DOE has a four-pronged approach to ensure accountability mechanisms are in place and senior leaders regularly review program progress, performance, risk, and corrective actions. The four prongs are Planning, Processes, Verification, and Management.
Planning: Planning efforts at the agency, program, and project level establish expectations and baselines against which projects will be managed and performance measured.
•Senior leadership-led planning efforts are codified in
-An Agency-Wide Recovery Plan , 12 Program-Specific Recovery Plans including program and benefit descriptions, summary of financial awards to be used, major milestones and high level performance measures, 163 Project Operating Plans including project summaries, goals, benefit and impact descriptions, planned budgets, schedules, and project specific performance measures.
Processes: DOE is augmenting existing and establishing new processes to ensure expectations are met across the DOE complex throughout the Recovery Act implementation period.
•Daily Leadership Meetings
-Senior Advisor to the Secretary for the Recovery Act, the DOE Recovery Office, DOE Senior Leadership, Progress reviews of all activities (3 per week), Detailed reviews of specific programs, issues (2 per week)
•Gated Process for releasing funds ensures
-Secretarial and Senior Leadership approvals are in place, Funds are dispersed commensurate with preparedness Risks have been identified and are being addressed
•Funds Control processes ensure funds areOnly released when ‘gate’ approvals are complete, Released on a project by project basis, Released based on risks mitigation and performance
•DOE’s Performance Measure Manager (PMM) system enabled to track project level performance, produce quarterly & annual performance reports
•Corporate Transaction Systems ensures proper tracking and reporting at the project level and use of approved identification codes
-Unique Treasury Appropriation Fund Symbol used for each named program ensures funds are effectively managed and prevents co-mingling with funds appropriated in annual budget, Unique Project Identification Codes facilitate project tracking and reporting.
•Office of Internal Review processes include
-Programmatic and cross- cutting Risk Assessments Risk Management plan developmentRecovery Oversight and On-Site Reviews Training on internal controls, avoiding fraud, and reducing risk Interfacing with the IG and GAO, working to incorporate audit recommendations as appropriate to improve DOE management and operations
Verification: DOE is augmenting existing and establishing new verification procedures including:
•Internal Control Acknowledgement Certifications
-Verifies managers understand responsibilities to ensure funds are expended for intended purposes, reported results are accurate and verifiable, internal controls are in place and effective, risk has been assessed and mitigation is underway, Verifies at year-end that expectations are met, as demonstrated by internal controls testing and operational results.
•Internal management reports produced daily through DOE’s electronic centralized data warehouse, IDW, verify project status,
-Use data pulled directly from DOE’s accounting, procurement, planning, and performance management systems, PMM system tracks project performance, providing quarterly, annual, and overall picture of progress and effectiveness
•Field audits conducted to ensure compliance and appropriate use of resources
Management: DOE uses agency-level management mechanisms to complement management at program and project levels.
•Recovery Operations Team (Recovery Office, DOE Senior Leadership, Program Senior Management, dedicated operations staff)
-Monitor project status, Evaluate cost/schedule progress, Ensure thorough reporting, Coordinate with external entities, Conduct monthly performance reviews/recommend adjustments as appropriate.