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Report 4 on Tracking and Assessing Governance and Management Reform in the Nuclear Security Enterprise (2020) / Chapter Skim
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Appendix C: Main Themes of the Study's First Three Reports
Pages 38-42

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From page 38...
... It is critical that this momentum be sustained -- a challenging requirement given the transition in top leadership and future uncertainty regarding funding and priorities. In fact, for the purpose of clarifying roles, 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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From page 39...
... The NNSA Administrator should develop and promulgate criteria to help the nuclear security enterprise understand when a process is adding burden that is not commensurate with its value and establish feedback loops so that burdensome practices are recognized. The nuclear security enterprise can then more rationally determine which practices to re-engineer through working groups that bring together the affected parties.
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From page 40...
... 3 National Academies of Sciences, Engineering, and Medicine and the National Academy of Public Administration, 2018, Report 2 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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From page 41...
... The NNSA Administrator should ensure that measures of effectiveness are defined and tracked, and then use the site governance and management peer review process across NNSA as a mechanism for communicating and reinforcing shared values/behaviors, strengthening processes and relationships at each site, and improving the usefulness of the sites' contractor assurance systems. However, overall the efforts to reform governance and management are greatly hampered by a lack of data and other objective evidence: Finding 3.3.
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From page 42...
... The change management leader should revisit those recommendations and the panel's other guidance as a foundation for action. 4 National Academies of Sciences, Engineering, and Medicine and the National Academy of Public Administration, 2019, Report 3 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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Key Terms

  • security enterprise
  • nnsa administrator
  • change management
  • management reform
  • burdensome practices

  • implementation plan
  • nuclear posture
  • assessing governance
  • posture review
  • management process

  • management peer
  • culture change
  • management issues
  • management leader
  • panel makes

  • site governance
  • iterative process
  • steer governance
  • mission success
  • longstanding governance

  • current articulation
  • intended results
  • government sponsors
  • defense nuclear
  • nuclear facilities

  • entire nuclear
  • strengthening processes
  • address management
  • slowly coming
  • requires consistent


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