Results Act: DOE Can Improve Linkages Among Plans and Between Resources and Performance
RCED-98-94
Published: Apr 14, 1998. Publicly Released: Apr 30, 1998.
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Highlights
Pursuant to a congressional request, GAO reviewed certain aspects of the Department of Energy's (DOE) implementation of the Government Performance and Results Act of 1993, focusing on the Department's strategic and annual planning.
Recommendations
Recommendations for Executive Action
| Agency Affected | Recommendation | Status |
|---|---|---|
| Department of Energy | The Secretary of Energy should review the Department's organizational structure and seek opportunities to better align the organization with its strategic plan's business lines. |
In commenting on the report, DOE told GAO that it constantly seeks opportunities to better manage its complex and diverse organization. On April 21, 1999, DOE announced changes to its management and organizational structure. Among other changes, the Department's major operations and field offices now report directly to one of its major program offices. In addition, on August 6, 1999, the Department published a new organization chart showing its offices by its strategic plan business lines.
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| Department of Energy | The Secretary of Energy should direct the Office of Strategic Planning, Budget and Program Evaluation to develop specific procedures that state how subordinate strategic and multiyear plans are to relate to the departmental strategic plan. In developing these procedures, the office should consider whether the goals and objectives of the subordinate plans should be linked to the departmental strategic goals, objectives, or strategies. |
According to information provided by DOE's Office of Strategic Planning and Program Evaluation, on July 27, 1999, the Department issued guidance that directs the incorporation of subordinate strategic and multiyear plans into the its strategic plan.
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| Department of Energy | The Secretary of Energy should direct the Office of Strategic Planning, Budget and Program Evaluation to review DOE's requirements for subordinate strategic and multiyear plans and modify or eliminate those requirements that produce superfluous strategic multiyear plans. |
On April 20, 2000, DOE's Deputy Secretary issued a policy memo to all Heads of Departmental Elements that established several guidelines for the application of performance based management at DOE. Specifically, one guiding principle established that "Principal objectives, measures, and expectations will be established in partnership with affected organizations, employees/employees representatives, contractors, and other stakeholders. These objectives will link with and support the strategic, mutli-year, and annual goals of the parent organizations up to and including the Department."
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| Department of Energy | The Secretary of Energy should direct the Office of Strategic Planning, Budget and Program Evaluation to work with DOE's various programs to develop integrated management systems that directly link required budgetary resources to the level of performance that is identified in the annual performance plans. |
By memo dated August 11, 1999, DOE's Chief Financial Officer notified the heads of program offices that they should develop their input for the next performance plan around decision units that fund their work. This structure is to create a direct link between the department's strategic goals and its budget.
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| Department of Energy | The Secretary of Energy should modify the agency's contracting process to ensure adequate time is available to incorporate performance goals and fees in contracts for the start of the FYs work. |
During fiscal year 1998, DOE established procedures that are intended to get the incentives approved by the beginning of fiscal year 1999. According to DOE's office of procurement, 26 of the 29 contracts had their performance measures incorporated prior to the start of the fiscal year. In addition, the Department reports that it is on target to incorporate the measures into the fiscal year 2000 contracts prior to the start of that fiscal year.
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Topics
Agency missionsexecutive relationsContract performanceFederal agency reorganizationManagement information systemsPerformance measuresProgram managementStrategic planningEnergy planningStrategic plan