Organizational Mission Statements

Assistant Secretary
Principal Deputy Assistant Secretary
Communications & External Affairs
Chief Technical Officer
Deputy Assistant Secretary for Project Management
Project Assistance & Assurance
Construction Project Reviews & Assurance
Deputy Assistant Secretary for Safety & Security
Safety Management
Safety Operations Assurance
Standards & Quality Assurance
Safeguards & Security
Environmental Management Recovery Act Program
Technology Innovation & Development Program
Waste Processing
Groundwater & Soil Remediation
Nuclear Materials Disposition
Deputy Assistant Secretary for Technical & Regulatory Support
Environmental Compliance
Public & Intergovernmental Accountability
Disposal Operations
Decontamination & Decommissioning and Facility Engineering
Packaging & Transportation
Deputy Assistant Secretary for Program & Site Support
Large Site Support
Small Site Completion
Chief Business Officer
Deputy Assistant Secretary for Program Planning & Budget
Budget
Strategic Planning & Analysis
Deputy Assistant Secretary for Human Capital & Corporate Services
Human Capital
Corporate Information Technology
Business Services
Deputy Assistant Secretary for Acquisition & Contract Management
Procurement Planning
Contract Assistance
Management Systems & Analysis

The Assistant Secretary for the Office of Environmental Management is responsible for the execution of the EM mission to complete the safe cleanup of the environmental legacy brought about from five decades of nuclear weapons development and Government-sponsored nuclear energy research. The Assistant Secretary is responsible for managing and directing the cleanup of 108 contaminated nuclear weapons manufacturing and testing sites across the United States. Specified in that responsibility is the need to safely disposition large volumes of nuclear wastes, safeguard materials that could be used in nuclear weapons, deactivate and decommission several thousand contaminated facilitates no longer needed to support the Department’s mission, and remediate extensive surface and groundwater contamination.

While progressing with cleanup, the first priority is to ensure the safety and health of the public and our workforce. The Assistant Secretary carries out the mission through the use of sound business practices, alternative management approaches, and science and technology to reduce risks and costs within the EM regulatory framework.

The mission of the Principal Deputy Assistant Secretary is to assist the Assistant Secretary in carrying out program and policy direction under EM’s jurisdiction and serves as the alter ego for the Assistant Secretary. The Principal Deputy ensures integrated coordination of corporate initiatives across the Department, provides daily oversight of the Deputy Assistant Secretaries’ programs, and ensures overall site integration and operations to ensure line management accountability. The mission also includes serving as the senior official and focal point for providing operational oversight, feedback, interface, and direction to the field offices.

The mission of the Office of Communications is to provide clear, timely, and consistent communication on the mission and activities within the Office of Environmental Management (EM) including overall goals and progress toward meeting these goals. The Office provides communications to EM’s stakeholders both inside and outside the Department and ensures that the totality of EM communications is being handled in an integrated, consistent manner, and that consistent and informative messages and strategies are being disseminated throughout the organization.

TThe mission of the Office of Chief Technical Officer is to ensure and manage technology development, project management, quality assurance, technical and regulatory analysis and support activities, integrated safety management, safeguards and security, and program and site support related to EM projects. The Office also oversees the EM Recovery Act Program activities. The Office ensures the Field is operating safely and with high standards of engineering excellence. The Office represents EM in frequent interfaces on technology issues with other DOE offices, Congress, and external stakeholders. The Office ensures fulfillment of EM requirements through strategically packaged and coordinated direction to the Field.

The mission of the Office of Project Management is to address and support the resolution of important and urgent construction and capital asset project management matters. The Office provides construction and capital asset project management authority on behalf of the Assistant Secretary; directs all activities involved with on-site cost, schedule, technical, and management status review of EM projects; evaluates project performance progress; and provides project management assistance and support for all DOE EM field locations. The Office works closely with senior level officials in Headquarters, Federal Project Directors and Field Managers, external stakeholders, and major contractors for the purpose of achieving construction and project management objectives of the Office of Environmental Management.

The mission of the Office of Project Assistance & Assurance is to manage, integrate, coordinate, and oversee the implementation of project management within EM. This includes development of policy, defining project management requirements, analyzing and supporting Field oversight of project execution, managing the EMAAB processes, and reporting to senior management on project status.

The mission of the Office of Construction Project Reviews & Assurance (CPRA) is to inform Senior Management to the status and readiness of EM construction projects and their ability to proceed to the next phase. The Office of CPRA validates and reviews that project performance is consistent with the agreed upon mission and project requirements and that each project has reached the appropriate level of maturity consistent with Critical Decision (CD) expectations. The Office will ensure review of each construction project’s budget and schedule. The overall purpose of the reviews is to determine, by an independent technical review team, whether the scope of the projects and the underlying assumptions regarding technology, management, cost and schedule baselines and the contingency provisions are valid and credible within the budgetary and administrative constraints under which DOE must function.

The Office of CPRA reviews are intended to meet the Independent Review requirements of DOE Order 413.3A, Program and Project Management for the Acquisition of Capital Assets, which states that DOE recognizes that independent reviews are valuable in assessing the status of its projects.

The mission of the Office of Safety & Security Program is to manage DOE/EM-wide Integrated Safety Management implementation oversight activities, the Defense Nuclear Facilities Safety Board (DNFSB) recommendations and issues, standards assurance for major project planning and execution, operational safety and awareness programs, and quality assurance programs. The Office manages the safeguards and security and emergency management activities for EM. The mission also includes serving as the senior executive official and focal point for providing day-to-day safety operational oversight, feedback, interface and direction to the EM field/operations offices. The DAS represents EM in frequent interfaces with DNFSB and its senior staff and the Chief of Nuclear Safety for the Under Secretary. The DAS oversees startup/restart of nuclear facilities and Operational Readiness Reviews.

The mission of the Office of Safety Management is to ensure proper implementation and continuous improvement of Integrated Safety Management Systems (ISMS) in the EM complex and to serve as a focal point for EM safety standards and policy development and interpretation and interfaces with internal/external oversight organizations. It serves as the focal point (liaison function) within EM on all Defense Nuclear Facilities Safety Board (DNFSB) related issues and ensures timely and technically sound resolution of its recommendations and concerns. The office also coordinates activities for delegating authorities for safety functions to the field and safety-related technical qualification activities in support of the Federal Technical Capability Panel.

The mission of the Office of Safety Operations Assurance is to provide oversight and assistance to improve the effectiveness of Federal and contractor safety and health oversight programs and management systems such as operational awareness activities, conduct of operations, work planning and execution, and assessments. Through the use of assistance and assessments, the Office helps field activities take action to improve operational safety performance. The Office provides day-to-day awareness of operational safety issues and events at EM sites; helps ensure timely identification and correction of deficient safety conditions; provides advice and assistance on relevant safety innovations, methods, and practices; and verifies the effectiveness of completed corrective actions.

The mission of the Office of Standards & Quality Assurance is to ensure that the necessary technical, safety, and quality requirements and standards are properly identified and adequately implemented for all line-item, EM capital, and major operating projects and facilities in a timely and technically defensible manner. The Office serves as the focal point for developing key criteria and attributes for evaluating the quality and technical rigor of implementation of the appropriate requirements and standards to support a decision making process for the critical phases of a project. The Office provides leadership and management of a corporate quality assurance (QA) evaluation program to ensure the field implementation of the specific QA and quality control processes applied to the major EM projects, including waste quality matters subject to the Civilian Radioactive Waste Management program.

he mission of the Office of Safeguards & Security is to develop and oversee the implementation of policy and guidance with respect to security and emergency management. It also serves as a liaison with sites and other agencies on security and emergency management issues.

The American Recovery and Reinvestment Act of 2009 (Recovery Act) is an unprecedented effort to jumpstart the United States economy, create or retain millions of jobs, and put a down payment on addressing long-neglected challenges to allow the country to thrive in the 21st century. The Recovery Act, which was passed by the 111th Congress on February 13 and signed into law by the President on February 17, is an extraordinary response to a crisis unlike any since the Great Depression, and includes measures to modernize the nation’s infrastructure, enhance energy independence, expand educational opportunities, preserve and improve affordable health care, provide tax relief, and protect those in greatest need.

The Office of Environmental Management Recovery Act Program has been created to manage the planning and execution of Recovery Act funded activities. The office ensures transparency of program and project activities in support of the Administration’s goal and report progress as required by the Act.

The mission of the Office of Technology Innovation & Development Program is to identify and advance technologies, processes, strategies, and technical practices that improve the performance and reduce the technical risk of Environmental Management (EM) projects over their entire lifecycle from planning to disposal. The Office provides the highest level of interdisciplinary engineering consultation, guidance, expertise, technical review and assistance, and continuity in the organization. It provides EM with development and implementation of engineering concepts, practices, programs, and advanced technologies for improvement of design, construction, and system performance. The Office develops policy and guidance and provides advice on engineering, design, technology development, and technical readiness to all of EM. These policies are in keeping with laws, regulations, and DOE policy requiring responsible engineering practices that ensure that system/facilities designs meet appropriate standards.

The Office leads EM efforts to (1) develop tank waste strategies and technologies that results in an improved, optimized, and less-costly tank waste system; (2) develop strategies and technologies for groundwater and soil remediation; (3) develop strategies for the disposition of strategic, industrial, and special nuclear materials and spent nuclear fuel from within the EM complex; and (4) conduct materials and waste disposition planning and analysis.

The Office also works to reduce total cleanup costs by promoting cross-site integration, standardizing best technical practices, solutions, materials, and processes. The Office maintains a cadre of subject matter experts, who work to reduce planning, design, and construction costs and maintenance and operation costs; provide innovative transition to state of the art, beneficial technology and research and development; and leverage lessons learned and feedback.

The mission of the Office of Waste Processing is to lead EM efforts to develop tank waste strategies and technologies that result in an improved, optimized, and less-costly tank waste system. The office develops guidance and provides oversight of EM’s waste processing operations and is responsible for the development of technology needed to address waste processing problems. It is also responsible for developing waste processing technical direction and/or assistance to sites to address difficult technical problems. This includes technical reviews and technology readiness assessments.

The mission of the Office of Groundwater and Soil Remediation is to perform assessments, establish technical criteria and promote cross-site integration. The Office provides guidance for the development and implementation of plans for remediation of groundwater and is responsible for development of technologies needed to reduce risk from groundwater contamination. It is also responsible for providing technical direction and/or assistance to sites in resolving difficult technical groundwater and soil remediation problems.

The mission of the Office of Nuclear Materials Disposition is to perform analyses, develop and recommend program strategies for management and disposition of EM nuclear materials, spent nuclear fuel (SNF), and other surplus nuclear materials for EM. Responsibilities include developing integrated management and disposition strategy documents for surplus special nuclear material (SNM), SNF, and other surplus materials; conducting trade studies and performing life-cycle alternatives analysis; providing out-year budget integration and program planning support; and interfacing with other DOE program offices to assure integrated planning, coordination, and timely resolution of cross-cutting issues involving surplus nuclear materials.

The mission of the Office of Technical and Regulatory Support is to lead on matters related to EM’s legal and regulatory responsibilities defined by laws, negotiated or stipulated compliance agreements, DOE policies and Orders, and Defense Nuclear Facilities Safety Board (DNFSB) milestones. The Office also supports the implementation of EM waste and materials disposition activities in the field. The Office supports resolution of issues related to disposal operations and, where appropriate, provides the complex-wide integration of operational disposition activities. In addition, this Office serves as the primary interface with stakeholder groups both within and outside the Department. The Office performs analyses, and develops and recommends technical and regulatory strategies integrated across the full spectrum of EM mission activities to inform program management, strategic planning, budget formulation and decision-making. The mission includes management of DOE-wide radioactive material packaging/certification program, transportation policy and operational logistics. The DAS is the Headquarters Certifying Official for the hazardous (including radioactive) material package certifications and the associated audits and inspections.

The mission of the Office of Environmental Compliance is to develop policy and guidance on regulatory compliance. It is also responsible for conducting analysis and evaluation of regulatory options for cleanup and compliance with environmental statutes, regulations, agreements, and DOE orders. It is responsible for interaction with external regulators and for sharing compliance lessons learned.

The mission of the Office of Public and Intergovernmental Accountability is to develop guidance, monitor, and ensure implementation of DOE Policy 141.2, Public Participation Policy, and DOE Order 1230.2, American Indian and Alaska Native Policy, DOE Order 1230.2, as revised by DOE Notice 144.1. The Office coordinates EM’s interactions with intergovernmental groups, advisory boards, tribal nations, and other affected entities and stakeholders.

The mission of the Office of Disposal Operations is to provide integration, planning, and analysis for all EM waste streams to ensure that disposal operations are carried out smoothly. The Office is responsible for development of policy and guidance for waste management and disposal, as well as approval of waste disposition plans.

The mission of the Office of Deactivation & Decommissioning and Facility Engineering is to perform assessments, establish technical criteria, and promote cross-site integration. The office develops guidance and provides support on the deactivation and decommissioning activities across the EM complex. It also conducts technology development programs to address deactivation and decommissioning problems and is responsible for providing technical direction and/or assistance to resolving difficult technical problems associated with D&D. The office also supports the implementation of EM waste and materials disposition activities in the field, except for SNF and SNM.

The mission of the Office of Packaging and Transportation is to develop, manage and coordinate policies and procedures for transportation and packaging activities for DOE materials, including hazardous materials (particularly radioactive), substances and wastes; to develop the systems and technologies to ensure transportation and packaging activities are safe, economical, efficient, secure, and meet applicable regulatory requirements; and to resolve transportation and packaging issues safely, economically, and promptly.

The Office of Program and Site Support serves as the EM-HQ advocate for the field sites in achieving program implementation and strengthening program performance. This office assists the Field organizations with long term planning and resource loading needed to enable more efficient and effective implementation of the program at each site. The office coordinates with the Field Offices and EM-HQ program offices to facilitate programmatic and technical issue identification and resolution. This office establishes and maintains effective and consistent communications with field sites and EM-HQ program offices. In addition, the office advises field sites on EM and Departmental policy and strategic initiatives while working to improve integration between Headquarters and the Field.

This office will review operational practices across all field organizations to ensure best practices are consistently applied across the EM complex. This office will act as consultants to all Field mangers on innovations and practices at all sites that may benefit all of the managers. This office will provide independent assurances that the field is operating safely and with high standards of engineering excellence.

This office has line management accountability for the small sites and is responsible for the transition of non-EM sites to the responsible landlord organizations or to the Office of Legacy Management upon completion of EM activities.

The Office of Large Site Support serves as liaison and as an advocate for operational projects and programs for EM Field Offices to ensure and enable effective implementation of the EM mission in the field. This office works with HQ program offices to facilitate issue resolution at the field sites and to coordinate cross-cutting requests for action to the field. This office provides leadership and guidance between EM-HQ program offices and the field to assist in completion of field site operational activities and programs. The Senior Site Program Managers (SSPMs) are the lead interface between the field sites and program offices and maintain constant communication with field sites. The SSPMs ensure integrated coordination and resolution of specific field site and EM HQ issues, including planning, safety, safeguards and security, technical, programmatic, budgetary, regulatory and other site support concerns. The SSPM’s role is to assist the site in providing necessary and timely resolution of crucial Field Office issues and concerns leading to the efficient execution of EM’s mission at the sites.

The Office of Small Site Completion is responsible for effectively implementing EM responsibilities, obligations, and activities at EM, non-EM and non-DOE sites, not including the EM large sites; and for working with the other EM offices to expedite issues at these sites. This office supports the transition of non-EM sites to the responsible landlord organizations or to the Office of Legacy Management upon completion of EM activities.

The mission of the Chief Business Officer is to manage, integrate and coordinate planning and support for the Office of Program Planning and Budget, Office of Human Capital and Corporate Services, Office of Acquisition and Contract Management, and the Office of Management Systems and Analysis. This effort focuses on the systematic collection of information about a wide range of EM activities and outcomes of programs, thus allowing EM leadership to make judgments about the program, improve effectiveness and efficiency, and make informed and actionable decisions about future program strategies. The Office is responsible for directing the management of acquisition, procurement contracts, and a comprehensive contract performance evaluation process for the Environmental Management program. The Chief Business Officer also directs corporate business improvement activities.

The mission of the Office of Program Planning and Budget is to manage, integrate and coordinate planning and budget support for the Office of Environmental Management. This support includes budget development and execution, as well as strategic planning.

The mission of the Office of Budget is to manage the formulation, justification, and execution of the EM budget, provide programmatic guidance and direction, resource allocation, and ensure compliance with the budget process and all budgetary reporting requirements of the Financial Integrity Act.

The mission of the Office of Strategic Planning and Analysis is to perform strategic planning and critical analysis for the EM mission. It is also responsible for developing performance measures and ensuring that those standards are met, and to support all Congressional deliverables. It is also responsible for cleanup end states and transition of completed EM sites to other organizations.

The mission of the Office of Human Capital and Corporate Services is four-fold:

• the development and implementation of the EM human capital program;
• the development and implementation of EM’s information technology and cyber security programs;
• the management of human resources liaison services;
• and business services support.

The DAS oversees the development of a strategic human capital model for the EM Complex. EM is committed to building a high performing organization and implementing an integrated approach to strategic management of its human capital in accomplishing our challenging cleanup mission. The DAS is responsible for integrating human capital management strategies into all aspects of our decision-making processes. The DAS is involved with creating new organizational structures and programs to become a high performing organization, focusing on successful execution of our contracts and facing the challenge of an aging workforce and succession planning.

The DAS advises EM and the Department on matters related to standards and procedures for cyber security, IT capital investment planning, and management support services. The DAS is responsible for a wide range of information technology (IT) and administrative services which includes but is not limited to: planning and budgeting for systems development; initiating and implementing all major systems development efforts; developing and integrating EM cyber security Mission Protection Program; integrating EM financial and business management systems; maintaining the financial/business systems infrastructure, including systems software modification and maintenance; maintaining compatibility among the business management systems to facilitate electronic exchange of information; and establishing and implementing requirements for systems standardization.

The Office of Human Capital ensures that EM has the workforce necessary, both now and in the future, to accomplish the cleanup of the Department of Energy’s (DOE) sites. The Office ensures that the human capital program is aligned with refining and improving internal business processes in the areas of safety, environmental compliance and remediation, project management, performance, occupational health, contract planning and execution, and human capital.

The Office forecasts what competencies the EM workforce of the future will require to achieve mission success and the anticipated challenges as the organization moves from a “siloed” internally focused culture to one that requires more partnerships, results and matrix-management orientation, and integrated performance. The Office provides objective data for organizational results, stakeholder satisfaction, and employee perspectives which are critical in improved management, identifying improvement opportunities and program performance comparison. It builds measures and risk indicators for EM Human Capital Management that allows the leadership team to make fact-based decisions and identifies risk factors involving their human capital. It oversees development and design of human capital prototype programs such as the Professional Development Corps, Executive Mentoring program, EM diversity initiatives and EM Leadership Excellence Program designed to improve senior executive leadership at EM sites and Headquarters through focused follow-on leadership/management training and development activities. The Office provides extensive human resources liaison and advisory services in the area of recruitment and retention strategies, classification, organizational structure, employee and labor relations, performance management and recognition programs.

The Office of Corporate Information Technology serves as the principal advisor for the Environmental Management (EM) program on matters related to policy, standards and procedures for EM’s information technology (IT) strategic planning, enterprise architecture, IT capital planning and investment control, IT project management, IT portfolio management, records management, administrative and mission systems development and support, Internet, Intranet, Web content, information security and assurance, system certification and accreditation, video and web conferencing, IT equipment inventory, peripheral and mobile device management, and EM’s partnership with the Departmental Office of the Chief Information Officer (OCIO) on the Department of Energy’s Common Operating Environment (DOE COE). The Director provides technical advice and assistance to the Assistant Secretary for EM and other top EM leaders and senior managers to ensure that information technology is acquired and information resources are managed in a manner that implements applicable policies, procedures and legislation, including the Paperwork Reduction Act, the Clinger Cohen Act, and the Federal Information Systems Management Act (FIMSA); e-government initiatives; and other priorities established by the Assistant Secretary for EM, the Under Secretary of Energy, and the Secretary. Led by the Director of Corporate Information Technology, this Office is the principal change agent for EM IT initiatives to effectively plan and manage information and IT assets that provide for corporate systems that add value to the business lines and support the mission of EM.

The mission of the Office of Business Services is to advise EM on matters related to standards and procedures for management support services and provide administrative direction in the areas of Headquarters business services, to include: procurement and contract administration; federal purchase cards; foreign travel; employee relocation; space and logistics; executive correspondence; employee travel cards, oversight of the review and comment (REVCOM) system for Departmental Directives, conference management and Freedom of Information Act. The Office provides advice and assistance to the Deputy Assistant Secretary, top EM leaders and other senior managers to ensure that business services are managed in a manner that implements the policies and procedures of legislation, including the Paperwork Reduction Act and the Clinger Cohen Act; the e-government initiative of the President's Management Agenda (PMA); and, the priorities established by the Assistant Secretary.

The mission of the Office of Acquisition and Contract Management is to assure effective acquisition and contract management in the execution of the EM program. It is also responsible for developing and implementing site and project specific acquisition and contract strategies, interacting with the Consolidated Business Center (CBC) and assisting with the execution of cleanup and closure contracts including the execution of all cleanup and closure contracts in the field. The DAS serves as the EM Head of Contracting Activity with primary interface with DOE’s Office of Procurement and Assistance Management.

The mission of the Office of Procurement Planning is to assure that there is adequate long-range and strategic planning and preparation for the future execution of the EM program. This includes developing business solutions using contract strategies to accomplish the EM mission. Development of business solutions includes conducting strategic planning, contract strategy development, and adequate procurement planning to achieve Critical Decision milestones. It is the lead office for overall EM acquisition strategy, as well as the lead to coordinate site and project specific acquisition and contract strategy. It develops policies and procedures for the implementation of common business practices. It interacts with and supports the CBC on major procurements.

The mission of the Office of Contract Assistance is to assist, manage, integrate, coordinate, and oversee the execution of post-award contract administration awards and documentation within the EM program. This includes the execution of all cleanup/remediation contracts; demolition, disposal and site closure contracts in the field as well as complex-wide. This Office serves as the focal point within EM on all post-award contract execution and contract administration matters, including reporting and contract data accountability. The Office of Contract Assistance interfaces with the DOE Office of Procurement and Assistance Management (OPAM) in all contract execution decisions within EM. The staff supports and serves as the focal point in assisting the EM Head of Contracting Activity (HCA) in the promulgation of HCA policies and procedures, development of internal control tools, and responding to executive level correspondence.

The Office of Management Systems & Analysis serves as the single focal point for management analysis of all systems, processes and practices supporting the EM mission. The Office ensures effective and efficient business and management systems, processes and practices are developed and employed in EM, and facilitates EM business and management improvement efforts. The Office analyzes the functional capabilities of the organization to ensure proper alignment of authorities and responsibilities between Headquarters and the Field in the execution of the EM mission. The Office also manages the EM organizational assessment process to measure achievement and maintenance of High Performing Organization status. Further, the Office coordinates with external organizations, such as the Government Accountability Office (GAO) and the National Academy of Public Administration (NAPA), and internal organizations, such as the Inspector General (IG), to facilitate their independent reviews of EM and to ensure closure of EM responses to their recommendations.