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Report 1 on Tracking and Assessing Governance and Management Reform in the Nuclear Security Enterprise (2017) / Chapter Skim
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Summary
Pages 1-4

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.


From page 1...
... and/or its National Nuclear Security Administration (NNSA) relate to challenges in the following areas: • Management structure and processes; • Decision-making practices; • Risk management; • Culture of performance, accountability, and credibility; • Best practices for shaping and building the enterprise workforce; • Cost analysis and resource management capabilities; • Budget and accounting structure; • Strategy and plan for meeting future needs, including deferred maintenance, infrastructure, and workforce; • Construction project management capabilities; • Interactions between management and operating (M&O)
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From page 2...
... The existence of burdensome practices that limit the efficiency of work in the nuclear security enterprise has also been noted by many previous reports. Elements in the field are subject to oversight by a multiplicity of parties and policies -- not only those of DOE and NNSA, but also those of the DOE Inspector General, DOE's Office of Enterprise Assessment, the relevant NNSA field office, program offices at NNSA, and other federal and non-federal agencies, such as the Occupational Safety and Health Administration, the Government Accountability Office, the Department of Defense, state and local regulators, the Defense Nuclear Facilities Safety Board, and so on.
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From page 3...
... The mix of burdensome practices affecting the nuclear security enterprise is not characterized precisely enough to lead to targeted interventions for all of them. It would be helpful to know, for example, what fraction of oversight activities are within NNSA's control, which burdensome practices are contributing the most to "burden" and why, which are associated with overlapping responsibilities, and so on.
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From page 4...
... 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. NNSA should continue to embrace the concept that change is an iterative process, requiring the sustained attention of leadership and the institution of a mature change management process.
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Key Terms

  • security enterprise
  • defense authorization
  • burdensome practices
  • authorization act
  • implementation plan

  • nnsa administrator
  • national energy
  • change management
  • congressional advisory
  • energy laboratories

  • previous reports
  • national nuclear
  • security administration
  • management process
  • management capabilities

  • congressionally mandated
  • longstanding governance
  • mandated report
  • iterative process
  • defense nuclear

  • nuclear facilities
  • nuclear enterprise
  • nnsa office
  • nnsa field
  • afflicting nnsa

  • relevant nnsa
  • nnsa laboratories
  • management processes
  • measure change
  • implementation details


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