ML15251A082
| ML15251A082 | |
| Person / Time | |
|---|---|
| Issue date: | 09/08/2015 |
| From: | Satorius M NRC/EDO |
| To: | |
| References | |
| Download: ML15251A082 (21) | |
Text
Briefing on Project Aim 2020 September 8, 2015
Agenda
- Background
- Progress on Implementation of Aim Strategies
- Re-baselining the Work of the Agency
- Strategic Workforce Planning
- Next Steps 2
Background and Progress on Implementation of Project Aim Strategies Mark Satorius Executive Director for Operations Maureen Wylie Chief Financial Officer 3
Implementation Activities Underway
- Developed plans and schedules for strategies
- Completed several key tasks
- Primary focus remains on mission 4
Importance of Managing Change
- Foster an environment for success
- Build trust
- Solve challenges by innovating together
- Use the Available Change Management Resource effectively 5
Effective Collaboration and Communication
- Actively engaging the staff
- Ownership and involvement by senior management
- Leading staff through changing environment 6
Progress on Several Key Tasks
- Addressing Resource Constraints
- FY16 full-time equivalent target of 3600
- Overhead reductions
- Early Improvements
- Fee rule transparency
- Operating Reactor Licensing backlog 7
Re-baselining the Work of the Agency Frederick Brown, Senior Advisor Office of the Executive Director for Operations 8
Guiding Principles
- Transparency
- Engagement
- Partnering 9
10 Prioritization &
Re-Baselining Identify work Prioritize Shed low priority Improve efficiency
The Approach
- Aim for actionable results
- Set clear expectations, guidance and criteria
- Leverage the expertise of our stakeholders 11
Objectives
- Better Add/Shed decisions
- Quick savings
- Near-term budget reductions
- Longer-term improvements
- Skills need information 12
Factors to Balance
- Specificity vs. Flexibility
- Rigor vs. Resource Expenditure
- Cost of Change vs. Adequacy of the Status Quo 13
Strategic Workforce Planning (SWP)
Kristin Davis, Branch Chief Human Resources Operations and Policy Office of the Chief Human Capital Officer 14
SWP Goal and Purpose
- Goal:
- To ensure that the right people with the right skills are in the right place at the right time.
Purpose:
- To make staffing decisions based on mission, strategic direction, budgetary resources and a desired set of workforce skills.
15
SWP Process Model 16
Current Status
- Project Plan and Communications Plan developed
- Step #2 - Analyze Current Workforce
- Analyze FY 2016 Staffing Plans
- Identify current potential surpluses/gaps
- Refine surpluses/gaps 17
Current Status, continued
- Based on Project Aim 2020 report
- translate high-level workload shifts into office workload adjustments and resource needs
- Identify future surpluses/gaps
- Identify strategies to align future workforce to future needs 18
Key Messages
- Strategic Workforce Planning is not easy
- Strategic Workforce Planning is not exact
- Strategic Workforce Planning needs to be a repeatable process 19
Next Steps
- Additional near term progress
- Contracting standardization
- Assessment of risk to information technology systems
- Recommendations for Centers of Expertise
- Revised add/shed procedure
- Primary focus remains on mission 20
Closing 21