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Budget & Performance

BUDGET

FY 2013 Budget Request to Congress

Congressional Budget Justifications

Secretary Chu's FY 2013 Budget Briefing

 

STRATEGIC PLAN

Strategic Plan - May 2011
Updated February 2012

 

Agency Financial Report (pdf)
The Agency Financial Report (AFR) is organized by three major sections:

  • Management's Discussion Analysis - provides executive-level information on the Department’s history, mission, organization, Secretarial priorities, analysis of financial statements, systems, controls and legal compliance and other management priorities facing the Department.
  • Financial Results - provides a Message from the Chief Financial Officer, the Department’s consolidated and combined financial statements and the Auditors’ Report.
  • Other Accompanying Information - provides the Inspector General’s Statement of Management Challenges, Improper Payments Information Act Reporting details and other statutory reporting.

 

Annual Summary Report FY 2011 (pdf)

 

PERFORMANCE

Annual Performance Report
The FY 2011 Annual Performance Report (APR) provides detailed performance information related to the Department's suite of performance metrics and a description of the annual result for each measure.

 

PROGRAM EVALUATION

 

Office of Energy Efficiency and Renewable Energy

National Nuclear Security Administration

Office of Science, Committees of Visitors

Inspector General

Annual Performance Report, pages 7-9

 

 

GAO High-Risk Improvement Plans

Plans address:

  • conducting energy-related research and development and the management and protection of key assets—such as the Strategic Petroleum Reserve—that are vital to the nation’s energy and national security;
  • maintaining the safety, reliability, and physical and information security of the nation’s nuclear weapons stockpile in the absence of clear Department of Defense requirements and with an inefficient and outmoded nuclear weapons complex;
  • sustaining the relevance and effectiveness of DOE’s nonproliferation efforts;
  • addressing the continued and related problems of DOE’s contract administration and project management, especially for DOE’s large and complex projects; and
  • addressing the department’s human capital challenge of developing and retaining a skilled workforce capable of overseeing these projects.