Recovery Leadership & Operations - The DOE Recovery Office is the central point for implementation and execution of Recovery Act activities. A Recovery Operations Team will oversee implementation management, such as monitoring project status, evaluating cost and schedule progress, ensuring thorough reporting, coordinating with external entities, and holding monthly performance and review meetings with senior departmental managers on the implementation status of specific recovery projects.
Recovery Funding Oversight, Performance - In addition to DOE’s standard funds control mechanisms, Recovery Act funds are subject to additional process controls to ensure funds are not co-mingled, are tracked to enable reporting, and are spent responsibly. DOE recovery funds are released for implementation in a staged approach. Programs develop initial project plans which include performance metrics which require management approval.
Office of Internal Review (OIR) - DOE’s OIR helps programs ensure that internal controls are in place, effective, and support the risk based approach to managing Recovery Act activities. OIR programs are being implemented or expanded to ensure the Recovery Act objectives are met and DOE managers and partners are both held accountable for successful execution and also have the appropriate tools to ensure that success. These programs include coordinating DOE’s “Internal Control Acknowledgment” program, conducting agency wide assessments and analyses and performing oversight of Recovery Act programs, including site and field visits. OIR worked with key impacted programs to produce initial vulnerability assessments identifying potential program specific and cross-cutting risks to ensure successful execution.
In addition, Western has developed a full range of accounting policies, processes and internal controls to provide accountability and early warning of problems and is implementing the necessary processes and controls to enable monthly reporting of up-to-date financial, milestone/activity and performance information.
In ensuring sufficient oversight to validate the progress and performance of the implementation project and to maintain accountability and transparency, Western will:
• Develop a project plan with milestones and deliverables to track progress in implementing Western’s Transmission Infrastructure Program.
• Hold regular management review meetings.
• Use normal business systems and tools, as appropriate, to track and report cost and performance information.
• Modify existing financial management system, as required, to isolate project, and subsequent program costs, as required by law.
• Establish separate Treasury symbols to capture all project/program financial activity.
• Establish a risk management program to identify and mitigate challenges and risks in implementing the program.
• Incorporate this project/program as part of Western’s Internal Control/A-123 Program.