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Energy management : DOE should improve its controls over work for other federal agencies : report to the chairman, Subcommittee on Oversight and Investigations, Committee on Energy and Commerce, House of Representatives

Author: United States. General Accounting Office.
Publisher: Washington, D.C. : The Office, [1989]
Edition/Format:   Print book : National government publication : EnglishView all editions and formats
Summary:
In response to a congressional request, GAO reviewed the Department of Energy's (DOE) controls over the products and services it provided to non-DOE entities, primarily other federal agencies, to determine whether DOE: (1) had adequate controls over the work it performed; (2) properly implemented those controls; and (3) controls conformed to pertinent laws and regulations.
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Additional Physical Format: Online version:
United States. General Accounting Office.
Energy management.
Washington, D.C. : The Office, [1989]
(OCoLC)654735214
Material Type: Government publication, National government publication
Document Type: Book
All Authors / Contributors: United States. General Accounting Office.
OCLC Number: 19467442
Notes: Cover title.
Distributed to depository libraries in microfiche.
"February 1989."
"GAO/RCED-89-21."
"B-233792"--Page [1].
Description: 44 pages : illustrations ; 28 cm
Other Titles: DOE should improve its controls over work for other federal agencies
Responsibility: United States General Accounting Office.

Abstract:

In response to a congressional request, GAO reviewed the Department of Energy's (DOE) controls over the products and services it provided to non-DOE entities, primarily other federal agencies, to determine whether DOE: (1) had adequate controls over the work it performed; (2) properly implemented those controls; and (3) controls conformed to pertinent laws and regulations.

GAO found that: (1) although existing DOE policies concerning non-DOE work generally conformed with the legislative criteria, inconsistent controls at the field-office level did not effectively ensure control; (2) three of the four operations offices responsible for the work performed for non-DOE entities inconsistently implemented DOE controls; (3) implementation varied between the three offices because DOE had no established oversight standards; (4) DOE did not track its own indirect oversight costs or recover them from other federal agencies; (5) DOE did not specifically request monitoring staff allocations from the Office of Management and Budget (OMB); (6) an operations office organizationally moved one contractor group from DOE oversight after DOE raised concerns about the appropriateness of the group's non-DOE work; and (7) DOE did not perform a formal evaluation to determine whether the private sector could conveniently or cheaply perform the group's work.

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