ML20057C443
| ML20057C443 | |
| Person / Time | |
|---|---|
| Issue date: | 09/17/1993 |
| From: | Taylor J NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO) |
| To: | Rogers, Selin, The Chairman NRC COMMISSION (OCM) |
| References | |
| NUDOCS 9309280378 | |
| Download: ML20057C443 (21) | |
Text
..
POR September 17, 1993 l
MEMORANDUM FOR:
The Chairman Commissioner Rogers Commissioner Remick Commissioner de Planque FROM:
James M. Taylor Executive Director for Operations
SUBJECT:
NRC ACTIVITIES RELATED TO THE NATIONAL PERF0P.MANCE REVIEW With the recent focus on the National Performance Review Report and its recommendations, enclosed for ycur information are a summary of ongoing NRC activities related to some of the NPR recommendations and a listing of recommendations which impact NRC but have not been addressed pending further guidance from the lead agencies.
In addition, enclosed is a list of those recommendations requiring further consideration.
We will continue providing you with updates on the status of NPR activities as new information becomes available relative to the Executive Orders and other actions.
Originalsigf2%
James M. Taylor James M. Taylor Executive Director for Operations
Enclosures:
1.
Summary of Ongoing NRC Activities 2.
Recommendations Requiring Further Guidance 3.
Recommendations Assigned for Further Consideration cc: SECY OGC 3
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SUMMARY
OF ONGOING NRC ACTIVITIES l
RELATED TO THE NATIONAL PERFORMANCE REVIEW REPORT l
Relevant recommendations in the following chapters of the NPR Report have been addressed by the NRC.
l Chapter 1 CUTTING RED TAPE i
o Decentralizing Personnel Policy o
Streamlining Procurement o
Eliminating Regulatory Overkill.
o Reorienting the Inspectors General o
Empower State and Local Governments Chapter 2 PUTTING CUSTOMERS FIRST o
Giving Customers a Voice--and a Choice o
Making Service Organizations Compete i
4 Chapter 3 EMPOWERING EMPLOYEES TO GET RESULTS o
Decentralizing Decommissioning Plan o
Hold All Federal Employees Accountable for Results o
Give Federal Workers the Tools They Need to do Their Jobs o
Enhance the Quality of Worklife l
0 Form a Labor-Management Partnership o
Expert Leadership t
CHAPTER 4 CUTTING BACK TO BASICS o
Eliminate What We Don't Need i
o Collecting More o
Reengineer Programs to Cut Cost j
e
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NRC ACTIVITIES RELATED TO THE NATIONAL PERFORMANCE REVIEW l
NRC has developed a practice over the past years of periodically assessing its programs. NRC identified numerous initiatives that were engoing or planned which supported the theme of the National Perfomance Review (NPR). These and otler NRC policies which relate to the NPR Report recommendations are described below.
l CHAPTER 1 -- CUTTING RED TAPE l
I.
Decentralizing Personnel Policy I
1 HPR ACTION: OPM will deregulate personnel policy by phasing j
out the 10,000 page Federal Personnel Manual and all agency 1
implementing directives.
I NPR Action: Agencies should be allowed to design their own perfomance management and reward systems, with the objective of improving the perfomance of individuals and organizations.
NRC: As an excepted agency, NRC is exempt from some OPM regulations, but has traditionally followed the broad policies of the Federal Personnel Manual. The agency uses its excepted
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status in recruitment, hiring, and compensation to support the personnel needs of its mission. Like competitive service agencies, NRC is bound by veterans' preferente, leave administration, perfomance management, and retirement statutes, and follows OPH guidance in these areas.
The agency has decentralized the delivery of many personnel services, making them more responsive to managers' needs.
The agency will be reviewing its internal personnel policies and directives to detemine what modifications are needed.
II.
Streamlining Procurement NPR Action: Simplify the procurement process by rewriting federal regulations -- shifting from rigid rules to guiding principles.
NPR Action: The GSA will delegate significantly more authority to federal agencies to purchase information technology, including hardware, software and services.
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c NPR Action: GSA will simplify the procurement process by allowing agencies to buy where they want, and by testing a fully " electronic marketplace."
NPR Action: Allow agencies to make purchases under $100,000 through simplified purchase procedures.-
NPR Action: Rely more on the commercial marketplace.
NRC:
i Initiative: Reinventing the Procurement System The NRC plans to establish a "reinvention laboratory" directed toward improving the procurement system at this agency. The NRC will be seeking OMB approval to independently manage its 1
total procurement function in accordance with the dictates and objectives of current laws without oversight of agencies such i
as GSA. With this authority, the agency will be able to make independent business judgments consistent with the goals and objectives of the agency. This will allow for more efficiency by tailoring procurement strategies, time frames, and source selections to mission needs and circumstances.
STATUS:
The NRC has reviewed existing statutes, developed a list of procurement steps that are clearly required by statute, and contacted the Gore Task Force to determine what other agencies are planning reinvention laboratories. On September 18, 1993, i
letters will be sent to GSA, OMB, SBA, DOL and GA0 requesting exemptions to the procurement process.
By December 15, 1993, the NRC hopes to select the test case procurements and implement the process.
In addition to the above, the following two NRC initiati"es which relate to streamlining procurement are discussed under Chapter 4, "Reengineer Programs to Cut Costs."
0 Alternative Approach to small Federal Information Processing Resource Acquisitions 0
Improving the NRC Commercial Acquisition Process through the Use of Business Process Reengineering III.
Reorienting the Inspectors General NPR Action: Broaden the fccus of the Inspectors General from strict compliance auditing to evaluating management control systems.
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NRC: The NPR report recommends that IGs broaden the focus of their work from strict compliance auditing to evaluating management control systems. While some audits, such as the financial statement audits required by the CF0 Act, are necessary and compliance oriented, we agree there is a danger of over doing this type of work. As a result, we have adopted a planning policy whereby the majority of our audit work will consist of performance evaluations involving expensive, high risk, safety related activities. Moreover, our work will be aimed at helping agency managers not only improve the efficiency and effectiveness of their operations through the establishment of sound management controls, but will also assess the agency's capacity for achieving stated performance goals and objectives.
For example, on-going work in the informatioa management area is looking at efficiency and effectiveness issues as well as the agency's capacity to achieve stated performance goals and objectives. Similarly, in our work on NRC's oversight of safety-related parts used in commercial nuclear reactors, we are evaluating the effectiveness of NRC's inspection process for ensuring that suppliers and licensees have established effective management control systems to prevent the use of substandard parts. Finally, we are about to issue a report which requires the use of performance measures to assess the agency's capacity to oversee one of its most critically important safety areas--that of medical misadministrations.
III.
Eliminating Regulatory Overkill HPR Action: The President should issue a directive requiring all federal agencies to review internal government regulations over the next two years, with a goal of eliminating 50 percent of those regulations.
NPR Action: Establish a process by which agencies can more widely obtain waivers from regulations.
NRC: While NRC has done an extensive review of its regulations that apply to its licensees, it has not yet commenced a review of its internal regulations and management directives. The agency will undertake such a review shortly Although not covered by the NPR report, the NRC is looking at ways to reduce the regulatory burden on licensees while maintaining adequate public health and safety. The NRC i
believes that by streamlining its regulations, improved safety and lower costs can be achieved.
The Executive Director for Operations established a Regulatory Review Group which conducted a review of power reactor 4
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. regulations and related processes, programs, and practices with special attention placed on the feasibility of substituting performance-based requirements and guidance for prescriptive requirements and guidance.
Streamlining NRC Regulations 1.
High Cost / Low Safety Significant Licensing Issues NRC prioritizes its reviews of proposed license changes based on their safety significance. Consequently, proposed changes with low safety significance may not receive timely review even though the cost to utilities may be high. NRC is considering options to expedite review of these proposed changes so that unnecessary costs do not adversely affect other safety programs. The primary benefit will be that licensees will be able to make cost effective changes to their operations more rapidly with a net expected increase in safety.
STATUS:
The Cost Beneficial Licensing Actions (CBLAs) task force has been meeting with licensees and other NRC task forces on regulatory requirements marginal to safety since May 1993.. It has been investigating how CBLAs are being handled in NRR and how licensees' proposed changes in general may be more efficiently handled. The goal is to assure that the proposed changes will be properly prioritized and scheduled. A report with recommendations, including possible future organizational or process changes, will be submitted to the NRR Office Director during the fall of 1993.
2.
Review Operating Nuclear Power Plant Regulations and Regulatory Processes to Eliminate Unnecessary Barriers to the Implementation of Cost Effective Practices by Utilities The task is to identify those regulations and practices where changes would provide more flexibility for utilities to reduce costs in plant operation while maintaining a comparable level of safety. Potential savings in the annual operating cost for a nuclear power plant are estimated to be 1% to 3%. The savings will be seen by the public through the rate setting process in each state.
STATUS:
This issue is contained in the Regulatory Review Group Report which was issued on August 20, 1993. Comments are due on the report by September 23, 1993. The EDO will provide an 5
implementation plan to the Commission. A Comission meeting to discuss the RRG findings is planned for the week of October 25, 1993.
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3.
Elimination of Regulatory Requirements that are Marginal to the Safe Operation of Licensed Nuclear Power Plants, i
Fuel Cycle and Medical Facilities j
The NRC has adopted as a fundamental principle that all i
regulatory burdens must be justified and its regulatory process must be efficient. The initiative to review burdensome regulations involves seeking public comment on regulatory requirements that provide marginal safety benefit yet impose a significant cost or regulatory burden. Decreasing the prescriptiveness of regulations will allow licensees to determine how to. meet performance requirements which will stimulate self-initiative and result in a positive impact on safety.
Industry estimates are that modifications to requirements in an area such as quality assurance could save at least $1 billion a year.
STATUS:
The NRC has approved some of Virginia Power's requests to eliminate regulations considered marginal to safety. Virginia Power has reported that it will realize considerable savings (about $11.2 million) with NRC's approval to end a control room design program, about 52 million on Regulatory Guide 1.97 variable P250 isolation, about $190,000 per year with the elimination of an auxiliary feedwater pump inspection, about
$170,000 per year with the elimination of an inside recirculation spray pump inspection at Surry, about $750,000 by revising the type A test schedule at North Anna 2, and about
$200,000 with the cancellation of the 1993 emergency planning annual drill at North Anna.
4.
Revision of the Guidelines for Preparing Regulatory Analyses NRC conducts regulatory analyses to ensure that the NRC's decisions which impose burdens on licensees are based on adequate cost / benefit information. The ultimate objective of this regulatory process is to ensure that all regulatory burdens are needed, justified, and minimal to achieve the regulatory objectives. The revision to the guidelines will address consideration of the NRC safety goal, improved quantification of benefits, and interest / discount rates.
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STATUS:
The NRC has revised the guidelines for preparing regulatory analyses which will go through the full rulemaking cycle, i.e.,
public comment, office review, ACRS, CRGR, etc. They are being sent out for public comment in September 1993. The expected completion date for the rulemaking cycle is December 1994.
5.
Review Options for Changes in the Regulation of Medical Radiation Protection There has been a dramatic growth in medical uses of radioactive materials in recent years. NRC regulates by-product radioactive materials by authority of the Atomic Energy Act.
States regulate other radioactive material not covered in the Atomic Energy Act. Recent events have raised questions of whether Federal and State regulations provide an adequate margin of protection of public health and the rights of those who may be put at risk by radiation treatment. Therefore, the NRC is conducting a review of options for the regulatory control of medical uses of nuclear materials. NRC and the Congress will have a basis for assessing whether to maintain the current regulatory regime for medical uses of radioactive materials or to make legislative or regulatory changes.
STATUS:
The Office of Policy Planning completed its review of options for changes in the regulation of medical radiation protection and forwarded it to the Commission on September 3, 1993.
In September 1993, the NRC will provide Congress with a preliminary report on the issues involved in assessing whether to maintain the current regulatory regime for medical uses of radioactive materials or to make legislative or regulatory changes.
6.
Technical Specifications Improvement Program (TSIP)
The nuclear industry and the NRC studied the question of whether improvements were needed to the existing nuclear power plant operating guidelines (called Technical Specifications).
Two studies concluded that many improvements were needed in the scope and content of technical specifications. The development of improved Standard Technical Specifications (STS) was undertaken to enhance safety by making the technical specifications clearer, easier to use, and more focused on safety.
Four Nuclear Steam Supply System (NSSS) vendor owners' groups completed improved STS. A licensee that converts to the improved STS will reduce its reporting and 7
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record keeping burden because many reporting requirements of the current technical specifications are not required in the improved STS.
STATUS:
In September 1992, Revision 0 of the Improved STS was issued for trial implementation.
In 1993, volunteer " lead plants" representing the major nuclear steam supply system (NSSS)
Owners' Groups began implementing the improved STS. This effort will continue through 1995.
Implementation of and improvements to the new STS will continue in accordance with the Comission's Final Policy Statement on Technical Specification Improvements for Nuclear Power Reactors.
HPR ACTION:
Improve inter-agency coordination of regulations to reduce unnecessary regulation and red tape.
HRC: The NRC has a Memorandum of Understanding with the Environmental Protection Agency and the Food and Drug Administration.-
EPA Interface: The NRC and the EPA share responsibilities for regulating radionuclides in the environment under a variety of Federal statutes. The importance of the interface between the agencies has grown considerably within the last five years as nuclear activities regulated by NRC have increasingly come under dual regulation by both EPA and NRC.
STATUS:
On March 16, 1992, NRC and EPA signed a Memorandum of Understanding (MOU) that provides a basic framework and guidelines for improving cooperation between the agencies in protecting public health and safety and the environment on issues related to radionuclides in the environment. Specific efforts are underway to resolve program issues involving regulation of high-level waste, low level waste, radioactive and hazardous mixed waste, air emissions of radionuclides, uranium mill tallings, groundwater protection, drinking water, medical waste, and decomissioning.
In addition, as a general matter, the agencies are currently exploring ways to harmonize risk goals and to develop mutually agreeable approaches to risk assessment.
FDA Interface:
STATUS: On August 26, 1993, NRC and the U. S. Department of i
Health and Human Services, Food and Drug Administration (FDA) signed a Memorandum of Understanding (MOV). Under this MOU, 1
the NRC and FDA will coordinate existing NRC and FDA regulatory
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programs for medical devices, drugs, and biological products utilizing byproduct, source, and special naclear material.
Under the terms of the MOU, the two agencies agree to establish day-to-day contacts for exchange of information, assist each other in the investigation of incidents or complaints involving products of mutual regulatory concern; provide technical assistance to the other agency with respect to investigations; share information concerning new technology and methods under development or review; offer each other the opportunity to coment on regulations, policies, and comunications to manufacturers, operators. licensees, or patients; and allow participation by the other agency' in advisory comittees which advise on issues related to the MOU.
NPR ACTION: Reduce the burden of congressionally mandated reports.
HRC: At the request of the Senate Government Affairs Comittee, the NRC is currently reviewing the reports to Congress to determine which ones might be eliminated. The NRC's response is due to Congress on September 30, 1993.
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IV.
Empower State and Local Governments NRC:
Agreement States Program Section 274b. of the Atomic Energy Act of 1954, as amended, allows the NRC to enter into agreements with the states and relinquish to the states the regulatory authority over byproduct, source and special nuclear materials in less than critical quantities. Twenty-nine states have entered into these agreements.
National Association of Regulatory Utility Comissioners The NRC has established a continuing dialogue with the National Association of Regulatory Utility Comissioners (NARUC) on issues associated with nuclear power plant safety and economics (i.e. economic performance incentive programs and plant license renewal) and spent nuclear fuel storage and disposal.
Cooperation with the States Section 2741. of the Atomic Energy Act of 1954, as amended, allows the NRC to enter.into agreements with the states "to l
perform inspections or other functions on a cooperative basis as the Comission deems appropriate." The NRC has 2741.
j agreements with the State of Illinois and the Comonwealth of 9
Pennsylvania for performing low-level radioactive waste (LLW) inspections and is presently negotiating a similar agreement with the State of New Jersey.
In addition, the NRC has an agreement with Illinois for American Society of Mechanical Engineers Boiler and Pressure Vessel Code (ASME Code) l inspections.
The NRC also has agreements with the States of Oregon and Illinois which allow for state resident inspectors at nuclear power plants in those states and allows states to observe NRC inspections of nuclear power plants under the Commission's policy on " Cooperation With States at Commercial Nuclear Power Plants and Other Nuclear Production or Utilization Facilities."
CHAPTER 2 -- PUTTING CUSTOMERS FIRST I.
Giving Customers A Voice - And A Choice NPR Action: The President should issue a directive requiring all federal agencies that deliver services to the public to identify and survey customers, and provide customer service equal to the best in business.
NRC: The NRC is already surveying its licensees and the public and will continue to obtain feedback from the industry on the impact of NRC regulatory programs and activities.
In 1989, the NRC conducted a Regulatory Impact Survey of reactor licensees to determine utility views on the effect of the large number of NRC regulatory initiatives and requirements imposed after the accident at Three Mile Island Unit 2.
As a result of the 1981 survey, the NRC made a number of chanses in its organization i
and regulatory practices.
In late 1992, NRC surveyed nine fuel cycle and major materials i
licensees to determine their perceptions of the effectiveness and cost of NRC regulations on the safety and safeguards effectiveness of their facilities. The results were presented to the Commission in SECY 93-130, " Regulatory Impact Survey for Fuel Cycle and Materials Licensees," May 13, 1993. Based on i
the survey, the staff is developing a plan for Commission i
review to systematically integrate consideration of regulatory impact on licensees' operations into the regulatory program.
i The staff also intends to survey additional materials licensees on this subject in 1994.
The NRC is also reviewing its 10 CFR 2.205 process to d2termine if we can enhance the effectiveness and credibility cf the process. 'Another review is being conducted to see how the agency can be more responsive to the concerns raised by the Whistleblowers.
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In addition, the NRC has held numerous public workshops to keep the public apprised of NRC activities.
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II.
Making Service Organizations Compete NPR Action: By the end of 1994, the Federal Accounting Standards Advisory Board will issue a set of cost accounting standards for all federal activities. These standards will provide a method for identifying the true unit cost of all government activities.
NRC: The NRC is developing a plan for evaluating and recommending the use of cost center concepts to improve NRC financial management, including identification of the true cost of programs and activities, and support of license fee allocation.
i CHAPTER 3 -- EMPOWERING EMPLOYEES TO GET RESULTS 1.
Decentralizing Decisionmaking Power NPR Action: Over the next five years, the executive branch will decentralize decisionmaking and increase the average span of a manager's control.
NRC: The EDO has requested that certain headquarters offices undertake an organizational review covering such areas as overlap of functions and organizational structure.
Recommendations are due to the EDO by the end of October 1993.
In addition, the NRC is evaluating operational efficiencies achievable through consolidation of Region IV and V, and developing a proposal to reduce supervisory levels. A follow-on study of operational efficiencies at the other three regions is in the planning stages.
II.
Hold All Federal Employees Accountable for Results NPR Action: All agencies will begin developing and using measurable objectives and reporting results.
HRC: The Chief Financial Officers Act requires agencies to provide for systematic measurement of performance and to report annually on that performance as part of the audited financial statement. The NRC reported on 18 of 19 performance measures in its first audited financial statement for FY 1992.
Per Commission direction, the staff has also developed standards and implementing methods for the performance measures.
Additional measures were requested for high-level waste and state programs and will be forwarded to the Commission shortly.
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i All inclusive performance measures for all agency activities i
would still need to be developed consistent with the Government Performance Results Act of 1993.
III.
Give Federal Workers the Tools They Need To Do Their Jobs NPR Action: The federal government will upgrade information technology training for all employees.
NRC: The Office of Information Resources Management, in conjunction with the Office of Personnel, is training the NRC staff in the effective use of workstation equipment and software at the Information Technology Services Training Laboratory.
NPR Action: The executive branch will create a coherent financial management system, clarify responsibilities, and raise the standards for financial officers.
NRC: The NRC is currently in the process of upgrading its financial management system. A financial management training course is now being offered.
NPR Action: The administration will develop a strategic plan for using information technology throughout the federal government.
NRC: The NRC has developed an Information Technology Strategic Plan. This strategic plan is the basis for the Agency's Information Technology Program Guidance and activities in NRC's Five Year Plan. The Strategic Plan and the Information Technology portions of the NRC Five Year Plan will be submitted to OMB to satisfy IT planning requirements in OMB Circular A-130.
HPR Action: Eliminate narrow restrictions on employee training to help develop a multiskilled workforce.
HPR Action: The Administration will grant agencies the flexibility to finance training needs.
NRC: Training is a high priority at NRC and funding has not been a restriction. Statutory restrictions on training are few, and provide sufficient flexibility to serve NRC needs.
Further decentralization of procurement authority within the agency will speed the process of, and increase flexibility in, the selection of learning institutions or contractor course providers.
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IV.
Enhance the Quality of Worklife HPR Action: The federal government will update and expand family-friendly workplace options.
NRC: The NRC currently participates in compressed work schedules, f12xitime, part-time employment, job sharing, leave donation, and has a work-at-home policy in place for circumstances of incapacitation or personal hardship. The NRC will also have an on-site child care center and a physical fitness facility in its new headquarters office in Rockville, YD.
NPR Action: The President should issue a directive committing the administration to greater equal opportunity and diversity in the federal workforce.
NRC: The NRC has an active EE0 program geared to hiring, developing and retaining a diverse workforce. The NRC has an active recruitment program focused on attracting a highly qualified applicant pool representative of the racial, ethnic, and gender mix of the U. S. workforce population. EE0 advisory committees have regular and active dialogue with NRC management on issues related to recruitment, training, and career advancement. These discussions include semi-annual EE0 briefings to the full Commission.
Emphasis has been placed on individual development plans, rotational assignments, mentoring, and supervisory and SES candidate development programs. All of these initiatives are in place to support the training and development activities that can broaden career advancement opportunities for the entire staff, with special empahsis on women and minorities, bringing about diversity in the workforce.
V.
Form a Labor-Management Partnership HPR Action: The President 56uld issue a directive that establishes labor-management' partnership as an executive branch goal and establishes a National Partnership Council to help implement it.
NPR Action: The National Partnership Council will propose the statutory changes needed to make labor-management partnership a reality.
NRC: The agency endeavors to work with the union in the implementation of personnel policies and practices, and improvements in the working conditions of its employees, and in the resolution.of specific issues and problems arising in the workplace. The agency and the union have established a joint 13
Labor Management Relations Comittee, which meets every six months to exchange views on general items of interest.
i VI.
Expert Leadership NPR Action: Every federal department and agency will designate a chief operating officer.
NRC: The Executive Director for Operations is the NRC senior official responsible for the day-to-day operations of the Comission, including his assignment as Chief Financial Officer.
CHAPTER 4 -- CUTTING BACK TO BASICS I.
Eliminate What We Don't Need HPR Action: Within 18 months, the President's Management Council will submit to Congress a report closing and consolidating federal civilian facilities.
HRC: The NRC has already taken initiative in this area by deciding to close the Uranium Recovery Fuel Operations Office (URFO) in Denver, Colorado, in the sumer of 1994.
In addition, the Comission is currently reviewing options to consolidate Regions IV and V.
Recentralization of the Operator Licensing Function Currently, the Regional Administrator for each of the five regions is responsible for administering the operator licensing program.
In response to claims that the regiona112ation of the o>erator licensing function has resulted in inconsistency in tie development and administration of operator licensing examinations, the NRC is commencing a study to assess the size and scope of the problem as they affect examination consistency, quality and efficiency, as well as whether the problems are the result of decentralization. The study will also assess the pros and cons of recentralization.
STATUS:
On June 1,1993, the staff awarded the recentralization study contract to ICF, Incorporated, a management analysis firm. The contractor has ccmpleted the work on the study, and it is under staff review. A comission paper containing the recommendations of the recentralization study will be issued on November 30, 1993.
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II.
Collecting More NPR Action: Allow all agencies greater freedom in setting fees for services and in how the revenues from these fees may be I
used.
1 NRC: In accordance with the existing statutes, the NRC collects 100% of its budget in license fees. The current 1
process for fee assessment is being reevaluated in accordance with the Energy Policy Act of 1992.
NPR Action: Eliminate restrictions that prevent federal agencies from using private collection agencies to collect debt.
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NRC: The NRC currently uses private collection agencies to i
collect debt.
l III.
Reengineer Programs to Cut Costs NPR Action: Support the rapid development of a nationwide system to deliver government benefits electronically.
NPR Action: Federal agencies will expand their use of electronic government.
NRC: Currently, a high percentage of NRC employees are on electronic funds transfer for wages. The NRC is considering further expansion of electronic transfer of payment and collections which would be consistent with proposed Department of the Treasury rules.
The NRC has added the capability to process information through Internet at selected locations within the Agency. More widespread use of this service is expected in order to facilitate the exchange of information with other government agencies, contractors, and the regulated industry.
Alternative Approach to Small Federal Information Processing Resource Acquisitions The NRC plans to establish a "reinvention laboratory" and request waivers from regulations or changes to statutes to simplify procedures for federal information processing resource acquisitions. This initiative may be merged with " Reinventing the Procurement System."
Three options were proposed for this reinvention initiative to simplify and shorten the process for small FIP resource acquisitions:
(1) further use of blanket purchase agreements, (2) implementation of the government credit card program, and 15 1
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(3) establishment of a single, open scope " buyer" contract.
All of these options recomended that Federal.Information Resources Management Regulations (FIRMR) requirements be i
waived, and the competition level be raised. The NRC generally cannot proceed with this initiative until these requirements are addressed.
i Progress is being made on NRC implementation. of the government-wide credit card program for small purchases. The Office of i
Administration initiated a program, under which selected program and procurement individuals will be allowed to use a-government bank card to make purchases in the same way that a l
consumer does. Also, consolidated " baseline" requirements analysis documents will be developed to meet FIRMR requirements for most small FIP purchases. These actions will make some.
improvements in reducing the papemork burden and increase the speed of small FIP resource acquisitions.
Improving'the NRC Connercial Acquisition Process through the Use of Business Process Reengineering J
The NRC has initiated an assessment of its procedures and l
automated systems that support the contracting process. The agency plans to use a " business. process reengineering" (BPR) approach to analyze internal acquisition procedures,,
constraints of Federal laws and regulations, processing practices, and supporting automation to determine if there are efficiencies we can adapt to improve the current commercial acquisition process.
l Based on the proposed government-wide changes in the federal contracting process outlined in the National Perfomance Review i
Report, NRC will closely follow the NPR initiatives related to the arocurement process, particularly the suggested increases in tie threshold of purchases that must be reviewed by the General Services Administration.
NPR Action: Agencies will make greater use of negotiated rule.
making.
NRC: The NRC has recently completed a series of regional workshops as part of an enhanced participatory rulemaking to l
establish the radiological criteria for the cleanup and i
decomissioning of NRC-licensed facilities. The workshops were designed to obtain early advice and recomendations on the critical issues involved in such a rulemaking from a broad -
e spectrum of affected interests including state local, and 1
4 tribal governments and organizations, citizens groups, and 1
industry before the NRC staff develops a draft proposed rule for Comission ~ review. The workshops were very well-received 4
and have been viewed positively by all interests as an 16 9
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effective method for involving the public in the government decisionmaking process. The workshops provided the NRC staff with valuable information for developing the draft proposed rule. With the completion of the workshops, the NRC staff is now evaluating the workshop coments in preparation for the development of a draft proposed rule on site cleanup criteria for decomissioning NRC-licensed facilities.
An important component of this rulemaking from the perspective of the National Performance Review is the cooperative efforts between the NRC and the Environmental Protection Agency in the development of the cleanup standards. The EPA also has regulatory responsibilities in the area of site cleanup standards and the NRC and the EPA have been working cooperatively on the development of the standards, including the development of a comonly acceptable technical basis and approach for the standards. The objectise of HRC and EPA cooperation in this area is to use public resources efficiently to establish effective and consistent standards for the protection of the public at all decomissioned sites.
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RECOMMENDATIONS WHICH IMPACT NRC BUT NOT ADDRESSED
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PENDING FURTilER GUIDANCE Chapter 1 CUTTING RED TAPE A.
Streamlining the Budget Process 1.
The President should begin the budget process with an executive budget resolution, setting broad policy priorities and allocating funds by function for each agency.
2.
Institute biennial budgets and appropriations.
3.
OMB, departments, and agencies will minimize budget restrictions such as apportionments and allotments.
4.
OMB and agencies will stop using full-time equivalent (FTE) ceilings, and instead will manage and budget using ceilings on operating costs to control spending.
5.
Eliminate FTE floors and minimize congressional restrictions such as line items, and earmarks.
6.
Allow agencies to roll over 50 percent of what they do not spend on internal operations during a fiscal year.
B.
Decentralizing Personnel Policy 1.
Dramatically simplify the current classification system to give agencies greater flexibility in how they classify and pay their employees.
Chapter 2 PUTTING CUSTOMERS FIRST A.
Giving Customers A Voice -- And A Choice 1.
For voluntary customer surveys, the Office of Management and Budget will delegate its survey approval authority under the Paperwork Reduction Act to departments that are able to comply with the Act.
2.
Create a system of competitive, one-stop, career-development centers open to all Americans.
3.
Eliminate statutory restrictions on cross-agency activities that are in the public interest.
c B.
Making Service Organizations Compete 1.
Eliminate the Government Printing Office's monopoly.
2.
The President should end the General Service Administration's real estate monopoly and make the agency compete for business. GSA will seek legislation, revise regulations and transfer authority to its customers, empowering them to choose among com>eting real estate management enterprises, including t tose in the private sector.
3.
The President should establish an implementation team to encourage operations of one agency to compete for work in other agencies.
j C.
Creating Market Dynamics 1.
The General Services Administration will create a Real Property Asset Management Enterprise separating GSA's respoi.sibility for setting policy on federally owned real estate from that of providing and managing office space.
i D.
Using Market Mechanisms to Solve Problems 1.
The Secretary of Labor will issue new regulations for worksite safety and health, relying on private inspection
.l companies or non-management employees.
I Chapter 3 EMPOWERING EMPLOYEES TO GET RESULTS i
A.
Hold All Federal Employees Accountable for Results 1.
Clarify the objectives of federal programs.
t 2.
The President should develop written performance
[
agreements with department and agency heads.
3.
The Administration will issue one set of Baldrige Awards for quality in the federal government.
B.
Give Federal Workers the Tools They Need to do Their Jobs E
1.
The Administration will grant agencies the flexibility to l
finance training needs.
2.
Eliminate narrow restrictions on employee training to help develop multiskilled workforce.
i 2
p 1
L
^
3.
Within 18 months, the Federal Accounting Standards Advisory Board will issue a comprehensive set of credible l
accounting standards for the federal government.
l C.
Form a Labor-Management Partnership f
1.
The National Partnership Council will. propose the statutory changes needed to make Labor-Management partnership a reality.
D.
Expert Leadership 1.
Every federal department and' agency will designate a chief o'erating officer.
2.
The President should appoint a President's Management Council to lead the quality revolution' and ensure the implementation of National Perfomance Review Plans.
3.
The President's Management Council will launch quality management " basic training" for all employees, starting with top officials and cascading through the entire executive branch.
Chapter 4 CUTTING BACK TO BASICS A.
Eliminate What We Don't Need 1.
The Department of Energy will consolidate and redirect-the mission of its Laboratories, production, and testing facilities.to meet post-Cold War national priorities..
B.
Collecting More 1.
Give agencies the flexibility to use some of the money they collect from delinquent debts to pay for further debt collection efforts, and to keep a portion of the increased collections.
C.
Investing in Greater Productivity 1.
Allow all agencies and departments to create innovation funds.
D.
Reengineer Programs to Cut Costs 1.
Federal agencies will develop and market data bases to business.
l 3
. '. ~. *
- NPR RECOMMENDATIONS ASSIGNED FOR FURTHER NRC CONSIDERATION Chapter 1 CUTTING RED TAPE A.
Decentralizing Personnel Policy (Assigned.to OP) 1.
OPM will deregulate personnel policy by phasing out the 10,000 page Federal Personnel Manual and all agency implementing directives..
2.
Give all departments and agencies authority to conduct their own recruiting and examinations for all positions, and abolish central registers and standard application forms.
3.
Dramatically simplify the currer.c classification system to give agencies greater flexibility in how they classify and pay their employees.
4.
Reduce by half the time required to terminate federal managers and employees for cause and improve the system frr dealing with poor performers.
Chapter 2 PUlllNG CU4TOMERS FIRST A.
Giving Customers A Voice -- And A Choice 1.
The President should issue a directive rsquiring all federal agencies teat deliver services to the public to identify and survey customers, and provide customer service equal to the best in the business.
Chapter 3 EMPOWERING EMPLOYEES TO GET RESULTS A.
Decentralizing Decisionmaking Power 1.
Over the next five years, the executive branch will decentralize decisionmaking and increase the average span of a manager's control.
(AssignedtoOP)
Chapter 4 CUTTING BACK TO BASICS A..
Reengineer Programs to Cut Costs 1.
Agencies will expand their use of alternative dispute resolution techniques.
(AssignedtoOGC) r
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