ML19297F334
| ML19297F334 | |
| Person / Time | |
|---|---|
| Issue date: | 10/29/2019 |
| From: | NRC/OCM |
| To: | |
| Shared Package | |
| ML19297G088 | List: |
| References | |
| M191029 | |
| Download: ML19297F334 (49) | |
Text
COMMISSION MEETING ON TRANSFORMATION U.S. NUCLEAR REGULATORY COMMISSION October 29, 2019
MODERN, RISK-INFORMED REGULATOR Accept Risk Use technology Innovate Focus on our people NRCs TRANSFORMATION VISION & FOCUS AREAS
AGENDA
- Greg Bowman, Deputy Director, Division of Risk Assessment, Office of Nuclear Reactor Regulation
- Jennifer Golder, Deputy Director, Office of the Chief Human Capital Officer
- John Lubinski, Director, Office of Nuclear Material Safety and Safeguards
- David Nelson, Chief Information Officer
- Maureen Wylie, Chief Financial Officer
- Amy DAgostino, Human Performance Analyst, Office of Nuclear Regulatory Research
- Jonathan Greives, Chief, Projects Branch 4, Division of Reactor Projects, Region I 3
ACHIEVING OUR TRANSFORMATION VISION GREGORY BOWMAN, DEPUTY DIRECTOR DIVISION OF RISK ASSESSMENT OFFICE OF NUCLEAR REACTOR REGULATION
Whats a Jam?
Multi-day collaborative discussion in a virtual environment Everyone can participate and see whats happening as it unfolds Taps collective wisdom to uncover new insights Supports culture change to be more receptive to new ideas; willing to speak up 5
JAM VIDEO 6
IMPRESSIONS FROM THE JAM
- I've really never felt more connected as an agency! - Patrice Reid, OCHCO
- It seems to me that the #jamchat is evidence and affirmation that the answers are in the room (at all levels of the organization). - Doug Dodson, RIV
- The Jam has helped knock down organizational barriers and power differentials (senior leadership and staff) in a very powerful way. - Amanda Marshall, NSIR 7
Detailed Participation Statistics by Office Or Topic Users Posting by Office Overall Participation Statistics Illustration Purposes Only 8
FOCUS AREAS Our People Accepting Risk Technology Innovation INITIATIVES BECOMING A MODERN, RISK-INFORMED REGULATOR Process Simplification Innovation Career Enhancement Accepting Risk Agency Desired Culture Technology Adoption Signposts and Markers 9
THE WORLD AS WE HAVE CREATED IT IS A PROCESS OF OUR THINKING. IT CANNOT BE CHANGED WITHOUT CHANGING OUR THINKING.
ALBERT EINSTEIN
OUR PEOPLE JENNIFER GOLDER, DEPUTY CHIEF HUMAN CAPITAL OFFICER OFFICE OF THE CHIEF HUMAN CAPITAL OFFICER
IMPRESSIONS FROM THE JAM
- In my mind, engagement would include ways to motivate or foster an environment for staff to contribute more and garner interest. - Booma Venkataraman, NRR
- I can be stable with one Agency, but I can also bounce around and get experience in different fields - materials, inspection, enforcement, project management, licensing. -
Justin Vazquez, RI
- We need to develop employees that want to be fungible, employees who have an interest in moving from one skill set to another many times throughout their careers. -
Tammy Bloomer, RES
- Our recruitment techniques will be key and I think the new marketing campaign can be helpful. - Nanette Valliere, NRO 12
TALENT MANAGEMENT 13
SKILLS MARKETPLACE
- Enhancing workforce agility by connecting staff with projects
- Beneficial to staff for expanding skillsets
- Utilizes existing OPM platform Skills Marketplace Innovation Training Community Building Experiential Learning Knowledge Management Fungibility/Agility 14
INNOVATIONS IN RECRUITING
- Update Recruitment Messages
- Focus on Future Skills Attract
- Tiger Team Approach
- Offers out Early Select
- Engage early
- Attend RIC Onboard 15
ACCEPTING RISK IN DECISION-MAKING JOHN LUBINSKI, DIRECTOR OFFICE OF NUCLEAR MATERIAL SAFETY AND SAFEGUARDS
IMPRESSIONS FROM THE JAM
- Most decisions involve a mix of technical, policy, resource, and other considerations, and all decisions need to fit within a legal framework. - Susan Vrahoretis, OGC
- Should the question not be so much "how to risk-inform?" (since I think we already do that for the most part) as "how far should we increase our risk tolerance? or how to weigh risk tolerance vs #1 on the risk triplet" (which I think we may say we do accept the risk, but when something doesnt work out like we want, we are not able to accept the risk). - Michelle Burgess, NMSS
- Theres a ton of risk-informed material out thereMaybe were doing too much -
can we use baby steps and put together one underlying agency definition which can work across the board for all offices? - Jeff Circle, NRR 17
OUR CURRENT STATE
- Variability in understanding risk and using risk tools
- Different tolerances for accepting risk
- Inconsistency across and within Offices and programs
- Disparity with technical, legal, and corporate decision-making 18
OUR DESIRED STATE
- Aligned with being a modern, risk-informed regulator
- Shared understanding of risk and acceptance of risk
- Consistently applied to technical, legal, and corporate decisions 19
- Develop common language for risk and acceptance
- Connect current initiatives to the vision of being a modern, risk-informed regulator
- Identify and communicate tools and guidance
- Establish meaningful metrics for accepting risk 20
BEST PRACTICE: EXTERNAL PERSPECTIVE ON RISK FROM COSO Figure: Focus on Decision-Making Source: Committee of Sponsoring Organizations of the Treadway Commission (COSO) 21
BEST PRACTICE: RISK TRIPLET 22
WHAT DOES ACCEPTING RISK MEAN?
- Accepting that we use risk insights in decision-making, including radiological risk, enterprise risk, litigative risk, etc.
- Accepting appropriate levels of risk in the decisions we make
- Accepting risk personally in adapting our behaviors around decision-making 23
ACCEPTING RISK IN RULEMAKING
- Evaluating and implementing process changes that are risk-informed:
- Determine if a regulatory basis is needed
- Streamlining the concurrence process
- Rigorously applying regulatory analysis to all regulatory products 24
TECHNOLOGY DAVID NELSON, CHIEF INFORMATION OFFICER OFFICE OF THE CHIEF INFORMATION OFFICER
JAM QUOTES / PICTURES
- We need to develop staff in technology competency and motivate the staff to seek IT solutions for any of their repetitive work. - Jinsuo Nie, RES
- How can we better utilize the data/information/IT systems we have to simplify/get access to the information needed to make good decisions? - Andrea Kock, NMSS 26
TRANSFORMATION INITIATIVE
- How is NRC using technology to work smarter?
- How is NRC leveraging data analytics to improve decision-making?
- How is NRC building capacity and identifying opportunities for technology to enable process simplification?
27
IT MODERNIZATION TO SUPPORT TRANSFORMATION 28
ONGOING TRANSFORMATIONAL ACTIVITIES 29
FROM CONCEPT TO REALITY 30
FUTURE TRANSFORMATIONAL EFFORTS 31
SYSTEMS AND DATA DRIVE EFFICIENCY AND INNOVATION MAUREEN E. WYLIE, CHIEF FINANCIAL OFFICER OFFICE OF THE CHIEF FINANCIAL OFFICER
Reactor Systems Program FAIMIS WBL HRMS E-billing BFS CARS SAM IPP Data Act Broler CIR IPAC GTAS PAM FPPS WTTS TMS CACs EPM FedPASS EDMS STAQS ETS2 US BANK LOCATER ECP ASAP HRMS WBL/GL 33
USING INNOVATION TO BUILD NEW SYSTEMS Notable Changes
- Full life-cycle financial management
- Oracle based - Best in Class 34
BFS - SPEND PLAN AND STAFFING DASHBOARDS Dashboards:
Easy access to data Improved visibility Information at a Glance Reduced administrative 35
Notable Changes
- Interfaced systems integrates work-planning, staff assignments and time charging (Improved Internal Controls)
- Standardized data structure
- Creates, administers CACs and EPIDS
- Create and update work assignments
- Labor Hour Reporting CACS HRMS RRPS EDMS IMPLEMENT STANDARDIZED DATA ELEMENTS AND AUTHORITATIVE DATA SOURCES 36
LISTEN TO STAKEHOLDERS AND INCREASE TRANSPARENCY IMPROVED INVOICES Defined billing period Umbrella code for each licensing action NRC employee and contractor performing work Total charges 37
MAKE INNOVATIVE CHANGES
Future Innovations Coming Soon
- Tableau
- Robotic Process Automation
- Fee Billing Engine Enhancements
- FAIMIS Acquisition Module BUILDING FOUNDATIONS TO MOVE FORWARD AGENCY CONTRACT SUPPORT AND TRAVEL EXECUTION FY 2017 FY 2018 FY 2019 FY 2020 CBJ 388,381 356,205 347,662 330,754 IMPN 353,265 361,076 343,814 Obligated 356,166 362,827 333,309 Expended 152,868 146,202 138,946
$0
$100,000
$200,000
$300,000
$400,000
$500,000 Agency Contract Support & Travel (CST)
Budget vs. Execution ($K)
FY 2017 - FY 2019 39
INNOVATION AMY DAGOSTINO, HUMAN PERFORMANCE ANALYST OFFICE OF NUCLEAR REGULATORY RESEARCH
JAM QUOTE
- I think we need to spend more energy, attention and resources on sharing success stories of transformation and innovation and lessons learned for risk taking at NRC. I also think we need to spend more energy, attention, and resources on rewarding breakthroughs. - Ben Ficks, OCFO 41
Transformation Vision A modern
& risk-informed regulator HOW WE WORK IS AS IMPORTANT AS WHAT WE DO Culture Change Encourages, expects
& supports staff finding better ways to work HOW DOES INNOVATION SUPPORT THE VISION?
Innovation Finding new &
better ways to work while maintaining the highest safety standards 42
NRC INNOVATION JOURNEY InnovateNRC 1.0 2017 InnovateNRC 2.0 2020 Evolving our Approach 2019 43
TECHNOLOGY BUILT FOR INNOVATION NEW APPROACHES CLEAR PATHS TO IMPLEMENTATION 44
Welcome to View Challenges Submit Ideas View Successes 45
VIDEO
- ASAP Automated Standard Application for Payments
- BFS Budget Formulation System
- CAC Cost Activity Code
- CACs Cost Activity Code System
- CARS Central Accounting Reporting System
- CBJ Congressional Budget Justification
- CIR Central Information Repository
- DAB Data Act Broker
- E-billing Electronic Billing
- ECP Electronic Check Processing
- EDMS Electronic Data Management System
- EOY End of Year 47
- EPID Enterprise Project Identifier
- EPM Enterprise Project Management
- ETS2 E-Gov Travel Service 2
- FAIMIS Financial Accounting and Integrated Management Information System
- FPPS Federal Personnel and Payroll System
- FTE Full Time Equivalent
- FY Fiscal Year
- GTAS Governmentwide Treasury Account Symbol
- HRMS Human Resources Management System
- IPAC Intra-Governmental Payment and Collection
- IPP Invoice Processing Platform
- IT/IM Information Technology and Information Management ACRONYMS 48
- OPM Office of Personnel Management
- PAM Payment Automation Manager
- RIC Regulatory Information Conference
- RRPS Replacement Reactor Program System
- SAM Shared Accounting Module
- STAQS Strategic Acquisition System
- TMS Talent Management System
- WBL/GL Web Based Licensing/General Licensing
- WTTS Workforce Tracking and Transformation System ACRONYMS 49