TURNING THE PAGE

REIMAGINING THE NATIONAL LABS IN THE 21

ST

 CENTURY INNOVATION ECONOMY

BY MATTHEW STEPP, SEAN POOL, NICK LORIS, AND JACK SPENCER

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 JUNE 2013

 

The Information Technology and Innovation Foundation The Center for American Progress The Heritage Foundation

 

 

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 JUNE 2013

 

The Information Technology and Innovation Foundation The Center for American Progress The 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 .......................................... 22 AND 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 ......................................... 35 AND REALIGNING FINANCING AND MANAGEMENT