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5 Other Governance and Management Issues Examined in the Past Year
Pages 25-28

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From page 25... ... It points out that "The government needs access to and a healthy working relationship with first-class scientific, engineering, manufacturing and management expertise that in some cases is not resident within the government," but that "There is concern across the NNSA complex that these needed relationships have eroded over the years, and have become more of an arm's length, even adversarial contracting relationship, rather than the needed collaborative one."1 In the years leading up to that report, "changes in mission, increased regulatory oversight, reduced budget flexibility, and ascendancy of contracting officers in the management structure overturned accepted relationships within the nuclear weapons program. DOE/NNSA has increasingly moved toward detailed direction and regulation of the M&Os."2 One aspect of this concern -- which deals overall with the health of federally funded research and development center (FFRDC) Read the entire page →
From page 26... ... with DOD to … encompass sending program management interns to the Defense Acquisition University to acquire formal, professional program manager training and certification."5 As an indication of the program management that the report admired, it notes that "the B61 LEP program manager has been provided control over a significant share of the resources necessary to execute the program and has been granted a 5 percent management reserve by Congress."6 In order to learn about the caliber of program management today at NNSA and gain insight about management structures, while also illustrating how roles and responsibilities are apportioned within the enterprise, the panel recently began examining (at an unclassified level) the management structure and processes to build up the enterprise's pit-production capacity. Read the entire page →
From page 27... ... The panel was also told that quarterly meetings among financial management personnel from all of the DOE labs and plants, including financial management leaders from both DOE CFO and NNSA NAMB, are very helpful in ensuring access and problem-solving among DOE, NNSA, and NNSA's labs and plants. Read the entire page →

From page 25...

... It points out that "The government needs access to and a healthy working relationship with first-class scientific, engineering, manufacturing and management expertise that in some cases is not resident within the government," but that "There is concern across the NNSA complex that these needed relationships have eroded over the years, and have become more of an arm's length, even adversarial contracting relationship, rather than the needed collaborative one."1 In the years leading up to that report, "changes in mission, increased regulatory oversight, reduced budget flexibility, and ascendancy of contracting officers in the management structure overturned accepted relationships within the nuclear weapons program. DOE/NNSA has increasingly moved toward detailed direction and regulation of the M&Os."2 One aspect of this concern -- which deals overall with the health of federally funded research and development center (FFRDC)

Read the entire page →

From page 26...

... with DOD to … encompass sending program management interns to the Defense Acquisition University to acquire formal, professional program manager training and certification."5 As an indication of the program management that the report admired, it notes that "the B61 LEP program manager has been provided control over a significant share of the resources necessary to execute the program and has been granted a 5 percent management reserve by Congress."6 In order to learn about the caliber of program management today at NNSA and gain insight about management structures, while also illustrating how roles and responsibilities are apportioned within the enterprise, the panel recently began examining (at an unclassified level) the management structure and processes to build up the enterprise's pit-production capacity.

Read the entire page →

From page 27...

... The panel was also told that quarterly meetings among financial management personnel from all of the DOE labs and plants, including financial management leaders from both DOE CFO and NNSA NAMB, are very helpful in ensuring access and problem-solving among DOE, NNSA, and NNSA's labs and plants.

Read the entire page →

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5 Other Governance and Management Issues Examined in the Past Year Pages 25-28

5 Other Governance and Management Issues Examined in the Past Year
Pages 25-28