Report 3 on Tracking and Assessing Governance and Management Reform in the Nuclear Security Enterprise (2019) / Chapter Skim
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Appendix A: Summaries from the Study's First Two Reports
Appendix A: Summaries from the Study's First Two Reports
Pages 27-33
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From page 27... ...
contractors and NNSA/DOE; • Wasteful and ineffective transactional oversight; • Government–federally funded research and development center relationship; and • Collaborations and trust with NNSA customers. 1 National Academies of Sciences, Engineering, and Medicine and the National Academy of Public Administration, 2017, Report 1 on Tracking and Assessing Governance and Management Reform in the Nuclear Security Enterprise, Washington, D.C.: The National Academies Press, reprinted from pp.
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The study will be carried out collaboratively with the National Academy of Public Administration (NAPA) , as directed by the FY2016 National Defense Authorization Act, and will follow [the National Academies']
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The FY2016 NDAA noted that correcting the longstanding governance and management problems afflicting NNSA and the nuclear security enterprise would require "personal engagement by senior leaders, a clear plan, and mechanisms for ensuring follow-through and accountability." 5 Thus, an approach that explicitly prioritizes sustainable change is necessary to the accomplishment of NNSA's mission, especially in partnership with its M&O contractors. In this beginning stage of its study, the panel was impressed to see that longstanding governance and management issues in the nuclear security enterprise have received focused attention over the past 1 to 2 years.
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Recommendation 4.1. The NNSA Administrator should define an effective mission-focused operating model as the vision for implementing the changes called for in reports of the Congressional Advisory Panel on the Governance of the Nuclear Security Enterprise and the Commission to Review the Effectiveness of the National Energy Laboratories and elsewhere.
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and DOE in response to the FY2016 National Defense Authorization Act, and the subsequent implementation of such plan. The study will be carried out collaboratively with the National Academy of Public Administration (NAPA)
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The panel found, however, that the current implementation plan that is meant to steer governance and management reform is inadequate for that task: Finding 3.1. The panel considers the December 2016 DOE-NNSA report to Congress, Governance and Management of the Nuclear Security Enterprise, to be inadequate in several dimensions.
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From page 33... ...
The panel makes one specific recommendation regarding data collection, both because knowledge of workforce attitudes is fundamental and because relevant survey information may already exist: Recommendation 3.3. As a first step toward meeting the need for objective evidence and data, NNSA should begin surveying the entire workforce of the nuclear security enterprise (possibly by leveraging existing surveys)
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