Operating Policy of the Argonne National Laboratory

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' US DOE ARCHIVES OPKRATING POLICY OF dder @ T. Purpose 1--- The krgonne National Laboratory i s a center f o r research and development in the field of atomic energy. Its role in this respect i s base3 o s the wartime experience of the Manhattan Zngineer District, as well as on the subsequent experience of the 1 Atomic Energy Comnrission. Repeatedly, the NED found that large-scale engineering developments i n its atomic bomb program were being slowed domn by the lack of basic technical facts; similar dir fi cul ties are encorn-tzred a t present inall phases of atonic energy development. purpose of the Argonne National Laboratory is t o provide a forwardlooking program o.f basic research and development i n t h e Midwest which c] .will help t o assure the leadership of tke United States in the field of It i s the intent of this policy to establish a method and procedure xhich will assure (a) t o t h e Director of the Argonne National Laboratory, adequate consultation i n advance of the assignment df programs or projects to the Laboratory and direct and complete control of the technical details of the laboratory program after assignment, (b) & the AEC Manager of Operations, Chicago, authority to make on-thespot decisions regarding changes i n approved programs when such changes are consistent wxth policies established by AEC i n Washington, and (c) t o the M3C Divisions i n Washington, the control of broad policies, program goals, and project priorities which is essential for the continuation of financial support of activities by the AEC. It i s

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understood that this policy shall be carried out i n accordance with t h e provisions of 'the contract letweeu the Comrllission and the University of Chicago f o r the operation of t h e Argonne National Laboratory as it be amended from time t o time. Basic research isa recognized primary function 02 the universities privately-endowed research institutions of the nation. To an increasingly significant extent it is becoming a recognized function i n many American industries. certain Goverrment, Laboratories. To a lesser extent it is a function of I n the field of atomic energy the facilities presently required for advanced research are of a scale, type and cost which suggest their joint use by several research organizations. accelerators, research reactors, special facilities for the handling of radioactive nste rials, quarters t o house statistically significant numbers of experimental an in als under conditions of controlled environment, and other tools are required for atomic energy research. addition, the staff necessary for effective advanced research includes experts inso mail;p diversified technical fields that no single private research organization could hope to retain Vnen: all on a permanent basis. Thus, for basic research, the Argonne National bb oratory proIt is a focal point in atomic energyvides the following essentials : research for the sti:mlation, encouragement and support of qualified . investigators tl-iroLghout Midwestern universities, research institutions and industries at, work inthe atomic energy field; it provides fac ili - ties riot available elsewhere; and it brings together i n one research

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organization the many different.specialists re qu j site for the comprehensive attack essential in this field where the problems overlap the areas of the various scientific disciplines (physics, chemistry, biology, etc.) t o a unique extent. In prograrrullatic work connected ivith atomic energy, as i n basic research, the aiiswers t o many critical unknowns are at the frontiers of knowledge. The available talent and facilities of the Prgonne National Laboratory play an iq or tant role in the solution of practical problems and inthe developnient of specific militar j and non-military uses of teiids to conflict with basic research, it i s recognized thata conplete Although programmatic o r developmental xork usually separation of research from developmental activities in the atonic energy field is both impractical and undesirable. The high cost of facilities makes duplication prohibitive. Fo s it ive advantages t o both basic and progranmztic research nay be realized by having both carried i n the sane labclratory. IV. Requiren:ent,sIf o r Effective Oper Lt ion To achieve an effective integration of basic an3 programmatic research, the Labmatory requires an administr6.tive mechanism which will give both -s t ability and flexibility. to availability of funds, To this end the AEC, subject-_I_.- 1. Assumes responsibility for the long-tera support of a cadre 'of carefully selected senior men who are capable of assuming responsibilities and acting either as project leaders i n developmental work o r as experienced individual research workers capable of formulating, planning and carrying out the most difficult research assignments.

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2 . Assumes responsibility for support of an adequate basic research group, free t o choose t o the fullest practicable extent the problem it vrill work on and the inethods of attack which it will follow in their solution. 3 . Intends that the development group be larger in size than the research group, that it be engaged in projects carrying an assigned priority, and that it operate under the discipline necessary to ensure that efforts are directed toward goals f o r which funds are allocated. 4. qecognizes that financial arrangements must give t o t h e basic research group an assurance of long-term support, and protection againFt the unsettling effect of fluctuations i n the number, scope, and priority of developmental activities. 5. Intends t o continue the Argonne National Laboratory as its Frknary center for reactor development and anticipates a contiiiuiiig series of developmental projects for assignment 6, Reco,gniees that, i n basic research, both the priorities and the method of attack must ha left to the technical staff i n t!ie laboratories s o lo;?g as the jnvestigations involved f a l l v&Lhiii the area of general objectives and the special facilities provided, In developmental work, specific program objectives and priorities of vrorlc are established by the AEC, i n consultation with the laboratory, and t h e method of attack, together w li th the details of the program, are left to the laboratory director and the technical group engaged i n the work. 1. The Director of the ANL will. with suitable advice,~~-. - ~ esta blis h_c_the requirerreuts fora small, highly-qualified, key stafftoeme as tie nucleus of the Laboratorv. such key staf f" * t o be adequate i n number for the Laboratory's long term needs ----f o r senior technical hv dvor t for such a staff on a continuing basi=-estaff,er i n basic research o r developmental work, will be comprised of those regular staff members who have, as a minimum, qualificat ions essentially equivalent t o those required for an associate professor or a full professor ina university, With appropriations provided on a year-to-year basis, no absolute guarantee of such support can be made, b u t the AZC accepts t h e moral obiigati.on of doing all within its power t o assure continuity of operation on such a basis. 2. The Laboratory Director w i l l appoint an advisory group ---of re co zi zed experts from universities and, i n consultation with AEC, fron industry. This group w i l l exercise a continuing review of research and developmerit performance a t Argonne and will actin an advisory capacity t o the Director.

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3. A mechanism t o assure greater interaction between ANL and neighboring- universities and research institutions will Participating Institutions is studying mechanisms for providing greater interaction between neighboring universities and research institutions and the Argonne Laboratory. Such interackion micht consist of provision f o r interchange of personnel, for gradus'te students coripleting work a t Argonne ,for graduate study 02 the part of krgonne personnel, for mutual stimulation in basic research programs, and for assistance on the part of unlversi ty engineering departinents t o the Argonne development type of,intei-action by Argonne inits plans for an l'Associate Direct& i n Charge of Educatioaal Pragrams and University Relations. '1 Such a laboratory official would require the assistance of a representative group chosen from among t h e neighboring universities in nuch the same way as is the present. Board of Governors i n order t o make these various mdes cf interaction really effective. of the b a s i c research groups of the laboratory closely parallel those of neighboring university faculties, it is expected that the inter ch age of ideas and talent with adjacent university groups wcjuld stimlate both. accepted that the Laboratory will have unique facilities. Moreover, the Laboratory Zrirector, i n estzblishing the personnel ceilings for the Laboratory will make provision for the acxomodation of qualified research personnel as terqporary staff members. Tnis, i n addition t o assuring parti - cipation inthe La%oratoryfs program by members of neighboring research organizations, would. also provide space for any emergency expansion of the laboratory program. It i s recognized tha$ the Council of- 'lke B3C endorses the emphasis being given to this Since the activities 4. Cooperation with industry will be continued and encouraging the bssignment by industry of p - oper ly qualified personnel on a "losn'f basis for service on the Laboratory staff for periods of one o r two years. tion of this program will be helpful i n preparing industry t o assure its future responsibilities in the field of ahrnic of cooperating with industry on industrial research problems reqxiring the unique facilities or techniques of the Laboratory. The AEC endorses t h e Laboratory's policy of------ The AEC further endorses the Laboratory's policy 5. -Prograniiatic work a t AISL will be organized on a project The leaders i n prograhnatic work a t AiiL will, i n general, be pzrt of the key staff discussed above. members from tie key research staff will be made responsible for carry-ing through particular progrmmatic projects with assurance that, upon the termination of t h e i r projects, they will return to the jr normal positions i n basic research. F'requentlg, hcwever, leaders both i n research and i n development will - be of the more junior type who will look for advancement and security to their record and reputation as established

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by the successful conclusion of assifpments. A s supporting staff for a project leader, experts from the research group will occasionally accept temporary assignments but more often will have czirt-time duties as consultants i n the fields of their particular speci al ties. Project leaders not of the key staff trill expect reasoneble consideratlon inso fa?- a s cont inuit y of engloynient is concerned in shifts fro? one project t o anotiner as %he work load changes ar-d as one project is terminated. and a new one s+arted. lai-ge nmbei- of projects stemmifig from various AEC programs i s considered an advantage since this would reduce the likelihood Lkat a l l projects would decrease simultaneously. The AEC ,will enueabor through proper program p laming to obtain 'a reasonable c0ntinuit.y of operatj onr ; assiirance of such contiriuity can >est be obtained by establishing a solid record of achisveaent on the part of t h e Laborztory. recognized, of course, that even i n programt1Lati.c work, detailed ativaace planning and accurate estimates are extremely difficult to nake so that variations from budget estimates will be expected. i n individual projects. However, it i s not eq ec ted that variations i n individual projects will exceed 10% to 15%and, i n the azgregate, estimztes for an entire program will not be exceecied unless additional funds are specifically provided by the AEC. This will give project leackr:, ,ad particularly the Laboratory Director, the reasonable arid adequate flexibility required within the ma. j o r budget program of the AEC, i .e. , Reac+,or Development, Physical Besearch, Biology- arid l!:edicirie, Source & Fissionable To this end, a relatively 6. The Director of Reactor Developmeat will review con--t in u ally the I'NL 7rogram and its administrat,ion and, a t the Washingtan level, assure proper coordination, The Director of Reactor Development, will endeavor t o assure that, ANL rec eiv s from Washington instruct tons which are proper& interrelated and, to this end, will. coordinate among the several Dj.visioiis of the AEC organization i n Washington all matters relating to ANL. Orders, instructions &nd. directives affecting BNL ivill be issued inthe AXC Yashingtor: Offices by or with the concurrence of t h e Director of Reactor DevelopRent, and they l;rill be transmitted through Lhe Manager of Chicago Operations. To aidin maintaining a reasonably uniform level of activity Zor the laboratory as a Thole, the Laboratory Director (and the iianager of Gpera+,ions, Cnicago) w i l l assist tk Director of Reactor Developrr.ent in scrutinizing carefully all work .authorized by the program directors in Washington t o assure that the phasing of various projects is arranged t o minimize fluctuations and t o serve the best interests of the 7. Tke extent of AEC control over basic research and over-..I__prograrima.tic v;ork will differ widely, both because of the nature of ?& mrk ana because of the manner i n which the AEC receives i t s funds. To a considerable extent, major development

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projects can be foreseen with sufficient accuracy t o permit specifj.c lmdgeting on a fiscal 3ear basis. devclopmeintal project will be aut!iorized and given a priority by the ATE, hnd funds will be iliade availa.ble for it in a specific amount (subject t o the ten to fifteen percent leemay discussed i n Fub-Eection 5). Because of the greater difficulty in precise desc:ription of specific goals i n basic research, and became o f the desirability of freedom of choice of subject by the responsible scientists, basic research will not be budgeted lor controlled iu such detail. Dollar estimates and do liar liimitations t \ ill be coulpled only with broad classes of work, leaving flex it ili ty to the Laboratory Director and the s cie nti ' s t as to specific investigations and modes of attack, subject only t o the aggregate amcant provided under ea.ch ua j o r budget program noted above. 8. Cost accounting procedures w i l l be established and It is recognized that maintained on a continuing basis. aciequate cost accomting fora laboratory carrying on both project work and basic research raises some problem. For top mailagerent purposes it is essential that costs be determined on a prozect, o r *'end-item" tasis as far as possible. A t tke same tFme, the com;?ut<2tion D f costs on an exact basis for basic research actj.vities is difficult because'these activities do not lend themselves readily to classification by projects. The difficulty of such classification is evidenced by the fact that a basic research 1abcrator;;r i s usually organized i n accordance with technical fields of knowledge, with divisions of physics, chemistry, metallurgy, biology, etc. Accordingly, for progrmmatic work, all costs, both Cj_rect and indirect, mciI1. be …