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Governance and Management of the Nuclear Security Enterprise (2020) / Chapter Skim
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5 Looking to the Future
Pages 55-60

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From page 55...
... Its preface "From the Administrator" says We will enhance mission awareness, break down stovepipes, continuously improve performance, and build enduring and trusting partnerships that will enable us to accomplish our mission. This Governance & Management Framework will minimize processes that are duplicative and push back against the un realistic goal of zero risk.2 Those cited goals to "enhance mission awareness, break down stovepipes, … and build enduring and trusting partnerships" are, in the panel's view, the right steps to "embed a culture of mission focus, 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/wp-content/uploads/sites/11/2014/12/Governance.pdf, p.
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From page 56...
... The specific steps recommended for that plan were to include establishing metrics for assessing and improving enterprise management, routinely surveying personnel, aggressively communicating reform plans and objectives, establishing strong career and leadership development programs, and requiring rotational assignments. These steps have still not all been taken fully, and it is vital that they be pursued actively.
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From page 57...
... Is knowledge shared broadly throughout the organization, and does that knowledge sharing that is achieved through reports, site visits, or education and training programs lead to implementation of real change? NNSA's governance and management have demonstrated some of these desired behaviors.
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From page 58...
... While the leaders of NNSA play an important role in shaping the vision and culture of the organization, the staff throughout the agency must master solving problems systematically, collecting data to measure progress, and using a fact-based management approach to evaluate improvements. The 2019 Strategic Vision and Governance & Management Framework put NNSA in a good position to build on those stated values and goals and to reflect them in metrics or indicators to be monitored as NNSA moves toward fulfilling its objectives.
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From page 59...
... next steps to steer governance and management reform should specify the actions to be taken -- by whom and when, with associated budget and metrics -- to a degree that allows progress to be tracked and changes made as necessary. Metrics should be specific enough to support data-driven, continu ous management improvement and be suitable for informing periodic external reviews into the effectiveness of governance and management of the nuclear security enterprise.
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From page 60...
... Recommendation 5.3: The panel encourages the relevant committees of Congress, especially the Armed Services Committees and the Appropriations Subcommittees, to follow up on the recommendations in this report. The panel recommends that Congress convene a small group of knowledgeable experts, perhaps three to five, approximately every 3 years, to conduct a brief review of the status of the National Nuclear Security Administration (NNSA)
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Key Terms

  • security enterprise
  • national nuclear
  • security administration
  • management framework
  • culture change

  • mission focus
  • strategic vision
  • learning organization
  • change management
  • mission awareness

  • management approach
  • management improvement
  • congressional advisory
  • measure progress
  • real change

  • mission performance
  • enhance mission
  • mission goals
  • management percolate
  • continuous learning

  • continuous improvement
  • continuous management
  • change takes
  • improving enterprise
  • desired culture

  • sustain change
  • management levels
  • improvement management
  • emphasize mission
  • change initiative


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