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This series of cases describes one of the most significant challenges facing a US government agency today: the Department of energy''s mission to clean up and ensure the safety of the once-secret sites where nuclear weapons were manufactured. The cases detail the varying management approaches pursued at different sites, focusing on such issues as the relationship between DOE''s Washington headquarters and its field offices; the relations between government managers and private contractors hired to plan and implement the clean-up; relations among the array of federal and state agencies with elements of responsibility, and, finally, relations between public managers and the citizenry, in the various locations. The cases also provide succinct and powerful descriptions of the sites themselves and the extent of the challenges they pose, raising in the process issues which inform and transcend management. How do we decide how clean is clean enough, or how safe is safe enough? Specifically, the Oak Ridge case describes a community of technically well-informed citizens where a relatively unemotional debate unfolds The Rocky Flats case describes an aroused citizenry and an unorthodox manager. The Idaho case focuses on the reasons for the close and productive working relationship which developed among a variety of public agencies. Finally, the Hanford case describes DOE''s most challenging site.