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Report 2 on Tracking and Assessing Governance and Management Reform in the Nuclear Security Enterprise (2018) / Chapter Skim
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Appendix A Summary from the Study's First Report
Pages 25-28

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From page 25...
... 1-4 in 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, DC: The National Academies Press, doi: https://doi.org/10.17226/24749. 1 Congressional Advisory Panel on the Governance of the Nuclear Security Enterprise, 2014, A New Foundation for the Nuclear Enterprise: Report of the Congressional Advisory Panel on the Governance of the Nuclear Security Enterprise, http://cdn.knoxblogs.com/atomiccity/wpcontent/uploads/sites/11/2014/12/Governance.pdf?
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From page 26...
... 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. The resulting excessive and uncoordinated oversight -- through management processes and through inspections, audits, reviews, site https://www.energy.gov/labcommission/downloads/final-report-commission-review-effectiveness-national-energylaboratories.
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From page 27...
... Many management and governance changes have been recommended for DOE and NNSA over the years by many experts and committees, and yet sustained effective change has not been achieved. 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." 4 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.
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From page 28...
... 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
  • congressional advisory
  • energy laboratories
  • previous reports

  • national nuclear
  • security administration
  • management process
  • management capabilities
  • change management

  • clarify roles
  • iterative process
  • congressionally mandated
  • longstanding governance
  • mandated report

  • operating contractors
  • defense nuclear
  • nuclear facilities
  • management issues
  • mitigate burdensome

  • nnsa field
  • project management
  • afflicting nnsa
  • management reform
  • nuclear enterprise


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