Decision Making in the U.S. Department of Energy's Environmental Management Office of Science and Technology (1999) / Chapter Skim
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2 Historical Evolution of OST Decision Making
2 Historical Evolution of OST Decision Making
Pages 20-27
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From page 20... ...
Early Years The first Assistant Secretary of DOE-EM, Leo Duffy, serving under then Secretary of Energy Admiral James Watkins, approached the mission of EM in the optimistic "can-do" spirit that had typified the nuclear weapons research, development, and production missions of DOE and its predecessor agencies, as well as the early optimism that the U.S. Congress and others had brought to the task of cleaning up the nation's legacy waste sites under Superband.
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From page 21... ...
The first integrated demonstration of technologies for cleaning up chlorinated solvents in soil and ground water at the Savannah River Site was initiated in 1990 and was followed by seven additional integrated demonstration projects begun In 1991. By 1992, however, DOE officials realized that the integrated demonstration approach requ*
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From page 22... ...
Local regulators were to be kept informed of technology development, and stakeholder and public interest groups were to be actively involved win each STCG. iTwo of these five, the Contaminant Plume Containment and Remediation Focus Area and the Landfill Stabilization Focus Area, were combined in 1996 to form the Subsurface Contaminants Focus Area.
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From page 23... ...
The year 1995 was the "high-water mark" for OST fielding, as well as the beginning of reduced funding for internally funded technology development work conducted by the other, problem-owning EM offices. The reports cited above, along with budget cuts, helped shape a climate in which OST focused on users' technology needs for the near future and on accomplishing technology development work responsive to such user requests.
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From page 24... ...
~ and Appendixes C and D) that perform the following tasks: compile site-specif~c technology needs into a single DOE complex-wide list; prioritize these needs to reflect complex-wide priorities across sites; generate packages of work as budget entities for which to solicit funding; solicit technology development work proposals by issuing Requests for Proposals and evaluating the responses; · allocate funds to projects selected from among the proposals; monitor progress of each funded project; demonstrate, when appropriate, the technology at a DOE-EM site, to engender adoption by the user community; and · involve, where appropriate, a private-sector company in development work.
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From page 25... ...
This five-person body made decisions on any aspect of OST's program that it though important to discuss and vote on. Issues decided by such voting included allocation of the OST budget to subordinate program units (e.g., Focus Areas and Crosscutting Programs)
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From page 26... ...
and five DOE field office managers. This group in effect replaced the Board of Directors that Clyde Frank had established as the most senior DOE body in which OST has representation.
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From page 27... ...
addressing this point have discussed characteristics of DOEEM site cleanup activities that may discourage such use. These include a culture that avoids taking chances, an unwillingness by site managers to change an already-established baseline remediation approach, a perception of job loss by the work force once the environmental waste cleanup problem is declared solved, and an unwillingness to jeopardize established stakeholder agreements.
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