully manage the environmental remedies and the residual risks in a manner that enables the optimal future use of the land and facilities while continuing to protect human health. This is true for both the sites that are closing and for those that continue to support ongoing DOE missions. In addition to the sites cleaned up by the Office of Environmental Management, DOE is responsible for sites remediated by other parties. The Department has responsibility for long-term surveillance and maintenance at sites associated with the Formerly Used Sites Remedial Action Program (cleanup is performed by the U.S. Army Corps of Engineers) and uranium mining and mill tailing sites (as specified by the Uranium Mill Tailings Radiation Control Act). By 2015, DOE will be conducting long-term surveillance and maintenance at approximately 120 sites where there is no longer an ongoing Departmental mission. Roughly two dozen sites with ongoing missions will also have surveillance and maintenance activities; those activities will be managed as an integral part of the overall site operation. A geologic repository at Yucca Mountain, Nevada, is vital for moving temporarily stored legacy materials from former nuclear weapons sites to a safe, central storage location. The repository is also necessary for preserving the nuclear option for electricity generation which provides approximately 20 percent of the Nation’s electricity supply (nuclear energy is also addressed in Strategic Goals #1.1 and #1.2). Integral to attaining this goal is the near-term licensing, subsequent construction, and operation of the permanent repository for nuclear waste at Yucca Mountain authorized under the Nuclear Waste Policy Act. bb9a0232-4550-4242-8557-4782b2e9e93c 84db4275-f628-440d-b33a-a73f3ae90fde Management Excellence Enabling the mission through sound management _2096a667-dba4-49b0-ba0c-9b9bb4ba635b 5 The Department’s strategic themes and goals will be accomplished not only through the efforts of the major program offices in the Department but with additional effort from staff offices that support the management of the programs in carrying out the mission. DOE is committed to integrated management and is taking steps to ensure that this is one of the critical initiatives that will assist the Department’s leadership in achieving the strategic goals. DOE will endeavor to make sure it has the necessary skills available to carry out the mission and to continue bringing in talented and qualified resources for the future. As DOE strives to meet the needs of the Nation in the area of scientific discovery and innovation, and the needs of its employees, cost-effective upgrades, renovations, and replacements will be made to aging and outdated facilities. One of most important keys to managing the Department is financial stewardship and one of the top priorities for DOE is continually improving its financial performance and accountability over the resources entrusted to it by American taxpayers. Management Excellence Challenges -- DOE is an organization of diverse programs. While this structure has its advantages, it often hampers integrated management of core functions across the Department. In addition, there are economies of scale and improvements in service that could be attained by implementing a common Department-wide approach to core services utilized by all internal stakeholders. This can be difficult to attain in a program-centered approach to the work. However, DOE also faces near-term challenges that are more fundamental. A significant portion of the Department’s budget is awarded to contractors each year and achieving excellence in the Department’s management of contracts remains a significant challenge. The average age of the workforce is increasing, and the number of skilled employees eligible for retirement suggests an impending knowledge and capability gap in the next three-to- seven years. The Department is implementing a new resource management system that ties together data from various functional disciplines into a single enterprise-wide network. The implementation of this system combined with recent audit challenges requires the Department to adopt new financial and business practices. The Department currently facses accrued under-funded contractor pension plan and post-retirement benefits liability in the billions of dollars. Finally, DOE’s infrastructure is aging, which creates both safety and security concerns. 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. _61234c73-608a-40b4-9fe3-50abbbe38ba8 5.1 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. fe296842-5f56-4f41-913e-8cc5d250e192 c8429c6c-76f5-41f0-8f8a-faef5cf75309 Human Capital Ensure that DOE’s workforce is capable of meeting the challenges of the 21st Century by attracting, motivating, and retaining a highly skilled and diverse workforce to do the best job. _9f566d3e-7572-4a7d-b52c-1f37fc9c1e3d 5.2 People are DOE’s most important resource. The Department’s human capital management efforts are focused on an integrated approach that ensures human capital programs and policies are linked to the missions, strategies, and goals, while providing for continuous improvement in efficiency and effectiveness. Within the Department, senior managers of the individual program and staff offices are responsible for successfully accomplishing their organization’s mission as well as creating a challenging and productive workplace environment. Senior management must also ensure that they plan for a secure workforce, capable of meeting current and future challenges. The Department must provide senior managers with the flexibilities and tools necessary to ensure that their workforce can successfully meet the challenges of the 21st Century. aed74ac4-dc5f-4a90-9a19-592e0710e43e 97701e11-579b-4beb-9fd5-a1db2d6faee1 Infrastructure Build, modernize, and maintain facilities and infrastructure to achieve mission goals and ensure a safe and secure workplace. _54bbd0e9-c746-4bd5-861e-d5b233577a32 5.3 The Department’s real property assets are vital to the accomplishment of its mission. Real property assets of the Department are located at over 50 sites across the Nation with approximately 20,000 buildings and other structures covering 127 million square feet on 3.1 million acres of land, an area roughly the size of the state of Connecticut. The replacement plant value of these assets (not including land value) is $77.1 billion. Unlike many other Federal agencies, the vast majority of DOE sites are government-owned and contractor-operated and maintained. The Department’s real property portfolio is composed primarily of large complexes of diverse facilities of critical importance to DOE's mission, such as reactors, accelerators, and Cold War-era buildings that should be retired. The Department owes it to the public and DOE employees to be good stewards and to provide safe and quality work places that are aligned with and supportive of our mission requirements. a2bb4f99-f01e-4377-87c9-7db6a447d7f0 af610d32-6036-445c-b199-2eeee4474d5b Resources Institutionalize a fully integrated resource management strategy that supports mission needs and postures the Department for continuous business process improvement. _75e952e5-01b7-4359-a738-2b9f30fc39e2 5.4 To improve our accountability to the American taxpayers, the Department will improve financial performance and integrate budgeting with strategic and performance planning. To accomplish this, the Department's business systems related to financial information need to be consolidated and streamlined, thus resulting in the ability to produce accurate and consistent financial reports, management information, and annual financial statements for senior decision-makers. An accountability model that supports an integrated, enterprise-wide approach to management is required and standard business practices across Departmental elements are needed. Additionally, the Department is implementing a solid financial and performance-based management information system that will include: cost accounting, travel, payroll, budget formulation and execution, procurement, contracts management, facilities management, human resources, and research and development. 38041970-07b7-42b8-9a0c-064a31fa8c8d 1fa3259a-7d4a-4d15-8639-8d9c6b852279 2005-10-01 2011-09-30 2010-02-08 http://www.energy.gov/about/strategicplan.htm Arthur Colman (www.drybridge.com) colman@drybridge.com Submit error.