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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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2 Progress in Establishing Structures and Practices to Implement the Strategic Vision and the Governance and Management Framework
Pages 9-16

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From page 9...
... NNSA leadership has yet to put in place the institutional structures needed for further progress and to sustain success, starting with documentation and directives.2 Over the past year, the panel has seen some progress by NNSA in institutionalizing governance and management reform; however, the efforts under way are early steps. NNSA'S INITIATIVES TO PUT THE DESIRED GOVERNANCE AND MANAGEMENT PRINCIPLES INTO PRACTICE AND TO INSTITUTIONALIZE THOSE INITIATIVES This section briefly describes several initiatives undertaken by NNSA over the past year that appear directed toward changing governance and management culture in line with principles contained in the strategic documents.
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From page 10...
... In addition to providing management improvements, including more reliable cost estimation and better analysis of alternatives, it is intended that this realignment will help break down stovepipes by fostering a shared knowledge base for PPBE, which in turn enables PPBE professionals to move between offices as workloads shift. In turn, that should help to spread best practices while providing PPBE professionals with a better understanding of the shared mission of the nuclear security enterprise.
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From page 11...
... This new arrangement is intended to better communicate the work of the nuclear security enterprise by increasing coordination between the program, functional, and field offices, contributing to the cultural expectation of One NNSA. Other functional offices are also modifying their patterns of working with program and field offices by now having their specialists sit in on weekly project meetings.
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From page 12...
... , will encourage and enable better ways to manage budgeting and also enable further reductions in cost controls. It should reduce the record keeping and reporting burden on M&Os and enable the generation of financial data that is comparable across the enterprise.3 Governance and Management Core Values and Expectations Added to the Performance Evaluation of Most NNSA Supervisors Recently, NNSA's Human Resources Office issued a "Specific Performance Objective" to align the performance evaluations of non-Senior Executive Service (SES)
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From page 13...
... All M&Os that were hiring participated in each job fair along with NNSA offices, and planning cleared away typical barriers and allowed provisional job offers to be made on-site. • Working with the field offices and M&Os, additional job fairs were held at carefully selected universities around the country during the year to build long-term relationships to create pipelines of talent into NNSA as well as into the M&Os (which have long used this mechanism)
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From page 14...
... This new implementation plan should link proposed actions explicitly to specific goals, including a timeline associated with each action, specification of who is responsible for which parts of the execution and who is accountable for the outcome, and measures to be used to gauge progress and impact.4 4 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, pp.
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From page 15...
... How will progress be communicated and celebrated? 7 In the near term, NNSA should of course continue to communicate about change and implement governance and management reforms based on the action plan coming out of the focus groups, but written documentation will help ensure that implementation strategies are coordinated with each other and 5 National Academies of Sciences, Engineering, and Medicine and the National Academy of Public Administration, 2019, Report 3 on Tracking and Assessing Governance, p.
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From page 16...
... aligned with other organizational changes (e.g., the structural realignment)
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Key Terms

  • security enterprise
  • field offices
  • management reform
  • culture change
  • job fairs

  • continuous improvement
  • management framework
  • management leader
  • field office
  • change management

  • nnsa offices
  • strategic documents
  • accountable change
  • assessing governance
  • management culture

  • management improvements
  • management principles
  • national nuclear
  • nnsa supplemental
  • functional office

  • strategic goals
  • security administration
  • desired culture
  • resources office
  • job offers

  • office personnel
  • entire enterprise
  • performance evaluations
  • functional offices
  • integrated assessment


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