Preliminary Assessment of DOE Facility Management and Infrastructure Renewal Letter Report (2004) / Chapter Skim
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Contents of Letter Report
Contents of Letter Report
Pages 1-7
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Assess DOE's facilities anct infrastructure management practices and initiatives and provide recommendations for areas requiring additional focus; 2. Identify or develop "best practice" tools and techniques for DOE real property asset management in such areas as site planning; maintenance and recapitalization planning; space and lane!
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The committee appreciates the cooperation and support of the Of lice of Engineering and Construction Management and the DOE program offices, site offices, and site contractors referred to above in providing background information and facilitating the site visits. The committee recognizes that at most locations DOE and contractor personnel contributed significant time, effort, and enthusiastic support, thus enabling the committee to address its assigned tasks.
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IB and the use of department-wide tools (the Condition Assessment Survey and the Facility formation Management System) to measure and track maintenance requirements, deferred maintenance, and the need for recapitalization, a definitive statement regarding the strategic importance of facilities and infrastructure as a key intermediate objective is absent from the DOE strategic plans or comparable policy documents.
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should be addressed. The committee is also concerned that there are no programs to adequately address the fills burden of decontamination and demolition of contaminated excess facilities, such as the Bevatron at Lawrence Berkeley National :Laboratory, Fast Burst Reactor at Oak Ridge National Laboratory, Van de Graaff accelerator at Los Alamos National Laboratory, and the Biological Science Building at the National Nuclear Security Administration Y-12 site a legacy that is not being addressed by the Office of Environmental Management and that impinges on the sites' functional quality.
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The committee learned of informal efforts at some DOE sites to share lessons learned and best practices, and there was also some indication of infrequent meetings of facility directors within program offices. However, there was no indication of a formal process to identify lessons learned and to facilitate the adoption of best practices department-wide, a process that the committee believes could return large dividends for a modest investment.
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Metrics are needed that show how the investments in DOE facilities support program objectives, as well as address the cleferred maintenance backlog plus requirements for modernization, plant adaptation, and compliance with regulatory requirements. More robust metrics are also needed to assess management of the elimination of excess facilities.
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The committee's initial assessment is that DOE has issued policies that if adequately and consistently supported by meaningful practices and procedures will improve the quality of facility management and will lead to better allocation of resources for the effective support of DOE's missions. Successful implementation will require timely and effective leaclership, communication, and guidance from headquarters, site offices, and management and operations contractors to ensure consistent stewardship of facilities in DOE.
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