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Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
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G

Selected Supporting Information

LABORATORY BUDGETS

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FIGURE G.1 Lawrence Livermore National Laboratory (LLNL) FY2010 Annual Budget. SOURCE: George Miller, LLNL Director, presented to the committee by on April 26, 2011, at Lawrence Livermore National Laboratory, Livermore, California.

Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
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image

FIGURE G.2 LLNL Budget for FY2004-FY2010. SOURCE: Alice Williams, Livermore Site Office Manager, presented to the committee on April 27, 2011, at Lawrence Livermore National Laboratory, Livermore, California.

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FIGURE G.3 Los Alamos National Laboratory (LANL) FY2011 Annual Budget. SOURCE: Michael Anastasio, LANL Director, presented to the committee by on April 11, 2011, at Los Alamos National Laboratory, Los Alamos, New Mexico.

Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×

image

FIGURE G.4 Sandia National Laboratory (SNL) Annual Budget. NOTE: Data shown is for SNL’s FY2010 actual expenditures and FY2011 estimated expenditures. SOURCE: Data from Sandia National Laboratories website, available at http://www.sandia.gov/about/faq/

Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×

LABORATORY WORKFORCE DEMOGRAPHICS

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FIGURE G.5 Lawrence Livermore National Laboratory’s workforce. SOURCE: Tomas Diaz de la Rubia, LLNL Deputy Director of Science and Technology, presentation to the committee on April 26, 2011, at Lawrence Livermore National Laboratory, Livermore, California.

Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×

Recruiting and retaining a quality workforce critical to continued success of laboratory and stewardship

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For Fiscal Year 2011, LANL reported:

- 2,079 peer-reviewed publications which was the highest since 2006

- LANL won three R&D 100 Awards

- The number of post-doctorial candidates was an all-time high

FIGURE G.6 Los Alamos National Laboratory’s workforce. SOURCE: Michael Anastasio, LANL Director, presented to the committee on April 11, 2011, at Los Alamos National Laboratory, Los Alamos, New Mexico.

Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×

image

FIGURE G.7 Sandia National Laboratory’s workforce. SOURCE: Paul Hommert, SNL Director, presentation to the committee on March 22, 2011, at Sandia National Laboratory, Albuquerque, New Mexico.

Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×

LABORATORY SITE OFFICE STAFF NUMBERS

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FIGURE G.8 Livermore Site Office (LSO). NOTE: This figure gives the organizational structure of the Livermore Site Office. Listed under each Assistant Manager (AM) position are the names of the individuals that the respected AM manages. According to the data in this figure, the size of the Livermore Site Office totals 106 employees, which includes all Assistant Managers (vacant and non-vacant positions), the staff they supervise, the Technical Deputies, and the positions located in the Manager’s Office: Site Office Manager, Chief of Staff, Site Counsel, Senior Technical Safety Advisor, Public Affairs Director, and HR Liaison. SOURCE: Alice Williams, Livermore Site Office Manager, presentation to committee on April 27, 2011, at Lawrence Livermore National Laboratory, Livermore, California.

Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×

 

The LASO Team

Authorized 107 NNSA and 28 EM employees:

10% Facility Representatives   10% Mission  
10% Project Management   20% Nuclear Safety  
20% Environmental   10% Management  
10% Security   10% Support  

About 85 percent possess BA, MA, or PhD and several qualify as subject matter experts in their fields

FIGURE G.9 Los Alamos Site Office Team. SOURCE: Kevin Smith, LASO Manager, data from presentation to committee on April 12, 2011, at Los Alamos National Laboratory, Los Alamos, New Mexico.

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FIGURE G.10 Sandia Site Office’s (SSO) Organizational Structure. NOTE: According to this data, as of 2011, the total number of authorized full time employees at the Sandia Site Office totaled 83.

SOURCE: Sandia Site Office presentation to committee on March 23, 2011, at Sandia National Laboratories, Albuquerque, New Mexico.

Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×

LABORATORY CONTRACT TERM FEES

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FIGURE G.11 Los Alamos National Security (LANS) Contract Fee Structure. SOURCE: Excerpted from the Management & Operating Contract for the Los Alamos National Laboratory National Nuclear Security Administration, Unofficial Conformed Copy as of 9/16/11. Part I, Section B-2 “Contract Type and Value,” p. 6, available at http://www.lanl.gov/orgs/pcm/pdfs/conformed_prime_contract.pdf.

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FIGURE G.12 Lawrence Livermore National Security (LLNS) Contract Fee Structure. SOURCE:

Excerpted from the LLNS Management and Operating Contract, Part I, Section B-2 “Contract Type and Value,” p. 5.

Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×

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FIGURE G.13 Sandia Corporation Contract Fee Structure. SOURCE: Excerpted from the Sandia Corporations Management and Operating Contract, Part I, Section B-2.

TABLE G.1 Approximate Annual Fee Structures (in millions of dollars)

Laboratory Fixed Fee Maximum Award Fee
SNL 16 9-10
LANL 22 52
LLNL 12.5 29.5

COSTS ASSOCIATED WITH LANL AND LLNL CONTRACT CHANGES

When the contracts changed at LANL and LLNL, cost changes were incurred. Some of these were savings, and others were additional costs. Some were one-time charges or savings (or transfers), while others affect each year’s budget. Many of the changes were changes in the cost to the government of running the laboratories that do not affect the budgets of the laboratories directly because they are paid directly by the government to some other entity without going through the laboratory.

Of particular concern to the laboratories are those additional costs and expenses that must be borne out of the laboratory budget. These affected operations at the laboratories because they caused net reductions in the overall money available to pay for laboratory activities.

Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×

Specifically, three categories are of major concern: (1) increases in the management fees; (2) changes in personnel costs due to changes in health and pension benefit plans as laboratory personnel transitioned from being U Cal employees to being employees of their respective LLCs (LANS, LLNS); and (3) changes in state and local tax obligations associated with the transition from a public institution (U Cal) to a private corporation. This last was much more significant at LANL and at LLNL.

At each of these two laboratories, the annual cost of doing business increased by very roughly$100 million per year.

•   LANL

—  The annual fee increased from less than $10 million to about $60 million, as shown in the contract excerpt in the preceding section. The actual amount varies by year and by performance. This increase is typically $40 million to $50 million

—  State and local tax obligations increased by $65 million

—  Pension plan changes necessitated a $30 million contribution to the new defined contribution plan.

The total increase is therefore on the order of $140 million per year.

•   LLNL

—  The annual fee increased from less than $10 million to about $45 million, as shown in the contract excerpt in the preceding section. The actual amount varies by year and by performance. This increase in typically $30 million.

—  Pension plan changes necessitated a $30 contribution

—  Healthcare costs increased about $10 million.

—  There were no substantial tax changes at LLNL; taxes decreased by about $2 million.

The total increase is therefore on the order of $70 million per year.

At both labs, there were also large decreases in costs to the government. Since these amounts were not part of the laboratory budgets, they are not included in this accounting, and the laboratories did not benefit directly from them.

TENURES OF LABORATORY DIRECTORS

TABLE G.2 Tenures of Laboratory Directors

LLNL LANL SNL
Director Start Year End Year Tenure (years) Director Start Year End Year Tenure (years) Director Start Year End Year Tenure (years)
York 1952 1958 6 Oppenheimer 1943 1945 2 Landry 1949 1952 3
Teller 1958 1960 2 Bradbury 1945 1970 25 Quarles 1952 1953 1
Brown 1960 1961 1 Agnew 1970 1979 9 McRae 1953 1958 5
Foster 1961 1965 4 Kerr 1979 1986 7 Molnar 1958 1960 2
May 1965 1971 6 Hecker 1986 1997 11 Schwartz 1960 1966 6
Batzel 1971 1988 17 Browne 1997 2003 6 Hornbeck 1966 1972 6
Nuckolls 1988 1994 6 Nanos 2003 2005 2 Sparks 1972 1981 9
Tarter 1994 2002 8 Kuckuck 2005 2006 1 Dacey 1981 1986 5
Anastasio 2002 2006 4 Anastasio 2006 2011 5 Welber 1986 1989 3
Miller 2006 2011 5 Narath 1989 1995 6
Robinson 1995 2005 10
Hunter 2005 2010 5
Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×

LABORATORY PRODUCTIVITY

Laboratory productivity can be measured in a number of ways, including number of peerreviewed journal articles published each year, and through the various awards earned by laboratory scientists. Several of the laboratories’ key achievements from recent years are highlighted below.

Los Alamos National Laboratory

In FY2011:

•   LANL had 2,079 peer-reviewed publications, the highest since 2006.

•   The laboratory’s number of post-doctoral candidates was at an all-time high.

•   LANL won three R&D 100 Awards.1

•   The E.O. Lawrence Award, which recognizes exceptional contributions in R&D that support the DOE and its missions, was awarded to two LANL scientists.2

TABLE G.3 LANL Peer-Reviewed Publications

CY2007 CY2008 CY2009
LANL publications 1,928 1,780 1,743
LDRD-supported publications 401 452 376
Percent due to LDRD 21% 25% 22%

SOURCE: FY2010 LANL LDRD Annual Report, available at
http://www.lanl.gov/science/ldrd/docs/LANL-LDRD-FY10-AR.pdf.

Lawrence Livermore National Laboratory

In FY2011:

•   LLNL won two R&D 100 Awards.3

•   LLNL researchers received Secretary of Energy Achievement Awards.4

TABLE G.3 Journal Papers Resulting from LDRD-Funded Research as a Percentage of Total Articles for the Past 5 Years

Journal Articles 2006 2007 2008 2009 2010
All LLNL articles 1,237 1,162 1,097 1,001 910
LDRD articles 223 237 212 161 186
LDRD articles as percentage of total 18% 20% 19% 16% 20%

SOURCE: FY2010 Laboratory Directed Research and Development Annual Report, Lawrence Livermore National Laboratory https://ldrd.llnl.gov/pdfs/LLNL_10LDRD.pdf

_______________________________

1 Provided by the LASO Site Manager from the FY2011 LANL Self-Assessment.

2 See News Release, available at http://www.lanl.gov/news/releases/lanl_scientists_win_two_prestigious_eolawrence_awards_from_the_doe.html.

3 See News Release at https://www.llnl.gov/news/newsreleases/2011/Jun/NR-11-06-05.html.

4 See News Release at https://www.llnl.gov/news/aroundthelab/2011/Nov/ATL-112211_awards.html.

Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×

TABLE G.4 Journal Papers Resulting from LDRD-Funded Research as a Percentage of All LLNL Papers from 2004 to 2008

Journal Articles 2004 2005 2006 2007 2008
All LLNL articles 1,158 1,296 1,237 1,162 1,097
LDRD articles 210 250 247 237 211
LDRD articles as percentage of total 18% 19% 20% 20% 19%

SOURCE: FY2008 LLNL Laboratory Directed Research and Development Annual Report, available at https://ldrd.llnl.gov/pdfs/LLNL_08LDRD.pdf.

Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×
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Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×
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Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
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Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×
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Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×
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Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×
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Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
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Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
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Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
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Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×
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Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
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Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
×
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Suggested Citation:"G--Selected Supporting Information." National Research Council. 2013. Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories. Washington, DC: The National Academies Press. doi: 10.17226/13367.
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Next: H--Questions Posed to Panels at Site Visits »
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The three National Security Laboratories--Los Alamos National Laboratory (LANL), Sandia National Laboratories (SNL), and Lawrence Livermore National Laboratory (LLNL)--are managed by private-sector entities under contract to the National Nuclear Security Administration (NNSA). The FY2010 Defense Authorization Act mandated that NNSA task the National Research Council (NRC) to study the quality and management of Science and Engineering (S&E) at these Laboratories.

This study (addressing a total of 5 tasks) is being conducted in two phases. This report covers the first phase, which addresses the relationship between the quality of the science and engineering at the Laboratory and the contract for managing and operating the Laboratory (task 4), and also addresses the management of work conducted by the Laboratory for entities other than the Department of Energy (task 5). The study's second phase will evaluate the actual quality of S&E in key subject areas.

Managing for High-Quality Science and Engineering at the NNSA National Security Laboratories presents assessments of the evolution of the mission of the NNSA Labs and the management and performance of research in support of the missions, and the relationship between the Laboratory Directed Research and Development (LDRD) program and the ability of the Labs to fulfill their mission. The report examines the framework for managing science and engineering research at the Labs and provides an analysis of the relationships among the several players in the management of the Labs--the NNSA, the site offices, the contractors, and the Lab managers--and the effect of that relationship on the Laboratories' ability to carry out science and engineering research.

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