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Summary
Pages 1-5

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From page 1...
... Because of this high-level view of management's role with respect to the quality of S&E, the study committee saw no distinction between management of the Laboratories' work for NNSA (roughly, Task 4) and their work for other entities (Task 5)
From page 2...
... Therefore, the study committee discussed incentives with the three Laboratory directors and was convinced that their primary objective remains to manage the Laboratories in the public interest. An evolution of the Laboratory missions to "national security laboratories" is well underway.
From page 3...
... The study committee recommends that Congress reduce the number of restrictive budget reporting categories in the Nuclear Weapons Program and permit the use of such funds to support a robust core weapons research program and further develop necessary S&E capability. In the view of this committee, the relationship between NNSA and its national security laboratories is broken to an extent that very seriously affects the Labs' capability to manage for quality S&E.
From page 4...
... The study committee recommends that NNSA and the laboratories agree on a set of principles that clearly lay out the boundaries and roles of each management structure, and also that program managers at headquarters, the Site Offices, and in the laboratories be directed to abide by these principles. For example, the site manager and the director and/or deputy director of each laboratory could establish, in consultation with other laboratory staff, a process to identify and agree on eliminating certain oversight procedures that are not necessary or related to the overall goals of the laboratory.
From page 5...
... Recommendation 5.2. The study committee recommends that NNSA reduce reporting and administrative burdens on the laboratory directors, and purposely free directors to establish strategic science and engineering direction at the laboratories.


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