• Secretary Richardson Announces  Initiative To Improve Contractor Accountability And Performance The initiative includes strengthening the department's ability to sanction poor contractor performance and reward outstanding performance and gives the Secretary of Energy the authority to direct the removal of a senior contract manager who is performing poorly. It also includes an annual review by the Secretary of Energy with the chief executive officer of key contractor organizations.

• DOE Policy on Performance-Based Management (Memorandum from T. J. Glauthier, Deputy Secretary of Energy) The purpose of this memorandum is to establish performance-based management as the management approach for the Department. As the Chief Operating Officer, I am directing the Department to continue to use performance-based management as its tool to: plan for, manage, evaluate, and reward organizational, employee, and contractor performance; improve the delivery of products and services, facilitate communications with customers and stakeholders; encourage employees and contractors to achieve excellence; and guide decision-making.

• U.S. Department of Energy Performance Management System The Headquarters performance management system will change substantially on October 1, 1999. The purpose of this web site is to provide information and guidance on the new requirements and responsibilities for the management of employee performance, including appraisal, recognition and reward for employees in Headquarters. The site is maintained by the Headquarters Employee/Labor Management Relations Services Team, MA-35 in cooperation with the National Treasury Employees Union.

• Glauthier Announces Project Management Initiative Measure Is Latest in DOE's Management Reforms   Deputy Secretary of Energy T. J. Glauthier, who is also the Chief Operating Officer of the department, recently announced the latest in a series of reforms undertaken by Energy Secretary Bill Richardson to strengthen and improve management of its construction and other major projects.

The initiative, which was announced in a memorandum to all departmental offices, includes:

1. Establishing a project management tracking and control system for all projects valued at $20 million or more in total costs;
2. Placing projects with significant issues or emerging problems on a Chief Operating Officer's Watch List, with potential funding control and personnel consequences; and
3. Creating a strong project management organization in the office of the Chief Financial Officer.

• Business Management Oversight Process
  The Department of Energy (DOE) is changing the way it does business. We have moved from a compliance-based to performance-based system of contracting that encourages and rewards excellence and continuous improvement, and fosters improved and timely communications. To affect this change, DOE has implemented the Business Management Oversight Process (BMOP).