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Turning the Page: Reimagining the National Labs in the 21st Century Innovation Economy

Turning the Page: Reimagining the National Labs in the 21st Century Innovation Economy

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The Information Technology and Innovation Foundation, the Center for American Progress, and the Heritage Foundation teamed up to release a joint report assessing options to reform the national lab system to better position it to meet 21st century challenges.
The Information Technology and Innovation Foundation, the Center for American Progress, and the Heritage Foundation teamed up to release a joint report assessing options to reform the national lab system to better position it to meet 21st century challenges.

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Categories:Types, Research
Published by: Center for American Progress on Jun 20, 2013
Copyright:Attribution Non-commercial

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07/17/2013

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TURNING THE PAGE
REIMAGINING THE NATIONAL LABS IN THE21
ST
CENTURY INNOVATION ECONOMY
BY MATTHEW STEPP,SEAN POOL, NICK LORIS,AND JACK SPENCER
PAGE 2
|
JUNE 2013
 
The Information Technology and Innovation FoundationThe Center for American ProgressThe Heritage Foundation
 
 
PAGE 3
|
JUNE 2013
 
The Information Technology and Innovation FoundationThe Center for American ProgressThe Heritage Foundation
CONTENTS
CONTENTS ................................................................................... 3
 
EXECUTIVE SUMMARY ................................................................. 5
 
PREFACE ..................................................................................... 9
 
DEFINING THE NATIONAL LABS .................................................. 12
 
HUBS OF MISSION-DRIVEN RESEARCH IN THE PUBLIC INTEREST .............................................................. 13
 
CENTERS OF MULTIDISCIPLINARY RESEARCH .............................................................................................. 14
 
GOVERNMENT OWNED, CONTRACTOR OPERATED ........................................................................................ 15
 
BRIDGES TO THE MARKETPLACE .................................................................................................................. 16
 
BETTER MANAGEMENT OF VALUABLE NATIONAL ASSETS .......................................................................... 17
 
TROUBLED RELATIONSHIP BETWEEN DOE AND THE LABS ....... 19
 
MICROMANAGING LAB GOVERNANCE ............................................................................................................ 19
 
MICROMANAGING LAB-DIRECTED INVESTMENTS ......................................................................................... 21
 
RECOMMENDATIONS TO STRENGTHEN ACCOUNTABILITY .......................................... 22AND FLEXIBILITY IN LAB MANAGEMENT
 
BETTER IMPLEMENT PERFORMANCE-BASED LAB-MANAGEMENT ACCOUNTABILITY ................................ 23
 
STREAMLINE DOE SITE OFFICES ................................................................................................................. 25
 
INCREASE LAB BUDGETING FLEXIBILITY ..................................................................................................... 26
 
STOVEPIPED FINANCES, STOVEPIPED VISION .......................... 28
 
BUDGET ATOMIZATION ................................................................................................................................. 28
 
GROWING DIVIDE BETWEEN LAB STEWARDSHIP AND FUNDING SOURCES .............................................. 30
 
GAPS IN STRATEGIC PLANNING RESULTING FROM STOVEPIPED MANAGEMENT ..................................... 33
 
PERPETUATION OF ‘BASIC’ VERSUS ‘APPLIED’ MYTHOLOGY ..................................................................... 34
 
RECOMMENDATIONS FOR BREAKING DOWN STOVEPIPES ......................................... 35AND REALIGNING FINANCING AND MANAGEMENT
 

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