Report 3 on Tracking and Assessing Governance and Management Reform in the Nuclear Security Enterprise (2019) / Chapter Skim
Currently Skimming:
3 Progress and Continuing Concerns
3 Progress and Continuing Concerns
Pages 15-25
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 15... ...
Secretary provide annual testimony on the nuclear security mission to Congress as a means of strengthening toplevel oversight. DOE Secretary Perry did provide testimony in April 2018 on the FY2019 DOE budget request to both the Energy and Water Subcommittee of Senate Appropriations and the Energy Subcommittee of House Energy and Commerce, and this step constitutes progress in strengthening toplevel guidance.
|
From page 16... ...
Adoption of Proven Management Practices The third general dimension in need of attention, per the Augustine-Mies report, is improving some basic management capabilities while building a culture of performance and accountability. The Augustine-Mies report recommended some improvements in management practices that include the following: • Providing a clear line management structure, • Clarifying that functional staff should be actively supporting the mission, • Improving career development and rotational assignments, • Strengthening cost analysis and resource management, • Improving construction management discipline, • Strengthening budget and staff authority of the life-extension program (LEP)
|
From page 17... ...
It remains to be seen how well these valuable messages are internalized throughout the organization and in the day-to-day prioritizations and decisions by NNSA safety professionals, and whether the influence of DOE, the Defense Nuclear Facilities Safety Board, and other entities providing oversight raise complications. Improving Career Development and Rotational Opportunities Leaders from several sites and NNSA Headquarters (HQ)
|
From page 18... ...
Reducing Burdensome Practices and Unnecessary Oversight NNSA leadership reports that it has reduced data calls and some other burdensome practices, including some aspects of oversight. However, there is no information on how or whether this has been done systematically or what its effect has been.
|
From page 19... ...
include delays in building facilities, replacing obsolete components, advancing technology maturation, ensuring common cybersecurity strategies, and attaining sufficient funding for increasing workloads. The Augustine-Mies report suggested the creation of a joint DoD–NNSA roadmap through the Nuclear Weapons Council mechanism, and a step like that might institutionalize the current exchange of needed information, identify resource issues that require joint resolution, and serve to keep DoD and NNSA programs synchronized.
|
From page 20... ...
Sharing of Best Practices As mentioned in Chapter 2, NNSA's Chief Learning Officer told the panel in September about two training courses in the late stages of development that are aimed at disseminating best practices for site governance and partnering and promoting the culture desired for NNSA. One course is required for all federal employees and is available to M&O personnel.
|
From page 21... ...
Enterprise Strategic Planning The panel's 2018 report argued that "it is essential for NNSA to shift from a tactical to a strategic focus," and it recommended that "the new NNSA Administrator should urgently and personally lead the development of a mission-focused enterprise strategic plan that defines where the nuclear security enterprise needs to be in 10 years and what will be needed to get there." 3 The panel explained at that time that such a step would naturally identify governance and management challenges that impede progress, but that an enterprise-wide strategy "needs to go further and articulate an effective concept of operations for addressing the mission -- a clear picture of how roles and responsibilities, functions, and processes will work within the enterprise. This picture enables NNSA to delegate authorities, through rules and processes, for carrying out its mission while maintaining its accountability." 4 The panel's staff was told that this message was heard and accepted by NNSA leadership and that the panel's concept will be reflected in three interrelated planning documents -- a strategic vision, an integrated strategic roadmap for the nuclear security enterprise, and a governance and management framework -- that, as of this writing, are still under development.
|
From page 22... ...
For example, the following quote from a recent GAO report about NNSA's oversight of the MOX project also recommends that NNSA needs to do more to document lessons learned as management practices are improved and to develop ways to evaluate the effectiveness of corrective actions: GAO is making three recommendations, including that DOE and NNSA develop requirements for defining how and where project management lessons learned for capital asset projects should be documented and shared routinely and in a timely manner, and for 5 NNSA, 2019, "Major milestone achieved for B61-12 Life Extension Program," press release, https://www.energy.gov/nnsa/articles/major-milestone-achieved-b61-12-life-extension-program. 6 DOE, 2019, "DOE AND NNSA Celebrate W76-1 Life Extension Program," press release, https://www.energy.gov/articles/doe-and-nnsa-celebrate-w76-1-life-extension-program.
|
From page 23... ...
Other aspects of NNSA culture that may limit its ability to evolve its practices to meet current demands include a limited sense of urgency, a tendency toward overly bureaucratic processes, and risk aversion. The panel has observed that while NNSA follows the good practice of assembling a mix of staff to work on management changes, it is not evident that these staff groups follow a methodical process for planning improvements.
|
From page 24... ...
The panel raises this topic now because NNSA currently lacks a senior executive who can provide sustained, concentrated attention to change management, and change will not happen without stewardship. The change leader, who should report directly to the Administrator, would be responsible for ensuring that management and governance reform is focused on mission success and spread successfully throughout the enterprise with urgency and a clear cadence.
|
From page 25... ...
11 Calling for the Administrator to demonstrate urgency in clarifying roles, responsibilities, authorities, and accountability. 12 Calling for a mission-focused enterprise strategic plan and an associated implementation plan to guide governance and management reform.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.