Skip to main content

Currently Skimming:

1 Introduction
Pages 9-17

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 9...
... Today, NNSA leads a nuclear security enterprise that includes three national laboratories, several production facilities, and an experimental test site. NNSA's mission is "to protect the American people by maintaining a safe, secure, and effective nuclear weapons stockpile; by reducing global nuclear threats; and by providing the U.S.
From page 10...
... The Savannah River Site produces tritium for warheads, and it will house one of two pit production facilities, the other being located at LANL. Also, the Nevada National Security Site serves multiple purposes, including as an experiment and test facility.5 The workforce of the nuclear security enterprise consists of about 1,900 federal employees and more than 55,000 employees of M&O partners.
From page 11...
... Color code: green = NNSA mission office; gray = NNSA support office; white = NNSA field office; pink = M&O plant or site; black = NNSA laboratory. SOURCE: NNSA Organizational Chart: http://www.energy.gov/sites/prod/files/2020/06/ f76/20200630%20-%20NNSA%20HQ%20Org%20Chart.pdf.
From page 12...
... The congressional mandate, and the official charge to the panel, are included in Appendix A MANAGEMENT AND GOVERNANCE CONCERNS AND THEIR UNDERLYING FACTORS Over multiple decades, Congress and the defense community have been frustrated about important aspects of the nuclear security enterprise's performance.
From page 13...
... -- that collectively lay out practical and valuable governance and management goals to guide the nuclear security enterprise. These documents specify shared values and expected behaviors, mission priorities, milestones, strategic management challenges, and governance and management expectations for the enterprise.
From page 14...
... A plan for communication and reinforcement of the desired attributes of the change through training, leadership activities, performance reviews, and ongoing continuous improvement pro grams.8 Hence, the panel has relied to a large extent on its own data collection and analysis in the course of this study. 8 National Academies of Sciences, Engineering, and Medicine and the National Academy of Public Administration, 2019, Report 3 on Tracking and Assessing Governance and Management Reform in the Nuclear Security Enterprise, The National Academies Press, Washington, D.C., p.
From page 15...
... Numerous nonmanagement employees of NNSA and its M&O partners at different levels have also been interviewed in discussion or focus groups. In accordance with congressional direction, the panel developed written annual interim reports that were submitted to Congress and NNSA starting in early 2017, and it held midyear updates as well to apprise key congressional staff members of its data collection progress and findings throughout the study.
From page 16...
... Because the governance and management reforms being pursued require a change in culture across the enterprise, which requires consistent, sustained leadership, the panel recommended that NNSA quickly appoint "a senior executive as the accountable change management leader for the next few years. The change leader should drive management and governance reform with urgency and a cadence focused on mission success."13 • The fourth interim report of this panel, released in February 2020, again emphasized the need for institutionalizing the promising changes in governance and management that had been pro mulgated.
From page 17...
... 15 Report 4 on Tracking and Assessing Governance and Management Reform in the Nuclear Security Enterprise, p.


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.